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telemarketing-techniques.ppt
- 1. Copyright, 1996 ©Dale Carnegie & Associates, Inc. Telemarketing Strategies LaserFast Pty By Peter Murphy
- 2. Structure – Morning •Telemarketing by Numbers • Conditioning Yourself • Preparing for Calls • Building a Script • Closing • Dealing with Objections • Appointments • Logging Details and Tracking Results • Following Up
- 3. Structure – Afternoon •Go Over Existing Scripts • Practice Scripts • Create New Scripts • Practice New Scripts • Practice Objections (Gatekeeper) • Practice Other Services • Practice Questions /Gathering Information • Practice Closing • Sales Toolbelt • Live Calls
- 4. Telemarketing by Numbers Howmany calls do you make a day? How many appointments per day? How many opportunities do you set each day?
- 5. Telemarketing by Numbers • Inan average telephone “blitz” you can reach 40 to 60 companies. • 5% should become appointments • 20% of calls at minimum should be set as future opportunities • 40-50% should receive e-mails and be recalled within 2 weeks
- 6. Numbers for theprospects • The average Australian gets called 2 to 3 times per day by a telemarketer. • Telemarketing is a nearly $500 billion a year business. • Americans lose $40 billion a year to fraudulent telemarketers according to the National Fraud Information Center.
- 7. Conditioning Yourself Before youprepare for calls its important for you to understand telemarketing is a professional job.
- 8. As Telemarketers, it’sYOU that: • Helps BRAND your company and its services • Helps GROW the business and pay the salaries • Helps SELL products and services
- 9. Also It’s YOUthat: • Identifies new decision makers to talk to • Identifies new companies to talk to • Identifies new potential clients • Builds deeper relationships with existing clients • Sets up appointments for the sales people to close • Builds a list of future opportunities • Sells products or cross sells services over the telephone
- 10. If you THINK: Telemarketing •Is picking up the telephone just to book appointments This is not the job for YOU
- 11. Telemarketers become skilled at: •Communicating with people – CEOs, CIO’s, Directors, Owners, IT Managers, Finance Managers, etc. • Communicating knowledge – products, services, processes, case studies, customers • Closing – Sales/Booking Appointments -
- 12. Successful Telemarketers Have Thingsin Common What are they?
- 13. They: • Are Positive •Are Confident • Are Persistent • Do not Fear Rejection • Accept the fact that they will get NOs • Accomplish Something on Almost Every Call • Motivate themselves to succeed • Make a large number of calls • Don’t waste time between calls/multitask
- 14. Lets demonstrate thispoint: • A rejected telemarketer burns through calls, hearing no after no, slams down the phone muttering, swearing and ending each call negatively • A successful telemarketer picks up the telephone regularly and accomplishes something on every call – an e-mail address, a name, a buying cycle, a timeframe for a possible future project, a minor agreement to call back at a later date
- 15. A success regardlessof how minor means No rejection = a win Name some WINS
- 16. Wins: • Getting anappointment • Getting a sale • Getting an agreement for a date and time to call back • Getting a name or e-mail of a decision maker • Getting a list of requirements • Identifying a buying cycle • Identifying future projects • Identifying a pain • Identifying a need
- 17. Preparing for Calls Allsuccessful telemarketers prepare for calls. It’s vital that YOU prepare for calls
- 18. Before you starttelemarketing. Drive away all negative thoughts
- 19. You need tobe: • Excited about the calls you are about to make for the day • Positive on the phone, • Happy to be doing the job • Eager to get appointments, sales and find future opportunities
- 20. You also needto Prioritize • Which calls are the most important for the day? • Which decision makers are difficult to reach? Call them first.. • C-Level Executives come to work early prioritize those first as well • Which appointments do you need to reschedule or confirm? Call those early.
- 21. You also needto set targets • How many calls backs do you want to achieve? • How many companies do you want to call before 10:00am? • How many companies do you want to call between 10:00am and 12:00pm? • How many leads do you want to qualify? • How many new e-mails do you want to send?
- 22. Work S.M.A.R.T. • Set reachable goals • M anage your time • A void interruptions • R ecord your activity • T rack your progress The hardest thing about telemarketing is overcoming call reluctance. If you schedule your telemarketing time like a valuable appointment it becomes much easier.
