Tag Archives: Peter L DeHaan

Tips for Selling Shoes and Answering Service

Mishandling Leads Will Result in Lost Sales

By Peter Lyle DeHaan, PhD

Peter L DeHaan, publisher of TAS TraderOver a decade ago, in my article “I Want To Buy Some Shoes,” I used my experience buying a pair of sneakers to talk about the TAS industry. Now, I’ll do it again. With my wife serving as my accomplice, she guided me into the inner workings of that dreaded place called the mall.

Ignoring Leads

Tips for Selling Shoes and Answering ServiceThe first place was a small storefront, empty of shoppers, but with a staff of two. We had to brush by them to reach the tennis shoe display. They continued their rapt conversation with each other and ignored us.

The same thing happens at too many answering services. Their marketing campaign brings in the leads, but the salespeople ignore them. Then they complain about their low commission checks. And before you assure yourself that this doesn’t occur at your TAS, submit an inquiry, and see what happens.

Mismanaging Leads

The second store was larger and busier. There the employees helped some customers, but not us. Unable to get assistance, we left.

A second problem answering services face is mismanaging leads. Yes, lead management is a balancing act, but it’s a balance to pursue. Otherwise viable leads leave and go someplace else.

Distracted Lead Follow Up

I browsed the third store until I found a couple pairs I wanted to try. We failed in making eye contact with anyone to get assistance. Frustrated, my wife marched to the cash register and asked for help. One person obliged. He was a personable young man who worked to move us from prospect to buyer, but I must have taken too long to decide. He moved to another customer. Though I was close to making a purchase, we left instead.

Leads never come at a controllable pace. But wise salespeople manage them well and don’t let one lead distract them from others.

Judging Leads

At the fourth store, employees scurried around trying to help customers. As we waited our turn, a young man hustled toward the stockroom. “What cha need?” he asked. I pointed to a shoe on display. He nodded. “Size?” I answered. Before the storeroom door could swing closed he was back, almost tossing me a box of shoes. They weren’t comfortable, and I looked for another pair. The next time he brushed by, he said, “What cha think?” I shook my head, but before I could point to another pair, he said “Thanks for stopping by.” Then he sped off. That’s when I realized we were the oldest people in this store catering to teens and Millennials. True, most of the styles didn’t appeal to me, but some would have worked.

If only he hadn’t dismissed me as a nonviable buyer. How often do your salespeople do that?

Attending to Leads

Though the staff on the floor at the fifth store was busy helping other customers, they acknowledged our presence. Before long someone emerged from the stockroom to help. Though she wasn’t polished in sales or particularly knowledgeable about shoes, she gave us her full attention. She worked with us until we found a pair that fit and I liked. With patience, she waited as I pondered my decision. I bought them, even though they cost more than I wanted to pay. Notice that it wasn’t her product knowledge that sold me; it was her attentiveness.

Now my remaining objective was to escape the mall before I had a panic attack.

Being attentive to leads, helpful, and patient is the best way to move prospects into buyers. This is true in any industry, whether selling shoes or selling answering services.

Peter Lyle DeHaan, PhD, is the publisher and editor-in-chief of TAS Trader. He’s a passionate wordsmith whose goal is to change the world one word at a time.

Are You an Answering Service or a Call Center?

Though serving clients is the goal, what we call ourselves does matter

By Peter Lyle DeHaan, PhD

Peter Lyle DeHaan, publisher of TAS TraderAsking if you’re an answering service or a call center isn’t a matter of semantics, it’s a matter of perception. And since perceptions drive behaviors, this is an important discussion to have.

First, let’s cover some definitions to establish our discussion’s foundation. In simplest form, a call center is a centralized place (at least conceptually) that processes telephone calls. With this perspective, a telephone answering service is a call center. However, a more practical understanding of an answering service is that it’s a company that takes messages for other businesses.

