The Business Case for Telecom Services

The Business Case for Telecom Services

In this article, you will find information to help you understand the benefits of adopting Telecom Services into your deliverables.

Why is Telecom So Hot?

In an analysis by CompTIA of the research consultancy IDC’s data in CompTIA’s Industry Outlook 2013 report, CompTIA states: “The IT industry can be segmented into a number of primary categories. One natural dividing line breaks the industry into a grouping of hardware, software and IT services and then a grouping of telecommunication services. Along these lines, the global IT industry consists of a 56% allocation towards hardware, software and IT services and 44% towards telecom services”.

CompTIA goes on to state “With the never ending pressures of convergence, such as in the areas of IT-­‐telecom or IT-A/V, channel firms must contend with new competitors, while not losing sight of new opportunities.”

As a result of the tremendous need for Telecom services by end user customers as reflected by their heavy investments in these services, IT providers that do not include these services in their portfolios are missing a tremendous revenue opportunity.

Telecom solutions

CompTIA states; In its Telecom and IT Partnerships – A Practical Guide for Solution Providers report,: “In yet another indication of changing roles and relationships in the technology industry, traditional IT channel firms increasingly are aligning themselves with agent companies that sell telecom provider services. The business partnerships they are forging together reflect a number of realities today: ongoing convergence between the two industries, the impact of surging trends such as cloud computing, and the need to fill gaps in skill sets to meet customer demand”.

Telecom revenue

As reflected in the above graphic, a considerable amount of revenue is generated from Telecom Agent and VAR relationships, according to respondents of the Channel Partners and CompTIA Agent-VAR Partnering Survey, January 2012. And there is no end in sight, as convergence fuels the adoption of Telecom services into traditional VAR IT solution portfolios. In fact, in its Industry Outlook 2013 report CompTIA states “As the voice and data world merge, parties in both of these channels have found a symbiotic relationship works well to serve customer demand for phone and IT to come in one-stop‐shopping fashion”.

What is Telecom?

In the context of this document, Telecom services include packet and circuit-switched data, Internet and voice services sold to end user customers. These can include broadband and voice services delivered over the traditional PSTN along with Cellular, Satellite, Fiber and Cable networks. Traffic carried over these networks include voice and non-voice data, images, video, fax, interactive services and more. VoIP, local and long distance and voice and enhanced voice services are also delivered over these networks.

 Telecom is the Next Great Opportunity in IT

Delivering and managing recurring revenue-based Telecom Services and Solutions affords you the opportunity to offer additional value-added services to your customers as a result of the need for voice and broadband services in the business environment, powering analog and digital phone systems, Internet access and Cloud services such as email, online applications and data.

Adopting and integrating a Telecom Practice into your business increases customer stickiness and your overall cash flow; improves your business valuation and financial profile, and provides a consistent recurring revenue stream that grows exponentially as you deploy more Telecom Solutions, improving the overall health and stability of your business.

What is the Role of a Telecom Service Provider?

Once Telecom Solutions and Services are added to your deliverables, your role as a Telecom Service Provider is to evaluate and advise your customers in developing and implementing Telecommunications Strategies that incorporate the appropriate blend of analog and digital voice, data and broadband connectivity management Strategies, solutions and services that will meet their business needs and budgets. This includes designing, quoting and selling all of the individual components of a Telecom Solution; including circuits as well as devices, as part of a broad, comprehensive solution sale focused on improving customer business outcomes. Once Telecom Solutions and Services are sold, you will implement, integrate, and customize them for your customers by leveraging your Telecom Vendors’ highly trained and certified engineering staff.

This role will include developing a deep understanding of these services and solutions as they impact operational, financial and technical aspects of customer businesses, with a specific focus on cost savings, availability and redundancy. As a result of the intimate understanding of customer business needs, workflows and environments gained in this role, you will uncover additional opportunities to present and deliver supplementary value-added services and solutions to customers such as Managed Services, Unified Communications and Virtualization; along with Cloud deliverables, to enhance your strategic value to customers, increase customer satisfaction and grow revenues.

The benefits afforded to end customers by adopting your Telecom Solutions include cost savings, more efficient management of voice and data resources, increased business agility and flexibility, productivity and efficiency, improved business continuity and elevated customer satisfaction and retention, among others.

