dma telemarketing council building your b2b telephone
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DMA DMA Telemarketing CouncilTelemarketing Council
Building Your B2B Telephone Marketing Program for Success
Paul Glancy - The Martin AgencyBill Gessert - TeleSolutions Consulting
DMA DMA Telemarketing CouncilTelemarketing Council
Session Objectives
• Compare common B2C Strategies & Tactics to Effective B2B Strategies & Tactics
• Understand the Basis for Building Your Effective B2B Campaign
• Present a New B2B Paradigm
• Improve Your B2B Results
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DMA DMA Telemarketing CouncilTelemarketing Council
What Drives Your Approach?
3C o m p l e x I t y
• Overall Strategies• Lists• Offer• Marketing Integration
• Script/Call Guide Issues• Hiring, Training & Coaching Issues• Quality Assurance/Monitoring Issues•Vocal Presentation Issues•Performance Measurement Issues
DMA DMA Telemarketing CouncilTelemarketing Council
What Drives Your Approach?
4C o m p l e x I t y
Credit CardPhone Carrier
High End Technology
Hardware
Copier
Search Engine Ads
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Our Focus• The differences between simple and more
complex campaigns…– Strategic Issues– Script Issues– Hiring, Training, Coaching Issues– Performance Measurement Issues– QA/Monitoring Issues– Vocal Presentation Issues
• Case Studies
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Strategic Issues
• Push/Pull Strategies– Traditional B2C is all push strategies– More complex and higher priced sales
benefit from mixing pull strategies to the marketing efforts• Trade associations• Affinity groups• Buying groups
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Strategic Issues
• Lists– Dialing for dollars versus targeted lists– Need for more information
• Key contact name• Biographical information re: company
– Appropriate parameters• Need and use for product/service• Appropriate business size (don’t try to sell
to IBM!)
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Strategic Issues
• Offer & Approach– Focus of B2C tends to be offer driven– Focus of more complex, higher priced is
value driven based on needs– B2C tends to be scripted and ‘pitch’
based– More complex, higher priced is dialog
based and generally less scripted using call guides
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Strategic Issues
• Offer & Approach– B2C tends to ‘skim the cream’– With more complex, higher priced every
record counts (need for refined lists selection criteria)
– B2C … talk with whomever answers– More complex, higher priced requires
speaking with key decision maker only
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DMA DMA Telemarketing CouncilTelemarketing Council
Strategic Issues
• Offer & Approach– B2C tends to be one call and done
– Complex, higher priced could be multiple calls and contacts
– B2C calls generally do not have gate keepers
– Many more complex, higher priced calls have gatekeepers
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Strategic Issues
• Integration with other marketing channels– B2C rarely mixes additional marketing
efforts– More complex, higher priced is well
served to integrate with additional marketing efforts and is “multi-channel”• Mailers• Web integration• Other tools
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Script/Call Guide Issues
• Traditional B2C is scripted with rebuttals
• More complex, higher priced utilizes calls guide and is dependant on dialog skills of rep
• B2C presents, tells, closes• B2B asks, listens, explains, and
recommends
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Hiring, Training, Coaching Issues
• In hiring what are the appropriate skills & competencies? You are looking for…– Professional selling skills– Ability to engage in conversation versus
read a script– Questioning skills versus presentation– Active listening skills versus “call
control”
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Hiring, Training, Coaching Issues
• A word about supervisors– Deeper analytical skills
– Builders and developers of skills
– Ability to demonstrate similar competencies as the reps themselves
– Vital to the success of the program
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Hiring, Training, Coaching Issues
• What are the appropriate skills & competencies?– Confidence
– Professionalism
– Adaptability
– Ability to “think on your seat”
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DMA DMA Telemarketing CouncilTelemarketing Council
Hiring, Training, Coaching Issues
• What training becomes critical?– Product training to the point of being able
to answer “application” question– Understanding Features & Benefits as they
relate to customer Needs– Industry knowledge– Objection handling via asking more
questions– Role play and more role play!
