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  1. 1. Client Tour CAI for Account Executives and Account Representatives 1) Objectives a) After completing this CAI, the account staff will be able to deliver an accurate, professional tour of the Springside site (corporate headquarters) for visiting clients. b) the account staff will be able to meet (or exceed) the performance objectives associated with client tours. 2) Motivation a) Performance depends on professional, accurate presentation to clients b) Will not be "humiliated" by lack of knowledge and expertise when touring with a client 3) Procedure a) Access the Tour.dir from the Network Training directory or access the Tour.dcr from the Intranet Training location b) Follow directions to complete the "tour" practice or review the key points of the tour first. 4) Assessment a) The results may be reviewed by account rep or exec immediately to assess personal knowledge, or the entire tour CAI may be used to assess attainment of performance objectives relating to tour. Tour key points: CLIENT TOURS OF SPRINGSIDE FACILITY I. Front Lobby (while ascending stairs) – discuss basic points to Gary’s/InfoCision’s background: A. MBA from University of Akron B. Hired by Rex Humbard foundation to sell media spots; became Marketing Director C. Began InfoCision in May of 1982 as a direct telemarketing consulting firm but was dissatisfied with quality of vendors. D. Changed InfoCision to telemarketing business in June of 1985 so that quality could become number one priority/focus. II. Quality Awards area A. Telemarketing Magazine’s Gold Award – 1st recipient in 1993 for the best, overall telemarketing firm (a time when they did not differentiate categories, i.e. inbound, outbound, etc.). Have subsequently won awards each and every year. B. Made Inc. 500 in 1989 as #61 of the fastest growing companies. C. Won the Weatherhead 100 award through 1997 as one of the fastest growing privately held companies. May want to note that we have been experiencing a 20% growth rate each year since inception. D. Carol J. Byrd Award – Carol was a former Vice President of Telemarketing Operations who provided an outstanding example of excellence. The award is given each year to the employee that has made the greatest contribution to improving and therefore growing InfoCision. Example: Carl Albright, Vice President, Call Center Operations, won for his development of a better way of working with communicators, dramatically improving the quality of our performance. III. Executive Conference Room A. Explain that this is where Marketing and Operations meet weekly to discuss every program thereby ensuring all essential standards are met to meet client’s expectations – a team effort. Program planning is typically done 3 months in advance. B. Explain Account Staff structure – each client has an Account Executive as well as an Account Representative. This provides a constant, available contact to address client questions/concerns. Created: 28/02/2000 13:41:00 Last saved: 2/28/2000 02:04:00 PM File: outline4359.doc Pg 1 of 4 © 1999 InfoCision Management Corporation created by: Sam S./Vonda
  2. 2. 1. AE – responsibility is to develop the creative concept of the program with the client – solidify the offer, determine the audience, develop the script, etc. 2. AR – responsibility is to implement the program – work with IT to design screens, train the communicators, provide day to day reports/information as necessary. C. Briefly discuss the five separate divisions of organization. 1. Religious Fund Raising – Clients such as Broadcast Ministries, various chapters of the Salvation Army, and activist groups like National Right to Life. This was the foundation of InfoCision. 2. Non-Profit – fundraising for organizations like World Wildlife Fund, and American Heart Association. 3. Residential – recruiting a neighborhood volunteer to mail out letters to neighbors for donations to various agencies. We develop and mail the campaign kits. Our dialer streamlines the process of selecting these volunteers so there are no duplicates within a block area. Our clients include March of Dimes, American Cancer Society, and American Heart Association among others. 4. Political – conservative groups only. This is where InfoCision formed their initial relationships and finds that consistency in supporting the conservative programs avoids the potential of sending mixed messages to our communicators. 5. Direct Marketing/Commercial – inbound customer care as well as outbound programs to compliment, enhance and grow business for our clients. (Pitney Bowes, Columbia House, credit card companies, etc.) IV. Creative Services A. Publishes Newsletters to prospective and current clients. (at least twice/year) B. Works with Account Staff/Clients to develop presentations. C. Designs Residential packages that go to volunteers. D. Develops program-promoting incentives for client’s customers. V. Test Call Center A. Highly controlled environment, heavily monitored by supervisors B. Works with Account Staff/Clients to develop programs. C. Staffed with specially trained communicators who provide vital feedback on programs. VI. Call Centers A. Explain how call centers are set up and each center is uniquely responsible for staffing/training of personnel. Each call center has various levels of management/personnel, including: 1. Director – who spends about half of their day here at Springside reviewing programs with the Account Staff 2. Call Center Manager 3. Room Supervisor 4. Program Supervisors 5. Call Center Trainer 6. Follow-up Trainer 7. Personnel Coordinator 8. Quality Control May be good to note at this time that the supervisor/comm ratio is 1:7 or 8, noting that supervisory role will be explained in a moment. B. Communicator training 1. 30 hour course 2. Topics covered include: a. Corporate manual (policies including business attire dress code) as well as company background – essential that the communicator fully understands and “buys into” what we are all about. b. Program/script training – selling features/benefits as well as close. Scripts are rehearsed and then communicator makes 2-3 actual calls. c. Testing takes place on daily basis. At the end of the class a comprehensive test is given and comm must pass in order to qualify. They may be asked to repeat any portion of the training or be declined further employment, dependent upon test results. Created: 28/02/2000 13:41:00 Last saved: 2/28/2000 02:04:00 PM File: outline4359.doc Pg 2 of 4 © 1999 InfoCision Management Corporation created by: Sam S./Vonda