Telecom Products and Peripherals Will Be Sold As Part of a Solution, Not Individually

With the help of your Telecom Vendor; along with the necessary voice and data circuits, you will succeed in designing, quoting and selling all of the individual components of a Telecom Solution. These can include devices such as telephone or VoIP systems, handsets, fax or multifunction devices, audio and videoconferencing hardware, routers, switches, firewalls and wireless access points – as part of a broad, comprehensive solution sale. Along with new recurring monthly revenue, this strategic approach will help grow top-line revenue by increasing the overall value of each sale, and accelerate the attainment of Trusted Advisor status with customers, facilitating additional solution sales in the future.

Delivering Telecom Solutions Uncovers Additional Value-Added Service Sales

The adoption of a Telecom Practice uncovers numerous additional value-added service opportunities, including the delivery of voice and data network readiness assessments and infrastructure improvements and additional project opportunities, and for new recurring revenue realized through the sale of voice, data and cellular services to your customers.

Building a Telecom Practice into Your Existing Business

Your move towards Telecom is evolutionary and not revolutionary, as you will transform your business to support the specific changes required to grow a successful Telecom Practice within it.

In order to determine how to best adopt Telecom into your business, you first need to evaluate your current business model, as this will dictate the roadmap you will follow to integrate or build a Telecom Practice within your organization. Are you primarily a product-centric, time and materials, professional services, cloud or managed services organization today?

Once you have determined your predominant business model, you can create alignment to adopt Telecom as a Telecom Service Provider and begin your transformation.

Along with developing the necessary strategic vendor partnerships and training your staff in the Telecom technologies and solutions you will deliver, in order to successfully adopt and integrate Telecom into your business profitably you will need to strengthen your capabilities to effectively market and sell Telecom Solutions.

Over time, as you grow your Telecom Practice and strengthen your marketing, sales and implementation capabilities and improve your financial profile, you can evolve your practice in a systematic manner to realize greater capabilities, capacities, revenues and profits.

In order to build a successful Telecom Practice, you will need to:

  • Adopt Telecom Solutions into your own practice
  • Identify your target market
  • Determine your Telecom Services and Solutions
  • Align yourself with Strategic Vendor Partners
  • Get trained on marketing, selling, implementing and maintaining your Telecom Solutions
  • Create your marketing plan and go to market
  • Develop your consultative sales process

building a telecom practice

Adopt Telecom Solutions into Your Own Practice

There is no better way to share the benefits of your Telecom Solutions with your prospects and customers than through your own experience in using them. Your own use of these technologies and devices is a powerful subliminal testimonial that will build confidence and trust in your customers and accelerate their decision to adopt them into their own businesses.

Identify Your Target Market

Your target market should be comprised of prospects in your desired geographic area and vertical markets that can afford your solutions. In addition, there should be enough of them to support your sales opportunity goals, and they should have a pain or need that your Telecom Solutions can alleviate for them, such as cost savings, improved productivity, increased business continuity and employee and customer collaboration and improved customer service and service delivery, among others.

Targeting vertical markets that you specialize in can accelerate positive marketing and sales outcomes by leveraging your understanding of these business’ pains and needs, organizational structures, processes and workflows and network infrastructures and technologies in order to engage them more effectively.

Determine Your Telecom Services and Solutions

Your current predominant business model will dictate the ease with which you will be able to adopt and deploy, manage and maintain specific Telecom Services and Solutions for your customers. These may include Telecom Solution Architecture and Design Services, Telecom Device Management and required platform and device specializations.

Align Yourself with Strategic Vendor Partners

One of the most important activities you will conduct in transforming your business to adopt Telecom is the Vendor selection process.

There are several factors that can affect your partnering decisions for Telecom Vendors, including your predominant business model, the Telecom offerings that will comprise your service catalog, your partnering and training costs, your marketing and sales sophistication, your efficiencies in delivering Telecom Solutions and your Telecom Vendor’s compensation and commission plans.

Get Trained on Your Telecom Solutions

Whether you sell to the Small and Medium business or the Enterprise, you will work with your Strategic Vendor Partners; whose solutions you are representing, and enroll in their training programs, as well as identify and engage with other third-party organizations that can offer you the training and support to help you succeed.

