Monday, June 30, 2008

Turn Inquiries Into Solid Sales

Writen by Virden Thornton

The first few minutes of an incoming telephone call are critical if you want to turn an inquiry about your company's products or services into a long term customer relationship. Research shows that you only have about seven seconds in which to take charge of the call and capture the prospective customer or client's attention. If you don't gain immediate control of the conversation you could lose the chance of developing business for your company. The following examples show you how key phrases can turn a common, every day price inquiry into a selling situation, that in turn produces a new customer for your company or firm.

The Introduction

Typical opening: Good morning, ABC Company.

The caller will now ask a question and basically take control of the transaction. It's best to answer the call with a question.

An effective approach: Good morning (smile, it can be heard in your voice). Thank you for calling ABC Company. This is Mary Stevens, how may I help you?

By thanking your prospect you build rapport and make her feel good that she called your company. By identifying yourself, prospects are no longer dealing with an institution, they are now working with a "real person." Then, by asking a question you are taking control of the conversation. In a transaction of any kind, the person that asks the questions is in control of the process.

The Inquiry:

Customer: What is your price on one grundle of your 301 Widgets in black,?

Typical response: I'll have to look that up. Just one moment please. . . The price is $ _______ for a minimum order of one grundle.

A better approach: I'd be glad to give you the pricing on Widgets, but may I first ask, are you looking for an overnight delivery on the entire qrundle or are you planning to receive them in incremental shipments?

First you make a statement to transition into other questions.

Customer: Well, I'm looking to get the best price I can find.

Typical response: Well, our prices are competitive. A grundle in black costs $ ______ if shipped as a whole.

A more effective approach: Where are you purchasing your Widgets at this time?

Now use additional questions like this one to find out more about the customer and her specific needs. Here are a few samples to review:

• Does your present supplier offer a price break on your shipping approach?

• How do you use this style of widget in your production?

• If you felt you could get a competitive price on a grundle of black widgets andpossibly

lower your shipping costs, would you consider purchasing our 301s?

• Tell me about your specific Widget storage situation at your production facility?

Take some time after finishing this learning guide to write down some questions that you might ask about your products or services. Keep this list of questions where you can use them during future price inquiries. Refer to your list often until the questions are firmly set in your mind and are used on a regular basis.

The Close

Typical close: Well our prices are competitive and we'd love to do business with you. Best approach: We have several approaches to help you get the best pricing and delivery on Widgets, but I need to take 15, no more than 20 minutes to discuss them with you. Would it be possible for you to come into our plant or we could have a representative meet you at your office so that we could discuss these options further?

Realistically, many of your callers will decline your offer of assistance. Most prospects will just push you for your prices and then hang up. However, from time to time, this approach will strike a chord with a prospect. This caller will sense that you really care about his needs and will be willing to let you set an appointment.

Even though this approach may only attract a few new customers or clients out of the hundreds of people who call for information, over a period of several months, these few will begin to add up to a significant number. And remember, these are customers and accounts that may never have been attracted to your company if you had just given the caller your prices.

By putting a time frame of 15 no more than 20 minutes on your meeting with the prospect, your offer of help will appeal to more of these callers. People are concerned about time, so by setting a time frame for them, you help to reduce their concerns.

The fear of sounding foolish or being rejected may keep you from doing much more than giving out prices. But for true professionals, the approach outlined above can help you to establish new accounts (or sales) over a year's time, simply because you took the time to show an interest in the needs of your caller.

VIRDEN THORNTON is the founder and President of The $elling Edge®, Inc. an Ohio consulting firm specializing in sales and sales management training, personal coaching, advisory services and publishing. Clients have included Sears Optical, Eastman Kodak, IBM, Service Linen Supply, Bank One, Jefferson Wells International, and Wal-Mart to name a few. Virden is the author of the "best selling" Building & Closing the Sale, Prospecting: The Key To Sales Success and Close That Sale, a video/audio tape series published by Crisp Publications a division of Thompson Learning. He has also authored a client acclaimed Self-Directed Learning series of sales, coaching, telemarketing, and personal productivity manuals. To obtain a substantial discount on two of Virden's latest books, 101 Sales Myths or Organizing For Sales Success, go to: http://www.TheSellingEdge.com/

Cold Calling Turn The Nightmare Of Cold Calling Into A Sales Success

Writen by Alan Boyer

Do you know that some of the greatest salesmen do it on the phone?

Yet, I keep hearing how cold calling is a nightmare, how they hate it, and how even some sales gurus say "cold calling is dead." Here are some of the reasons I've heard from my own sales trainees, at least in the beginning:

    1) Rejection—All I got was No's and the phone slammed in my ear.

    2) All I got was voice mail jail and no one ever returns my calls.

And there are others, but most come back to the same thing: the obstacle you are facing isn't out there in the cold cruel world. It resides right between your own two ears. Your own beliefs are the obstacle. It isn't anywhere else.

For this article we're going to deal with the "all" syndrome and rejection.

A client and I once developed a cold calling campaign plan. He was to make 200 cold calls in the next week. We developed the general idea of what he was going to say, who he was going to call, and how he was going to say it. Then we practiced it until he sounded natural.

    When we got together the following week, I asked, So, how'd it go?
      "Horrible, all I got was phones slammed in my ear, P.O.'d people and No's galore. It just didn't work at all."

    How many calls did you make?

      "30, and after all those No's, I gave up."

    How many appointments did you get?"

      "Only one."

    So, what was your success ratio? How many appointments for how many calls?

      "Let's see, I think that is….1 in 30, or 3%."

    And what was our original estimate. Wasn't it 1 in 25? So, how can you say that it was a failure? You weren't far off.

      "…….but….but…all of those No's, 29 out of 30. That was mostly failure!"

    Let's see, at 1-2 minutes per call for No's, and maybe 5+ for the yes, how many minutes did you spend to get just one appointment? Isn't that around 60 minutes to get an appointment? Not bad if you ask me. What would have happened if you had made all 200 calls?

      "Maybe 6-7 appointments….Wait a minute, didn't we target 8 appointments for the 200 calls?!?!"

    How many calls were necessary to achieve your goal of 8 appointments a week? (This is probably THE MOST important question since it tells you clearly what you have to do to get the needed RESULTS).

Another thing would have happened if he had made the 200 calls: He'd have gotten better and better, gotten over his fear, and probably would have seen his call success improving toward the 1 in 25 calls, or even better.

I tell most of my clients that they need to make about 500 calls to get good at it. The trouble is that most never reach 500 calls, or if you do it takes them 2 years to do it, and by that time either the boss has eliminated you, or if you are a business owner your overhead costs have eliminated you.

It all started with the "all" syndrome. In other words our belief that

  • ALL we got was no's,
  • ALL we got were Voice Mails, and that NO ONE ever returned a call.

It's the glass half full or half empty issue. That is a belief that in this case isn't valid.

Use the Plan – Do – Improve/Optimize scenario.

  • Plan what you are going to do,
  • Do it (make sure to measure the results so you know what works and what doesn't), make changes (new plans), and
  • Go back through that loop over and over.

Let's apply that to the scenario above.

  • Develop what you are going to say, how you are going to say it and to who. Find the reasons why someone would even want to talk to you and develop it.
  • Measure your success, measure how many successes you had out of how many calls. In most cases, it really isn't as bad as everyone makes out.
  • Now that you have the key measurements—fix them. That means, change what you say, how you say it, or who you say it to, and watch the numbers. Do they go up, or down? Capture what works, and learn from what doesn't. You'll see those numbers constantly moving up.
  • Learn the best way from the experts…get every book you can, go to training classes, hire a sales coach.

You are always in control. Don't be at the mercy of anything, someone else, the environment, the market place.

Sales Training -- Get results not just Training

Some typical results

  • Lead generation -- up 5-10 times
  • Sales close ratio -- up 4-5 times
  • What is needed?

      Skills or removing the barrier between the ears? We focus on measurable results.

    Alan Boyer, President/CEO of The Leader's Perspective, LLC

    Helping People and Companies Worldwide Reach Further Than They EVER Thought Possible...FASTER

    Check out our website, and sign up for our weekly newsletter "Hints and Tips to Increase Your Business."

    http://www.leaders-perspective.com
    mailto:AlanBoyer@leaders-perspective

    Sunday, June 29, 2008

    Discover The 3 Essential And 1 Optional Elements That Guarantee More Appointments

    Writen by Dave Wells

    There it is again. Your biggest hurdle to getting appointments. The telephone seems to be sitting there on your desk mocking you as if it knows you just hate to pick it up and use it to ask for an appointment with your prospects. You wish you had some way to make the experience of lead generation more enjoyable by sending something out to your prospect first and yet you know that most of your efforts have been costly, time-consuming, and ineffective. It's now another Monday and you have to fill your week with appointments or else you're out of a job or out of business

    Guess what? There is a way to make those cold calls warmer, enjoyable, and more productive. It just takes a little creativity to warm up the coldest prospect and get them talking to you on the phone. It doesn't cost much to do and if done correctly can earn you as high as a 40-50-60% appointment ratio or higher.

    Today's business prospects are hungry for information, but they are just too busy from job demands that most just want to eliminate you as quickly as possible. That's why the "Prospect Release" fits the bill when it comes to lead generation. Getting the attention of your prospect and getting them to meet with you will become much easier.

    The "Prospect Release" is simply an adaptation of the press release along with a few other pages of attention-grabbing material. The idea is to deliver enough interesting and stimulating information to your prospect that they actually look forward to your call for an appointment.

    Striking Gold

    So what is a "Prospect Release" and how do you use it?