- 23. Preparation Checklist What cango into this list?
- 24. • Have youcleaned your desk? • Do you have a pen and pad ready? • Do you have a script ready? • Have you printed off the calendars? • Do you have a list of customers/case studies • Do you have access to info on products and services? • Do you know which call backs you are making today? • Do you know which list you are using and where you are up to? • Do you have your templates ready?
- 25. What NOT todo in the morning…
- 26. • Don’t startcalling without gathering your materials • Don’t start calling late. You should be on the phone by 9:00am at the latest • Don’t waste the morning sending e-mails, this should be automated at the end of the week with tailored e-mails sent as when needed. • Don’t start off calling with Negative feelings.
- 27. Useful Telemarketing Tools Canyou name some tools which can be used?
- 28. • Jigsaw • LinkedIn – existing and new positions, sales teams referrals • CRM – must document the processes • Outlook – use color coding! • Phone – 1831, access missed calls • Google • The Financial Review • Seek – Commercial Property • RP Data – Cityscope/Cityscope Lease Expiry Dates • Survey Monkey
- 29. Lists: Sources • Dunn &Brad St • Jigsaw, OneSource, Linked In • BRW Magazine • List Brokers
- 30. Data • Data isthe foundation of all telemarketing campaigns. • The mathematics of telemarketing are simple: it’s high cost but high value so you need to make it as effective as possible by using the best data. • Usually data accounts for only 5% of the total cost of the campaign. • If you use inaccurate data the first few weeks of your campaign will see staff spending the majority of their time amending records and not making sales. • It’s not worth cutting costs when buying data as in the long run it will escalate other spending dramatically. • All data needs to screened against current customers, duplications etc.
- 31. Who to Target? Whoare the best people to target within an organization when promoting Managed IT Services?
- 32. Are you targetingthe right people? Probably the biggest reason why many SMBs don’t buy managed services is because MSPs try to sell the wrong value proposition to the wrong decision maker with these companies. Rather than sell the business benefits to company executives many MSPs try to sell ICT outsourced services to the IT Manager. This approach inevitably fails because the IT manager perceives the MSP as a threat to their job, rather than an ally in their effort to better manage their IT operations. (Ziff-Davis)
- 33. Who to Target? Itdepends what you are selling but for ICT: • CIO’s, Infrastructure Managers • CFOs, Financial Controllers • CEOs, COOs • Purchasing Departments
- 34. Targets… • Target allDecision Makers (DM) and influencers. Aim for the Financial DM • Just because the IT manager is not interested it doesn’t mean the CFO wouldn’t be and vice-versa • Different people need different scripts.
- 35. E-Mail / Marketing Materials Theuse of e-mail and marketing materials is integral to all telemarketing campaigns
- 36. E-Mail Statistics • Approximately10% of my appointments come from e-mail (non-automated) • I would guess another 20 to 30% have come due to follows up from e-mails How many e-mails do you send out a day? What do you attach?
- 37. E-Mail Tricks • Archiveall e-mails • Send follow up e-mails attached to the first one. Keep the second one short. • Consider e-mail campaigns using mail merge or group mail. • Always try to follow up on e-mails sent within 2 weeks. • Use templates – writing e-mails stops you from calling
- 38. Marketing Material • Mostcontacts will need to be spoken to several times before they will commit to a sale or appointment. Having well produced marketing material to send them can help improve this process dramatically. • Before you start the campaign make sure you have well put together marketing materials to help your telemarketers produce long term results and to build and nurture a pipeline of opportunities.
- 39. Building a Script Justlike sales, telemarketing must have a process
- 40. Please Note: • Thereneeds to be structure and consistency to each call but this will not come from always following a script. • Quality sales come from constructive and fluid conversations – these can not be achieved from only using a script. • Using a script can often damage a brand rather than promote it. Most professional business people are short of time; they do not want to hear someone read out a list of marketing messages. They will be even less impressed if the sales person continues to doggedly stick to the script when the conversation needs to take an unanticipated turn. • A script is information you need to learn off by heart which is relayed in a systematic process
- 41. Scripts • There are4 types of scripts that need to be used IF you sell a broad range of products or services.
