The Seven
Myths Of Outbound Telemarketing After DNC
By Tim Searcy, American Teleservices Association
Don't think for a minute that I believe the national do-not-call list is
here to stay. There is no doubt in my mind that the United States judicial
system will strike this regulation down as unconstitutional. As monumental
as that day will be, the reality still exists that the future of the
teleservices industry is not faced with 'business as usual.' Throughout the
past year, numerous internal pundits, as well as the mainstream media, have
been prognosticating on the future of our industry.
Repeatedly, ideas have been pushed around as to where the industry will
turn. As we get serious for a minute, it is important to debunk some of the
nonsense that is being posited as forecasting by alleged 'experts.' Let us
focus on seven myths circulating through the teleservices industry that need
some honest light shed upon them.
The Myth Of Shifting Media Dollars
Nearly every reporter to whom I have spoken has espoused the belief that
marketers will simply shift their promotional and marketing dollars from
outbound telesales to some other form of media. This is foolish on many
levels. First, the assumption is that folks are not already using a variety
of marketing messages. It also assumes that the performance is similar
regardless of marketing channel. Additionally, outbound teleservices is
people-intensive and most other kinds of marketing are media-intensive. We
don't replace jobs by simply shifting the dollars to more expensive
vehicles, or turning an outbound predictive dialer into an inbound ACD. From
experience, we know that other forms of marketing are more expensive and
less effective than outbound sales. All channels require integration of
message, offer, audience and delivery vehicle. Removing a component such as
outbound is similar to removing limbs from a live human being. In a
marketer's decision on the allocation of media dollars, outbound
teleservices is often his or her most successful choice, when the government
allows the choice to be made.
The Myth Of Permission Marketing
Seth Godin paved an important road through his documentation of the concept
of permission marketing. Unfortunately, like CRM, MBO, re-engineering and a
host of other popular management concepts, a good idea has turned into a
movement. The nearly religious following of permission marketing denies
several fundamentals that are important for direct marketing. Permission
marketing assumes people know what they are granting permission for, and
that their permission will extend to only those things for which it has been
granted. It also assumes that the permission will remain in place regardless
of how often it is used (or in some cases abused). Permission marketers
often reference a 'ceiling' on the amount of participation in permission
marketing schemes. After a certain number of early adopters get involved in
the permission concept, an amazing thing happens...the pool becomes
stagnant. Early participants start to drop out while new participants fuel a
continuous cycle of treading water in a market pool that does not increase
in size. While I'm not implying that some approaches that marketers are
taking for individual companies, brands and offers won't be successful, this
is not the only way to climb out of the hole created by DNC.
The Myth Of The 'Existing Business Relationship'
In the category of 'Smart People Who Say Dumb Things,' there are many
outsourced and in-house teleservices executives who profess a lack of
concern about DNC, as they claim they only market to existing customers.
Congratulations! How long can that continue? Simply put, these existing
customers will be over-dialed due to their existing relationships to the
point that they will request to be put on in-house DNC lists. This will
shrink the available lists, and the cycle will continue. Second, no one
really believes that the FTC will leave the existing business relationship
exemption at 18 months. If a recent House of Representatives action is any
indication (proposed reduction of DNC list updates from quarterly to
monthly), there are already forces at work to reduce the standards recently
put in place. Finally, for outsourcers, this market will become overrun with
competitors attempting to cut prices and push tests for entrance to the
gates of this last bastion of outbound calling.
The Myth Of Offshore
I often wonder if an emigration policy exists in the Philippines, India and
Canada for teleservices work. Not even the early settlers of the United
States were as eager to claim homesteads of new land as international firms
are in gaining U.S. teleservices contracts. It has gotten to the point that
these international firms now refer to teleservices as 'business process
outsourcing.' While many of these firms do excellent work, many trade
publications report that international partnerships must be developed
carefully. Simply leaving U.S. borders affords no greater protection from
U.S. laws, and often leads to crucial performance setbacks. The same rules
of engagement and measurement that apply to U.S. companies also apply to
overseas partners. Unfortunately, under the ever-increasing pressure to
shift expense, business managers often consider the math first, and never
consider the customer.
The Myth Of Downsizing
Someone once said, 'You can't 'save' your way out of a recession.' Clearly,
not everyone subscribes to this theory as many firms are shrinking their
contact centers in hopes of weathering the current storm. The truth is, this
is not a storm but a fundamental shift in the universe of teleservices. You
cannot downsize your way out of this. Should you patiently sit and wait for
things to get better by themselves? Of course not, but for outsourcers, it
is time to go back to the basics, selling the concept of outsourcing.
In-house operations and firms that employ them do not want to accept the
risks associated with these new regulations. Sell what you are good
at...outsourcing. Stop picking the low-hanging fruit (your competitors'
customers) and get busy moving the 90 percent of business that is still
in-house to outsourced partners.
The Myth Of Quality
I am amused when I listen to outsourced teleservices companies discuss why
new prospects should do business with them. All conversations are referenced
in terms of 'quality.' Quality employees, quality assurance, a quality
process and quality systems are used interchangeably as though they are
unique to any one firm. The teleservices industry has evolved to the point
where 'quality' is the default. A baseline of quality assurance and
compliance is expected. Companies must differentiate themselves through the
performance of quality, thus yielding a legitimate outcome of security and
sales. Quality is not a new safe haven, but an expected cost of doing
business. The hope is that firms that can actually track their quality will
correlate it to what clients truly desire.
The Myth Of Inbound
In recent years, numerous firms have begun to diversify their offerings by
branching into inbound sales, technical product support or service. While
these are great markets, the size of the pie has not gotten bigger just
because more people want to eat. Erosion in price, quality and perceived
value have been the hallmarks of firms changing their business models to
focus on inbound. I agree that this is an excellent strategy if and when it
is incorporated with the rest of an overall plan. However, our current
situation involves sharks eating each other instead of searching for new
waters. It remains the case that inbound is still a smaller component of the
teleservices community and must overcome a large stigma. Firms with
predictable volumes and close ties to their technology and customers are
unwilling to outsource inbound calling. This market may grow, but not at the
pace necessary to sustain everyone in the teleservices ecosystem.
So Now What?
With the aforementioned myths gaining in strength, there is always the
tendency to despair once you see them for what they are'don't. Like all
myths, there is a grain of truth at their core. However, firms simply need
to build a navigational plan for their future that incorporates a strategy
that works for them. In closing, when asked exactly what made him such a
great hockey player throughout his career, NHL great Wayne Gretzky stated
that he could simply, 'Skate to where the puck is going to be.' Where will
the puck be? Therein lies another column for another time.
Tim Searcy has been involved in the direct marketing industry for over 25
years, beginning at the age of 10. He began his career making outbound
telemarketing calls for his local newspaper in Omaha, but quickly advanced
through the ranks and has had the privilege of serving as a senior executive
in several of the largest and fastest-growing direct marketing companies in
the world, including West Teleservices, APAC Teleservices, Transcom and Rapp
Collins/Optima Direct. His most recent project has been fighting for the
survival of the teleservices industry. As Executive Director of the American
Teleservices Association's (ATA) Strategic Planning Fund, Mr. Searcy was
responsible for working with the ATA Board and outside counsel to develop
and fund the legal strategy to combat the FTC's recent revisions to the
Telemarketing Sales Rule, as well as the pending review of the FCC's
Telephone Consumer Protection Act.
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