Historical Answering Service Strategy

Most all telephone answering services started out with message taking as their primary function, especially those that are more than a couple of decades old. Some TASs have held onto this mindset, pursuing an answering service model of taking messages and processing them according to client instructions. They don’t want to branch out and offer other types of communication services. Or maybe they tried to expand, but it didn’t work out, so they committed to sticking with what they knew.

Diversified Answering Service Strategy

Are You an Answering Service or a Call Center?However, other answering services diversified beyond this traditional understanding of answering services. They branched out to offer more services that relate to the telephone, and even more so, other forms of communications. This includes email, text, web chat, and social media. The distinction between answering service and call center blurs. For most, however, much of their business resides under the classical understanding of an answering service.

No Longer an Answering Service Strategy

Conversely, other answering services were so successful with their diversification efforts, that they more resemble a call center then an answering service. In fact, some have so embraced their diversification that they either sold their answering service client base or segregated them to a separate operation. In function, they have become a call center.

What’s Your Brand?

In considering these three categories, I’ve seen providers of answering services that refer to themselves as call centers. I’ve also seen operations that offer call center services but still call themselves answering services. Some choose a label to show what they were, and others opt for a brand that foretells what they want to be. Of course, others adopt a name consistent with what they are now.

Regardless if you call yourself an answering service or a call center, it forms your self-perception. This reflects on what you do, the clients you serve, and how you brand and market yourself.

What do you want to be, an answering service or a call center?

 

Staff Communication is Key

Effective leaders take time to get input from their employees

By Peter Lyle DeHaan, PhD

Peter Lyle DeHaan, publisher of TAS TraderOne of my goals when I ran an answering service was to provide the best possible headsets for my staff. After all, they spend all day on the phone, so voice quality, ease-of-use, and comfort are critical.

To pursue this, I always looked for a better headset. When a new model came out that boasted better technology or results, I wanted to test it. In most cases these trial headsets were as good as what we already had, so they ended up in a box in my closet, which I later moved to the trash. However, I would snag the least objectionable of them for my own use.

Since I used the phone sporadically during the day, headset comfort wasn’t a priority. And less-than-ideal voice quality wasn’t an issue either. What mattered was that my employees had the best.

However, after a couple years I discovered my staff had made their own conclusion about why my headset differed from theirs. They reasoned that I kept the best for myself and forced them to languish with old, subpar units.

Don’t Make Decisions in Isolation

At first this upset me. Then I figured out how to set the record straight. I asked one of our senior operators if we could swap headsets for the day. I wanted her opinion about which one was best.

With a smirk she handed me hers and put on mine. Leaving a smiling operator to do her work, I returned to my office. During her next break, she poked her head inside my doorway. She wasn’t smiling anymore. “I don’t like this headset—not at all.” She shook her head. “The audio’s lousy, and the band hurts my head.”

“Do you want to switch back?” I asked.

“Yes.” She nodded in enthusiasm.

Now it was my turn to smile. “My goal is for you and your coworkers to have the best headsets. It doesn’t matter what I use, because my work isn’t as important as yours.” I paused for dramatic effect. “So, do you think your headset is better?”

She nodded, and I handed her headset back to her. Beaming, she bounced out of my office.

From then on, whenever I tested a new headset, I made sure to check with an operator before making a final decision. If they liked it, they could use it. And if they didn’t, then I would. That stopped the grumblings about me having a better headset.

As an answering service owner or manager, it doesn’t matter if we make the right decisions for the right reasons, because if our staff doesn’t know what we’re thinking, they’ll likely assume the worst.

Effective managers communicate with their staff and seek their input.

Peter Lyle DeHaan, PhD, is the publisher and editor-in-chief of TAS Trader. He’s a passionate wordsmith whose goal is to change the world one word at a time.

What Are Your Plans for This Year?

If you plan for nothing, that’s likely what you’ll achieve.