- 42. Script Process: • MainScript, • Other Services Script • Sales Toolbelt Scripts • Smart Calling Script
- 43. Main Script -Guidelines • Use your marketing material for wording to be used in your script • Break your script down into a process. • This process should be repeated on EVERY call • Determine what service you want to start the pitch with • Keep it Simple Stupid (KISS)
- 44. Overall Scripting Process •Call • Pitch • Incentivise • Gather Information • Re-pitch • Other Services • Close
- 45. Lateral View ofProcess Call Introduce Yourself Ask for/Find Decison Maker Handle Objections Pitch Introduce Yourself Explain The Call Handle Objections Gather Information Ask Questions Build Rapport Record the Information Re-pitch Determine if we can help Re-pitch Other Services Pitch from Toolbelt Book Time to Call Back End Call
- 46. CALL PROCESS: • Introduceyourself • Ask for the decision maker • Handle objections
- 47. The “GATEKEEPER” (Otherwise knownas the receptionist) • Their job is to find out: - Who you are - Who you represent - if what you want is important enough to give you what YOU want. • Give them what they want: - Listen – Name, Company - Be direct, confident - Talk slow - Sound like a C-Level - Ask to be put through
- 48. Example: • Hi Mary,Is John the IT Manager there please? • Can I speak to John Smith Please? • Is the CFO there please? Get spelling! Ask some questions!
- 49. Tips for workingwith the Gatekeeper • Building rapport is critical • Asking for their help is a good scheme. • Gather Information • Accomplish something on every call! • Avoid – use a backdoor • Call Back with better info.
- 50. • A rejectedtelemarketer will give up after she hangs up or says they are Not Interested • A successful telemarketer will use different tactics or call back
- 51. DM not there? •Get Direct Number • Get Mobile • Get E-Mail • Call Back
- 52. Example 1 –Got VM Hi Mary, You just put me through to the Finance Manager. He didn’t pick up and I could not understand his name on his Voice Mail. I would like to leave a message. What’s his First Name, and his Last Name. Could I send him an e-mail it would be easier? What’s the best e-mail address? Does he have a direct number?
- 53. Example 2 -DM Never picks up Hi Mary, You just put me through to the IT Manager. He didn’t pick up and I need to speak with him today if possible, can I have his direct number? Can I also get his mobile number please?
- 54. PITCH PROCESS • Introduceyourself • Explain the call • Handle objections
- 55. To do well: •Keep you initial pitch short • Speak s..l..o..w..l..y • Pause in certain places • Mention Existing Customers • Build Rapport • Use a Trial Close
- 56. Build Rapport: It’s importantto try and build some rapport. Can you think of any examples?
- 57. Build Rapport -Examples • How’s your day been so far? • I have tried a few times to contact you. Your position must keep you very busy? • How your job going? Is it keeping you busy?
- 58. Main Script -Example • Hi John, It’s Harry Malone from LaserFast. • How’s you day been so far? • John, (pause) I work for a specialist ICT Solutions and Services provider that helps clients plan, build, support and manage their ICT infrastructures • We are government endorsed and work with companies like The Royal Children’s Hospital, Suzuki, Kingswood College and Cockram who we helped save more than $400,000 this year. • I would like to come by and introduce myself properly and discuss our services to see if we can identify cost savings or assist with requirements at some point? • Are you available to meet next week or the week after?
- 59. Back to Rapport •Hi (Name). I have tried a few times to call you recently. You must be due for a holiday you always seem to be so busy? If the opportunity presents - Follow up • What type of projects have you been busy with? • Have you had any major projects on this year? • What’s next on the agenda? • You must be looking forward to your leave? Where are you planning to go this year?
- 60. Referrals: • (Name) Ispoke with (Name) who has referred me onto yourself. I understand (Name) you are the Infrastructure Manager, is that correct? • I have spoken with (Name) in the past who was keen for me to stay in contact
- 61. Etiquette / RelaxThem • If they say yes to the appointment thank them, Thanks for the appointment (Name) – Incentivise, Gather Information • If they says no to the appointment agree with them (Name) I understand completely, - Incentivise, Gather Information
- 62. OTHER SERVICES SCRIPT Ifyou get a NO or there is a hesitation NOW might be a good to use a 2nd Pitch • John, we also help businesses with project management, hardware staging, software development, security, storage and disaster recovery and we have a secure data centre if you are looking for a fully managed offsite backup and recovery service.