  3. 3. C. Incentives 1. Point out Hall of Fame plaques – every month Gary presents an award in each call center to the employee of the month. Employee is selected by center’s supervisors based upon attendance, attitude, results and overall quality. The award is presented by Gary in front of the peer group with a short speech to recognize the significance of the event. When an employee is chosen twice as an Employee of the Month, they are entered into the InfoCision Hall of Fame and awarded a trophy; as well as a gold-faced, black leather banded, Hall of Fame watch. The employee continues to be recognized each year at the Company Christmas party and receives an annual bonus for the rest of their employment. 2. Employees are paid on an hourly basis – no commissions. However, there are bonuses given as an incentive to the top 1/3 of the group but only when the entire group is at the minimums set by the program. This motivates the stronger comms to help the weaker ones to improve. Bonuses are handed out once a week and are openly recognized. 3. Contests within the centers are also held on a daily or at minimum, weekly basis where prizes, such as gift certificates or client-donated items, are given to top performers. D. Physical Structure of Call Center 1. Anywhere between 45-80 stations, averaging 50-55 seats. 2. Custom designed booths are acoustically designed so that the person being called can only hear the voice of the communicator. 3. Podium (the “command center”) – raised so that Room Supervisors and Call Center Managers can view the entire room. 4. Screens/Scripts – Scripts are pinned up by comms in their booth vs. being on-line as it is proven that the eye is quicker than the hand. Comms can easily find back-up cards as needed. Only on – line screen scripting we do may be survey questions necessary for closing the call and/or inbound call programs. Account Staff works with the IT department to design the screens. The “in between calls” screen may be shown at this time to show how comms know how well they are doing in comparison to the room. Be sure not to allow client enough time to focus on the productivity aspects of this screen. E. Room supervision 1. At each call center, there is a 1:7 or 8 ratio between supervisor/communicator. 2. Role of supervisor is cheerleader, coach and score keeper. He/She constantly monitors calls (point out hand held phones), coaches comm through difficult situations and suggests areas of improvement, recognizes and reinforces positive results and constantly measures performance. 3. Supervisors also are capable of manipulating certain aspects of the program, such as opening/closing time zones as is deemed necessary for maximum effectiveness. 4. Supervisors assign comms to the booths each day, moving people around in order to “balance” the room. F. Measurement/Quality 1. Comms are well aware that call monitoring is constantly being done and can be accomplished by anyone within the organization, including Gary at any time (undetectable by the communicator.) We encourage the client to join the Account Staff in monitoring calls. 2. Quality Skills Assessments are completed once/week for each comm by the QC staff (both in the call center as well as corporate) and by the Supervisors. Comms are rated on approximately 130 different quality points. 3. Each comm’s performance is closely tracked in relation to the other communicators, allowing the supervisors to accurately measure the program performance. May be a good place to bring up the type of comms within this test center. These comms have been trained to “assess” the scripts and provide constructive feedback, as this is essential to the testing phase of any program. It is also our policy to maintain an overall “average” performance level within this test group in order to provide a realistic environment for future roll out. - Back downstairs - VII. Fulfillment Created: 28/02/2000 13:41:00 Last saved: 2/28/2000 02:04:00 PM File: outline4359.doc Pg 3 of 4 © 1999 InfoCision Management Corporation created by: Sam S./Vonda
  4. 4. A. 8,000 - 12,000 pieces of mail go out each day. We used to outsource this process but found that the turnaround time was not satisfactory. It is a known fact that timely mailings of acknowledgements generate a 70-80% fulfillment rate. B. Centers are open until 11:00 p.m. At anywhere between 3-4:00 a.m. a staff comes in to download the files of the positive responses. C. Desktop printers are used to print out the letters on the client’s letterhead. This has been found to be the most cost effective way (in both time and money) to print versus using the larger system printers. D. Within the mailroom – every 5th letter is checked for accuracy. We maintain a “red book” that shows every piece of documentation mailed out. Letters are hand-signed and stuffed into a stamped envelope (NOT a postage machine, each letter bears a postage stamp.) Some programs also have the letters go out with a stamp of a red telephone on the envelope to help the piece stand out in the mail. E. All letters are targeted to be sent out by noon the day following customer commitment and no later than 5:00 p.m. F. Handwritten "thank you" notes are also sent after pledges are received (show example). The writers must pass a penmanship test and the notes are no longer than 30-35 words. They are usually sent out within 4-5 days of receipt of the pledge. This added, personal touch sometimes generates additional donations. VIII. IT (Information Technologies) Department A. 50+ people in this department that are dedicated to the data processing/communication needs of the company. B. Networking room – a Fire-proofed, independently air-conditioned room that houses the equipment necessary to operate and monitor the network. C. Pre-Dialer group – they receive client files, process them and load to dialer. D. Post-Dialer group – runs reports/all data after calls have been made. E. Help Desk – internal problem resolution for equipment and software. F. Software Development (lower level) – designs and modifies dialing systems and screens to meet the needs of our clients, designs systems to track programs, communicate information and prompt action. Tracking provides the ability to research programs and make recommendations. IX. Verifications/Quality A. Comprised of approximately 20 employees B. QC function of remotely monitoring all comms within call centers and completing Quality Skills Assessments for each C. Verify donations by calling back about 10% of committed donors to verify information. D. All Direct Marketing/credit card sales are recorded and collected every two hours. Tapes are listened to by Verifications to ensure that the system info matches that on the tape (i.e. close must be read verbatim). Any conflicting information is so noted to Call Center management and follow-up calls are made to donors/buyers, if necessary. Only completely verified, 100% accurate records are included in sales statistics for that day. Please note that the above information is a guideline only and represents some basic and yet essential, selling features of InfoCision. Entire tour/topics should depend on time constraints as well as interest of client(s). Created: 28/02/2000 13:41:00 Last saved: 2/28/2000 02:04:00 PM File: outline4359.doc Pg 4 of 4 © 1999 InfoCision Management Corporation created by: Sam S./Vonda

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