By Peter Lyle DeHaan, PhD

Peter L DeHaan, publisher of TAS TraderI’m a big advocate of planning. I have a plan for each day and a plan for the week. I have a plan for the month and for each quarter. I also have a plan for the year. It’s not elaborate, but it is written down. It guides me in all I do.

Do you have a plan for this year? If you don’t, no worries. Start one today. If you follow it with care, you’ll finish the year strong. Here are some ideas to consider:

Grow Your TAS

Most answering service owners and managers want to grow their business. No one wants to command a sinking ship. And few people enjoy working for a business that’s just floating along. No, we want to watch sales and revenue trend upward.

Your growth goal can be a percentage or a net number of new clients. You can make it aggressive or stay conservative. The main thing is to pursue an increase in size. This isn’t because bigger is better, but for economies of scale and increased revenue.

Pursue Opportunities

Every leader is surrounded with opportunities. The problem is seizing them. Too often, especially in the TAS industry, the focus becomes on dealing with the day-to-day, leaving no time for tomorrow, let alone the rest of the year.

These opportunities could include pursuing a new market, making an acquisition, or investing in technology. It might be time to reorganize your business, streamline operations, or overhaul sales and marketing. You can’t tackle all these items. That would be impossible. However, you can pursue one or maybe two. But if you don’t make it part of your annual plan, it’s likely you’ll never get around to it.

Resolve Problems

Just as there are opportunities all around us, we also have problems. (I often euphemistically call problems, opportunities. Because they are.) Problems seldom go away on their own. Instead they fester, getting bigger and badder with time. Pick the largest problem facing your TAS, and make it your goal to eliminate that problem this year.

Hire Key Staff

Most answering services are in a constant state of hiring. Because of the need to keep a full schedule of trained employees, it’s hard to divert attention to mid and upper-level management concerns. But we must. Should you add a position? Do you need to find a replacement for one person, so you can later promote them? Is there some work you should offload to give you more time to lead, strategize, and succeed?

As you plan for this year, don’t get carried away. Keep it simple. Make it attainable. Then by years’ end you can take inventory and celebrate the great things you accomplished.

May this be your best year yet.

Peter Lyle DeHaan, PhD, is the publisher and editor-in-chief of TAS Trader. He’s a passionate wordsmith whose goal is to change the world one word at a time.

How Fast Do You Put Accounts on Service?

Speed Can Be a Strength or a Weakness

By Peter Lyle DeHaan, PhD

Peter L DeHaan, publisher of TAS Trader

How long does it take you to put a new client on service? How long should it take? I’m sure you can answer the first question quickly. And I imagine there might be a bit of angst in considering your response to the second one.

In a culture where people don’t want to wait, there’s a pressure to respond quickly when a business wants to use your answering service. But does that pressure to react fast push you to go too quickly?

Consider these scenarios.

Fast Activation: When you have a new client, everyone’s excited. You’re happy for more business, and they’re eager to begin using your answering service right away. You assign their number, and they give you their information. So, let’s go!

Many answering services strive to put new clients on fast. Sometimes they’re even answering calls before all the information has been entered. At times staff can answer a new client without first reviewing it and not being able to see the details they need to serve them well. Other times they can’t. In the push for fast activations, attention to detail and quality may suffer.

Some answering services are too fast in adding new accounts. In their pursuit of speed, they sacrifice quality. Do you want your first impression with a new client to revolve around an error caused by going too fast?

Methodical Training: To counter the downsides of a fast-activation strategy, other answering services carefully program the account, review and test the information, and train staff. This can take days, even a week or more. But will the client tolerate waiting so long? Remember, they’re impatient. They said, “Yes,” to your sales offer, so they should be good to go. You painted a great picture for the quality you provide, and they don’t realize that good things take time.

Some answering services are too slow in putting on accounts. The result is a delay that fails to impress your client. Is that how you want to begin your business relationship?

Just Right: There’s a middle ground that balances speed with attention to detail. What is it? One hour? By the end of the day? Within twenty-four hours?