    The "Prospect Release" is comprised of 4 pages that are either mailed or faxed to your prospect. They are: the prospect/press release; a biography; a question and answer sheet, and a cover page which is optional. Each one serves an important purpose that shows how much you understand your prospect and how well you can deliver a knock-out solution for them and their company.

    • Hook them with a WOW headline. One of the pages you will be sending is a prospect/press release. This page should look like a regular press release only from the standpoint of having your name and contact information appearing at the top of the page – that's it. The key is to include a headline that captivates your prospect and shows how another client in your prospect's industry solved a problem. Make it interesting and about something that your prospect wants. The rest of the release should really be a story about one of your customers and how your product/service solved a problem. The key is to not make it sound like a sales pitch – it has to be about your client. Make sure that you double space the complete release. Almost all busy prospects want to know what you can do for them quickly. Less is more. If you can't tell a story in 3 double-spaced paragraphs that makes them want what you sell, then they won't want to meet you.

    • Tell a story about yourself. Now it's time to sell you in a small way. Ever notice how much you like to read the short biography that's located in the inset cover page of books in general? Even if you don't skim the contents of the book you just can't help but read the biography. This page should be about your expertise and why you are qualified to be speaking about your product/service. In it you should communicate to your prospect that you are not just another salesperson but someone that can bring great value to them. Explain your credentials, but more importantly tell a little history of how you came about working in your industry, and make it as personable as you possibly can. Be humble, speak softly but carry a big stick, or be prepared for this technique not to work. No one really wants a conceited BMOC (big man or woman on campus) as their sales rep.

    To see a sample of my bio go to: www.emdco.com/mediaroom.html

    • Move your prospect to YES. The Q&A page. Here's where you list the 10 most common questions and give them the answers. You can even address some common objections by rephrasing them as questions and providing the answer. Let's face it all your prospect really cares about at this stage of the game is that they can disqualify you so they don't have to waste their time. You will be much better off if you can address what is really on their minds right from the beginning. And the Q&A can actually save you time in the sales cycle. It shows that you have nothing to hide and can be trusted.

    • Make them feel even more important. The cover sheet (optional). Use this page when you're trying to be even more personal when faxing out your prospect release. A short hand-written note with the prospect's name and a signature communicates that this is not a mass mailing. I usually write a note that says something like, "Ms. Jones, I thought you might be interested in how a fellow technology company was able to increase their b2b lead generation by 43%." Sincerely, David

    Don't use company letterhead. My research shows that plain vanilla is the way to go. Any logos or corporate names will defeat the significance of your message. The idea is to be different. How many of your prospects get handed a press release with a personalized cover letter?

    Now that you have the essentials down, work on writing your copy. It should be all about your prospect and their industry. When it comes time to follow-through with a call, all you have to do is introduce yourself as the one that sent the fax and ask for the appointment.

    David Wells is a business development expert, speaker, trainer, consultant and founder of http://www.emdco.com a provider of business-to-business lead creation, data confirmation and integrated marketing solutions. You can subscribe to "The Business Promoter's Tips of the Week" ezine at subscribe@emdco.com.

    Spectacular Structure For A Cold Calling Script

    Writen by Leslie Buterin

    There are so many wimpy cold calling scripts out there that if your try them all they'll make your head spin.

    You'll find some scripts tell you to introduce yourself and bond before you get to the point ... as though you'll build a lasting relationship within a few seconds on the phone.

    Other scripts direct you to tell prospect all about the company… as though your company's history that will justify the fact that your call that has interrupted the prospect's day.

    Some scripts even start out with the unconvincing words "This is not a sales call…" Yeah, right. Who do they think they're kidding!

    By the same token you and I both know that the power of any sales presentation is in the words.

    Face-to-face you have all sorts of visual cues that let you know whether or not you and your prospect are strolling down the primrose path … together.

    In the blink of an eye you pick up cues such as a prospect's crossed arms, broken eye contact, and other body language that let you know when your words have taken the two of you off the profitable path. With these cues you quickly figure out how to get back on track and can easily adjust your sales presentation accordingly.

    On the phone, however, your cues come from background sounds, tone of voice, pacing, and the words themselves.

    To stay on course self-control is key.

    Say too much and you'll hear, "If he's interested he'll call you" and wonder, "What happened?" Say too little and the gatekeeper will ask questions, to keep you talking, find out what she thinks she needs to know, and then gets off of the phone.

    Since sales professionals have a gift for gab and thrive on social interaction, we are most comfortable talking with people face-to-face. We prefer to be around people and usually dread cold calling on the telephone. When we do our cold call prospecting, it is easy for us to talk too fast; too spew out way too many words for the prospect to grasp on the phone; and to relinquish self-control altogether. We experience failure … not our favorite lesson … and quickly build an aversion to making cold calls.

    Successful sales professionals turn aversion to attraction by using scripts that are in essence a sophisticated sales presentation. Scripts that are stripped down to the essential words; not too many, and not too few words that "make the sale" in their 90-seconds of time on the phone with an executive or executive assistant.

    Yes! A script can be that good and yield results of 6-8 appointments out of every 10 calls.

    How do you come up with a script that's so good? First, you must craft a script so that it contains each of the components of an effective face-to-face sales presentation. Then you must streamline the script for successful transition to the telephone.

    A spectacular structure for a cold calling script is this:

    1. Use the prospect's name, in the form of a question as you opening line.

    2. Identify yourself

    3. State the purpose of your call

    4. Build a benefit statement that tells your prospect precisely what he/she will get out of meeting with you—in terms of bottom line numbers.

    5. Maintain self-control by knowing what you want out of the call and asking the questions you need to ask to get there.

    Here's and example of such a script:

    "Mary?"

    "This is Leslie. I'm calling from ColdCallingExecutives.com to see whether or not I can double John's revenues in 90 days or less."

    "When's the best time for him to meet, this week or next?"

    "I appreciate you. Thank you."

    Even the best cold callers are struck by how much effort it takes to relax during cold calls to executives; how few words actually need to spoken during a structured sales call, and the power of a carefully crafted sales call.

    You've heard the phrase "KISS … Keep It Simple, Stupid!" You can modify that a bit to help you with your own spectacular script for successful cold call prospecting. KISS… Keep It Simple and Structured. Then, enjoy your success as your new simply, spectacular cold calling strategy pays off!

    Forward this article to friends—they'll thank you for it!

    For your FREE mini-course "Jealously Guarded Secrets to Cold Calling Company Presidents" visit http://www.ColdCallingExecutives.com! Or call Your Sales Coach for Extreme Profitability, author/speaker Leslie Buterin (like butterin' bread) at (816) 554-3674 9-3 CST (that's Kansas City/Chicago Time).

    Saturday, June 28, 2008

    Having Telemarketers Aboard Will Create Culture Shock

    Writen by Dr. Gary S. Goodman

    Recently, when planning a telemarketing unit for a wholesaler, the question came up, "How will our other employees react?"

    I laughed out loud.

    "They'll be shocked!" I shot back.

    And it's true. When you develop an in-house tele-sales unit, you're bringing in an alien culture.

    It's not quite as dramatic as putting cats and dogs together, but there is an image I can't get out of my mind: lions and lambs!

    Not really.

    But close!

    Telemarketers are rowdy, self-obsessed, mavericks when you compare them to other employees. If they have any substantial experience on the phones, they'll take a glance at your place and don an expression that says:

    "I've seen better!"

    Well, who needs them, right?

    You do, and they know it. Either: (1) You can't do what they do; or (2) You don't want to do what they do.

    I did some consulting work for Kelly Tire in Cumberland, Maryland, a few years back. They named their tele-sales group, "The Live Wires," and they were very lively, indeed.

    They had a separate dress code, different working hours, pay, and nearly everything else.

    And so they wouldn't be too much of a culture shock to the rank and file, they were even given their own entrance and exit to the building!

    So, when you're developing your unit, be aware of these dynamics, and plan, accordingly.

    You may want to create a special place for your tele-people, as well!

    Dr. Gary S. Goodman, President of Customersatisfaction.com, is a popular keynote speaker, management consultant, and seminar leader and the best-selling author of 12 books, including Reach Out & Sell Someone®, You Can Sell Anything By Telephone! and Monitoring, Measuring & Managing Customer Service, and the audio program, "The Law of Large Numbers: How To Make Success Inevitable," published by Nightingale-Conant. He is a frequent guest on radio and television, worldwide. A Ph.D. from USC's Annenberg School, a Loyola lawyer, and an MBA from the Peter F. Drucker School at Claremont Graduate University, Gary offers programs through UCLA Extension and numerous universities, trade associations, and other organizations in the United States and abroad. He holds the rank of Shodan, 1st Degree Black Belt in Kenpo Karate. He is headquartered in Glendale, California, and he can be reached at (818) 243-7338 or at: gary@customersatisfaction.com.

    Friday, June 27, 2008

    Teleselling And Static On The Phone Lines

    Writen by Lance Winslow

    If you do a lot of telephone sales then you know that about the worst thing that can happen is a bad phone line. Any sales person is on the phone constantly setting up meetings, scheduling appointments and perhaps even taking orders and closing deals, but when the phone is full of static the sales person looks foolish and miss communications can lead to catastrophes down the road.

    Most sales people do not do this by practice, but sometimes the best thing to do is simply say this phone line has too much static and therefore I will have to call you back later. When a sales person is frustrated or angry due to the phone lines they worsen the situation by talking louder, more abruptly and repeating themselves. This is generally met by a reciprocal response by the other party and sometimes what should be viewed, as a normal conversation sounds more like a shouting match to the NSA who is probably listening?

    What can you do to stop this? Nothing the NSA will continue to listen to the calls. But if you are smart you will simply ask the other party if you can call them back when you are within range of a better cell site and ask them what time would be good for them and re-schedule and you will save yourself a lot of problems in advance, so consider all this in 2006.

