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Casual Articles - The Dirty Little Secrets Of The Failure To Leverage The Inside Sales Customer Service Potential
GroupwareGroupware is a software or hardware that manages documents on which organizations and groups collaborate. Groupware, of some form or another, has become a much sought after technology among businesses. Each groupware package includes tools which are meant to meet the needs of a business. Dont be alarmed that when your business begins its search for a groupware package that 5,590,000 indexed pages will greet you on Google, 3,820,000 on Yahoo, and 950,316 on MSN. The fact is the market knows that your business needs a groupware package.In todays Information Age, business collaboration is only harnessed by the speed and efficiency of its technology. Businesses, large and small, maintain some sort of groupware technology in order to manage document sharing quickly and efficiently. Since groupware is meant to manage d
The effect of many Voice Mail systems is to cut the distributor off from customers. In today's service economy, the practice of organizing the company for its own convenience can be the cause of lost orders and customers. F
Price is a very important factor that will determine your sales success, if your price is right. Making sure that your price is right is always tricky. It is something that all marketers need to juggle well. Price it too low, there is a danger of having your target audience perceiving it as an inferior product. Price it too high, and it may leave your potential customer staring with envy outside the display window. Some marketers believe that it is better to have a higher priced product than a low priced item.Pricing decisions are important whether you are selling a tangible product or a service. Many times, people are afraid to charge a fair price for their products or services. But this is a dis-service, both to themselves and their customers. If you are discounting everything, your price might not be high enough to sustain your busine
Most firms do not have adequate measures installed to determine who does what within an Inside Sales/Customer Service group. For lack of measures, it is not possible for management to define department productivity or level of activity much less individual productivity.
1. Without consideration for the level of inbound call activity, it is common for management to want Inside Sales/Customer Service personnel to use suggestive selling techniques during inbound calls. Further, some firms also assign outbound sales call responsibility.
2. The reality of many Inside Sales/Customer Service operations is: they are very busy handling inbound calls from customers. Their motivation is to handle each call as quickly as possible so they can get off the phone with the customer and take the next inbound call that is waiting for them. In a given day, one individual may handle upwards of 50-100 inbound calls and related tasks, e.g., taking and processing orders, mailing requested literature, preparing bids or quotes, expediting, providing price and delivery information, checking inventory, and so forth.
3. Although some Inside Sales/Customer Service people are better than others at using suggestive selling techniques during inbound calls from customers, this practice depends upon:
product and applications knowledge, probing skills, knowledge of suggestive selling techniques
having others in the department who are available to handle other inbound calls Even experienced personnel will stop this practice when incoming call levels peak. Why? Because they do not want to take the time during calls to talk with the customer, identify needs and interests, discuss options available, and make recommendations. In other words, they switch to a different mode during peak incoming call periods. Their motivation is driven by the need to handle each call as quickly as possible so they can take the next call.
One strategy used by some managers is to remove Inside Sales/Customer Service personnel from the 'order desk' so they can make outbound calls to customers assigned to them. For example, an hour a day is set-aside for several days a week for them to make these calls. However, when they return to the 'order desk,' they are faced with callback messages from customers who requested them. Although management may perceive this strategy as a method for increasing Inside Sales/Customer Service productivity, this approach must be well managed. Again, the lack of measures of this function is a direct cause of problems here.
Desired increases in productivity within the Inside Sales/Customer Service group have also prompted the installation and use of Voice Mail systems. Taken from the customer's perspective, what this often means is: the customer cannot get orders and other information requests handled at the customer's convenience. The customer has several options: 1) wait for a return call from the distributor; 2) FAX the order or request if possible; or 3) locate a different supplier who is organized for the customer's convenience.
The effect of many Voice Mail systems is to cut the distributor off from customers. In today's service economy, the practice of organizing the company for its own convenience can be the cause of lost orders and customers. F
There is no shortage of Large Goods Vehicle (LGV) driving jobs for those who really enjoy driving for long periods of time. This type of job is perfect for those who like to travel.Those who desire to become an LGV driver will need to go through a process in order to become one. First, they would train for a Category C license and gain experience driving rigid trucks. Then, they would get training for the Category C+E license so they can drive other types of vehicles for more pay.Drivers usually are able to arrange their own schedules if they become LGV drivers, and they will be able to decide if they wan to take short or long trips. However, drivers are advised that if they are more flexible with their time they will have the ability to earn more.It takes awhile to work into the higher-paying LGV positions. Those who start
2. The reality of many Inside Sales/Customer Service operations is: they are very busy handling inbound calls from customers. Their motivation is to handle each call as quickly as possible so they can get off the phone with the customer and take the next inbound call that is waiting for them. In a given day, one individual may handle upwards of 50-100 inbound calls and related tasks, e.g., taking and processing orders, mailing requested literature, preparing bids or quotes, expediting, providing price and delivery information, checking inventory, and so forth.