Create Your Marketing Plan and Go to Market

By following these steps, you can develop a simple marketing plan for Telecom Solutions, and by executing it consistently, you will create a growing pipeline of prospects:

  • Identify your target audience and obtain a good marketing list
  • Develop your compelling marketing message
  • Deploy that message to your target audience through a variety of vehicles, including postcards, email, your Website and phone calls to set appointments
  • Create a schedule that is consistent and repeatable to include all of your marketing touches
  • Don’t forget your existing customers – they are your warmest market

Once you are ready, you can execute your marketing plan and introduce your Telecom offerings to the market. As you perfect your Telecom practice and sell more solutions, you will increase your overall cash flow; improve your business valuation and financial profile, and provide a consistent revenue stream that will improve the overall health and stability of your business.

Develop Your Consultative Sales Process

The achievement of success in a more service-centric model such as Telecom requires unique skill sets centered on effective sales and long-term relationship-building and customer satisfaction techniques.

Improving your consultative sales sophistication by learning to sell Telecom Solutions more effectively over time will assist you in generating more sales in a shorter period of time, increasing immediate revenues as your closing ratios improve.

Perfecting your consultative sales process will accelerate you towards Trusted Advisor status, easing your way to additional solution sales with your customers.           

The Business Case for Telecom Services

The business case for Telecom Services include the value these services provide to your prospects and customers, along with their tremendous need for these services.

Additional benefits include the ease of sale, implementation and ongoing maintenance for these services, as well as their recurring revenue pricing model that allows exponentially growing annuities to be realized over time as more and more customers are engaged for them.

Posted in: Service Delivery

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Creating Effective Appointment Setting Scripts

Creating Effective Appointment Setting Scripts

In this document, you will find information to help you understand proper techniques and best practices for creating effective appointment-setting call scripts.

What is an appointment-setting call script?

An appointment-setting call script is a documented, rehearsed sales presentation delivered over the telephone to a prospect in order to qualify them for and generate interest in the caller’s product or services, and whose ultimate goal is to secure an appointment for the prospect to meet with a sales professional and set the proper expectations with the prospect for this meeting.

Goals of the appointment-setting script

appointment setting scripts

The secret to successful appointment-setting

Prospects – whether cold, warm or hot referrals or leads, invest their time to meet with sales professionals because they find value in what is being offered. What do they find value in, and how do they find this value? They find value in the ability to remedy their pain, and they find it through the appointment-setter’s delivery of a well-crafted call script.

In order to set a qualified appointment that can be closed in a reasonable amount of time, the appointment-setter’s attitude is crucial to success, and they must be confident, motivated and able to expose at least one of the prospect’s pain points and exploit it so that the prospect acknowledges it as a real challenge that needs to be addressed, and then assure the prospect that the provider holds the answer to addressing it.

Appointment-setting and the 7 step sales cycle

The 7 step sales cycle is the process a sales professional executes during each engagement with a prospect and consists of proper preparation, displaying a solid first impression, conducting excellent qualifying, delivering the right presentation, effectively overcoming objections, successfully closing the opportunity and performing excellent follow-up for the next sale.

The prospect’s appointment-setter’s call scripts should focus on executing these 7 steps in this order, but in brevity, as they are simply trying to set an appointment for a larger, more intimate engagement. To do this successfully, the provider’s script will consolidate and reduce these 7 steps into 4.

The first step in the appointment-setting process consists of preparation. As in any endeavor, the better the preparation, the higher chances of success – so the appointment-setter must be more prepared with effective questions and responses than their prospects. The second step is the Needs Assessment – the process of qualifying the prospect for the provider’s products and services. The appointment-setter will ensure the prospect worth engaging by meeting the provider’s requirements for profitability; and qualify them in such a way that the prospect acknowledges for themselves that there is a need for the provider’s services. The appointment-setter will ask carefully crafted questions in such a manner as to increase the prospect’s buying temperature and prepare them to accept the sale to come. In the third step, the appointment-setter will illustrate the provider’s value proposition in such a way that the prospect will be eager to set an appointment to meet with them. Lastly, the appointment-setter will execute valuable follow up techniques that continue to prepare the prospect for the inevitable close.