There’s no right answer, but the solution is left for you to determine. Find a balance between going fast and being thorough. But don’t accept the status quo, either. Continually ask yourselves, “How can we improve?” Seek ways to do things both faster and better. But never sacrifice one in pursuit of the other.

Peter Lyle DeHaan, PhD, is the publisher and editor-in-chief of TAS Trader. He’s a passionate wordsmith whose goal is to change the world one word at a time.

 

Be Thankful for Your Staff

By Peter Lyle DeHaan, PhD

Peter L DeHaan, publisher of TAS TraderWe will celebrate Thanksgiving Day next week in the United States. And our friends to the north celebrated it last month. Aside from having a day off from work—not that anyone in the answering service industry ever gets a day off, especially holidays—Thanksgiving is a time for us to think about things we’re thankful for.

Top on most people’s list is family and friends. Other items might include our business or job. For most of us who work in the answering service industry, this implies we’re thankful for our clients who provide revenue and our staff who serve our clients.

Where would we be without our staff? This fall let’s take time to thank our employees for all the work they do to handle our clients’ communication needs and keep our business open.

Thankful Minds: We start with the realization that without our answering service staff, we would have no business to run and no clients to serve. Without our staff, we’re nothing. Even though we deal with staffing issues and employee problems from time to time, the reality is that our staff is essential to all that we do. Instead of complaining about errors, attendance, and attitudes, we should develop a perspective of thankfulness. Let’s focus on the positive elements of our employees, because they give us much to be positive about.

Thankful Words: Once we have adjusted our outlook to be thankful for our staff, we need to let them know what our mind is thinking. We must take time to thank them for their work. While some managers feel there’s no need to thank employees for merely showing up and doing the job they were hired to do, that’s an old-school perspective. We need to take time to tell our staff we appreciate them. Thank them for coming to work. Thank them for trying to always do their best. Thank them for trying extra hard on a difficult phone call we’d have surely hung up on. Thank them for smiling most all the time. A simple word of thanks can go a long way in helping our employees feel appreciated.

Thankful Actions: Having the right attitude and saying the right words is a great start. But let’s build upon our thankful words with thankful actions. What actions can we do to show our thanks? While there’s no single right answer, there are many possible ideas. For some people a handwritten note or thoughtful card means a lot. For other people a bonus in their paycheck or even an envelope with cash speaks volumes. How about having a party just because? (Of course, we’d never have a party on Thanksgiving. Let’s save it for when the call traffic returns to normal.) Being publicly recognized goes a long way with others. What about a small gift, even a trinket, that reminds them—every time they look at it—of how thankful we are for them and their work?

We can use the celebration of Thanksgiving as a reminder to be thankful for our staff. Yet what we do in this season, we should carry over throughout the whole year. We need to be thankful for our staff and the work they do 365 days a year, 24/7.

When was the last time you thanked your employees?

Peter Lyle DeHaan, PhD, is the publisher and editor-in-chief of TAS Trader. He’s a passionate wordsmith whose goal is to change the world one word at a time.

Responding to Industry Consolidation

By Peter Lyle DeHaan, PhD

Peter L DeHaan, publisher of TAS TraderAs the telephone answering service industry continues to consolidate amid a sellers’ market, it leaves many wondering what the future looks like as they contemplate their long-term strategy. There are three general scenarios that apply to most any situation: buy, sell, or stay.

Buy: Some large players, both from outside the industry and from within, continue their buying spree. While most of the good deals have been snatched up, there still exists many attractive targets. The objectives of this strategy vary. For some it’s the cash flow. For others it’s to pursue economy of scale. And for still others it’s the basic driving force that bigger is better. Regardless, these folks continue to make their acquisitions in pursuit of their core objective.

Three essential steps exist for those who by answering services. First is the ability to strike a sound deal. Second is to orchestrate a smooth transition. And third, which some people skip, is optimizing the acquisition for maximum financial results.