3. Although some Inside Sales/Customer Service people are better than others at using suggestive selling techniques during inbound calls from customers, this practice depends upon:
product and applications knowledge, probing skills, knowledge of suggestive selling techniques
having others in the department who are available to handle other inbound calls Even experienced personnel will stop this practice when incoming call levels peak. Why? Because they do not want to take the time during calls to talk with the customer, identify needs and interests, discuss options available, and make recommendations. In other words, they switch to a different mode during peak incoming call periods. Their motivation is driven by the need to handle each call as quickly as possible so they can take the next call.
One strategy used by some managers is to remove Inside Sales/Customer Service personnel from the 'order desk' so they can make outbound calls to customers assigned to them. For example, an hour a day is set-aside for several days a week for them to make these calls. However, when they return to the 'order desk,' they are faced with callback messages from customers who requested them. Although management may perceive this strategy as a method for increasing Inside Sales/Customer Service productivity, this approach must be well managed. Again, the lack of measures of this function is a direct cause of problems here.
Desired increases in productivity within the Inside Sales/Customer Service group have also prompted the installation and use of Voice Mail systems. Taken from the customer's perspective, what this often means is: the customer cannot get orders and other information requests handled at the customer's convenience. The customer has several options: 1) wait for a return call from the distributor; 2) FAX the order or request if possible; or 3) locate a different supplier who is organized for the customer's convenience.
The effect of many Voice Mail systems is to cut the distributor off from customers. In today's service economy, the practice of organizing the company for its own convenience can be the cause of lost orders and customers. F
Recently a gentlemen emailed me to tell me that among other things outsourcing was destroying America and that Bill Gates was the devil. It is interesting that someone of this inability to understand reality is not really worthy of arguing with, yet his persistence in such bogus notions is fascinating indeed.In the last few years before my retirement even before unemployment peaked at an all-time historic national low; I could not find workers willing to work hard or diligently for any amount of pay. Too many were on drugs or had lackadaisical attitudes towards work, show up when they felt like it, do half ass work and then demand more and more. As an employer, it was obvious to me that these people do not care to work, have a job or participate in anyway in the productivity of the company. You see it is all about them and not the team.
product and applications knowledge, probing skills, knowledge of suggestive selling techniques
having others in the department who are available to handle other inbound calls Even experienced personnel will stop this practice when incoming call levels peak. Why? Because they do not want to take the time during calls to talk with the customer, identify needs and interests, discuss options available, and make recommendations. In other words, they switch to a different mode during peak incoming call periods. Their motivation is driven by the need to handle each call as quickly as possible so they can take the next call.
One strategy used by some managers is to remove Inside Sales/Customer Service personnel from the 'order desk' so they can make outbound calls to customers assigned to them. For example, an hour a day is set-aside for several days a week for them to make these calls. However, when they return to the 'order desk,' they are faced with callback messages from customers who requested them. Although management may perceive this strategy as a method for increasing Inside Sales/Customer Service productivity, this approach must be well managed. Again, the lack of measures of this function is a direct cause of problems here.
Desired increases in productivity within the Inside Sales/Customer Service group have also prompted the installation and use of Voice Mail systems. Taken from the customer's perspective, what this often means is: the customer cannot get orders and other information requests handled at the customer's convenience. The customer has several options: 1) wait for a return call from the distributor; 2) FAX the order or request if possible; or 3) locate a different supplier who is organized for the customer's convenience.
