Cold Calling Vs Social Selling – Let’s settle the debate.

There is a long-standing debate raging among sales professionals – which is more effective, social selling or cold calling? To me, the answer is simple.

Now, I am not going to bore you to death with stats which, depending on who you speak to, can be validated both ways. Instead, I’m going to give you some insight that I have gained as a Sales Professional who has sat on both sides of the fence, sometimes stuck in the middle, for over a decade.

So, my insight:

Logging into a webinar recently, I watched keenly as the debate in discussion swung from side to side, with each team offering their opinions. On one side, the UK’s top social seller and on the other, a Canadian based CMO from a well-known Sales Engagement Platform provider and advocate of cold calling. Both camps provided stats to back up their arguments, making it a close call. Although either could have come out on top, in my opinion, cold calling won this round. However, was this down to the geographical benefit of the stats, a more engaging presentation or more tangible evidence? I’m still unsure.

Since this debate, I’ve viewed multiple posts, blogs and podcasts to try and determine a winner for myself. I came across a recent Hubspot blog which appeared to settle the debate in favour of social selling, boldly stating that prospective customers and sales people alike “hate” cold calling. The blog consisted of impressive conversion figures, with the origins of these stats referenced, however, what is often left unclear is the industry, target, sales cycle, resource or end result of these stats origin. Without knowing the full picture, how can we possibly judge what is best for our businesses?

My background includes an enjoyable period as an Event Manager, assisting in the growth of the largest sales and marketing expo in Europe. At this event, exhibitors included direct sales people, cold callers and, what appeared to be, the more passive social sellers. All evidenced by the solutions which they were there to present. There has always been one impression that stuck with me after this event. Whilst the direct sellers had a constant sense of energy and approached any delegate who came within talking distance, the social sellers would wait to be approached – usually sat on their mobile phones. I’ll leave it to you to conclude whose stands were busier…

Now, it seems that these characteristics are commonplace, as shown to me by a recent experience. A well-known, international sales trainer recently posted on LinkedIn, “I have an associate looking for support in their telesales process.” The post had received dozens of comments and recommendations, however, with the benefit of having their phone number, I picked up the phone and introduced Air, asking how we could help. I was astounded to find out that from a 2-day old post requesting TELESALES SUPPORT I was the first person to pick up the phone and call. Now, yes, I was connected to and known by this person through social media, we’d swapped some niceties and a few messages which supported our conversation, but I was the only person to call and actually have a conversation! Whilst multiple people had attempted to social sell, guess what? The prospect wanted a conversation and, funnily enough, I was the only one introduced to their associate.

If this doesn’t settle the debate, I don’t know what will… it pays to use both!

Both cold calling and social selling have their place, it’s not really a matter of which one is better. When used together, they maximise the effectiveness, reach, efficiency and quality of your process. Each prospective client will buy in a different way and their more likely to notice your company if you get on their radar in 2 or 3 different ways. Any marketeer or sales professional worth their salt will tell you that a multi-channel, multi-touch approach will always maximise effectiveness.

Here at Air, we have multiple ways to win new business for ourselves and our clients. We run targeted email campaigns, sponsored LinkedIn mails, Facebook ads, engage traffic using IP trackers, networking events and referral channels. I will social sell, but I will still pick up the phone and cold call too. One shameless stat I will give you is that we’ve seen 257% growth in a year. We’re an award-winning company who are about to go through our second office move in less than 12 months due to increasing demand and our work with well-known household brands. And do you know why? Because wherever our clients and their customers are, and however they like to buy, we ensure we’re there too. Simple.

If you would like to discuss how we can help your business, give us a call: 0345 241 3038, or email: contact@air-marketing.co.uk.

Opinion Piece by Simon Murthwaite, Sales Director, Air Marketing Group

It Pays to be Patient

At Air, we pride ourselves on our honest and transparent approach towards our customers. We want those who we work with to succeed and so we keep nothing from you, you can have as much or as little involvement in your campaign as you would like. As one of Air’s Account Directors, I sit down with our prospective and retained clients, making sure to spend time with them in order to create the right strategy for their budget and business goals. But also, I want to ensure that clients understand that developing returns on their investment takes time. Markets are saturated with new businesses and whilst outsourcing telesales is a step in the right direction, clients shouldn’t expect a quick fix. The clients that I work with are often looking to invest in a long-term telemarketing campaigns, have long sales cycles and therefore need to understand that telemarketing does not instantly create ROI.

Despite this level of client engagement, when it comes to the end of the first month I sometimes find that clients have concerns if they haven’t yet closed a big deal or aren’t yet receiving high ROIs. Whilst I understand that clients put a lot into their businesses and obviously  want them to be a success, it seems that often people forget that success isn’t always instant. More often than not, it pays to be patient.

