Recommended
More Related Content
What's hot
What's hot (20)
Viewers also liked
Viewers also liked (14)
Similar to Peak Performance
Similar to Peak Performance (20)
Peak Performance
- 1. IMPLEMENTING A PEAK PERFORMING SALES CENTER Presented to: Presented by: Clint Britt
- 2. Introductions and Agenda I. Opportunity for sales & bottom line improvement II. Blue print to how do we get there. i. Motivate with numbers - PMDB ii. Lucrative comp plan & incentives iii. QA, Coaching, and Assessment iv. Effective Workforce Management v. Sales Training vi. Technical gains January 2015 Implementing a Peak Performing Sales Center 2
- 3. INCREASE & MAINTAIN CONVERSION RATE TO 25% #1.
- 4. Over hall • 5 points annual improvement is great. 9 points is a major over hall • Does the Call Center have the right: Performance Management Sales Culture Comp Plan Hiring Processes QA & Assessment Program Workforce Management Program Phone system Capabilities Lead Management Process Environment Leadership January 2015 Implementing a Peak Performing Sales Center 4 #1. Increase & maintain conversion rate to 25%
- 5. The plan. Get these right 1st, a MUST Performance Management Define Success & Goal Setting, Competitive Structure, Daily Automated Scoreboard, Performance Improvement Plan Sales Culture • Sales Approach & Mindset, Training, Coaching & Feedback Compensation • Agent Comp Plan • Rewards & Recognition • Contests January 2015 Implementing a Peak Performing Sales Center 5 #1. Increase & maintain conversion rate to 25% • Performance Management • Sales Culture • Compensation
- 6. Steps to effective Performance Management. 1. Management buy-in of driving continuous improvement. 2. Define success. Agree on KPI’s. 3. Understand ‘Seat Value’ 4. Competitive Team Environment 5. Daily Automated Scoreboard with PM database 6. Agent Action Plan, Performance Improvement Plan Institutionalize January 2015 Implementing a Peak Performing Sales Center 6 #1. Increase & maintain conversion rate to 25% • Performance Management • Sales Culture • Compensation
- 7. Good Managers…understand the Distribution Curve Objectives 1. Shrink the Avg. distance to the mean (standard deviation). 2. Drive mean to right (or left) …continuous 12 13 14 15 16 17 18 19 20 Conversion Ratio Distribution Current Conversion Distribution Conversion Distribution Goal Mean = 16% Distance to the mean #1. Increase & maintain conversion rate to 25%
- 8. Define Success January 2015 Implementing a Peak Performing Sales Center 8 Sales Capacity Model • Sales per day • RGU per sale • Rev per sale • Rev per day • Conversion Rate • Cancellation Rate Productivity Model • Calls per day • Daily Avg Total Talk time • AHT • Leads worked per day. Availability Model • Schedule Adherence • Attendance • Wrap Time / Not ready Time • Availability (talk time + hold time + idle time + wrap time) • Selecting the ‘right’ performance criteria, and setting goals for each. • Goals are cyclical. Set monthly. #1. Increase & maintain conversion rate to 25% • Performance Management • Sales Culture • Compensation
- 9. Breakdown the value of a Seat January 2015 Implementing a Peak Performing Sales Center 9 Metric Daily Annual Leads worked (4/hr.) 32 7,744 Unit Sales (18%) 5.76 1,394 Revenue ($105 in RGU’s) $605 $146,362 Seat Cost** ($5.05/hr.) $41 $10,173 Seat Gross Contribution $564 $136,189#1. Increase & maintain conversion rate to 25% • Performance Management • Sales Culture • Compensation **Base salary only. No fixed or variable expenses. Avg Call Center Monthly Salary, in Guatemala is 6500 GTQ, Salaryexplorer.com
- 10. Enhance the Competitive Spirit Advance Supervisor Accountability • Supervisor Teams of 12-15 • Supervisor ‘drafts’ his/her Team • Okay to mix products, depending on size. • Supervisor accountable for hiring. (within FTE budget) • Supervisor accountable for Monthly team quota. “Life Without Competition Is Life Without Progress.” Charlie Daniels January 2015 Implementing a Peak Performing Sales Center 10 #1. Increase & maintain conversion rate to 25% • Performance Management • Sales Culture • Compensation #2 Develops call center autonomy and ownership of performance.