    By Lance Winslow

    5 Crucial Things To Know Before Building Your Telemarketing Unit

    Writen by Dr. Gary S. Goodman

    Imagine planning a visit to a part of the world where diseases are rampant, but a vaccine is available, and you aren't going to take it.

    This is what it is like to go into telemarketing without a thorough understanding of its challenges and dangers.

    I can tell you from vast experience, having built and improved countless units, that it's a jungle in there, and to the unwary, you can easily get lost, or worse.

    Specifically, here's what you need:

    (1) Dedicated Management.

    A tele-sales unit won't run on its own. You can't imagine how callers will get caught up in each other's business and distractions without someone there to get them back to work. Management by committee probably won't work. You need to appoint a main supervisor or manager.

    (2) Training.

    I've written at length about how most callers are ignorant of the Three T's: Text, Tone & Timing, and how to use them. It's not intuitively obvious. They need training to know what to do and not to do.

    (3) Complete Scripted Materials.

    A main presentation, answers to objections and common questions, along with "clutch closes," need to be supplied. And it should be really GOOD!

    (4) A Rational & Motivational Compensation Plan

    Want the worst people available on the market, today? They're easy to find, and they're all you'll find if you pay the lowest wages. An attractive salary, commission or bonus structure, and typical benefits will get the best people to look you over. Your benchmark isn't clerical or customer service work: it's field sales compensation.

    Let's say your minimum outside seller earns $60,000. Then, a part-time job should pay telemarketers $30,000. That's about $28 per hour, factoring in salary, commissions, and minimal benefits. In major urban areas, you're looking at the salary portion being at least $14-16 per hour, to get people in the door.

    (5) Expect Turnover

    You won't develop a nucleus of people until you have moved through several "people turns." You'll have to recruit, train, supervise, critique, and terminate several people just to get a few that will stick with you for several months.

    You've heard the expression that the ABC's of selling translates into "Always be selling." To build your tele-sales unit, you always have to be recruiting, training, and turning over, to get what you need, a profitable and semi-stable unit.

    These are significant challenges, and they won't be solved though cleverness or short cuts.

    But once you have a productive unit, it is something of which you can be proud, because it didn't just fall into place.

    You made it happen!

    Dr. Gary S. Goodman, President of Customersatisfaction.com, is a popular keynote speaker, management consultant, and seminar leader and the best-selling author of 12 books, including Reach Out & Sell Someone®, You Can Sell Anything By Telephone! and Monitoring, Measuring & Managing Customer Service, and the audio program, "The Law of Large Numbers: How To Make Success Inevitable," published by Nightingale-Conant. He is a frequent guest on radio and television, worldwide. A Ph.D. from USC's Annenberg School, a Loyola lawyer, and an MBA from the Peter F. Drucker School at Claremont Graduate University, Gary offers programs through UCLA Extension and numerous universities, trade associations, and other organizations in the United States and abroad. He holds the rank of Shodan, 1st Degree Black Belt in Kenpo Karate. He is headquartered in Glendale, California, and he can be reached at (818) 243-7338 or at: gary@customersatisfaction.com.

    Thursday, June 26, 2008

    Inside Sales Tips Increase Your Sales Instantly Using These 3 Techniques

    Writen by Mike Brooks

    Improve Your Sales.....Instantly!

    Here are three techniques your inside sales reps can begin using right away to instantly improve their sales:

    #1 Getting past the gatekeeper. Please have your sales reps begin using Please. When the receptionist asks, "Can I tell them who's calling?" your rep should always answer, "Yes, please tell (prospect) that (sales rep's name) is holding please." And then watch as they are instantly put through without any more screening.

    This one technique alone will improve their contact rate by more than 50%!

    #2 Never, ever call and say, "I was just calling to touch base (or to see how things were going, etc.). That's not why you are calling. You are calling to close business! To improve, always call with a reason like, "Hi this is Mike Brooks with the ABC Co., and I'm calling to let you know about our December special. Did you know that if you act now you can save..."

    Develop your own opening line, but always open with an active statement and give your customer a reason to buy.

    #3 Stop repeating the objection! You would be surprised how frequently I hear telemarketers say, "Oh, you're not interested now?" or "So you don't have the budget at this time?" WHAT?!

    The sooner you stop repeating their objections and begin asking your customers what it will take for them to buy, the sooner your sales will grow. Whenever you get a no or a negative, always counter it with a positive buying question like, "What will it take for you to place an order today?" or "Where could you get the budget from to take advantage of our great special today?" or even, "When you do place your next order, what will you be likely to buy the most of?"

    The more opportunities you give your customers to buy, the more orders you will get.

    Practice these techniques today, and watch as your sales begin to soar!

    Mike Brooks, Mr. Inside Sales, has been a top 20% producer for over 20 years. He works with business owners and inside sales reps nationwide teaching them the skills, strategies and techniques of top 20% performance. To sign up for his FREE Ezine, "Inside Sales Secrets of the Top 20%" click here: http://www.mrinsidesales.com/ezine.htm

    Mike Brooks, Mr. Inside Sales, offers FREE Teleseminars, FREE Closing Scripts and a FREE audio program designed to help you double your income selling over the phone. If you want to Close Business like a Top 20% producer, then learn how at: http://www.MrInsideSales.com

    Wednesday, June 25, 2008

    Inside Sales Tips Voicemail The 5 Golden Rules

    Writen by Mike Brooks

    I remember a time -- and it doesn't seem like that long ago -- when voicemail was all the rage. There was no e-mail, so people tended to honor and even return voicemail messages. It was a good time...

    But that's history now. E-mail has changed everything, and people now hit the delete button on their voicemail messagesthe instant the they hear something they don't like -- which is usually when it's a message from an unknown inside sales rep. What to do?

    The good news is that there are some rules you can follow that will give you the best chance at getting your prospect to maybe call you back.

    And I say maybe because people are simply too busy to call people back -- especially a sales calls.

    To give yourself the best chance of being one of the lucky few who do get called back, follow the 5 Golden Rules of voicemail messages, and cross your fingers -- a little luck never hurts.

    Golden Rule #1 -- Be specific.

    It is imperative to do some research and leave a message that specifically addresses a problem or event that your prospect is dealing with. For example, if you find out on their website that they are opening a new branch or division in another city, mention this and tie it in with your value proposal. And always use their first name. Something like:

    "Hi Barbara, Mike Brooks here with HMS software. I'm calling about your new office that's opening in Houston next month, and I wanted to provide you with some ideas that may help with your networking issues. We work with a lot of companies in the area, and I think you'll find it useful when we talk.

    You can reach me by calling area code (800) 222-0568. That number again is area code (800) 222-0568, and ask for Mike Brooks. I look forward speaking with you and thanks for returning my call."

    Golden Rule #2 -- Use a script.

    You absolutely must script out exactly what you're going to say. Nothing gets your message deleted quicker than a series of ums and ahs. People are way too busy to sit through -- let alone call back -- a message that rambles on and on by someone who doesn't appear to know why they are calling.

    Also, by scripting your message you can create great content ahead of time and deliver it like a professional -- unlike the other 80% of the messages they get.

    Golden Rule #3 -- State their problem and offer a solution.

    Did you notice that in the voicemail sample in Rule #1, I mentioned a specific event (their move) and a possible problem (networking issues) as well as potential solutions to their problems (some ideas that may help you)?

    This is the winning voicemail formula -- mention specific problems your prospect is having and offer your solutions to them. Prospects are only thinking about themselves and will only be interested in you if you can help them solve their problems.

    By addressing this in your voicemail, you stand the best possible chance of getting your call returned.

    Golden Rule #4 -- Mention how your solution has helped others in their industry.

    Did you notice in the sample voicemail message the part about "we work with a lot of other companies in your area"? People want to work with, and in fact feel comfortable working with, people who understand their business. If you have experience at solving other company's problems, then your prospect will want the same solution as well.

    Everyone wants to work with successful companies, and if other companies are using you, they figure you've got to be doing something right.

    Golden Rule #5 - Never, ever leave more than two messages.

    After you leave your first message, wait at least a week before you leave a second. And if that doesn't get returned, move on.

    The last thing you want to be is a pest and a desperate one at that. After two messages, your prospect has your name and number, and if they are interested they will call you back. And if they don't then you get to spend time looking for someone who will.

    In conclusion: to give your voicemail messages the best chance of being returned, follow these 5 Golden Rules. And make sure to have a solid script ready for when they do call back!

    All the best,

    Copyright @ 2006 Mike Brooks

    Mike Brooks, Mr. Inside Sales, has been a top 20% producer for over 20 years. He works with business owners and inside sales reps nationwide teaching them the skills, strategies and techniques of top 20% performance. Sign Up for free to the award winning FREE Ezine, "Inside Sales Secrets of the Top 20%" http://www.mrinsidesales.com/ezine.htm To read more about Mike Brooks click here.

    Mike Brooks, Mr. Inside Sales, offers FREE Teleseminars, FREE Closing Scripts and a FREE audio program designed to help you double your income selling over the phone. If you want to Close Business like a Top 20% producer, then learn how at: http://www.MrInsideSales.com

    Sing Like Sinatra“ Top Consultant Advises Sales Amp Customer Service Script Users

    Tuesday, June 24, 2008

    Telesales

    Writen by Stephen Kaye

    HEADSETS & TELEPHONES

    The equipment your personnel use is important. Don't let others tell you any different. Like the Sales Representative who looks forward to his or her new car every two years, so the telesales person deserves to enjoy good equipment. Good, practical equipment does make a difference. The Sales representative drives the car every day; it's a tool of the profession. The staff work area, tools and equipment, like the Sales Rep's car, say something about them and the way in which they do their job.