It is for this reason that, as part of our business proposals, myself and the other Account Directors at Air recommend a long-term commitment after the initial 3-month trial pilot period. During this pilot period, the outcomes teach us learning’s about the business’ message, the target audience, the objections and the sales cycle of a client. This time is essential for a business, it allows us to test the messaging of the campaign, the data we receive and actually get hold of the right people for the client – all of which takes time if done right.

We don’t want our clients to stress or be kept in the dark, which is why we have created our unique client portal, where they can have a clear view of their campaigns progress – our clients are able to follow the peaks and falls of their entire campaign and see the feedback or objections we receive. It is most important to listen to this information in the beginnings of a campaign and not be overly concerned if sales are slow to begin with, as brand and business development should be nurtured not rushed. By considering this information, we are then able to use it to adapt the campaign and help it develop with momentum in the long term to generate the client impressive ROIs. After all our average campaign ROI is £18 for every £1 spent, so your investment is in good hands.

Opinion Piece by Keryn Seal, Account Director, Air Marketing Group

Our ever-growing expertise

Having come into telemarketing from the construction industry I had a lot to learn! I knew it was going to be a steep learning curve in order to make the most out of my opportunity and I was willing to take it on.

After thorough training, guidance, opportunities and of course learnings taken from mistakes – I worked closer to becoming an expert in telemarketing. But during this journey I came to understand that I can never truly be an expert because of the variance of campaigns, clients, industries, and requirements that I will work on in my telemarketing career.

But in truth, this continual learning, adapting and challenging myself is what motivates me to push even further in my career.

My knowledge on the science behind telemarketing is now strong and I am proud of this. But outside of this my knowledge now stretches from finance and HR services, to vehicle leasing, data analysis, energy consumption and much more!

The reason for this expansive knowledge? Is that all agents within Air Marketing Group are trained on 5 different campaigns (or more). The result of this? Is that agents are kept engaged and challenged with the opportunity to call on different campaigns – they could be working on telesales, appointment setting, events, market research for any B2B client offering any product or service.

But the benefits are also seen for our clients. Having a wide range of experience means that agents have a deeper understanding of responding to varied objections, they understand key pain points for different industries, and they can begin to build an understanding of approaches that work within different sectors to help clients with their campaigns.

We see ourselves as an extension of our client’s team, a partner. Because of this, we want to learn from our clients (who are the experts in their field) to ensure the best chance of success for their campaigns. With this in mind, we work closely with our clients when developing the strategy, our clients train our in-house agents and we encourage communication between all campaign members and all key client team members. Absorbing this knowledge from our client gives us the ability to truly represent their business in the best possible way.

It’s an ongoing journey, with ever-growing expertise that will never end – but that’s all part of the fun. Our aim to continue delivering outstanding services to our clients and the more equipped we are to do this the more we’ll succeed.

Opinion Piece by Ashley Heyworth, Senior Account Manager, Air Marketing Group

What makes you think you’re so special?

I’m a great admirer of Jeremy Waite’s Ten Words. If you don’t know what this is, it is a book written by Jeremy that pledges to communicate ‘big ideas’ in ‘small words and short sentences’. We cannot escape it, we hear more and more about how people’s attention spans are getting shorter and shorter – meaning we need to be more concise, clear and sharp if we want to grab someone’s attention.

The reason I start with this, is because I often think about this when I am working with clients on their telemarketing strategies.

We know that attention spans on the telephone during a cold call are even shorter than the average. We’ve all been there, you are right in the middle of something, the phone rings and it’s a cold caller wanting to engage with you. Now they could be calling to offer you a service or a product that is exactly what you are looking for, but your attention span is already short because you know it is a cold call and you have been disrupted.

This is why a strategy for me is the most important part of the process. We have to understand what makes you special? What is your real value to a prospect? How does it solve the pain that the prospect will be feeling? How does it go above and beyond what else is available on the market?

There are so many questions that we cover and so many answers that we discuss – but then it is up to me to create that small magic opening that is going to win your prospect’s attention span and allow me to divulge a little more information than when they first picked up the phone.

I think it’s a great exercise for anyone to try, the idea of 10 words to describe your role? Your business? Your personal goals? Your career goals? What makes you special?

Sure, we may not get it right the very first time, but if we have all the information from the strategy and we test the opening, we are going to be able to sense how this is landing with your prospects giving us opportunities to tweak and sharpen the message as we learn and test.

I’m Richard, I open up your target market to generate you leads. What do you do?

Opinion piece by Richard Street, Account Manager, Air Marketing Group

Have you discovered the full potential of your voice?

We’ve all heard the famous saying, ‘you have a face for the radio’, which can be taken offensively by some who work in the industry, but there is something to be taken from this saying. People who are successful in the radio industry have such huge personalities that they don’t need to be seen to make an impression.

