In consulting projects and in training programs, I’m always impressed with the thoughtful, provocative questions put forth by phone-based marketing and sales reps. Newer reps usually want clarification of fundamental strategies and approaches. Others with more experience often want guidance with techniques. Here are some of the best recent questions and my responses.
Q. A new marketing rep in Atlanta asked, “What are the best ways to open a call to a customer?”
A. Successful openings begin in the mind, not on the telephone keypad or in the mouth. That is, the words one says must derive from understanding the business premise for calling, and the context in which the call is to occur. For example, is this an initial business inquiry based on a prospect’s response to a direct mailing or Web site visit? A “cold call” from a rented list? (Hope not.) The start of an account reactivation campaign? Next, write and rehearse your opening:
– Your full name and that of your company, followed by your firm’s “ID tag.” Example: “We’re the business-to-business by phone people…”
– “The reason I’m calling is…” based on the business premise. Be sure you make a compelling case for having a conversation, not for buying your product or service.
– Always ask the “golden rule” question, “Is this an OK time to talk?”
Q. From Portland, OR, a senior rep wanted to know, “How should we reposition ourselves from being just an information resource to a genuine selling activity?”
A. This question has two answers. First and foremost, ask for the order. Nothing says “sales” like a direct request to do business. The second answer is a bit more complex. The rep who asked this question is with a sales organization that was too embarrassed or afraid to admit their business is sales. So they called their reps “customer advocates.” The reps, all carrying substantial outbound sales quotas, were inundated with inbound service-related calls, because that’s what “advocate” implies. To start repositioning, we printed new business cards with the title “sales representative.” Then we launched a direct sales campaign to promote a new product line and to reintroduce the reps in their “new” role.
Q. A Washington, DC, rep who sells to Uncle Sam asked, “How can I establish credibility without relying too heavily on technical aspects?”
A. After a technical question or comment, either by you or your customer, ask about the business implications or perceived operational advantage of the answer. For example, if the prospect asks if the new version of your software can compute and report medians as well as averages: “It certainly can,” you reply, “…and how might that help you and your department day-to-day?”
Q. From Chicago, “How can I be sure that the customer is paying attention during my sales presentation?”
A. Prospects and customers are as susceptible to interruptions and distractions as we are. So break up your presentation into easily listenable segments rather than delivering long “spiels.” A good rule of thumb is to solicit a response at least every 15 seconds by asking, “How does that sound?” or “Are we on track?”
Q. From Fort Lauderdale, “What are some good ways to get the customer to recognize a need when she doesn’t believe she has a need?”
A. Before the call, do your “homework,” especially database diligence. For example, determine what inquiries, transactions or other behaviors indicate your customer is a reasonable prospect for this product or service. Look beyond static, descriptive attributes such as SIC code or number of employees. Consider instead what your prospect and his or her company are doing… merging, acquiring, growing, adding e-business, re-engineering, divesting (their verbs). Then, consider how your product or service can help them achieve, gain, prevent, enhance, reduce, compete, win (insert your verbs here). Also recognize that some customers really don’t need what you’re selling…at least not right now. Sometimes you simply have to wait.
Q. From Toronto, “I may have overemphasized my support role, and now inbound calls disrupt my outbound schedule. What to do?”
A. Repositioning and stronger calls-to-action may be required, as at the company in Oregon. Or perhaps support can and should be a separate activity. But if your duties include both outbound and inbound, I recommend you establish a daily two-hour block for inbound and promote it to your customers as the best time to reach you. For outbound, create and implement a daily “call budget” for the various categories and quantities of outbound calls (e.g., Active A, Active B, reactivation, field support, and so on). Budget up to four hours a day for your outbound efforts. Four outbound hours plus two inbound hours leaves two flexible hours for administrative overhead, contingencies, research, e-mail, etc. One other thing: Please consider inbound calls harbingers of business, not “disruptions.” Provide for them and welcome them!
Q. From San Jose, “It’s often difficult to sell the value of lower cost of ownership versus the absolute cost of upgrading today. What do you recommend?”
A. First, understand whom you’re trying to convince. Generally, financial officers and other people with big offices talk about total cost of ownership. Be prepared to discuss amortization, the cost of money, accounting practices and the like. On the other hand, mid-level managers are accustomed to frequent budget battles and often have narrower, shorter-term perspectives. If your prospect just suffered a 20% across-the-board funding cut, pitching long-term cost savings may be fruitless. I recommend careful consideration of your levels of contact, and great attention to how you time your approach.
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