Institutional Sales & Telemarketing

Introduction Assignment Structure & Activities Order Process Frequency of Contacts Launching Telemarketing Customer File Contents

The most COST-EFFECTIVE way to reach customers. Techniques that get sales via telephone! The objectives are: A. To build strong long-term relationship with the customer through personalized approach C. To improve profit margins on sales to existing accounts E. To provide customers with new products that meet their changing needs B. To increase profits from smaller accounts D. To expand the territory byopening new accounts 1.Introduction

Highly efficient way to use human, and financial resources in the process of communication with the existing, and potential clients. Initiated properly, will bring results, which are 50 – 70 % of the total company turnover. Telemarketing Advantages. The most effective way to increase number of clients. 1.Introduction

Telemarketing OutboundSalesmanInbound TSR/OSR Team 2. Structure & activities

A proactive method of contacting current and potential customers. Assumes sole responsibility for specific small and medium size accounts by contacting them by the phone periodically. 1. Plan; 2. Open; 3. Verify account status; 4. Determine requirements; 5. Recommend; 6. Handle objections; 6. Close; 8. Follow up. Calls structure: A. Outbound TM 2. Structure & activities

Steps to follow: Why do customers call? B. To request offers. D. To discuss issues. A. To seek information. C. To place an order. 1. Locate client file; 2. Up-date records; 3. Determine requirements; 4. React to request; 5. Recommend; 6. Handle Objections; 7. Close; 8. Follow up; B. Inbound TM 2. Structure & activities

The objective is to increase account sales and profitability by increasing order size through suggestive and add-on selling techniques. Provide support to the OFFICE 1 outside sales team; Respond to customer calls generated by the OFFICE 1 marketing materials, advertisements and outbound calls; Generate leads for outside sales. Objectives: Responsibilities: 2. Structure & activities

Objectives: To increase the volumes of purchases of the Existing customers; To attract new customers. C. OSR (Salesmen) Responsibilities: OSR reach the customers by previously arranged meetings; Make outbound calls in order to arrange appointments; Closely interact with the outbound and inbound Telemarketing; Prepare offers and sign contracts with customers. Provides customized service through personal contact 2. Structure & activities

A. Recruiting Basic requirements Communicative Responsible Patient Radiant Professional Clear pronunciation Courteous Proper manners 3. Launching TM

 Three TSR-s at opening, performing the functions of Outbound and Inbound Telemarketing  One to three Outside Sales Representatives at the beginning  With the enlargement of the customer database their number is increasing Organizational structure 3. Launching TM

We have 3960 (A) companies in the database and the Outbound TM must make 60 (C) calls per day. We have 22 (B) working days in the next Month. The numbers of Outbound TSR-s (D) we need is 3: D = (A/B) / C The number of TM sales associates depends on the following: A) Number of companies in our database; B) Number of working days per month; C) Number of outbound calls per day. 3. Launching TM

Chambers of commerce/ Embassies; Professional unions; Phone companies; Logistic (courier) companies; Clubs; Accounting firms; Companies with discount cards; Consultants; List derived from HR published in newspapers. B. Database creation The sources mentioned above must be explored periodically for updates! Sources 3. Launching TM

Who is the responsible person? Verify the information already gathered? contact information delivery address billing address How many people work in the business? What office machines do they have? How often do they order supplies for the business? What is their budget on supplies? Which is their present supplier? What do they like and what do they not like about their present supplier? Update the Database Contents 3. Launching TM

Assisting Purchasing in creating item files Participation in the merchandise receiving and merchandising processes Vendor representatives trainings Learning the brochure Products training by the purchasing department C. Product Learning 3. Launching TM

D. Brochure Distribution  Assign the companies among the TSR-s  Verify primary information from the database  Calculations: The number of brochures, that can be spread per week must correspond to the ability of the SR-s to follow up with same companies the following week. 3. Launching TM

E. Follow Up Have they received the brochure? Have they reviewed the brochure? Start active selling promotions services benefits suggest products finalize an order Arrange an appointment with the OSR. Update the Database 3. Launching TM