- 11. Performance Management Database Who’s performing? Who’s Not? January 2015 Implementing a Peak Performing Sales Center 11 #1. Increase & maintain conversion rate to 25% • Performance Management • Sales Culture • Compensation
- 12. Data links… updated nightly! January 2015 Implementing a Peak Performing Sales Center 12 ACD User Name # IB Calls Total Talk Time Idle Time Not Ready Time Hold Time Total Sign-in time Transfers DIALER User Name # OB Calls Total Talk Time Scheduled Call Backs eWFM User Name Schedule Adherence % Occupancy % Days worked Excused absences CRM User Name Leads Worked # of Sales Sales Revenue Performance Management DB Connecting Tables: 1) Agent A) Name B) Team C) System Usernames D) Hire Date (Tenure) 2) KPI Goals by Tenure 3) Business Day Table CALL CENTER CAPACITY MODEL & PERFORMANCE MANAGEMENT DB (Sales, Productivity, Availability) #1. Increase & maintain conversion rate to 25% • Performance Management • Sales Culture • Compensation
- 13. Business Day Goals Driven: (by tenure) Projections #1. Increase & maintain conversion rate to 25% • Performance Management • Sales Culture • Compensation
- 14. Productivity Model • Business Day • Team • Tenure • Daily Goal • Monthly Goal • Monthly Projections #1. Increase & maintain conversion rate to 25% • Performance Management • Sales Culture • Compensation
- 15. Scoreboard - 1 year results – daily KPI’s 2011 (pre- Models) • Calls Answered: 59.1 • Sales: 16.5 • Rev/sale*: $68.71 • Rev/Call: $19.57 • AHT: 4:50 • Daily Talk Time: 4:03 • FTE’s: 53 with 77% SL (20) • Total Rev: $13,154,987 2012 (1 year on models) • Calls Answered: 68.4 • Sales: 19.6 • Rev/sale*: $75.24 • Rev/Call: $23.41 • AHT: 4:40 • Daily Talk Time: 4:57 • FTE’s: 47 with 81% SL (20) • Total Rev: $14,791,543 #1. Increase & maintain conversion rate to 25% • Performance Management • Sales Culture • Compensation
- 16. Performance Improvement Plan (PIP) • Supervisor and HR tool to assist in Agent notification to Improve Sales. • Agent’s go on a PIP for scoring less than 60% to capacity on any KPI. • 7 day, 14 day or 30 day PIP options. • Supervisors partner with HR to administer. • (PIP attached) January 2015 Implementing a Peak Performing Sales Center 16 #1. Increase & maintain conversion rate to 25% • Performance Management • Sales Culture • Compensation
- 17. Conclusion. What will this accomplish? January 2015 Implementing a Peak Performing Sales Center 17 Add 2-3+ conversion points alone. Motivates at all levels (daily) Communicates desired behavior Exposes poor and top performers, with ease. Forecasts performance Competitive Agent -> Supervisor -> Manager -> Site Low cost. #1. Increase & maintain conversion rate to 25% • Performance Management • Sales Culture • Compensation
- 18. SALES CULTURE January 2015 Implementing a Peak Performing Sales Center 18
- 19. Sales approach & mindset • VP’s to Agents; everyone needs to be speaking the same language • Instill a belief in the value of the product • Foster confidence in the company! • Clear understanding of new expectations • For profit company • High 5’s & ABC • Rockstar sales trainer and sales coach • Frequently CALL THE COMPETITION! • Marketing materials. January 2015 Implementing a Peak Performing Sales Center 19