- 63. INCENTIVISE PROCESS This isdone before you gather information • Just so we come prepared • Just so we don’t keep calling you • So we can call you at the correct time. • Just incase we can assist you in the future…
- 64. GATHER INFORMATION Information isgathered throughout the process but the four main areas are: • From the Gatekeeper • After booking an appointment • After getting a rejection • After identifying a future opportunity
- 65. Use Open EndedQuestions where possible Start off with open ended questions to ENGAGE with them • What are open ended questions? • Why do you think they are useful? • Can you give me a few examples?
- 66. Open Ended Questions: •What type of ICT projects are in your pipeline this year or next year? • How old are your servers? – storage solutions, copiers, routers, • Do you have any existing companies you use for ICT projects? • When did you last do a server refresh? network upgrade? • Who do you use to manage or support your networking hardware? • Have you thought about planning and implementing service management? • How do you support your end users? • Have you considered outsourcing your Desktop Support? • Which parts of your ICT environment have you outsourced? • When is your telecommunications agreement coming to an end? • When are you reviewing your outsourced IT provider next?
- 67. If they areon a contract for anything…always ask… • When does the agreement end? or • When do you think you might review the agreement next? This creates future opportunities
- 68. Re-pitching • 50%+ ofall my appointments come from a NO after the initial pitch. We keep the initial pitch short because that is just the beginning of the pitch! • You need to develop a sales tool belt to help you re-pitch once you have gathered some information which facilitates this
- 69. Example 1 –Repitch/Qualify • The prospect tells you their Cisco Equipment Support Agreement is ending soon. Repitch • (Name) Cisco are incredibly expensive when it comes to managing hardware. We are Cisco partners and should be able to show you a big saving in this area. Can we come out and discuss this at some point?
- 70. Gather More Information QUALIFYby Gathering More Information • How many Cisco’s do you have? • What are the model numbers? • Are they all located in your datacenter in Melbourne? • How old are they? • How much extra life do you want to get out of them? • When do you realistically think you might upgrade them?
- 71. Example 2 –Qualify/Repitch The prospect tells you their servers are old? In this case you may gather some information first then re- pitch? • How many servers do you have? • Which brands do you currently have? • Do you have any performance or efficiency issues or do they go down a lot? • Do you have any plans to upgrade them? • Have you virtualized any of them? • Who do you use to support or manage the servers?
- 72. Pitch • (Name) Asyour servers are old you have an increased risk of hardware failure. There also comes a point where performance and efficiency are significantly affected and this can pose a serious risk to business operations. In terms of costs, older servers have higher energy costs and support costs. • I think it would be worth meeting. We could evaluate your server infrastructure, its performance and make some recommendations for you in regards to options. • Costs for servers have fallen significantly and with virtualization we can make photocopies of any data and programs on your existing server and put them onto a new server without a costly migration. This is quick to do. • Is the last week of October good for you or do you prefer meeting in November?
- 73. Sales Toolbelt • Youshould have a sales tool belt for each of the products or services you are targeting the prospects for: Lets make a list…
- 74. Options for Toolbelt •ICT Outsourcing • Project Management • Backup & Disaster Recovery Solutions • Multiservice connectivity – LANs, WANs, IP Telephony, Wireless • Network Upgrades, Staging, Deployments, Migrations, Evaluations & Management • Server Refreshes, • IT & Desktop Support • Service Desk Outsourcing • Software – Licensing, Rollouts, Customization, Development • CRM & ERP Implementation • Virtualization – VMware, Citrix, Consultation, • Hire Technicians/ICT Resources
- 75. Smart Calling Smart callingwarms up a call. You can use existing data to facilitate this or find new data throughout the day:
- 76. You are lookingfor: • Information from past conversations • Information on the contacts themselves • Past Contact Information • New Positions • Trigger Events • Interesting Information on Businesses and Contacts • Buying Cycles
- 77. Example 1 –New IT Manager • For Example you might use Linked In and find an IT Manager working at Foxtel, he might have been there just 4 months. His profile might show he worked at Coles previously. What can you do in this situation?