The 4 Step Appointment-Setting Process

steps for appointment setting

The Gatekeeper

The first person that the appointment-setter will likely engage is the Gatekeeper. The prospect’s appointment-setting scripts must properly arm the appointment-setter to succeed against this staff member. Successfully maneuvering past the Gatekeeper can be the difference between success and failure. Successfully trained appointment-setters will utilize the Gatekeeper to develop the information they will need in order to secure an appointment, once they succeed in speaking with the prospect directly.

The Gatekeeper will have knowledge of many of the things the appointment-setter wishes to discover during the qualifying process, such as whether the organization employs an in-house IT person, or if these services are outsourced; and they may have an informed opinion of the quality of their work. The Gatekeeper also knows who the real decision-maker is – or if there are more than one decision-maker.

Perhaps most importantly, the Gatekeeper will know how to engage the decision-maker. The smaller the office, the more intimate the relationship between the Gatekeeper and the decision-maker, and the more valuable they become as the appointment-setter’s internal advocate.

Which questions to ask

As a result of dealing with numerous sales calls, prospects have developed a habit of saying “no”. It is important to realize that this is simply a habit, and with this understanding, the appointment-setter should ask carefully crafted questions that do not give prospects an opportunity to respond out of habit.

If a prospect is asked a question in a way that allows them to respond out of habit, they will most likely respond with a “no”. For example, a classic “say no” question is “did you receive the information we sent to you?” Out of habit, your prospects can and will say no to this question. The challenge with this is that a response of “no” is very difficult to recover from to carry positive momentum through the rest of the call.

It is crucial to construct questions in the call script in a way that forces prospects to hear the question, process it, and respond in a way that requires fresh thought – not thoughtless habit. For example, instead of asking “did you receive the information we sent you?” the appointment-setter should ask “what did you think of the information we sent you?” However the prospect responds, the appointment-setter has successfully engaged the prospect in thought, instead of halting their progress. The appointment-setter can now continue through the appointment-setting process.

The key to scripting effective questions is developing open-ended questions. Open-ended questions are a way to get prospects talking – and it is only when they are talking that they can be qualified and their pains can be identified, which improves the chances that they will agree to an appointment.

Conducting the Needs Assessment

The first part of the call script should satisfy the 3rd step of the sales cycle – qualifying. This section of the call script is called the Needs Assessment. The Needs Assessment should consist of 4 different types of questions. The first set of questions that should be asked are called Diagnostic Questions – these questions are designed to establish credibility early, so that the appointment-setter can earn permission to proceed through the call script. The next series of questions to be scripted are called Status Questions. Status questions are questions that allow the appointment-setter to confirm interest and build the buying temperature of the prospect to prepare them for the next set of questions, which are called Implication Questions. Implication questions are sometimes referred to as Involvement Questions. These types of questions are designed to show prospects what life is like with the provider’s services. The last series of questions that should be in the call script are called Solution Questions. Solution Questions are the types of questions that will demonstrate to the prospect that the provider is the answer to their challenges.

Needs Assessment Qualifying Questions

needs assessment

Diagnostic Questions

Diagnostic questions are designed to establish credibility. Diagnostic questions are questions that speak to very specific items – either vertical-specific challenges, line of business applications, general business or warm-up topic specific questions. For example, if the prospect is a CPA, the appointment-setter could ask, “Has your company upgraded to the new version of Pro System FX?” Asking this question establishes credibility, as it clearly demonstrates knowledge of the tools the prospect uses. This distinguishes the appointment-setter and provides leverage to allow them to navigate through the rest of the script.

Status Questions

The second series of questions that should follow the Diagnostic Questions in the Needs Assessment are Status Questions. Status Questions will determine if the prospect has the potential to become an A, B, or C client.

As a result of gaining credibility with diagnostic questions, the appointment-setter can now ask questions concerning the environment’s status and receive candid answers. Status questions are asked to gain an understanding of the importance of general and specific technology to prospect. This can be achieved by asking questions such as “To what extent is network security important to you?” Most of the time when asking this question a typical response of “very important” may be voiced. However, the prospect that values network security highly will elaborate and explain why. This is the type of response that reveals valuable information the appointment-setter seeks.

