Page 32 - The Compass 2017 | Volume 12 | Issue 4

• CCRs also must un-
derstand how to conduct
memorable calls and intro-
duce club memberships.
• You, as the Call Center
Manager, must provide
feedback—the more imme-
diate the better.
• Ultimately, your Call Cen-
ter’s effectiveness should
• Remember the 5 touches of the club-membership sale. be measured by your KPIs.
• The dispatcher’s customer is the technician, and their role is mARkEtING IN YOUR OwN bAckYARd
to serve in order to get them to their highest potential. Mike Layton from Stochastic Marketing showed you strategies to
• Less is more for comfort advisor and technician leads. Com- “make more money by having the brains to know where your mar-
fort Advisors = 2 leads a day. Technicians = average of 3 ket really is—and the guts to say ‘no’ where it isn’t.” Here were
calls a day. Mike’s takeaways:
• Know Your KPIs. • Your service area does not equal your market area. Adding
• Find a friend(s) within SGI to share financials and reports square miles to your service area dramatically increases the
with to keep yourself honest. number of square miles you need to cover.
• Always be training, recruiting, and marketing. • Even with the internet, more than half of your web traf-
cALL-cENtER SUccESS: tRAINING StRAtEGIES fic comes from within 10 miles of your location. It’s because
fOR YOUR ccRS there is comfort in familiarity. With the number of choices
people have today—and the constraints on our time —there
Milestone Call-Center Manager Missy Jones spearheaded an in- is comfort in proximity and in choosing what’s familiar.
credibly important presentation on a very important topic: On- • You’re most familiar in your primary zip codes.
boarding new CCRs. Here are the highlights of what she shared: o Your primary market area: Zip codes with total sales of
• Remember that new CCRs are new! Don’t expect them to be greater than $100,000 in the most recent 12-month period
comfortable or productive immediately. You must invest in o Secondary market area: Zip codes with total sales greater
them. than $10,000 and less than $100,000 in the most recent
• New CCRs should be placed on a 60- to 90-day probationary 12-month period
period with a review in the middle and at the end of that o Other market area: Zip codes with total sales less than
designated time.
$10,000 in the most recent 12-month period
• Introduce your new CCR to everyone in the business, and • Even though there are 5xs the number of houses in second-
assign the person a “buddy” to mentor them.
• It’s your responsibility to ensure they understand the basic ary and other zip codes, you’ll likely see 1.6xs more custom-
company-core standards and operations. ers come from your primary zip codes. Plus, the lifetime sales
• Your CCR should go on one to two calls with your techni- of customers in your primary zip codes is 1.9xs the amount
cians to fully understand what they’re doing in the field. Be of all other zip codes you market to.
sure to debrief with your CCR afterwards. • Here is a DIY method to determine which zip codes generate
• Missy explained there are four ways to determine if your the majority of your sales:
new CCR is ready to take the phones: written tests, walk- o Gather your sales data for the previous 12 months.
throughs, role-playing, and sit-a-longs. o Sort the transactions by zip code.
• Training should never stop with your CCRs. It should be o Add up the sales volume for zip code.
continual and be structured with a formal plan. o Identify the zip codes in your market where you have gen-
• Your CCRs should have a checklist they must follow; this is
your way of keeping them accountable on a daily basis.
• CCRs should be exposed to the price guide so they under-
stand how it works and what the customer should expect.
They should also know how to prioritize jobs for dispatch
purposes.

32 THE COMPASS | Issue 4 | 2017