- 78. You can dotwo things: • Call Foxtel • Call Coles Pre call planning • who worked at Foxtel prior? • Who now works at Coles?
- 79. Example 1 –Call Foxtel • Hi (Name) its John Smith from LaserFast. I understand you are the new IT Manager. We have spoken with (Name) in the past. How long have you been there John I spoke with (name) just 6 months ago if I remember correctly? Did you rise internally or did you come in from another company, Where were you before? • (Name) was interested in us calling back in (month),…(Pitch)
- 80. Another Opportunity? • Atthe end, if you don’t get the appointment you can also them if there is anyone at Coles who might be interested in your services and if you did ring them which area would you recommend we focus on?
- 81. Example 2 –Use Data in CRM I tend to spit the data back at them • Hi (Name), Its John Smith from LaserFast. I’m not sure if you remember we spoke about X Months ago, in (Month). You told me X, Y, Z. I was hoping to meet with to discuss…. • Are you available next week or the week after?
- 82. Example 3 –Use Buying Cycle • Hi (Name), I have spoken with (Name) in the past who mentioned your ICT contract with HP is ending late 2012. • I was hoping to meet with you to put together a no obligation proposal to reduce your costs. • Pitch…
- 83. Closing If you areappointment setting, closing is done by following the process described above and asking for a date and time to meet at the correct times.
- 84. Do you knowany good phrases which can help close an appointment?
- 85. Phrases to helpclose: • The meeting is obligation free • It should only take 20 to 30 minutes. • We will be visiting a client in (area) on (date and time), how about we make it a quick discussion on this date at (time) • Can we pencil something in for later in (month) or (month)? • It seems that you might benefit from a discussion with us on (topic), how is your calendar looking for… • Based on the information you have given us it looks like you could be…. • I am 100% positive we can show you cost savings…. (a ROI), • (Name) seemed pretty keen for us to talk with you, are you available. on Tuesday next week at 10:00am • Instead of meeting can I get our Cisco expert to call you?
- 86. If selling overthe phone you might try • My understanding is these sell out pretty quick, can I order them now so we can be sure not to disappoint you. • Name, my supplier can only hold these prices for a week.. Can you organize the PO today? • As these are inexpensive items and I am giving you a good price on them, it’s really not worth your time getting further quotes on these. Can we order them today to speed things up? • I am going to be busy for the next few days on a project? I would really help me if I could get the order underway now, This will also speed up delivery for you? Can you send me an e-mail confirming the order in the next hour or so?
- 87. Fall back onan offer: If there is interest but inroads are difficult make them an offer and send it in writing • Why don’t you trial us? • We can offer you 5 x hours of ICT Support to be used anytime with 3 months for the trial. We charge (amount) an hour. We will give you these hours in advance. If you are not satisfied for any reasons don’t pay us? If you are satisfied pay us and any further hours you purchase can be used anytime. You can use these hours for consulting, IT support, help with rollouts, or anything you don’t like doing. Can I send you a book of hours or would you like to book a technician for an hour or more for a job you have in mind?
- 88. Sell benefits notfeatures • Business decision makers are people, whatever their role; people tend to buy on benefits, not features • If you focus on the benefits of your offer you will get the prospects imagination going; helping them to think about how their situation would be improved if they took on your offer. • Discussing the benefits will also address the pain points that will hopefully have been identified during the questioning.
- 89. Buying Signals • Evenon the phone there are signals which point to appointments • Prospects ask a lot of questions or go technical • They talk negatively about existing suppliers • They start asking about brands, model numbers or costs you have • They use particular words
- 90. Dealing with Objections Duringthe telemarketing/sales process objections might be raised for many reasons Name some common objections?
- 91. Objections – Don’ttry to close them all! • Not all objections are worth handling. Listen to tone and reason to decide • Some objections are handled to open up further dialogue to evaluate if it’s worth meeting • Some objections are handled with an aim to get an invitation to call back and open up some dialogue • Some objections are handled to advance the process or close the appointment/sale
- 92. Objections • We havean ICT provider already? • I don’t have time to meet? • The IT Manager wouldn’t be interested? • We are happy with our servers? • Send me some information?