Some mid-sized players wonder if they should pursue this strategy. If it meets their objective, yes. However, they might fit better in one of the next two groups.

Sell: Some single location answering services (and perhaps all at one time or another) wonder if they should sell. This is a legitimate question, especially given the sellers’ market and the competition that exists across North America. Selling could make for a smart exit strategy.

For answering services pursuing this scenario, the goal is to do everything possible to make the answering service attractive to a potential buyer. This means maximizing EBITDA (earnings before interest, tax, depreciation and amortization). Items included in this pursuit include maximizing the profitability of each account, eliminating unnecessary spending, and removing owner perks from the equation. Each step made to improve EBITDA will serve to increase the sales price.

Stay: The remaining group of answering services are interested in neither buying nor selling. They want to maintain their operation as a single location answering service. Although there are many strategies to allow this to work successfully, the most promising one is to implement a niche and then pursue it for growth and profitability.

This niche could be a certain segment of the market, a unique way of on boarding or serving clients, or a compelling marketing vision that sells the company image as much as its service. Many answering services are successfully pursuing this course, proving that it can be done. But don’t copy their specific strategy. Instead tweak it to make your own.

When done strategically and intentionally, any of these options can produce a successful outcome. And that’s good for the industry and for its clients.

Peter Lyle DeHaan, PhD, is the publisher and editor-in-chief of TAS Trader. He’s a passionate wordsmith whose goal is to change the world one word at a time.

What’s Your Exit Strategy?

By Peter Lyle DeHaan, PhD

Peter L DeHaan, publisher of TAS TraderIf you own a telephone answering service, you spend a lot of time thinking about the future. And if you’re not the owner, you should also consider what’s ahead. More on that later.

Future considerations for owners may include growth, acquisition, or new technology. However, when you think about the future, you should also plan your exit strategy. There are four options to consider when it’s time to scale back or retire.

Sell to Employees or Family: Look to those around you, to your staff and your family, for people who could take over your answering service and buy it from you. And if you sell to a family member, make sure they understand the industry and know how to run the business. Identify these potential people, and then groom them to take over.

Sell to Another Company: Aside from employees and family, you can also look to sell to another answering service or to an investor outside the industry. Going this route may produce the highest selling price, but it might be at the sacrifice of your legacy, staff, or clients. Balance the pros and cons.

Work Until the End: By intention, or sometimes not, business owners continue in their role until the day they die. This eliminates the need for an exit strategy, but it passes the burden on to their heirs. Do them a favor and leave them with a plan.

Shut Down the Business: Some answering services, especially small ones, assume the business has no value, so they close their doors. There’s no reason to do that. Though you may not have a big enough operation to attract high-dollar buyers, your accounts do have value and other services are anxious to buy them.

This discussion focuses on answering service owners, but what if you’re a manager? Then consider these four scenarios, and envision how you can be part of the business owner’s exit strategy. This may involve a direct discussion, or it may require a subtler approach. Either way the potential exists for you to end up as an answering service owner. And then you can form your own exit strategy.

The key is to make a plan, and then work the plan.

Peter Lyle DeHaan, PhD, is the publisher and editor-in-chief of TAS Trader. He’s a passionate wordsmith whose goal is to change the world one word at a time.

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Don’t Be in a Hurry

By Peter Lyle DeHaan, PhD

Peter L DeHaan, publisher of TAS TraderLast week I couldn’t log into one of my financial services accounts. I had three options: online help, email, or phone. I opted to call. That’s what you do when you’re in this industry.

I reached their automated attendant and listened to the prompts. After a couple of button pushes I reached a real person, perky and positive sounding. But before I could finish telling her what I needed, she interrupted me. Apparently anticipating what I was going to say, she knew just what to do. “Becky can help you. Let me transfer you.”

I expected to hear ringing. Instead I heard more prompts and after more button-pushing I heard the pleasant voice of the first person again. “I think I’m stuck in a loop.”