- 20. Rigorous Sales Training • Service based selling philosophy • Journey from order-taker to sales professional • Product knowledge • FAB statements (Features, Advantages, Benefits) • The product value equation • Picking your sales style and dialogue • Mandatory script points and rationale • Listening for buying cues • Asking for the sale • Overcoming objections (Feel Felt Found) Day 2 • Analyzing your own performance • Understanding the sales KPI’s • The role of performance drivers • Using the performance database • How to read your performance graphs • Connecting the dots. How you make a difference • Call calibration • Know your competition January 2015 Implementing a Peak Performing Sales Center 20 • New Hire Training • 2 day core curriculum sales training (of the 10 day New Hire training, and 5 day nesting. • 1:12 max • 3 Advanced sales Workshops Day 1
- 21. Rigorous Sales Training (cont.) Advanced Sales Agent Workshop (3 hours) • Building a relationship in less than 30 seconds • Common presentation style that derail sales • Capitalizing on new close tools • Computer shortcuts that increase sales productivity • Knowing when to move on to the next call • 6.5 steps. (Greet, ask questions, Listen for needs, Present solutions, Ask for sale, OO. Sales Workshop – Your comp plan (2 hours) • Creating a better lifestyle • How the company wins if you win • Incentive design principals • The plan rollout • Caveats on plan changes • Minimum standards • Ideas on how to maximize January 2015 Implementing a Peak Performing Sales Center 21
- 22. Rigorous Sales Training (cont.) Adding Value by upselling (3-4 hours) • Listening for opportunities • Use your computer to find opportunities • Top down selling approach • Creating interest segues to a great offer • Cross-Selling techniques • Using 2nd close tools • When not to upsell • Great questions that create customer interest • Creating urgency • Role-play • Overcoming stalls, misunderstanding and resistance January 2015 Implementing a Peak Performing Sales Center 22
- 23. 2. IMPLEMENT A LUCRATIVE COMP PLAN R&R, AND INCENTIVES “If you pick the right people and give them the opportunity to spread their wings, and put compensation as a carrier behind it, you almost don’t have to manage them.” Jack Welch January 2015 Implementing a Peak Performing Sales Center 23
- 24. Call Center Comp Plan truths • Properly constructed & executed comp plans: carry a high return on investment. (Revenue, Attrition, Training, morale) Drive appropriate, profitable behavior Weed out poor performers Attract high performers • Analyze and change as needed January 2015 Implementing a Peak Performing Sales Center 24 “It’s just amazing how sales rates, training issues, adherence challenges, and attendance nightmares strangely go away when there is money on the table.” Mary Murcott –President & CEO Call Center Performance Transformations
- 25. Comp plan basic principals Base Salary • 66-70% of total salary • Keep as low as the market will bear. • Paid every 2 weeks Commission • 33-40% Paid Monthly • Uncapped • Easy to understand. 1- 2 pages January 2015 Implementing a Peak Performing Sales Center 25
- 26. Commission Components • Sold Revenue. 5 tier simple matrix paid on % of sold revenue with Xsell kicker. • Availability Kicker. $50 to $75 for beating +95% availability for the month. • QA Kicker. $50-$75 for beating +90% QA on scorecards. • Perfect Attendance Kicker. $50 for 100% perfect attendance. • Call Transfers (lead generation). $2.50 to $5 for every lead transferred to Affinity partner January 2015 Implementing a Peak Performing Sales Center 26