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Hiring, Training, Coaching Issues
• What coaching becomes critical?– Coaching is focused on skills
development and growth versus script adherence
– Need to coach more frequently due to variations in the calls
– Coaching focuses on what they did right
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QA/Monitoring Issues
• Simple: Focus on– rep– cosmetics– script compliance– providing
approved answers– legal compliance
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• Complex: Focus on– customer response– content of call– dialog w/ customer– information
obtained during call– questioning &
listening skills
DMA DMA Telemarketing CouncilTelemarketing Council
QA/Monitoring Issues
• Simple: Tool
– multi element scoring system
– designed to measure adherence
– focus on results
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• Complex: Tool
– big picture scoring system
– designed to measure selling skills
– focus on growth & development
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Performance Measurement Issues• Less complicated, low priced:
– Contacts per hour– Sales per hour– Conversion rate
• More complex, higher priced:– Raw number of contacts (right person)– Call backs set up– Over all close rate– Sales cycle (number of contacts and days from
initial contact to sale)– Total ROI Evaluation
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Vocal Presentation Issues• Simple campaigns require:
– Script reading ability– Call control skills– Volume, volume, volume &– DON’T BREATH!
• Complex campaigns require– Conversation skills– Ability to build trust with voice– Quality, quality, quality &– SOUND HUMAN!
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Case Study: Credit Card Processing
• Company & Industry Profile– Point of purchase service options
• Credit cards• Terminals & equipment• Gift cards• Check cashing• E-checks
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DMA DMA Telemarketing CouncilTelemarketing Council
Case Study: Credit Card Processing
• Company & Industry Profile– Mostly sold through independent agents
going “door to door”
– Sold primarily on price
– Can be tons of “hidden” costs
– Commodity driven
– Not the most professional reputation
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DMA DMA Telemarketing CouncilTelemarketing Council
Case Study: Credit Card Processing
• What we found…– 3 x 3 workstations– Heavily scripted approach– Approach focused on telling features
and selling price– One and done; buy or fly– Leads = list of names and numbers (no
background info
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DMA DMA Telemarketing CouncilTelemarketing Council
Case Study: Credit Card Processing
• What we found…– “Sellers” not sales reps
– Little training
– No coaching
– No incentives
– Little success!
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DMA DMA Telemarketing CouncilTelemarketing Council
Case Study: Credit Card Processing
• What we did…– Started with by writing a business plan
• Objectives, strategies, & tactics
– Built several push and pull strategies
– Pull strategies cast a wide net
– Push strategies were supported with other marketing efforts
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DMA DMA Telemarketing CouncilTelemarketing Council
Case Study: Credit Card Processing
• What we did…– Built selection profile and found the
right people
– Provided significant training• Industry
• Products
• Customer needs
• Lots of role plays
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DMA DMA Telemarketing CouncilTelemarketing Council
Case Study: Credit Card Processing
• What we did…– Selective lists were purchased– Call guides were built with focus on
solid questions to ask– Compensation totally overhauled– Performance metrics developed
• Number of decision makers connected• Mailers sent• Close rates
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DMA DMA Telemarketing CouncilTelemarketing Council
Case Study: Credit Card Processing
• What we did…– Redesigned workstations and space
– Added computers and contact management systems
– Tons of coaching
– Continuous improvements to approach
– Called from lists and pulled leads
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DMA DMA Telemarketing CouncilTelemarketing Council
Case Study: Credit Card Processing
• Results– Longer sales cycle (measured in number
of contacts and weeks – not minutes)– Shift from price driven sales to value
driven decisions– Acquired customers based on
relationship and value– Significantly greater close rates
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DMA DMA Telemarketing CouncilTelemarketing Council
Case Study: Credit Card Processing
• Summary– Product/service was both complex and
high priced– Old approach was built for low
complexity and price requiring an immediate decision
– New approach respected customer’s need to see value and to
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Case Study: #2
• Business Publication Marketing Program
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Summary & Conclusion
• Find your program in the “quadrants”– All inclusive single call– Multiple touches & contacts
• Design your strategies & tactics to match your space in the quadrants– Hiring the right people– Building the right approach– Applying the appropriate training– Providing proper supervision– Measuring the right issues
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