    Comfort and professionalism

    As the major tool of this trade is the telephone, it is important to give serious thought to comfort, ease of use, practicality and of course, cost. Let us look at some available options to help you become more comfortable, more professional, and more under control.

    Headsets

    Headsets (A telephone mouthpiece and earpiece which clip over the head) are available in a range of styles and prices. The price depends upon the degree of sophistication and the quality of the headset. At the time of writing, headsets range in price from thirty pounds up to two-hundred-and-fifty pounds.

    Some advantages of using a headset are:

    • Hands are free to write, use a keyboard, or turn pages.

    • Individuals may feel they can have a more natural conversation.

    • The headset often helps personnel to cope with a noisy environment.

    • The possibility of Repetitive Strain Injury is reduced.

    • Headsets often look and feel more 'professional'. This could improve performance of personnel.

    Quick release

    Some headsets have a 'quick release' facility, enabling them to be disconnected from the telephone line in order to leave the desk, simply plugging back in again when reseating. This is advantageous if your personnel need to move around a lot within the work area. Modern headsets are lightweight, easy to wear, and remarkably efficient.

    Comfort

    A headset may not be appropriate for the casual telephone user, and there are those who 'just feel right' holding the telephone receiver when making a call. However, a headset may be ideal for your personnel. Telecommunications companies have a range of headsets that are available to purchase over-the-counter or to order. BT has an excellent range in their own shops. If those you order turn out to be inappropriate, you can simply return them, or change for an alternative style or model.

    Telephones

    Many modern telephones are equipped with an extra socket for a headset. These allow the headset and handset to be used simultaneously, as a training aid. You can monitor the staff member's handling of the telephone call. If the telephone has a 'secrecy' button, you can also give on-line coaching. (See below).

    Handset adapters

    Some telephone handsets will allow an adapter to be clipped on, which allows the handset to be held comfortably between the shoulder and neck. These are a good alternative to headsets, but may give insufficient freedom of movement.

    Features to look for

    I would suggest that you consider one or more of these features when deciding upon a telephone for telesales use:

    • Clearly visible and easy-to-press buttons. Numbers can be tapped out easily and clearly – why waste valuable time?

    • Last number redial facility. This is a very useful function for those customers who are engaged or who want to be called back in a few minutes. If someone forgets to check something - just press the button and he or she is back in touch.

    • Headset socket. As detailed above, there are many advantages to a headset.

    • Lightweight handset. Heavy handsets may become uncomfortable with prolonged use

    • Hands-free facility. If the telephone user does not have a headset, a hands-free facility on the telephone will make some tasks easier, particularly if it is necessary to shuffle papers or write a lot.

    Some other useful features

    • A volume control. Some people speak very quietly. Asking the person at the other end of the telephone to 'speak up' is not always appropriate. With a volume control this difficulty can be surmounted.

    • Dialler display. This shows the number being called.

    • A longer, flexible lead between handset and main unit. Short and rigid handset leads are inhibitive to easy movement.

    • A 'secrecy' button. It may be necessary to check something with a colleague, and a secrecy button means this can be done without the person at the other end of the line overhearing. It also means that as a manager, you can give coaching whilst your staff are actually on the telephone.

    All of these features may not be required for good telephone work. Different equipment suits different people. It is as well to be aware of the many options available, however.

    Try these tips

    • Observe your department when it's busy. Do any personnel appear uncomfortable with the telephones you have? Try to see why.

    • Purchase a headset for your department. Let different members of staff use it. See what they think of it. Do they find it comfortable? Does it increase their activity?

    • Buy a telephone with the above features. Let some of your personnel try it out. Use it yourself. Does it make a difference to the way you work?

    • If headsets prove popular with your staff, would it be attractive to offer them as incentives for high achievers?

    PROJECT TRACKING SOFTWARE AND COMPUTERS

    Some areas of the telesales industry require repeated contact to a wide base of people in order to bring about a sale. In these fields, it is vital to be able to keep track of large quantities of information and the numerous telephone calls made. This is where project-tracking software applies.

    Using project-tracking software

    Project tracking software is often found within the Construction Industry, where major building projects can involve ten to twenty different companies and hundreds of people. Records of names, dates, and progress have to be kept as it becomes vital to know who is involved in the project, who needs to be spoken to, and what their telephone, 'fax, mobile, and email details are. Keeping to strict deadlines with calls is vital using such a system. There may be only one day in a month when you will be able to speak to key people, and these important calls cannot be missed. Such telephone sales activity is known as 'Project Tracking', or 'Project Co-ordination' and requires extensive telephone work to a wide range of people. These include Architects, Project Engineers, Designers, Planners, Surveyors, and Estimators.

    Managers

    Managers find this type of software extremely useful. It allows them to see exactly what calls have been made, to whom and by whom. Good project-tracking software will also allow a Manager to key in a salesperson's name and find out how their call rate compares to others, what effect the calls are having upon overall sales, and any of a wide permutation of factors which allows him or her to be fully informed.

    Co-ordinating projects

    Project Co-ordinators and Managers will normally utilise specially designed computer software programmes in order to keep accurate records. These records would cover progress made, who has been contacted and by whom, the names of key figures who make decisions, etc. The sales basics are the same, but the use of the computer and software programme adds an additional element. The project co-ordinator will have the PC available, entering in important dates and information on a daily basis. Software for project tracking will also allow entry of other information such as what was discussed, important dates, personal views, and when the next telephone call should be. It would also allow cross-reference to other projects. On an appropriate day in the future, the computer will notify the Project Co-ordinator that a return telephone call is due. Utilising such a system it should be possible to keep track of a very large number of different projects. The software does the work, but the scheduled telephone work still has to be done, and all new information has to be entered into the system.

    Many companies also use this system as an aid to follow up literature on specific dates, say, eight to ten days after it has been sent. Managers, as detailed above, find it an invaluable tool both for day-to-day management and for use in predicting sales forecasts.

    Advantages of Project tracking systems

    • Ease of tracking many different contacts in a wide base of businesses.

    • One person is able to keep track of, and co-ordinate complex activity.

    • Sales can be monitored and managed by the salesperson and executives.

    • Record keeping is precise and records are available.

    • Vast amounts of information, easily accessible, can be called upon to focus sales activity.

    • Set up and running properly, executives can keep a 'finger on the pulse' of a wide range of projects, sales activity and the effectiveness of sales campaigns.

    Disadvantages of Project tracking systems

    • Problems can arise if the information is not entered into the system, or entered in incorrectly.

    • When the system goes down, so does a high percentage of sales activity.

    • Such systems cost money, in capital outlay, in training, and in maintenance.

    OTHER USEFUL TOOLS

    There are many other tools which may help to make telephone sales life more comfortable, more ordered, and more manageable. Whilst some of these may not be relevant to your particular needs, they are all useful tools.

    Residential and Business telephone directories on CD

    Telephone directories are now available on CD to save time and money. If your company utilises Computer systems as sales tools, this simple and versatile extra can be invaluable. With millions of names, addresses and telephone numbers of potential residential and business customers, it is something worth thinking about. Of course, this depends upon the size and scope of your business calling.

    Increasing your comfort with office equipment

    • Use of footrests. Footrests are becoming more and more common in the workplace. They are available in a range of heights, styles and materials. A footrest can make all the difference to the level of personnel comfort and can therefore add to sales activity.

    • Employ proper seating. There is no end of office seating stores. Good seating costs little and can make a tremendous difference to the quality of work. Good seating means that personnel are more comfortable, more relaxed and more in control.

    • Sitting at a desk or work surface of the correct height, with enough room to write with ease can make a difference to the productivity of staff.

    • Acoustic dividers between desks can create a calmer work environment where staff can be more relaxed and feel more able to communicate one-to-one with their clients. They would also allow you to work with staff on a one-to-one basis for training purposes.

    Remember that it's important to have the right equipment for the job. Good equipment costs money of course, but properly equipped personnel can also carry out a far more effective job.

    Stephen Kaye is the author of 'Make Telesales Work' and the owner of http://www.kaymexdirect.co.uk If you would like to receive a copy of the book 'Make Telesales Work' in .pdf form, email the Author, Steve Kaye. There is a small charge of £5.00 for this .pdf but it's worth every penny!

    Monday, June 23, 2008

    Inside Sales Tips Taking Your Prospect All The Way

    Writen by Mike Brooks

    Most closers have been taught to ask for the deal, and some actually do. After finishing a presentation, they will say something like:

    "So how does that sound?" (Weak closing attempt) or,

    "Have I answered all your questions?" (They then expect or hope the client volunteers to buy -- again weak) or,

    "Would you like to place the order now?" (Slightly better, at least they're asking for the deal) or,

    "So let's get you started..." (They then wait for the prospect to say yes or for them to keep asking questions--still not good enough)

    The problem with all these closing attempts (and these make up 80% or more of how most sales reps do it) is that it leaves the decision up to the buyer.

    The top 20%, on the other hand, don't ask for the deal, rather, they assume it and take the prospect all the way through the close. Here's how they do it:

    "Great ________, so let's get you started with this. You are going to need a pen and that purchase agreement I sent you. It's the document at the back in red, do you see that? Great, now go ahead and start by filling out..."

    See the difference? The top 20% know they are dealing with qualified prospects (since they qualified them by asking the tough questions), they used trial closes so they know where they stand, have answered some questions, and now they know that it's time for the prospect to buy.

    But they don't leave this very important decision up to the prospect.

    Rather they keep control the call, assume the deal, and take their prospect all the way through the close. They know that after they've done all this work, they deserve to get the deal and the prospect expects to buy.

    This is a powerful Top 20% closing secret, and you can increase your closing ratio by 50% or more by using it. But don't take my word for it -- try at this week and watch your sales soar.

