|
|
Strategic Guidance to Build Your Business
|
Volume 5, Issue 1, September 2010
|
|
|
|
"The Business Builder" is brought
to you by VSA, Inc. in collaboration with Rink
Consulting. VSA, Inc., founded by Valerie
Schlitt,
builds and implements B2B prospecting
programs for
businesses and professional service firms.
VSA has
a
team of professional telephone callers who open
doors to new business opportunities for VSA
clients.
Linda Rink, president of Rink Consulting,
specializes
in
B2B and consumer marketing and research. Both
Wharton MBA graduates, Valerie and Linda often
team together to help clients identify and
reach new
customers. In this newsletter, they share
some of
their business development insights.
|
|
A Cold Caller's Personality
by Valerie Schlitt, President of VSA, Inc.
In cold calling, it's all about the list. It's all about the numbers. It's all about the process. That's what I always write in this column.
I want to change my tune a bit.
Yes, all of that is true. In fact, a good list is the biggest foundation for success.
The process and repeated attempts contribute greatly as well. But these are not the sole ingredients to successful cold calling.
I don't often talk about the quality of the caller and that's what I'm going to do in this column.
A great cold caller has a fantastic combination of tolerance, perseverance and tenacity PLUS the ability to be assertive, proactive and positive. A great cold caller is intuitive. She hears the slightest hesitation in her prospect's voice and is able to ask the right question to keep the conversation going. She knows when to hang up and go to the next record, and when to keep pursuing a particular prospect because she senses an opportunity.
Let's repeat the qualities: tolerance, perseverance, tenacity, assertiveness, proactive behavior, positive outlook and the icing on the cake is intuition.
How many people do you know with this combination of qualities? And if you do know someone with all these qualities, have they chosen "Cold Calling" as their profession?
It is absolutely not easy. No, let's say, it's downright difficult to find good cold callers today.
If you have a staff of outbound callers who are good, do whatever you can to keep them. Give them flexible schedules. Intersperse their calling time with some off-phone work to give them the needed breaks. Acknowledge their successes and challenge them when they are underperforming.
I have seen repeatedly the special kind of personality that turns a mediocre program into a successful one.
Here are two examples (names and products are changed to keep them anonymous):
- Sally is making outbound calls for a building maintenance service. She begins talking to a prospect. She is creating camaraderie, but the prospect says he doesn't need our service. Then, out of the blue the prospect announces, "but I have another location that might be in need." And, Sally sets up a sales appointment.
At first glance, this is nothing special. But, an average cold caller would not have made the conversation so easy. The prospect's reaction would have been "I've got to get off this phone." Sally made talking easy and fun. Just the few extra seconds on the phone - because Sally was positive and engaging - changed our prospect from a flat "no" to a viable opportunity.
- Jenny has been calling prospects for hours and has rarely spoken to a decision maker. This is her third time calling the same list of senior-level executives. Neither they nor their admins answer the phone.
When cold calling, you cannot get practice unless someone talks to you. Jenny knows that although she has spoken to no one, she must appear totally relaxed when a decision maker eventually picks up the phone.
Jenny is determined. All of a sudden a C-level executive answers his own phone. Jenny begins a conversation. A moment ago she was feeling desperate and defeated because she hadn't been able to reach anyone. Now, she is upbeat, positive and confident. To Jenny's delight, the prospect decides to listen for more, and Jenny is able to set a phone appointment with the sales rep for tomorrow.
I bet that cold callers with less experience would not have been able to move from "perseverance mode" into "conversation mode" as quickly as Sally and Jenny did. I also believe the positive attitude and intuition both Sally and Jenny possess helped greatly.
Yes, lists, numbers and process are critical to a solid campaign. But, if you don't have a solid calling team you cannot fully optimize results. Never underestimate the benefit of an excellent caller!
|
 |
VSA, Inc.
441 Station Avenue
Haddonfield, NJ 08033
856-429-5078
valerie.schlit@vsaprospecting.com
www.vsaprospecting.com
|
|
 |
Can You Read My Mind?
by Linda Rink, President of RINK Consulting
Wouldn't you love to read your customers' minds?
Whether you call it VOC (Voice of the Customer) or plain old feedback, building your business depends on understanding your customers. It can be as simple as a phone call or as sophisticated as an online survey - there are many ways to tap into your customers' thoughts.
Even if you talk to your customers now, chances are you may be missing additional opportunities for obtaining valuable insight. Take a look at the following list of reasons to ask for feedback and see if you are covering them all:
10 reasons to consider asking for customer feedback:
- Evaluate or brainstorm ideas for new products or services
- Ask for referrals
- Troubleshoot a problem
- Identify potential problems you don't know about
- Solicit testimonials
- Obtain suggestions for service or product improvements
- Understand clients' current concerns
- Evaluate where you stand versus competition
- Probe for why your customers use you - and when they don't
- Update customer records
You can see the varied applications for this information: relationship management, marketing communications, business development, new product development - the list goes on.
Remember that feedback can be both positive and negative. But most important, it must be honest. This can be tricky because many people will tell you only what they think you want to hear - at least to your face. And of course, what they don't tell you might be very, very important.
So what's the best way to get honest customer feedback? It depends:
First of all, consider what type of business you have, and how many customers you have. An online retailer, a law firm, a restaurant, and a software provider each have a very different customer base - and types of customer interactions. Feedback is often easier to obtain when transactions are short-term and no personal relationship is involved. When more is at stake, you must often work harder to get at the truth.
Second, is why you want the feedback. Is this routine, or are you dealing with a problem? Is the issue general, or limited to one or a few individuals? How quickly must you understand the situation and deal with it?
There are no cookie-cutter solutions for the best way to obtain customer feedback, but here are some general guidelines:
- With your most important clients, a personal one-on-one chat in their office or over lunch shows you value their time and opinions. (If you suspect something is wrong, however, consider using a third party to neutralize the situation.)
- Phone interviews can be an excellent way to gain insight and probe certain issues.
- Online surveys are relatively inexpensive. They are best for multiple choice questions, since you cannot probe too much. Also, limit the length to avoid respondent fatigue
- Focus groups and customer roundtables are a good option for assessing process improvements, new service or product ideas.
- Monitor social media if customer word-of-mouth communication is important for your business.
- Use a professional researcher to solicit the most honest responses from your customers.
Finally, here are two more tips for maximizing the value of your VOC efforts:
1) Incorporate an on-going feedback program into your business operations, rather than using ad hoc measures.
2) Once you ask for feedback, you must act on it appropriately. At the very least, close the loop with the customer and acknowledge that you have heard them. Better yet, tell them what you are going to do and when.
Unfortunately, we can't read the minds of our customers. But if we ask them in the right way, they will share what's on their mind.
|
 |
RINK Consulting
1420 Locust Street, Suite 31N
Philadelphia, PA 19102
215-546-5863
lrink@lindarink.com
www.lindarink.com
|
|
|