Telemarketing is not too dissimilar to this. Our conversations are all held over the phone, so we do not have the advantage of meeting people face to face or viewing body language. Instead we focus on demonstrating our personality, giving a strong portrayal of the brand and using our tone and inflection to guide the conversation.

I’ve run campaigns at previous companies that have been scripted using tried and tested techniques. But the same question arises – When someone is saying the same thing on each call, how can their results differ so dramatically from call to call?

As I was paid on their results, I made it my mission to understand why this happened, so I listened to hundreds of call recordings. During that time, I found that if one voice tone was used, then within roughly 30-40 seconds the call would often be over. The tone I identified was when an individual’s voice tone/inflection went ‘up’ at the end of sentences. It was the verbal equivalent of having your fingers crossed. Used when someone doesn’t have confidence in what they’re saying or does not understand the subject well enough and even, at times, when trying to ‘fake’ enthusiasm. It was clear that when inflection went up, credibility in the message went down. And this was the difference between the calls using the same script.

What I learnt from this is that when asking questions and closing it’s very important to use a downward inflection in your voice, it commands authority and instils confidence in the decision maker.

For example – try saying with the tone and inflection going down at the end of the sentence, “So John, if you’re 100% happy with everything we’ve gone through, is it fair to say you’d be happy to meet with one of our consultants?”

Now try it again but this time with an upwards inflection at the end of the sentence. Which one would you rather be at the end of?

In understanding this, you can also learn a lot about your decision maker when they throw you objections, what is there tone and inflection; do they sound confident, does it ‘sound’ like a superficial objection or genuine? In understanding how you use your voice, you’ll learn a lot about how others use theirs.

What I have learnt is that voice inflection and tempo are vital and valuable skills that once mastered will improve your telemarketing ability when speaking with gate keepers and decision makers.

To underline the importance of tone and inflection here is a sentence for you to try, “I did not steal the money”. Depending on which word you put the emphasis on it’ll change the whole meaning of the sentence. Go ahead, try it for yourself!

Opinion piece by Oliver Kernick, Senior Account Manager, Air Marketing Group

Motivation in a sales environment

An office full of sales people – some people thrive in this environment, others would rather be anywhere else! It is a challenging environment and not for the faint hearted, with some big personalities and lots of diversity. But the biggest challenge and one of the most important factors for success is motivation for the whole team.

No matter what job you hold, you want to feel motivated and engaged. This is not easy to achieve in our industry, nobody wakes up in the morning thinking, ‘Ooh I can’t wait to jump on the phones and do some telemarketing today’. So, instilling motivation, providing the right incentivisation and a great culture means people enjoy their work and look forward to coming in day after day.

How does Air do this differently?

Motivation is key to ensuring sales people hit weekly, monthly and annual targets. We know that our team of Business Development Executives who are calling on client campaigns are our service, without them we simply wouldn’t be successful at what we do – so we have to look after them. From our experience it takes more than just commission to keep a happy workforce.

Of course, commission is important to most sales people. Being motivated by money and the opportunity of earning more means that we have a healthy commission structure in place. But this is based on results and client retention not purely speed of dialling and quantity of appointment made. Giving our whole team more motivation to work hard on retaining client accounts and delivering.

But on top of commission, we understand that internal culture makes a huge difference to motivation in a sales environment. Internal incentives tailored to help individuals meet client KPI’s and individual targets prove very effective for us. Team socials, rewards, identifying when people do the right things and the freedom of not micromanaging, all make our sales environment stand out from the crowd.

Our Aim – Motivation

As Head of Performance (Account Director), my role is to identify and understand an individual’s motivators, what is it that makes them tick? This can be a whole range of things, some people are purely financially motivated, whereas others are looking to progress their career by gaining more responsibility and further opportunity to do this – and of course those that are in between.

Working alongside colleagues in the leadership team we nurture a very special culture here at Air, where the team are performing at an optimum level and maintaining momentum, clients and crucially motivation to deliver and succeed.

Our workforce understands how important they are to Air and we respect their importance – so together we work to grow the company, our client base and team members careers by keeping people motivated and excited to be part of #TeamAir every day. Can’t believe it, why not come and see it for yourself!

Opinion piece by Marco Alfano-Rogers, Head of Performance (Account Director), Air Marketing Group

Lessons from Rugby by Chris Bentley

True north

Culture is a massively used term in rugby union. The top teams love to refer to theirs and the losing teams aspire to get it. There are many ways to define the culture of a winning team but the best way from my time was simply the team closest to finding their True North.

Different from magnetic north and grid north, True North is the direction along the earth’s surface to the north pole. We used to substitute our team goals for true north and then explore the behaviours that would get us there.

If everyone can identify the target and agree on the behaviours that will get there and those that won’t it suddenly becomes very clear. However, this list can often be quite broad, by coining a cover all phrase like true north we were able to have a reference point to consider actions and behaviours… ‘is that true north’ we could often ask one another when perhaps behaviours suggested otherwise.