    Wishing you a great week.

    Copyright @ 2006 Mike Brooks

    Mike Brooks, Mr. Inside Sales, has been a top 20% producer for over 20 years. He works with business owners and inside sales reps nationwide teaching them the skills, strategies and techniques of top 20% performance. Sign Up for free to the award winning FREE Ezine, "Inside Sales Secrets of the Top 20%" http://www.mrinsidesales.com/ezine.htm To read more about Mike Brooks click here.

    Mike Brooks, Mr. Inside Sales, offers FREE Teleseminars, FREE Closing Scripts and a FREE audio program designed to help you double your income selling over the phone. If you want to Close Business like a Top 20% producer, then learn how at: http://www.MrInsideSales.com

    How To Bring A Call Script To Life

    Writen by Dr. Gary S. Goodman

    In a recent article I explained that scripting conversations is inescapable, inevitable. You'll either use one unconsciously, from memory, or explicitly, having written it down.

    Presuming you write it down, which is a really good idea, you can now focus on improving your delivery, your vocal nuances, so it doesn't sound artificial.

    If you ask most tele-reps why they don't like scripts, they'll respond that they don't want to sound canned, believing that one naturally follows from the other.

    Not true.

    A few years ago, actor James Earl Jones did a radio commercial for a restaurant chain. He simply read from its menu, using his wonderful training to make each item sound stupendous. (As you know, Mr. Jones is the deep, resonant, Darth Vader voice in "Star Wars.")

    The ad proved that it isn't what you say, i.e. the quality of your script, that alone determines your impact. Performing it well, bringing it to life, is just as important.

    So, here are some quick pointers on script reading that actors will also appreciate when they go to auditions for cold readings:

    (1) Read the script one phrase at a time; not one word at a time.

    When we speak spontaneously, in everyday conversations, we use phrases, and express them as entire units. Stopping to utter words as individual units slows us down and makes our language sound stilted.

    (2) Breathe in the middle of a phrase, not at the end.

    Again, when we speak spontaneously, we breathe in the middle of ideas. By breathing only at the end, you signal that you are reading, and your listener will discount what you're saying as contrived.

    (3) Vary your tones.

    Poor script readers sound mono-tonal, and this is generally artificial, unless we're genuine geeks or police dispatchers who follow a cultural code in restricting their voices to narrow ranges. Let your voice rise and fall, from high to low, and from soft to louder. This is what we do in everyday conversation, so let's carry it over to reading scripts.

    (4) Get over the fact that the script's language isn't your everyday language.

    It's better, crafted for persuasion, not chitchat or recreational conversation. So, you didn't write it, no big deal. You can still make it yours by repeating it and by making it sound spontaneous. In fact, once you've said it 100 times, it will seem second nature to you.

    These are some of the ways in which you can tackle the task of making a script come to life. Remember, real professionals do this, whether they're Broadway actors or your favorite classroom teachers.

    Dr. Gary S. Goodman, President of Customersatisfaction.com, is a popular keynote speaker, management consultant, and seminar leader and the best-selling author of 12 books, including Reach Out & Sell Someone® and Monitoring, Measuring & Managing Customer Service. He is a frequent guest on radio and television, worldwide. A Ph.D. from USC's Annenberg School, Gary offers programs through UCLA Extension and numerous universities, trade associations, and other organizations in the United States and abroad. He is headquartered in Glendale, California, and he can be reached at (818) 243-7338 or at: gary@customersatisfaction.com.

    Sunday, June 22, 2008

    Incoming Telephone Referrals And Customer Conversions

    Writen by Lance Winslow

    About the best incoming phone call a small-business person can get is one, which comes from referral from a happy customer. This means that the person on the phone is friends with or has an acquaintance with someone who already does business with that small company. And if the person they are doing business with was not happy they would've gave a terrible review instead of a wonderful review which prompted the new potential customer to call the first place.

    It is important for small-business owners to recognize these calls when they come in and make sure that they handle them properly because these will be future customers. Some small businesses, which fail to recognize these incoming calls may actually turn off the customer who has called and that potential customer may call their actual customer who has referred them. This is terrible in that it will prevent future referrals from the happy customer and these small businesses did not get the advantage of having a customer become a customer who called the phone.

    It therefore makes sense to teach all of your employees at your company to recognize these calls when they come in and to treat the person who called in from a referral as an actual customer. It is important consider them as your best customer you've ever had, as they quite very well could become. I hope you'll consider the philosophy of incoming telephone referrals and customer conversions in your business. Think of this in 2006.

    Lance Winslow

    Saturday, June 21, 2008

    5 Ways To Keep Your Call Center Positive

    Writen by Dr. Gary S. Goodman

    It's not an easy job, managing a room with potentially hundreds of people in it. How do you help them to be productive?

    One of the best ways is by managing the mood of the place.

    Here are five pointers that I've developed over the years:

    (1) Identify your center's "opinion leaders." These are usually folks in the rank and file who have no formal power, but lots of the informal kind. Perhaps nothing you can see makes them leaders, and you might never consider them for management, but a simple fact remains. They have followers—that's what makes them leaders.

    When you have group meetings and you mention a change in procedure, observe who receives the glances from his or her peers. If they're looking to see how Jim is responding to you, he might be one of the top dogs.

    Keep a close eye on these folks, and make sure they're on the same page with you. Do this by informing them about upcoming changes, first. Ask for their support, but don't ever reveal that you have pegged them as being informal leaders.

    (2) Patrol your center on a regular basis. Wear a smile. Say "nice to see you," and ask how people how they are doing. It's like being a politician who is working a crowd. It's part of your job, and your obvious conviviality keeps the tone light and positive.

    (3) Give the group daily goals for hitting sales targets or handling large call volumes. Announce how they're doing at crucial times. "Hey, it's two o'clock and we're on target; keep it up!"

    (4) Recognize individuals in a big enough voice for them and at least a dozen others around them to hear. "Mary got another sale. Great job, Mary! Keep it up!" She'll appreciate the praise, even if she tries to show modesty, and others will feel the heat turned up a notch or two beneath them.

    (5) Remove sourpusses from the room, quietly, and quickly. Have a brief pep talk with them. Make sure they're energized before mainstreaming them again.

    You may not see it in your position description, but if you manage a call center, it's your duty to keep it positive. Try these five things, and tell me how you do!

    Dr. Gary S. Goodman, President of www.Customersatisfaction.com, is a popular keynote speaker, management consultant, and seminar leader and the best-selling author of 12 books, including Reach Out & Sell Someone® and Monitoring, Measuring & Managing Customer Service. He is a frequent guest on radio and television, worldwide. A Ph.D. from USC's Annenberg School, Gary offers programs through UCLA Extension and numerous universities, trade associations, and other organizations in the United States and abroad. He is headquartered in Glendale, California, and he can be reached at (818) 243-7338 or at: gary@customersatisfaction.com

    Friday, June 20, 2008

    Ring In Your Sales With Bells

    Writen by Dr. Gary S. Goodman

    When I was developing a call center for Xerox, I made a deal with my onsite coordinator:

    "Put combination locks on the doors, and don't permit any tours without speaking to me, first!"

    I knew that a successful telemarketing unit would not only attract busloads of corporate tourists and gawkers, but it would be misunderstood.

    One reason I promote privacy is that I strive to create a unique environment in a call center, unlike that in any other department. One of my suggestions is to use bells, such as those that adorn the check-in counters at hotels. When a rep sets an appointment or makes a sale, he rings his bell.

    This signals success, and it causes a lot of excitement for a number of reasons:

    (1) The rep is celebrating his success, making it conspicuous. He gets recognition.

    (2) It makes those around him competitive. They want some recognition, too.

    (3) It informs management, second by second, how the room is doing.

    (4) It reinforces having a louder rather than quieter environment. (See my article: "Bigger Voices Sell Better!"

    (5) It's downright Pavlovian. Want to see management salivate? Ring that bell!

    People sell better when they're uninhibited, extroverted, and one way to get them to be bigger than life is to ring in their sales with bells!

    Dr. Gary S. Goodman, President of www.Customersatisfaction.com, is a popular keynote speaker, management consultant, and seminar leader and the best-selling author of 12 books, including Reach Out & Sell Someone® and Monitoring, Measuring & Managing Customer Service. He is a frequent guest on radio and television, worldwide. A Ph.D. from USC's Annenberg School, Gary offers programs through UCLA Extension and numerous universities, trade associations, and other organizations in the United States and abroad. He is headquartered in Glendale, California, and he can be reached at (818) 243-7338 or at: gary@customersatisfaction.com

    Proven Two Minutes Magic Exercise To Conquer The Fear Of Phone

    Writen by Peter Benson

    I got a confession to make! The little communication device used to scare me to death!

    I would pick ip up and dial a prospect and when the phone rings my heart would start pounding wishing that the recipient does, to pick the phone up. When the phone is picked, guess what?

    My home business was rationalised and crippled by the fear of phone. The telephone is a very essential tool to expose your business. Some persons have become millionaires due to using the phone proficiently.

    However, when I discovered the two minute exercise a new world opened converting me into a calling machine. Despite the fact that English is not my first language, I have a commanding personality over the phone.

    I will show you the magic pill to eliminate the fear of phone in record time. It doesn't matter the level of your fears but be assured that the exercise works.

    Are you ready? Lets take the ride!

    First and foremost acknowledge the fact that the phone does not cause fear we talk on it everyday. The potential negative results and perceived failure from the call creates the uncomfortable feelings that leads to avoidance.

    Here is the simple exercise:

    List down as many telephone contacts as possible. Your contacts must comprise of warm list[people that you know] and cold leads. You can order a list of telephone leads regardless of the quality. Write down a script in relation to your business.

