The owner of every large company understands that full. Why after implementing control of sales department calls will lead to an increase in conversion to a client and revenue. But what will be the difference? We tell you about the experience of implementing full control by one of our clients.
Our client is a large seller of used and new auto parts with a staff of more than 60 sales managers and representative offices in different cities and CIS countries. It faced a problem that is familiar to every owner: the conversion from a warm lead to a client is not satisfactory.
Problems revealed by full call monitoring
After the company began to listen to calls in a continuous manner, it became clear:
Managers are draining leads
In the process of analyzing calls, it turned out that managers are seriously underperforming. For example, if a lead comes across whose request is slightly more complex than buying what is phone number list in stock, the manager dumps it without offering analogs and without delving into the lead’s request. The same thing happens if the lead’s request is “cheap”. Why bother for a door handle if you can sell someone else an engine?
Within the scope of one manager’s work, the losses are insignificant, but if you multiply each lost lead by the entire sales staff, the statistics are terrifying.
The control department provides data in an inconvenient format
Quality control managers used Excel spreadsheets to record metrics and ratings for each call for each employee. The information in this format is difficult to digest: Excel spreadsheets with lots of data this breeds perfectionists scattered across rows and columns make it difficult to quickly digest the information.
Leaders found it difficult to see the big picture and identify key issues.
Delay in providing analysis has increased
In addition, with the continuous method of listening to calls, quality control managers provided information on each employee’s calls with a delay of from a week to a month.
This delay significantly slowed down the decision-making process and prompt intervention in the work of managers. As a result, ongoing problems in communication with clients remained mobile number list unresolved, which led to a decrease in the quality of service. Corrective measures were taken after the problem could have negatively affected the customer experience and sales results.
The management understood that a potential solution to the conversion problem was 100% control of managers’ calls, but implementing it on a large volume of managers at once was too expensive. Therefore, the management conducted an experiment to find out how full control affects the work of managers.