Lead: The motives of telemarketers may vary greatly from industry to industry, and they need to be combined with the actual situation of their own work. As managers of telemarketing teams, they must make creative and strategic employee incentive plans, spend the least money and achieve the greatest effect.
The first type: internal telemarketing skill competition.
The contest should have clear rules of activities, judges' comments and reward methods, and advocate material rewards. The winner of the contest needs to train the sales team of the whole company in telemarketing skills in the later stage. A variety of awards can be set in the contest, such as the best telemarketing script award, the best newcomer award, the quarterly sales champion and so on.
Second, provide various opportunities for promotion and study.
In the initial stage of team integration in Unicom, telephone managers with outstanding telemarketing ability can be trained as internal trainers or team leaders, hoping that they can lead more excellent telephone managers. For these trainers or team leaders, more learning opportunities can be given as rewards, such as overseas training, and the training organized by the company gives priority to these people.
Third, the company's top management attaches importance to the entire telemarketing team.
When the telemarketing team is not passionate enough, the marketing bosses at all levels of local companies should pay attention to it and go to the scene to encourage it. We will find that China Mobile and China Unicom pay less attention to customer service, mainly because of non-profit centers. When we have a telemarketing team, we can make achievements and have new sources of information to transmit to the company, the company's marketing bosses will definitely pay attention to it and encourage these telemarketing members to be brave in innovation. Of course, the telemarketing supervisor should insist on the daily regular meeting and be able to find the problems encountered by these telemarketing managers in time and solve them on the spot, which is also a very effective incentive means. Only when everyone pays close attention to the growth of telemarketing team can the whole team develop more maturely and healthily.
Fourth, create a learning organization.
Organize excellent telemarketers, write telemarketing operation manuals and assessment manuals according to the actual business situation of each city, and fully mobilize their learning enthusiasm. At the same time, participation in these activities is linked to the year-end assessment. In the telemarketing team, you can also set up a learning garden, such as a telemarketing team log, publicize it in the form of blackboard newspapers and internal publications, and report excellent articles for praise. The learning atmosphere of the marketing team is very helpful to the telemarketing work.
Fifth: continuous and effective team activities.
Almost all incentives talk about team activities, such as travel, group barbecue, party and other activities, in order to strengthen the cooperation and understanding of team members and make everyone more tacit and effective in their daily work. However, the incentive duration of team activities will not be too long, so there must be activity planning, including team activities in various time periods, so as to fully ensure the cohesion of the team.
Sixth: do a good job of psychological counseling for players.
A team is a combination of people, and everyone's emotions will affect the team behavior more or less. When the telephone manager is not understood or complained by the customer at work, he will definitely bring his unhappy mood to the next call. At this time, he needs the help of the marketing team leader, and it is very necessary to strengthen his skills and ease his psychology through one-on-one counseling. Moreover, such counseling should also appear at an appropriate time. As an upper-level supervisor, you must care about the psychological changes of each member, including their work and family.
Seventh: humanistic evaluation.
We will find that among the telephone managers of many operators, their salaries are not much different from those of the new employees. Why, the question of assessment, in fact, when we suggest that the salary composition of telephone managers, the basic salary accounts for about half, and the other half is composed of the performance and telephone volume generated by telephone sales. We don't count other assessments for the time being, but some mobile companies are star-rated telephone managers, which basically doesn't count the performance generated by telephone managers. In fact, this also shows that mobile companies do not want to make profits through telemarketing. But they don't want to give up this market, but such an assessment will affect the sales enthusiasm of telephone managers. They will feel that even if this sales is successful, there is no reward for success. Therefore, when China Unicom is concentrated in cities, there must be a reasonable assessment system to ensure the sales enthusiasm of the outbound team.
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