    Start making calls to your prospects one by one. Limit your time to two minutes and stick to your script. If the recipient does not pick up the phone leave a message. Do not focus on the result concentrate on making calls.

    Do you fear playing lotto just because you lost? Play as many as possible phone calls lotto and do not expect to win.

    What will happen?

    The fear will take its toll reaching the highest peak! Your prospects will notice present of fear from your conversation. They will sense it in your voice and reject your offer.

    Now this is the key! Without your knowledge magic is happening inside you. You are targeting fear with a laser beam and melting it away. You are now building little victories on gradual basis. The fear that crippled you will start to subside generating you a momentum that will seem foreign to you.

    You will not understand how easy it will be to pick up a phone and call a prospect. You will eliminate the nerves and replace it with confidence.

    You will be astounded by the feelings and the power of two minutes exercise. Go for it! Launch the fear attack campaign to improve your business and better your lifestyle.

    Peter Benson publishes articles that identifies obtacles that may hinder your business to grow.He provides practicle solutions to anyone looking forward to succeed in business.Grab a free subscription at http://www.HomeBusinessGeneration.com

    Thursday, June 19, 2008

    Cold Calling Does Not Generate Sales Leads

    Writen by Tino Buntic

    It is a fact of life for most new sales people; they get the dream sales job with unlimited earning potential and expect to earn so much money that they can now enjoy the fruits of their coming wealth. Everything seems perfect until they realize that before closing a sale and earning the big commission, they must first prospect for new customers (read, cold calls). Cold calling is hard to do. People hate to make cold calls and people hate being on the receiving end of them as well.

    Prospecting is the most difficult part of the sales job. There are many ways to go about it but, for some reason, sales managers preach cold calling as the only way for young sales people to generate leads. As someone who has been through it, I wish that these attitudes would change.

    I recently read one of the best selling books on cold calling. In this book, the author stresses persistence. He uses the 15-3-1 rule. That is, you need to make fifteen cold calls to make three appointments with prospects. Out of these 3 appointments you will close one sale. By being persistent and making fifteen cold calls a day, this will translate to, on average, one sale a day, five sales a week, twenty sales a month, etc. Further, the author explains that he doesn't mind the rejection that he gets when he cold calls. The reason is that since it takes fifteen calls to get an appointment, that means that he will hear the word "no" (rejection) fourteen times before he hears the word "yes."

    This is simplistic and anybody reading this book may get overexcited and think that this is easy. It's not easy and the author's arguments don't hold up in real life selling.

    Take the fifteen cold calls a day rule. Anybody reading this book will think that fifteen cold calls a day is nothing. If it takes 2-3 minutes to make a phone call, it shouldn't take more than 45 minutes to make your mandatory 15 calls. Then the rest of the day is spent selling in front of prospects.

    But it doesn't work this way. If you've ever cold called, you will know that it usually takes at least 10 phone calls to reach a decision maker. Think about it, executives aren't sitting in their offices waiting for your call. They're either on the phone, in meetings, on vacation, or they just don't want to talk to you. So now, to talk to fifteen people, you need to make 150 cold calls. This is not 45 minutes of work; this can take days.

    Further, for someone to say that he enjoys hearing the word "no" because it means he is getting closer to a "yes" is just misleading. Although a select few people can take this kind of rejection day in and day out, most cannot. It is only human nature to be discouraged by so much rejection.

    There are better ways to get sales leads and increase your sales. People buy from people that they trust. Your time should be spent networking with your friends, colleagues, and business contacts. Get referrals, get introductions, get testimonials and the sales will come. Not only that, your job will be better; nobody likes the rejection and time consuming nature of cold calling.

    Tino Buntic is a former insurance broker and ex-cold-caller. He is currently an entrepreneur and has created a system to get sales leads without cold calling with his website www.trade-pals.com

    Wednesday, June 18, 2008

    Telemarketing Turnover Game Over

    Writen by Dr. Gary S. Goodman

    A large metropolitan newspaper has a 300 seat call center.

    Every 90 days, on average, it turns over every one of those seats. Its annual telemarketer turnover rate is 400%, costing an estimated six million dollars. Twelve hundred new people have to be recruited, trained, and terminated to enable this behemoth to simply keep going.

    Internally, a large infrastructure of trainers and call monitors must be maintained, simply to service the demand for telephone-ready personnel. It is not in the interest of these people to tame the telemarketing turnover problem. It is this very problem that gives them ongoing employment and job security.

    In fact, it serves their purpose to be incompetent, because if recruits are never sufficiently trained, they'll be more likely to come and go, feeding this lumbering labor machine again, and again. The remainder of the human resources staff also benefits from the incessant recruiting, interviewing, and related start-up tasks involved in bringing new people aboard, purging them, and replacing them.

    There is a simple solution to the turnover problem: double the pay of the telemarketers.

    That's what six million dollars could do, overnight. People will not willingly leave a much better paying job.

    Yet, this is the last thing that a company of this kind would consider.

    Why?

    (1) It wouldn't look good on the balance sheets. It is easier to justify large recruiting expenses, which appear temporary, than to have a higher, apparently permanent payroll. For a similar reason, outsourcing appears to the bean counters to be cheaper, though in reality it can be pricier than maintaining employees on your own books.

    (2) There is a fundamental bias against paying telemarketers more money. Because many of them are young, old, students, single parents, handicapped, they seem marginal, and so they're underpaid, under-rewarded. If you think I'm wrong, compare the pay of outside versus inside salespeople, and then try to logically justify the striking differences.

    (3) There is the generalization in place that turnover and telemarketing simply go together: you can't have one without the other. Yet when you ask, as I did the other day, a manager how long the average rep stays aboard, he'll say one month. In the next breath, he'll tell you that his best producers have been with him two and three years, respectively. Why are they making it, while others aren't? Obviously, some people can do the job well, and like it.

    (4) There is fear in management ranks that a bidding war for personnel will break out if one company pays above-average wages. This thinking is spurious. The money is already being spent, again on the lumbering labor machine. Higher pay simply redirects it, while staunching losses.

    There are other ways to attack the turnover problem, including significantly better, professional training, and professional management. No matter how you slice it, these improvements also require redirected financial resources.

    Telemarketing turnover can be tamed, and it will be, when senior management opens its eyes and starts to seriously address the problem.

    Dr. Gary S. Goodman, President of http://www.Customersatisfaction.com, is a popular keynote speaker, management consultant, and seminar leader and the best-selling author of 12 books, including Reach Out & Sell Someone® and Monitoring, Measuring & Managing Customer Service. He is a frequent guest on radio and television, worldwide. A Ph.D. from USC's Annenberg School, Gary offers programs through UCLA Extension and numerous universities, trade associations, and other organizations in the United States and abroad. He is headquartered in Glendale, California, and he can be reached at (818) 243-7338 or at: gary@customersatisfaction.com

    Predictive Dialers Human Interaction Maximized

    Writen by Trevor Mulholland

    Predictive dialers are many steps removed from their predessors, the automatic dialers of the past. Whereas automatic dialing allowed callcenter agencies to dial numbers quickly and efficiently, predictive dialing also processes and makes use of a whole range of information, linking callers to live voices every single time. In fact, with predictive dialing, agents' 'talk time' has increased from an average of twenty minutes per hour to fifty minutes per hour. This is a fabulous rate of improvement - instead of wasting more than half of their time on listening to busy signals and answering machine messages, agents now spend the majority of their time engaged in producting interaction. The dialer also manages the line to agent ratio by pacing the call rate at the desired level. In this way, quotas are met, and agents are neither idle nor overwhelmed. In other words, because the hardware and software does its job, agents are able to spend much more time doing theirs. And of course, increased contact time means that the center's goals are reached much more quickly.

    In many ways, it is still true that the real value of a call center depends on its 'human capital' - the agents who interact with clients and potential clients. The more the center's human capital is brought to the forefront, the more everyone benefits. The aim of technology, therefore, is to maximize the time that agents are able to spend doing what only they can do - conversing, communicating, interacting. Predictive dialing and other call center technology represents a perfect symbiosis between person and machine.

    A predictive dialing system is able to keep track of which agents are available, while monitoring the responses to the outgoing calls that it makes. Numbers that are busy, disconnected, fax lines, or calls that are answered by machines or voicemail systems are not connected to an agent. Only the calls that are answered by a live voice are put through to an agent, which means that the agent spends almost all of his or her time on the line with a live person. Facilitating and maximizing talk time is the goal of every call center.

    The hidden benefit in all this is the fact that the agent is much less likely to get bored or disheartened. Human contact is important to everybody, and particularly to those who select careers that highlight communication. Many of the agents who choose to work in call centers are there precisely because they are attracted to the work due to the fact that they have excellent communication skills and enjoy interacting with people. An endless stream of answering machines or busy signals is bound to frustrate them. When they are able to spend fifty minutes out of each hour actually interacting with clients, however, the agents find that time goes by much faster and their workday is more varied and interesting. Furthermore, they know that their skills are valued, and that their company supports them by investing in the appropriate technology.

    Predictive dialing technology is improving all the time. One problem that we occasionally still encounter is a short lag between the time the outgoing call is answered and the time the agent gets on the line. Generally, this is only a matter of a few seconds, and some systems play a short recorded message during this time. Nevertheless, any sort of lag time increases the possibility that the potential client will become confused, and that part of the agent's talk time will be spent sorting out the confusion. There is also the chance that the client may hang up. Therefore, measures are being taken to speed up voice connects and minimize this lag time to the point where it may become imperceptible.

    Predictive dialing has revolutionized call centers, and has the potential to continue doing so. Calls are made much more efficiently, employees are happier, and the goals of the call center are likely to be me much faster. Now that this technology is readily available (and improving all the time) it would be almost unthinkable for any sizable call center not to invest in predictive dialers.

