This document outlines a plan to implement a peak performing sales center with a focus on increasing the conversion rate to 25%. It discusses establishing performance management with goals and KPIs, developing a sales culture through training and incentives, and implementing a lucrative compensation plan. Specific strategies include creating a performance management database to track agents' daily metrics, conducting rigorous sales training over multiple days, enhancing the competitive spirit through supervisor accountability, and ensuring the compensation plan drives profitable behaviors. The overall goal is to add 2-3 conversion points and motivate performance at all levels through daily scoreboards and competitive incentives.
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
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Sales Center
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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
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Sales Center
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#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
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Sales Center
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#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
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Sales Center
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#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
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Sales Center
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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
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Sales Center
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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
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Sales Center
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#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?
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Sales Center
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#1. Increase & maintain
conversion rate to 25%
• Performance
Management
• Sales Culture
• Compensation
12. Data links… updated nightly!
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Sales Center
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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
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)
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Sales Center
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#1. Increase & maintain
conversion rate to 25%
• Performance
Management
• Sales Culture
• Compensation
17. Conclusion.
What will this accomplish?
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Sales Center
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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
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.
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Sales Center
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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
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Sales Center
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• 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
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Sales Center
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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
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Sales Center
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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
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Sales Center
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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
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Sales Center
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“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
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Sales Center
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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
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Sales Center
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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
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Sales Center
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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
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Sales Center
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31. What’s at stake?
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Sales Center
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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
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Sales Center
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33. 3. IMPLEMENT 1ST CLASS
WORKFORCE
MANAGEMENT
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Sales Center
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34. Cyclical Goal Setting Process
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Sales Center
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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