The effect of many Voice Mail systems is to cut the distributor off from customers. In today's service economy, the practice of organizing the company for its own convenience can be the cause of lost orders and customers. F
Cosmetics contract manufacturing supports the design and manufacture of cosmetic products. A person with an innovative idea for a cosmetic product can seek the help of a cosmetic contract manufacturer, if he does not have the resources to produce it. Cosmetic contract manufacturers usually help their customers to improve the design of their products. Cosmetics contract manufacturing functions help the customer to produce a high quality product at a low price.Contract manufacturers usually provide many representatives to assist customers in engineering, finance, marketing, distribution and program management. Customers often choose cosmetic products from a contract manufacturing company and then sell them under their brand name.Cosmetics contract manufacturing involves the production of treatment cosmetics, skin care, hair care, bo
One strategy used by some managers is to remove Inside Sales/Customer Service personnel from the 'order desk' so they can make outbound calls to customers assigned to them. For example, an hour a day is set-aside for several days a week for them to make these calls. However, when they return to the 'order desk,' they are faced with callback messages from customers who requested them. Although management may perceive this strategy as a method for increasing Inside Sales/Customer Service productivity, this approach must be well managed. Again, the lack of measures of this function is a direct cause of problems here.
Desired increases in productivity within the Inside Sales/Customer Service group have also prompted the installation and use of Voice Mail systems. Taken from the customer's perspective, what this often means is: the customer cannot get orders and other information requests handled at the customer's convenience. The customer has several options: 1) wait for a return call from the distributor; 2) FAX the order or request if possible; or 3) locate a different supplier who is organized for the customer's convenience.
The effect of many Voice Mail systems is to cut the distributor off from customers. In today's service economy, the practice of organizing the company for its own convenience can be the cause of lost orders and customers. F
We are all leaders; in our families, churches, temples, lodges, clubs, businesses and fraternal organizations.Have you ever heard of a Cult Manager? Yet where have we ever seen more loyalty, commitment and blind obedience? No such thing as a Religious Manager. Theres a huge difference between management and leadership. Semantics, you say. When I went to Hotel School I was taught how to be a Hotel Manager. I found that I had to become a Leader in order to gain the loyalty and commitment of my staff.When I first arrived to work as a manager in a hotel in Rhodesia, now Zimbabwe, the staff did the usual hotel staff things to test me. The cashier would mix up the cash register, and see if I could sort out the problem. The night chefs would stay home, and see if I could handle the kitchen at night and prepare the breakfast. I had to
The effect of many Voice Mail systems is to cut the distributor off from customers. In today's service economy, the practice of organizing the company for its own convenience can be the cause of lost orders and customers. Further, installing Voice Mail may preclude analysis, definition, and solutions to the real problem. A staff deployment problem may exist. Although Voice Mail appears to solve the problem by smoothing out peak incoming call times, customer inconvenience is at issue. The lack of appropriate Inside Sales/Customer Service measures is also the cause of:
management misperceptions about the Inside Sales/Customer Service primary function. This is the distributor's front line. It is the customer's primary interface with the company. Through this job function, the distributor proves or disproves a commitment to service excellence.
management tactics designed to increase productivity without consideration for their impact on existing customers. Any decision that cuts the distributor off from customers must be seriously evaluated.
inappropriate compensation practices. If the distributor cannot measure individual productivity, it is not possible to recognize it much less compensate for it. If management wants to take advantage of the Inside Sales/Customer Service opportunity, the first step in this process is to evaluate what exists in that department today. Questions managers need to answer include:
1. Are existing personnel so busy handling incoming calls that the mind-set is to get off each call as fast as possible so they can take the next call? Conversely, do staff have time to sell on inbound calls? If not, what do we need to do to make time available to them?
2. Do we have the necessary base measures in the department to prove there is or is not time available to increase productivity? What measures do we need to install?
3. Have we trained our people to know:
our products, value-added services, and what questions to ask customers to identify their needs and interests in using them?
what promotions are available?
what direct mail materials are available for them to mail to customers? What questions should be asked customers to determine their needs for our materials? What questions should be asked to identify if others at the customer's location need our materials besides the buyer?
4. Have we installed computer support systems that help prompt people to use suggestive selling techniques?
5. What measures do we need to install to identify individual performance and productivity so we can recognize individual contributions and reward accordingly?
Inside Sales Customer Service is no longer just sales support and order takers of the past, Inside Sales - Customer Service has taken center stage with customers. It is the front-line to the customer, the back bone of the business, and the primary influence that proves your commitment to service excellence. Management needs to evaluate existing operations. Everything from corporate culture to attitudes, reporting relationships, supp
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