    Prodialing strives to provide concise information concerning the high tech arena of callcenters, including predictive dialers, inbound/outbound, IVR and much, much more. See our website at ProDialing.com (http://www.prodialing.com).

    Tuesday, June 17, 2008

    Making A Cold Call Fun

    Writen by Mary Gardner

    If you are in business in any capacity, you've made cold calls. If you've had to call anyone out of the phone book for any service whatsoever, you've made a cold call.

    So why are cold calls so HARD for people to make? How come people DRED making cold calls and how come there are sales classes and books dedicated directly to Cold Calling?

    I've been in a training class all week to learn the new company's policies and procedures. Part of what we're doing also is learning about sales. This part for me is the easy part but for many in the class, it's the most intimidating. One of the women shared with me that she is extremely uncomfortable talking with people she doesn't know.

    I told her to FAKE IT UNTIL YOU MAKE IT.

    Seriously, getting a script and following by that is a good thing to do, as LONG as you aren't READING and don't sound like a telemarketer. That is why people hang up on people, because they sound like a telemarketer.

    Here is a cold call that insures that you'll be hung up on:

    Jim: "Who is the Director of Marketing" Receptionist: "May I ask who is calling?" Jim: "This is Jim" Receptionist: "Jim who?" Jim: Jim Smith Receptionist: And what company are you with? Jim: XYZ Company Receptionist: "May I ask what this is in reference to?" Jim: "It's a confidential matter." Or "it's a time sensitive matter"

    Possible hang up here or: Receptionist: "Well he's not in, you'll have to leave a message" Jim – hangs up

    It's not so hard people!! Don't make it so hard. First of all, why are you hiding? If you truly have great information and a wonderful service, people are going to recognize that. If you DON'T have a valuable service and professional product, then get out of the business until you find one!

    I also know that people discriminate if your voice sounds different from theirs. If you have an accent of ANY kind, then you better be one of the most FRIENDLY people on the planet, because people are going to discriminate against you. If you are a New Yorker calling the south, people are going to think you are an outsider. If you are a southerner calling New York, then you BETTER speak fast. If you are African American and have your cultural accent, then you BETTER speak CLEARLY and professionally. If you are of foreign decent, then speak SLOWLY and call with a SMILE on your face.

    I do have a word for people with accents. If you are working on a phone job, then you would do best to work to minimize your accent. My husband is from Brooklyn and we worked for a LONG time to temper his thick accent. There were certain words that were distinctly New York, such as "Yesterday". He pronounced that as "Yes-Ta-Day" Another one was "Dollar". He pronounced it as "Dolla"

    Additionally, if you have a foreign name, it's going to be natural for people to avoid developing a relationship with you because they are going to forget your name. If you have a foreign name AND an accent, the average response to you is going to be much worse than if you have a typical American name.

    I'm not trying to hurt anyone's feelings, I'm just stating a fact. You are going to have to be 10x better than your average competitor. Because cold calling is about establishing relationships and it's much easier to establish a relationship with someone more like yourself.

    Here is a good typical cold call:

    Jim:"Good morning! This is Jim! Who am I speaking with please? Receptionist- "this is Sue, may I help you?" Jim: Hi Sue! Yes, I'm looking for the Director of Marketing.. could you please tell me who that is?" Receptionist 'That is Randy Rawls" May I connect you? Jim: "Great. Thanks Sue. Have a great day" Receptionist- "You too!"

    People want to help people.. IF they are nice people. If they sense that someone is a waste of time, then they are going to screen your calls and NEVER help you. If you aren't nice or pleasant to the "gatekeeper" then you'll have problems down the road.

    There is a difference of opinion in this of course. There are some people who make phone calls who try to "trick" the gatekeepers or just try to get around them. I think the majority of them are smart and just doing their job when they get phone numbers instead of connecting the calls.

    My best advice is that they can help more than they can do anything else, and that making them your advocate is the smartest thing you can do.

    Cold calling is nothing more than meeting new individuals to see which companies are the best match for what you are selling. People are on the other end of the phone and so the same things apply when meeting friends. People want to be liked. People want to help. People want to be good to other people. People like hearing their name.

    Cold calling can be fun if you let it. Just remember that when people solicit you at home, you may not always be the nicest; so do your best to understand others when you are on the other side. Be as warm and friendly as possible. Relay a sense of confidence, that you have a product or service that can really help.

    Then, when you get the client on the phone, do it all over again.

    Then make another call, and do it again. And again, and again and again.

    For some of us, the cold calling never ends.

    Mary Gardner is a professional networker, recruiter, author and coach. She's coached and trained celebrities, executives and hundreds of professionals. She's an expert communicator and is available to help top notch professionals find a job. You can find her at mary@marygardner.com

    Telephone Sales For Group Parties

    Writen by Lance Winslow

    Many companies that specialize in catering and or group parties use the telephone as a way to solicit new clientele. Generally telephone sales of this type are illegal due to the telemarketing act however, often these telephone salespeople and group party planners will get the people's phone number from a party rental company, a wedding party consultants or someone like this. This allows them to call up and solicit by the phone without breaking the law.

    Generally telephone sales for group parties are a fairly easy job and many of the people that specialize in this type of sales make quite a bit of money. A lot of times they will coordinate and get a very large commission with the caterer, DJ and other people who will be there to help out with the party. Decoration specialists and the others mentioned usually come in a team.

    One of the tactics of these telephone salespeople will use to sell group parties is to explain the deep discounting available for the number of people who are attending the party. For instance for 10 to 20 people and maybe one price but for 30 to 40 people the price might be 30% less per person and they try to get the party bigger and bigger by asking the person they're selling to who else might they like to invite to their big party. Please consider all this in 2006.

    "Lance Winslow" - Online Think Tank forum board. If you have innovative thoughts and unique perspectives, come think with Lance; http://www.WorldThinkTank.net/wttbbs/

    Monday, June 16, 2008

    Sales Call Success Turbo Charge Your Sales Calls

    Writen by Derrick Pizur

    Do you want to be a sales champion? There are a few small secrets that will help you achieve these goals.

    Commit to your goals. Write down your sales goals for this week, this month, this quarter and this year. I urge you to use specific numbers that challenge you, but are attainable. Post these goals in your office, commit yourself to meeting or exceeding those numbers. Commitment is the foundation that enables you to proceed with the remaining steps.

    Ask involvement questions. Your No. 1 goal is to find the prospects' need and then fill it. Sales champions use their time to find out what potential clients really need. This encompasses two purposes: one that you are interested in helping the prospect; two that you keep them interested in your presentation.

    Maximize your time. Many amateurs spend a large percentage of their time prospecting. Sales champions develop systems that maximize their time and enable them to spend time doing what earns them money.

    Ask your current clients for referrals as you close the deal, so you're striking while the iron is hot. Ask for referrals from prospects that do not buy from you. It is a simple idea, but it yields great rewards.

    Prepare for objections. The most common rejections will be related to time, money, and fear. Fear of rejection is normal for human beings.

    Here are a few simple steps for handling objections:

    Receive the objection. Allow your prospect to complete his or her train of thought before offering a rebuttal. Never interrupt.

    Acknowledge and clarify the objection. Endorse the fact that your prospect has offered a great idea and valid point. Ask some questions to make sure you understand the objection, which also allows the prospect to explain his or her idea completely.

    Answer the objection. This is where you address the objection. Many salespeople lose the sale here. Amateurs dance around the issue and usually never get back to asking for the commitment. You need to not only answer the question, but focus on following up with a closing question.

    Create a win-win close. Sales champions create value in their product or service to move forward with their proposition.

    Here are a few strategies they use to close the deal:

    Trial close: Give the client a few choices for moving forward to purchase your product or service.

    Assumptive walk-through close: Let me walk you through this so you get a complete understanding of how this is going to work for you.

    Then walk your potential client through the steps of your process, getting him or her to visualize a simple, effective means to move forward. Finish with: Most important, if you have any questions, I want you to call me so I can either help you answer them or put you in contact with the right people who can. I want to save you time and money. So please feel free to call me anytime.

    Method of payment close: Are you going to use a credit card or check to purchase today?

    Give unlimited follow-up: Implement strategies to communicate with your clients regularly so you can build trust, loyalty, and additional selling opportunities. Champions use thank-you cards, emails, voicemail messages, birthday cards, holiday cards, newsletters, and personal phone calls. They stay in touch at least once every three to four weeks.

    About The Author

    Derrick Pizur runs High Quality Multiple Domain Hosting, which specializes in high quality web hosting services. Need hosting contact us today!

    Telephone Sales For Personal Injury Lawyers

    Writen by Lance Winslow

    When personal injury lawyers attempt to get new business they will use telephone sales as a tactic to hype the customer or client into believing that the case will be very easy and that the client stands to make a lot of money. Personal-injury lawyers know that if you agree to something on the phone even if you are not completely sure of it you will reinforce this decision, as that is human nature.

    Telemarketing, both inbound from TV or Radio ads or outbound solicitations of accident victims are ways that personal injury lawyers get lots of new business. Once the lawyer has hooked you as a client then he will go after some small poor business person and sue the crap out of them.

    They will then take the largest lion share of the winnings from the lawsuit and give you a little bit too after they deduct the costs of paying off their friends who are doctors and physical therapists. All the professionals must get paid for their services before you get your money.

    How come lawyers can use the telephone to do sales when other companies are not allowed to due to the Telemarketing Act? Because they are lawyers is the short answer and well there were some exemptions to the telemarketing act to allow such things and since they are lawyers they know all the loopholes.

