I have worked for several telemarketing companies
Posted: Sun Dec 22, 2024 9:53 am
I can understand their methods very well.
They were probably trying to maximize their "break-through" techniques and "typing".
These companies often instruct their employees like this:
"Receptionists are women who don't know anything. The decision makers are on the other end of the phone. You can't sell a product unless you talk to the decision makers."
This is a very biased view these days, but their common number in cambodia sense is based on the preconceived notion that "decision makers are people who sit back and don't answer the phone" and that "receptionists are mostly young, inexperienced, and uninformed women." This means
that decision makers who answer the phone like me are "unexpected."
They often think that telemarketing is something that can be managed, so they create KPIs enthusiastically, analyze past data, and assign daily and monthly targets to employees. The
sales quota for a non-bank that I joined as a new graduate, which has since gone bankrupt, was as follows:
"Make 200 calls a day."
In other words, if you make 200 calls, you can get an appointment with a decision maker. This means that you can have 20 business negotiations a month "at least." If you have 20 business negotiations, you can "guarantee" closing two or three of them.
This ratio varies from company to company, and some companies like to set plausible, smart, logical (or so they say) goals like 100 calls to 1 appointment, or 50 calls to 1 appointment. If they don't reach the goal, they scold them in meetings or morning assemblies, and if they do, they praise them.
They were probably trying to maximize their "break-through" techniques and "typing".
These companies often instruct their employees like this:
"Receptionists are women who don't know anything. The decision makers are on the other end of the phone. You can't sell a product unless you talk to the decision makers."
This is a very biased view these days, but their common number in cambodia sense is based on the preconceived notion that "decision makers are people who sit back and don't answer the phone" and that "receptionists are mostly young, inexperienced, and uninformed women." This means
that decision makers who answer the phone like me are "unexpected."
They often think that telemarketing is something that can be managed, so they create KPIs enthusiastically, analyze past data, and assign daily and monthly targets to employees. The
sales quota for a non-bank that I joined as a new graduate, which has since gone bankrupt, was as follows:
"Make 200 calls a day."
In other words, if you make 200 calls, you can get an appointment with a decision maker. This means that you can have 20 business negotiations a month "at least." If you have 20 business negotiations, you can "guarantee" closing two or three of them.
This ratio varies from company to company, and some companies like to set plausible, smart, logical (or so they say) goals like 100 calls to 1 appointment, or 50 calls to 1 appointment. If they don't reach the goal, they scold them in meetings or morning assemblies, and if they do, they praise them.