 The TSR-s must call their customers each month  TSR-s also must contact them when new marketing materials are launched.  Call the passive customers (That haven’t placed orders last month). A. Frequency of calls 4. Frequency of Contacts

 Outbound and Inbound – 60 calls per day for the beginning  For the outside sales representatives – 8 meetings per day Inbound Calls per dayOutbound Calls per day Targets 4. Frequency of Contacts

 Customer Handling – 80% Meetings and Calls Order Deliveries  Visit Planning – 15%  Reporting – 5% TSR  Customer Assistance – 80% Inbound/ Outbound Calls Order Processing Mailings  Calls Planning – 15%  Reporting – 5% OSR Daily Tasks 4. Frequency of Contacts

Order TM PhoneFaxInternetMeeting Warehouse Customer Delivery Follow up +% increased volume and frequency of orders Order details 5. Order Process Direct Orders

Order TM Warehouse Visit Store Customer DeliveryFollow up +% increased volume and frequency of orders Database Pick - up 5. Order Process Store orders

Am/pm/24 hours delivery plan. Manage expense records to determine cost of deliveries. Free delivery minimum order. Express delivery charges. Own transport or logistic supplier. Routing deliveries. Delivery records – used especially for furniture deliveries. Note: Be careful with delivery costs for special accounts!! 5. Order Process Deliveries

The operational territory is divided into districts with similar sales potential TSR teams consist of 1 TSR and 1 OSR each. Each team receives a district to develop. Each team is assigned sales and client targets. Individual sales and client objectives are assigned. A. Work in teams 6. Assignment

B. Incentive program 1 Individual incentives - over 100% target achievement - OSR - 2% of turnover - TSR - 1% of turnover *The bonus percentage is not applicable to particular product categories with lower margins electronics copy paper consumables *Once TSR/OSR team reaches a predefined sales volume, switch to Incentive Program 2 6. Assignment

- 100% - 105% achievement of a 3 month plan = 0.4% of the turnover, divided equally among everybody in team - 105% - 110% achievement = 0.45% of the turnover - Over 110 % achievement = 0.5% of the turnover B. Incentive program 2 Department incentives for TSR 6. Assignment

Once TSR exceeds $200 per account in sales for targeted period an incentive of 0.25 % is calculated on profits generated;  Once TSR exceeds $200 in sales with a new customer for targeted period an incentive of 0.50 % is calculated on profits generated. Individual Incentives TSR OSR  Once OSR exceeds $200 per account in sales for targeted period an incentive of 2 % is calculated on the profits generated;  Once OSR exceeds $200 per account in sales with a new customer for targeted period an incentive of 4% is calculated on profits generated. 6. Assignment

We sign contracts with clients, who request special conditions.  Establish conditions by client as we would expect to receive from our vendors: Allow client to make payment by means of bank transfer. This establishes dates of payments and purchasing credit limit. Based on volume special discounts on categories or assortments can be authorized for contract clients. C. Contract Sales 6. Assignment

 Based on qualifications, clients can be individually managed with:  Management must decide between product, category or total order discounts. Note: Free product can be alternative to discounts! Terms of payments One invoice per month Credit limit Customized web site account Other activities or notes relative to the client 6. Assignment

 Must facilitate the work process: Customer profile – type, structure, address, contact person, department, tel., fax, , web site, delivery directions, notes; History of contacts – inbound/outbound calls, meetings, orders, comments, objections, notes; Calendar/reminder – meetings, follow-up calls, special events, anniversaries Scripts/scenarios – ready answers to most questions customers might have Bridge to the stock management software (ERP) for direct observation of the purchasing history and the margins of products.  TM Software can be a module of your ERP system A. TM Software 7. Customer File

1.TSR Daily Report 2.OSR Reports 3.Department Daily Report 4.Department Monthly Report 5.Customer’s Requests 6.Customer’s Objections 7.Customer’s Profile – with chronology of contacts 8.Competitors B. Forms 7. Customer File

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