Having worked as a team to agree on the direction we could then self-police one another and create a peer led culture rather than one with direction from above. This made it easier to adhere to (after all, we’d designed it) and created an arena where the critical mass stayed on task.

Stab in the belly

‘Et tu brute’ – the immortal last words from Shakespeare’s Julius Caesar as his close ally joined the assassination party. It was at this moment that his will to fight back erodes and he bowed to the Machiavellian plot. Being stabbed in the back is a term that still exists today and can cause a huge amount of problems with trust eroded, reputations tarnished, and teams damaged.

In sport as in business things go wrong and people make mistakes. This isn’t a problem but dealing with things going wrong often is.  Its human nature to deflect and try to play down problems, nobody likes to be told off or have mistakes highlighted but this can be turned to a positive if you are on the same wavelength and willing to face issues head on.

During my time in rugby the culture was always to ‘stab in the belly’ and highlight problems you can foresee as early as possible. This wasn’t a freedom to cause consternation or have arguments but a strength of character to give and receive criticism, appreciate that it’s for the good of the team and move on.

This maxim only works if the team has the trust to accept, as well as give, honesty. Quite often the challenge is to be robust enough to take a criticism on the chin, appreciate its aimed at a ‘true north’ goal and move on positively.

Opinion piece by Chris Bentley, Client Relationship Director, Air Marketing Group. 

Outsourced vendor VS. outsourced partner

Outsourcing has become commonplace in businesses. If you do not have the capacity or resource in-house, then you are likely to look outside of your business for a solution. Whether that is to help you with your finances, your recruitment, you may need consultancy to help change management or operational changes or you’re looking to grow and need help with business development – which is where we help!

The term outsourcing is often used for any external business that you choose to engage with. But there is a very big difference between an outsourced vendor and an outsourced partner.

An outsourced vendor provides a service for an agreed fee. For that fee it is agreed what will be delivered and the vendor will ensure that it is delivered within the agreed timescale, to the agreed spec, for the agreed price. Whereas on the other hand, an outsourced partner will provide a service for an agreed fee, but this will go beyond simple briefing, fulfilment and delivery.

An outsourced partner works with you and has an interest in the company as a whole. A partner is interested in your business goals, objectives, the reasons behind why you are outsourcing and what can really be done to help you fulfil your requirements. You may approach a partner with a requirement and an idea of ‘how you feel it should be fulfilled’. However, a partner is likely to be the expert in what is required (hence why you are approaching them) and by partnering with them they will share their expertise and intelligence to guide your thinking. The right partner will not be motivated by the money they can make from your partnership, instead they will be focused on what they can do to help you grow your business as one team together.

It is very easy to work with an outsourced vendor on a one-off project to fulfil a requirement. However, a partnership is likely to be much more long term. Business culture, values and outlook become more important when establishing a long-term partnership. Working as one team with a like-minded partner will make the whole experience smoother and much more effective.

So, when you are next considering outsourcing a project or business requirement, stop and think. Are you looking for an outsourced partner to deliver more? Sourcing this partner could potentially make a far more positive impact to your business that you may expect.

Opinion piece by Shaun Weston, Account Director, Air Marketing Group. 

Focusing on quality is a winning formula

What do you think when you hear the term telemarketing or telesales?

The first thought that may come into your head; those PPI calls that the industry has been renowned for? ‘We understand you were recently involved in an accident?’. The process is simple for these organisations. They call large amounts of data, with the aim of getting the highest amount of ‘leads’ possible. This means you receive calls that are not relevant, you are called more than once – and you’re left feeling harassed.

But why?

Often the people making the calls will be incentivised with commission or bonus payments linked to the number of ‘leads’ they generate. Which is exactly why they are making so many calls to produce the highest amount of ‘leads’ possible.

But what does this actually achieve?

As we’ve seen from the example of PPI calls, this method of incentive may make your workforce produce a higher quantity of ‘leads’ but often at the expense of individuals you are calling and the brand you are representing. Focusing merely on quantity, may give the perception that you are extremely efficient at creating ‘leads’ and ‘opportunities’ for your brand or client – but bad quality, un-qualified individuals are unlikely to become customers in the short or long term.

The answer? Focus the incentive on quality.

Producing well qualified, high quality ‘leads’ and ‘opportunities’ for your brand will give you a much higher chance of converting that opportunity into a customer. And whilst this may mean a lower quantity, all you’re eliminating are those who would never have bought from you anyway, saving you time and energy on chasing shadows. Quality will also be what sets you apart from your competition – understanding your customer, being relevant and meeting their requirements or desires will make these conversations easier and make your brand the choice for them. This style of incentive still works for keeping your workforce motivated, we know because its exactly what we have always done.

Opinion piece by Owen Richards, Managing Director of Air Marketing Group.