Implication Questions

The next set of questions in the call script are Implication (or Involvement) Questions. Implication Questions are questions that allow the prospect to visualize what life is like with the provider’s services as opposed to without them. Implication questions should follow naturally as follow-up questions to Status Questions. For example, if a Status Question about network security is asked such as, “To what extent is network security important to your company?” the prospect may reply with “Very important, we have HIPAA Compliance to deal with, as well as some other industry regulatory requirements.” A good Implication Question to follow up with would be “So what would happen if one of your interns became disgruntled after termination – what process do you have in place today to immediately disable that employee’s network credentials to keep them from accessing sensitive data?” This type of question will increase credibility, get the prospect thinking, and build interest along with a sense of urgency. An effective appointment-setting script will include different types of Implication Questions the appointment-setter can ask depending upon the conversation.

Solution Questions

Solution Questions are geared to exploit the prospect’s pain to create urgency for an appointment. Once Implication Questions are delivered, qualified prospects will feel uncertain as to the status of their current environment, and Solution Questions will give them hope. The appointment-setter will ask Solution Questions in a way that assures the prospect that the provider is the answer to the recently revealed uncertainty. For example, “Mrs. Prospect, wouldn’t you agree that the security of your network is worth a simple conversation?” The reason this question can be used as a Solution Question is because the solution becomes the conversation proposed. The reason this is effective is that a simple conversation is neither threatening nor expensive. Most importantly, this type of question allows prospects to easily answer with a “yes”.

Delivering the Value Proposition

At this point in the call it is time to present the value proposition, which is ultimately the appointment. There are several key items to note when recommending a face-to-face visit to the prospect, the first of which is not to make a big production out of the appointment. This recommendation should be presented in short form and be brief. Since the prospect’s pain has been identified through questioning, the appointment does not need to be oversold. If the questions are well scripted and delivered effectively, the prospect will agree to a meeting. The appointment-setter should not get into specifics regarding what will occur during the appointment, but simply assure the prospect that the provider has a solution to their needs that will require a simple conversation to explore

A very effective technique used during appointment-setting is to leverage the “Herd Theory”, where the prospect is informed how other companies have benefited from meeting with the provider about similar challenges. The more companies the better, and these companies should be added to the call script for reference. Lastly, the appointment-setter must be sure to confirm that the prospect understands that they are meeting with the provider to discuss how certain specific pain points can be addressed. This improves the provider’s return on the investment in traveling to the prospect’s location and conducting the next part of the sales cycle.

Setting the appointment

As the appointment-setter navigates through the script and comes to the point of the Value Proposition, there are some key things to remember when asking for the appointment. First, they always want to assume the sale with confidence and never fear asking for the appointment. If it is assumed the appointment will be set, the appointment-setter’s chances of success will greatly improve. The reason the appointment-setter calls the appointment, “an opportunity to have a simple conversation,” is to prevent making something big out of something small, and to keep moving forward as if the appointment is not a big deal. If it is not a big deal to the appointment-setter, it won’t be to the prospect. However, they will not know what the next step is, so they need to be led there by continual forward progress through the conversation. Lastly, when setting the appointment date and time, the appointment-setter should provide the prospect options – but not too many. A good way to approach this is with a question such as “does Tuesday or Wednesday work better for you?”

When asking for the appointment, a successful lead-in statement for the appointment-setter is: “I could go on over the phone about how this all works, but unfortunately there is really no way to conduct the necessary evaluation over the phone. That’s why most of the clients that I just mentioned set up personal meetings to go over this information – to make sure we’re addressing their key issues effectively – and this only takes about 20 minutes. Would that be valuable to you?”

Follow-Up

Once the appointment has been set, it is vitally important to conduct the proper follow-up. Setting the appointment is a very small portion of a larger picture. The goal is not to set a ton of appointments – the goal is to close Managed Services business. Constructing call scripts in a manner that sets the proper expectations for the prospect effectively prepares them for the sales professional to walk in to the appointment and close them.

In order to accomplish this, all of the appropriate facts about the prospect and their environment must be gathered by the appointment-setter, such as their pain points and the hardware and software they use and the number of users in their organization (to name a few), so that the sales professional conducting the appointment walks into the engagement well-informed and prepared. If the appointment-setter has earned sufficient credibility, this information should be easy to gather. Another piece of critical information to verify is if there are any other decision makers; and if there are, they will need to be identified along with their positions within the organization.