- 93. Handling Objections Tips: • Berelaxed, objections are natural • Don’t be defensive • Work on a positive attitude • Smile! Steps: • Pause after the objection • Listen carefully • Ask questions • Get clarification • Deal with objection
- 94. We have anICT provider already? • So (Name) you are saying you don’t want to meet because you have an ICT provider already? That’s fine. • How long have you been with them? Do you managed IT services through them or is it ad hoc support? • (Name) Its worth you looking at the managed IT services model because it can help reduce system downtime, improve application performance and strengthen your competitiveness. How about meeting next week?
- 95. I don’t havetime to meet? • John you said you don’t have time to meet? • What type of project are you working on? I was hoping to call you after it ends? • Is it possible to pencil something on for next month or the month after?
- 96. The IT Managerwouldn’t be interested? • (Name) we have spoken to (Name) in the past and he asked us to call back. I have my diary in front of me and he was interested in speaking with me again this month. Can you put me through please?
- 97. We are happywith our servers? • (Name), I understand you are happy with you. I am sure they meet your needs. • How long have you had your current servers? Are they virtualized? • John you said X, Y. I can show you how to move all these servers onto 1 server. Its quick to do, inexpensive and will save you on support costs, power costs and time? • Are you available for a short discussion next week?
- 98. Further Objection Often anew objection or question will follow an initial objection We don’t have the time or resources to migrate all the servers onto one server. • Traditionally, this would have been true, we would have had to move everything to a new server and recertify the application on the new hardware. However, we now have the ability to copy your entire server as it is into a portable file and move that to new hardware You’ll never have to go through a costly migration again as anytime you need new hardware everything can be moved quickly. • Lets meet next week and I will show you? How about…
- 99. “Send me someinformation” • Excellent idea! So that the information I send you will be of some value, what kind of equipment are you currently using? • What information specifically were you interested in? • Some people use that old stand by just to get off the phone, I know your not one of those, so what did you want me to send you?
- 100. Feel, Felt, Found •This is another process used to help overcome objections • Its usually used when a prospect doesn’t believe you or has their own beliefs • You use this instead of attacking a customers belief system
- 101. Example – Feel,Felt, Found • I understand how you FEEL (name). Other people have FELT exactly the same way but after meeting with them they FOUND the extra price we charge for IT support was worth paying as we have an abundance of highly qualified staff and have the right service delivery infrastructure in place to fully meet their expectations. • Can we meet next week for a quick introduction and discussion? How about…
- 102. Appointments The prospect hassaid yes, what do you do say and do now?
- 103. Gather Information • Askquestions to determine why you are meeting? • Ask questions to determine what type of equipment they have? • Qualify using the B.A.N.T system? • Get direct number and mobile number
- 104. What else: • MeetingRequests should always be sent • Addresses should be checked. Don’t get from prospect unless they pick up. • Record as much information as you can • Reschedule as necessary
- 105. B.A.N.T System • Usingthe B.A.N.T system (check for) • Budget, • Authority • Need • Timescale
- 106. Logging Details &Tracking Results All details need to be logged and results need to be tracked
- 107. CRM Recording • Allcall results should be stored in a CRM • All e-mails should be stored in the CRM • All sales meeting notes should be stored in the CRM • Buying cycles should be a key opportunity driver
- 108. Essential Features ofa CRM • CRM Must be able to store multiple opportunities • CRM must be geared towards telemarketing and not just sales • CRM must have a KPI dashboard for telemarketing and sales separately • CRM must have duplicate detection
- 109. Aim of CRMfor telemarketers • Grow CRM – add organizations • Shrink CRM – disqualify/qualify orgs • Store buying cycles • Create opportunities (warm list) • Never lose a call back again
- 110. Following Up -admin • Call Backs must be set and followed up • Opportunities should be set and followed up • Opportunities should be closed and put back into the mix when needed • Opportunities should have dates changed when we things change, i.e. a competitor signs 2 yr deal
- 111. Following Up -admin • Sales need to reassign their opportunities when they have finished. • Sloppy admin costs BIG MONEY in sales • Telemarketers need to be date driven • Dates need to be set earlier than asked • Leads should be nurtured
- 112.