    Telephone sales for personal-injury lawyers actually do pretty well and at the end of the day they can get quite a few new clients and it is easier than chasing ambulances. If you get called by a personal-injury lawyer do not be surprised, as some say they will use any tactic to make money. Consider this in 2006.

    "Lance Winslow" - Online Think Tank forum board. If you have innovative thoughts and unique perspectives, come think with Lance; http://www.WorldThinkTank.net/wttbbs/

    Sunday, June 15, 2008

    Using The Phone To Set Appointments

    Writen by Art Sobczak

    The caller sounded quite distressed as he explained,

    "I'm an outside sales rep, and my teleprospector quit. Therefore I have to do my own prospecting, and I hate it. I'm a good outside rep, but I'm freezing up when I have to call these people."

    "What are you saying to them?", I inquired.

    "I'm ____ with _______. We are a freight shipper, and I'd like to come out and take some of your time to explain what we do."

    Analysis and Recommendation

    No wonder he didn't like prospecting. I would have been paranoid, too, with the resistance he was experiencing. But it was entirely unnecessary, because the rebuffs were invited. That opening is awful.

    To paraphrase, it says, "We're one of the hundreds of companies that are in this business. I want to sit in your office and take your valuable time so I can talk about my company and why I think we're good."

    Nothing of interest for the prospect. No reason for him to even listen on that call, much less agree to an appointment! It puts the listener on the defensive, closes his mind to possibilities, and causes him to shift into his "Let's get this guy off the phone"-mode.

    I gave him a simple suggestion for an opening:

    "I'm ___ with _____. We've worked with a lot of traffic managers in the (fill in his industry)to help them get the best rates and on-time deliveries with no hassles. Depending on what you ship, and to where, it might be worth our time to talk. If I've caught you at a good time, please tell me briefly about your less-than-truckload shipping requirements.

    He liked it, but mentioned it doesn't ask for the appointment right away.

    Precisely.

    I asked if he ever had situations where he visited a "prospect" who was less-than-euphoric about the appointment, or who wasn't a prospect at all. He concurred. So why even visit these people? Why not conduct the preliminaries by phone?

    If you're using the phone to prospect, and regardless of whether your next step is to communicate in person or by phone, be certain you have something of interest in order to get them talking. Your results are much more pleasurable.

    Art Sobczak, President of Business By Phone, provides proven ideas, tips, and processes to help salespeople use the phone to prospect, sell and service without morale-killing rejection. To see word-for-word phrases you can use right now to get to and sell more buyers, and other resources such as books, audios, and seminars, and to get his FREE weekly TelE-Sales Tips, and access to back issues, go to: www.BusinessByPhone.com

    Saturday, June 14, 2008

    The Key To Profitable Telemarketing

    Writen by Joe Love

    Telemarketing is one of the misunderstood and misused forms of marketing, which is in part, why we have a national "do not call list." If you use it correctly, telemarketing can produce tremendous results for almost any business. Yet, if you mismanage an attempt to sell products or services by phone, or let an outside company do it for you in haste, you will lose a lot of money and jeopardize your relationships with your customers.

    Telemarketing works best when you prepare the way for it with a sales letter or advertisement that causes prospects to write to you for more information. Once you know who is interested enough to at least return a coupon, request a free report, or request more information through your Web site, you have pre-qualified your prospects and can turn their names over to your telemarketing team. By doing this, your telemarketers won't be calling blindly, or simply calling from a cold list.

    A pre-mailing isn't critical when you want to call existing customers, but since there is so much negativity about telemarketing in general, it never hurts to let an existing customer know in advance that you'll be calling him or her at a later date. I promise you that in most cases this simple courtesy will be appreciated by your existing customers, which will go a long way in making future sales.

    Never jump into a large scale telemarketing campaign without first testing it on a smaller scale. I've seen many companies lose a tremendous amount of money when they didn't test their offer before rolling it out. Don't just test the offer, test the script as well.

    When you are putting a script together, remember that the caller will have approximately thirty seconds to convince the prospect or customer to listen to him or her. Therefore, there must be an opening statement that will capture the prospect or customer's interest. This statement needs to convey who you are, what you want, and why the prospect or customer should listen.

    Whether your own telemarketing staff is making the calls or you're using an outside company always make sure the people who are calling begin their conversations by asking your prospects or customers a few questions. But, the caller should always ask permission from the prospect or customer first, before asking any questions. When the caller does this, it will put the prospect or customer more at ease.

    Never start with pointed questions or go straight to the offer, because this will immediately trigger a "no." Begin with broad questions that relax the prospect or customer. Then your questions can become more specific as the prospect or customer reveals certain needs and concerns.

    Then, build upon the previous answers. The caller's feedback will show the prospect or customer that the caller is listening to him or her. Make sure the callers balance their number and type of questions. Asking too few questions isn't good, but asking too many questions can make the prospect or customer impatient for the caller to get to the point.

    Make sure your callers don't ask manipulative questions, such as, "of course you would like to save 50%, on the product, wouldn't you?" These types of questions insult the prospect or customer's intelligence.

    Once the prospect or customer has loosened up, you can move to your offer, but present your offer just as naturally and conversationally as you began the conversation. Never let one of your telemarketers be argumentative, pushy, or demanding. Make sure your callers are always relaxed, conversational and that they always let the prospect or customer finish talking.

    Also, tell your callers not to address the people they call by their first name, and not to try any gimmicks, like saying they're returning the prospect's or customer's call, or saying that one of the prospect's or friend's asked them to call. Professional practice, complete honesty, and candor are always the best policy.

    The key to successful telemarketing is for your callers to have the right tone, pace, and believability. If your telemarketers sound too pushy at one extreme, or too timid at the other, they are setting themselves up for easy rejection by the prospect or customer.

    Always make sure your telemarketers emphasize in every call they make that they are calling the prospect or customer for his or her benefit. If a telemarketer loses sight of the prospect or customer's self-interest, there will be very little chance of making a sale.

    Even with all the negativity today surrounding telemarketing, if you prime your prospects or customers with a mailing before you call them, and your callers project respect, warmth and believability in every call, telemarketing is one of the most powerful sales tools you can use.

    Copyright©2006 by Joe Love and JLM & Associates, Inc. All rights reserved worldwide.

    Joe Love draws on his 25 years of experience helping both individuals and companies build their businesses, increase profits, and achieve total success. He is the founder and CEO of JLM & Associates, a consulting and training organization, specializing in personal and business development. Through his seminars and lectures, Joe Love addresses thousands of men and women each year, including the executives and staffs of many of America's largest corporations, on the subjects of leadership, self-esteem, goals, achievement, and success psychology.

    Reach Joe at: joe@jlmandassociates.com

    Read more articles and newsletters at: http://www.jlmandassociates.com

    Outsourcing Your Telemarketing Program May Not Be A Viable Solution

    Writen by Dr. Gary S. Goodman

    Telemarketers: You can't live with them, and you can't kill them!

    Seriously, starting and running an effective telemarketing unit is costly, more time and effort consuming than you ever imagined, and a grind, even when you're getting positive results.

    And when you're failing, and it feels you're pouring resources down a widening sinkhole, it is like a near-death experience, each and every shift.

    To put a stop to the madness, management often thinks outsourcing is the answer, and on paper, it looks pretty good. First, these workers are never on your books, so you don't run afoul of a lot of labor laws if they're hired and fired in record time, which happens frequently in this field.

    You don't have to put up with the cultural clash that tele-people bring to an otherwise staid and starched environment. (See my article: "Having Telemarketers Aboard Will Create CULTURE SHOCK!")

    And usually, you're quoted an all-in-one fee for their services, ranging from about $25 per hour, and up, providing you sign a minimal pilot program contract. Compared to your own costs of hiring, training, supervising, compensating, and housing these folks, the dollars seem to match up very well.

    So, what's the downside?

    That's easy: In my experience, most telemarketing outsource companies are barely capable of making "dumb calls." And they're almost all incompetent to make smart ones.

    A dumb call is one aimed at preliminary lead development, in which the caller asks for some basic intelligence, such as "Who is the person who buys your office supplies?" or "What kind of sales software are you currently using?"

    It could also be a call to residences that asks: "Are you thinking of selling your home, refinancing, or buying a new home in the next 6 months?"

    These calls are then harvested for more experienced people to re-contact.

    A smart call, typically, is business-to-business, that would sell consulting services via appointment. So, the phone rep has to (1) Get through screening or voice mail; (2) Determine and arouse needs in the decision maker; and (3) Get that person to agree to a meeting at a definite time; one that will not cancel.

    Smart calls take linguistic, thinking, and persuasive capabilities, and most people who work for these outsource firms just don't have these things going for them.

    One of my former trainees at Xerox, who has developed outsource tele-units in the United States, India, and elsewhere, agrees with me. "They're fine for some basic calls, but they just can't do others," he says.

    So, take a hard look at what you need, and be realistic. Who do you really need to have working for you, to get the job done, and done right?

    Dr. Gary S. Goodman, President of Customersatisfaction.com, is a popular keynote speaker, management consultant, and seminar leader and the best-selling author of 12 books, including Reach Out & Sell Someone®, You Can Sell Anything By Telephone! and Monitoring, Measuring & Managing Customer Service, and the audio program, "The Law of Large Numbers: How To Make Success Inevitable," published by Nightingale-Conant. He is a frequent guest on radio and television, worldwide. A Ph.D. from USC's Annenberg School, a Loyola lawyer, and an MBA from the Peter F. Drucker School at Claremont Graduate University, Gary offers programs through UCLA Extension and numerous universities, trade associations, and other organizations in the United States and abroad. He holds the rank of Shodan, 1st Degree Black Belt in Kenpo Karate. He is headquartered in Glendale, California, and he can be reached at (818) 243-7338 or at: gary@customersatisfaction.com.