She didn’t apologize. “Yeah, it’s best to leave a message in voicemail. You’ll get a call back within 24 hours.”

I didn’t want to wait 24 hours. I wanted help right away. Isn’t that what phone support is for? I left a message and hung up.

I’m still waiting for a call back. Fortunately I figured out the problem myself.

Although the receptionist I talked to was pleasant and confident sounding, she also hurried to pass me on to someone else. Also, both times we talked, she interrupted me to offer her solution. Though the second time I was appropriately transferred to voicemail, I doubt she routed my call correctly the first time.

In the answering service industry, our agents may be tempted to make this same mistake. With callers holding in queue and likely growing less patient by the second, agents may feel pressure to complete their present call quickly and go to the next caller.

I understand this. I suspect it’s common at most answering services, but it shouldn’t be. There are two side effects when agents rush through one call to get the next:

Poor Service: The first outcome is poor customer service. This may result in the caller feeling they weren’t heard, the agent jumping to a wrong conclusion, or the agent handling the call inappropriately. In each scenario, the result is failure.

Lower Revenue: The second outcome of rushing through a call is less time spent talking. If you bill by the minute this means reduced revenue. Now I would never suggest you train agents to stretch calls to boost revenue, but you should train them to take as much time as they need to appropriately respond to the caller while they’re on the line. This will allow the caller to receive great service and end the conversation confident their concern was addressed.

You’ll see improved service, along with a decrease in complaints, as well as an increase in billing. And all it takes is a reminderer to your agents to slow down and not rush through their calls.

Peter Lyle DeHaan, PhD, is the publisher and editor-in-chief of TAS Trader. He’s a passionate wordsmith whose goal is to change the world one word at a time.

Adjusting to Seasonal Traffic Fluctuations

By Peter Lyle DeHaan, PhD

Peter L DeHaan, publisher of TAS Trader

As we move into a warmer season, many telephone answering services experience increased call traffic during the summer months. But this bump in incoming calls is dwarfed by what many services experience at year’s end with the build up to Christmas.

Although we know these seasonal fluctuations in traffic will happen, it’s still challenging to make the appropriate staffing adjustments at the right time. Even knowing what will occur, many answering services struggle to hire and train enough new staff to be ready to take calls when these traffic increases materialize.

The result is being understaffed, which has two notable side effects. One is that staff is extra busy, and the quality of service suffers, resulting in more complaints and unnecessary cancellations. The other outcome is increased revenue that isn’t fully offset by increased labor costs, which results in increased profits. The effect of ramping up too slowly is both good and bad news: a welcome boost to income coupled with an unfortunate hit to customer service.

The opposite occurs as these seasons of high traffic wind down. If we fail to properly anticipate call traffic downturns, the result is being overstaffed. This serves to boost the quality of service provided to clients, which disproportionately keeps expenses high at a time when revenue decreases. Here the outcome is the opposite of the ramp-up period. This time service improves while revenue and income falter.

While these seasonal fluctuations catch new scheduling managers off guard, despite warnings to prepare, even seasoned professionals often fail to react fast enough. Of course, there’s always the concern of ramping up staff and not needing them as we move into times of anticipated traffic increases, as well as scaling back staff but still needing them when we expect to exit the season of higher call volume.

What’s the solution?

When headed into expected times of high traffic, the best recommendation is to start hiring and training sooner than we think we need to. Conversely, begin scaling back staffing schedules when the anticipated season of higher traffic is expected to end, not when the first signs of a decrease occur. If we wait for tangible evidence that call traffic is trending down, it’s already too late to react in time.

As we say, there’s never a dull moment in the TAS industry. Adjusting to seasonal traffic fluctuations is one reason.

I hope you have a great summer.

Peter Lyle DeHaan, PhD, is the publisher and editor-in-chief of TAS Trader. He’s a passionate wordsmith whose goal is to change the world one word at a time.