- 27. CYH Example January 2015 Implementing a Peak Performing Sales Center 27 Assumption factors Mean Rev per sale $ 120.00 Unit Sales 101 Xsells (RGUs) 0.5 Sold Revenue % of Revenue 50% RGU Kicker 70% RGU Kicker Highest Payout 160 hours $0 $9,999 3.0% 0.25% 0.50% $349.97 $2.19 $10,000 $11,999 3.75% 0.25% 0.50% $509.96 $3.19 $12,000 $15,999 5.00% 0.25% 0.50% $879.95 $5.50 $16,000 $19,999 6.75% 0.25% 0.50% $1,449.93 $9.06 $20,000 + 8% 0.25% 0.50% $1,700.00 $10.63 Unit Sales $ Commission 50% RGU Kicker 70% RGU Kicker Highest Payout 160 Hours 0 84 $4.00 $2.00 $4.00 $336.00 $2.10 85 100 $5.00 $2.00 $4.00 $500.00 $3.13 101 133 $6.50 $2.00 $4.00 $864.50 $5.40 134 166 $9.00 $2.00 $4.00 $1,494.00 $9.34 167 + $10.00 $2.00 $4.00 $1,670.00 $10.44
- 28. Incentives • Sales Contests DRIVE RESULTS – Weekly/Monthly – Each team receives monthly budget – Contest examples • Most sales • Most RGU’s • Highest improvement in Sales • Highest Availability • Prizes – Gift cards – Gas cards – Movie Tickets – Cash January 2015 Implementing a Peak Performing Sales Center 28
- 30. Recognition • President’s Club – Best of Breed Agents. – Monthly based upon Sales, QA, Availability KPI’s • $75 spiff • High back leather Chair • President’s Club Polo Shirt • President’s Club Coffee Mug • Front row parking • Certificate of Recognition January 2015 Implementing a Peak Performing Sales Center 30
- 31. What’s at stake? January 2015 Implementing a Peak Performing Sales Center 31 Conversion: $.5 million for each additional point. Conversion 16% 17% 18% 19% Leads 534,729 534,729 534,729 534,729 Unit Sales 85556.64 90903.93 96251.22 101598.51 RPS ($70*1.5) $105 $105 $105 $105 Total Rev $8,983,447.20 $9,544,912.65 $10,106,378.10 $10,667,843.55 DELTA $561,465.45 $561,465.45 $561,465.45 Calls per hour: $.4 million for each additional ½ call per hour Calls per hour 3 3.5 4 4.5 Calls per day 24 28 32 36 Calls per year 6048 7056 8064 9072 Leads 534,729 534,729 534,729 534,729 Agents Required 88.4 75.8 66.3 58.9 Loaded Cost/Agent $ 40,320 $ 40,320 $ 40,320 $ 40,321 Total Labor Spend $ 3,564,860.0 $ 3,055,594.3 $ 2,673,645.0 $ 2,376,632.3 DELTA $ (509,265.7) $ (381,949.3) $ (297,012.7)
- 32. Vibe & Facility • Clean, Bright, and clutter free call center • Break room, with Wi-Fi, TV • Lounge, TV • Free coffee, Fountain soda, and popcorn January 2015 Implementing a Peak Performing Sales Center 32
- 33. 3. IMPLEMENT 1ST CLASS WORKFORCE MANAGEMENT January 2015 Implementing a Peak Performing Sales Center 33
- 34. Cyclical Goal Setting Process January 2015 Implementing a Peak Performing Sales Center 34 Review Trends Set Goals Action Planning Monitor Process Analyze Progress Provide Feedback New Goals
- 35. Call Center Revenue Opportunities Structural Opportunities • Who is allowed to sell • On which calls can they sell • Automated calls that could be redirected to a sales rep • Organizational Structure • Acquisition potential of a sales affiliate or a company that could provide requested products where products are missing Systemic Factors • Selling policies and procedures • Product availability • CRM capabilities • System limitations or problems • Service delivery issues • Closing tools Sales Rep Performance Factors • Right person in inbound sales • Right person in outbound sales • Right person in service with sales capabilities • Right training • Right script outlines • Right performance standards • Right sales coaches • Right environment
- 36. January 2015 Implementing a Peak Performing Sales Center 36 How do we get there?