Setting up for integrated inbound/outbound telemarketing

Telemarketing & Call Center Solutions, Nov 1996 by Freeman, Laura M, Whitfield, Hilary C

Integrated telemarketing campaigns are quickly becoming a reality. Where once it was technically impossible or cost prohibitive to provide integrated services, increasing customer demands combined with new computer and telephony capabilities are strong forces that are changing the way organizations provide care to their customers.

Integrated telemarketing is the simultaneous provision of inbound and outbound service with real-time access to customer databases, usually from one call center or a group of data and voice-connected call centers. Examples include taking an inbound call from a "cold" or unfamiliar prospect, disseminating information and creating interest, then providing an outbound trunk-totrunk transfer to a sales representative who would then "close" the sale.

Conversely, a message can be left off of an outbound call, and the resultant inbound call can be handled seamlessly with all customer or prospect information at the CSR's workstation.

When implemented properly, integrated service will achieve the following typical benefits for your organization: reduction of 35 to 55 percent in customer resolution time; increased customer satisfaction; operational cost savings of 25 to SO percent; and increased morale in the call center. This article will briefly discuss the important considerations in setting up for integrated telemarketing.

Goals & Objectives

As in other campaigns, the first step is to determine the specific goals and objectives of your inbound and outbound campaign. Whether your application includes sales or customer care, the following questions must be addressed: Are your objectives realistic? What measurement tools will you use? What performance data and reports will you need, and how often?

Operational priorities must be established. Does inbound take precedence over outbound? What percentage of time and reps should you allocate to each? How should each process flow? In the traditional integrated application, an inbound call is programmed to receive top priority and precedence over outbound calling. For example, the TSR/CSR may receive, on a real-time basis, inbound inquiries for additional information on a product or service.

The same TSR/CSR may also engage in outbound calls to "follow-up" on information previously sent. The dynamics of such an interactive environment assure inbound call efficiency during slow, nonproductive or idle periods by placing outbound calls to fill the void. This example assumes inbound over outbound, which, as a variable, is determined by the goals and objectives of your campaign. By establishing operational priorities in advance, you will achieve increased call utilization and performance.

Classical agent profiles have historically been bifurcated into Meat Eaters (outbound personality types) and Vegetarians (inbound personality types). Outbound agents are typically sales-oriented, more aggressive and harder charging than inbound agents. Inbound agents tend to be more customer-service oriented, patient and helpful.

The trick in staffing an integrated operation is matching skill sets and personality types to your particular applications. You may need Meat Eaters who can handle irate callers and resolve customer problems. You may also need Vegetarians who can take an inbound caller and upsell or cross-sell other products or add-ons. Or you may be fortunate enough to have plenty of "Universal" agents who are skilled in both selling and customer service.

Floor Managers and supervisors must also possess these diverse skill sets as well as the ability to maintain a "big-picture" perspective of the overall campaign objectives. Since they will be handling escalation and "takeover" calls, their judgment and ability to assess various situations will be critical to successful implementation. Direction and leadership should take care of themselves if program goals and objectives are clearly delineated.

Because you will be dealing with different personality types, employee incentives and motivation programs will need to be carefully structured and thought-out. Make sure you are not rewarding competing objectives, and that incentives are more quantifiable and less subjective. Be careful if you decide to offer different incentives to different groups of TSRs/CSRs because you want to maintain cohesion and a team atmosphere.

Training

Integrated campaigns are unique and, therefore, training is vitally important to ensure that reps are properly prepared for dual roles. In many instances, the initial training program will focus on product and service knowledge. However, this process should also provide dynamic training and role-playing sessions to fully prepare each rep for the intrinsic adjustment necessary when alternating between inbound and outbound programs.

Supervisors and managers have the ongoing responsibility of closely monitoring and evaluating the performance of each rep assigned to the integrated task. At times, the reps may experience higher than normal stress levels attributed to the varying demands of each call. Therefore, coaching sessions should be held as a means to motivate and praise reps for their good performance. Conduct short, "refresh" or "redirect" training meetings when behavior modification is warranted. If your training program for integrated inbound/outbound telemarketing seeks to educate, motivate and successfully guide TSRs, then you can expect a higher probability for achieving your goals and objectives.