The script should also contain a brief narrative that the appointment setter can deliver to appropriately set the prospect’s expectations for the appointment with the sales professional. This narrative should stress such points as that the visit will be free of charge, and that its primary goal is to discover if there is a fit between the respective organizations that will allow the provider to address the challenges the prospect is experiencing. It should also inform the prospect that the provider’s objective is in building long term relationships with their clients, so that they know what to expect moving forward. Selling Managed Services is not a retail engagement, and this should be illustrated through the call script to set the appointment. The last thing the call script should explain to the prospect is what will happen next.

Next steps

The appointment-setter should next inform the prospect that they will receive a calendar invitation to the appointment, providing all parties with the proper communication channels and contact information in the event of an unforeseen schedule change. Also, the prospect should be informed that they will receive an appointment-confirmation telephone call within the next 24 hours, as well as 24 hours before the date of the appointment. This activity impresses upon the prospect the provider’s customer service philosophy and the value they place upon the prospect’s time as well as their own.

Leaving voicemail messages

The appointment-setter will leave more voicemails than they will conduct meaningful conversations with prospects; therefore, an effective appointment-setting script must include a brief, interesting voicemail narrative and technique to compel the prospect to return the call. One such technique is called the Intentional Hang-Up, which has shown to be effective in certain situations, and “games” the prospect into returning the call. What the appointment-setter will do is state their name, company and phone number, and proceed to leave a message asking for a call back regarding…then abruptly hang up. The prospect will assume the appointment-setter was leaving a message and somehow got disconnected before they could finish, and many times will call back simply to give the appointment-setter the opportunity to finish what they were trying to say on the voicemail.

Another effective technique is called the Ambiguous Message. The Ambiguous Message is based on a concept similar to the Intentional Hang-Up. This technique leaves the prospect hanging by not revealing everything about the reason for the call – as that is what is keeping them from returning it. For example, “Hello Mr. Prospect, my name is Brandon and I have a question about your system that I think only you can answer. Please call me back at 555-123-4567 as quickly as possible. Thank you.” A message like this can work very well for several different reasons. First, it does not reveal the company that generated the call, so the prospect is curious as to what the call is regarding. Next, it states that only the prospect can answer the question, so the matter sounds urgent. Lastly, the prospect is asked to call back quickly, so they feel compelled to do so to find out what the situation is all about.

The next voicemail technique that has shown success is the Implied Referral, and will require a bit of research and time with the Gatekeeper. First, the appointment-setter intentionally asks for the wrong person – usually someone in accounting works well. When they are transferred to that person, they are going to politely introduce themselves and let the accounting staff member know the reason for the call – to ensure they received information regarding the provider’s IT products and services. Now, obviously accounting will then say that they don’t typically handle this type of thing, which will prompt the appointment-setter to politely ask for the correct individual. After they receive this information, the appointment-setter then requests to be transferred to that person. Whether they reach them or not is unimportant, however the chances of reaching the true prospect are now much greater, as the call is being transferred from an internal extension that is not the Gatekeeper’s. Once the appointment-setter begins to engage, they let the prospect know who they were speaking with and from what department. For example, “Hello Mrs. Prospect, I was just speaking with Joe in accounting and he felt it was appropriate for us to have a conversation”. If leaving a voicemail, an effective message may be: “Hello Mrs. Prospect, I was just speaking with Joe in accounting and he felt it was appropriate for us to have a conversation. When convenient, please call me at 555-123-4567.” This leverages the relationship between a specific department and staff member to increase the appointment-setter’s credibility and chances for a call back.

Conclusion

An effective appointment-setting script and technique will:

  • Help navigate past the Gatekeeper
  • Establish the service provider’s credibility
  • Portray the service provider as the answer to the prospect’s pain
  • Properly lead prospects through a consistent sales experience
  • Arm sales professionals with the information they need to close business
  • Prepare the prospect for the close
  • Increase appointment closing ratios
  • Shorten sales cycles

Posted in: Secrets to improving an I.T. Services Practice

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