Okay, so a company that outsources its telemarketing efforts saves a great deal of time, energy and money. Apparently, it also allows for a significant boost in terms of job flexibility and competence. Now here’s another advantage: communication and control.
First of all, business-to-business (B2B) lead generation and appointment setting are usually more inclined to quality; it isn’t so much about the number of contacts or meetings being established with the prospective market but rather on the potential that they would bring to the business. It’s an intricate objective, and if a company had dared to depend on an outsourced firm to carry out the task, naturally both parties would need to maintain an adequate and concrete coordination so that everyone is on the same page.
Luckily, paying an outside firm to do the job does not entirely mean that the employer-company would forego its roles and responsibilities. The relationship between the employer-company and the outsourced firm is somewhat analogous to that of a restaurant owner and a chef. Now the restaurant owner doesn’t necessarily dictate the chef on how to cook, but he can definitely decide on which food he wants to put on the menu, how he wants it served, what time to serve it, and of course, how much it will cost. He could make suggestions now and then, but beyond that, he just leaves it to the chef to do his expertise.
Communication is as imperative as the relationship itself. It’s the employer-company’s way to make sure its desires and goals are being addressed, and it’s also how the outsourced firm would determine how to attack the project. In a typical contract, it is, by and large, the employer-company that lays down the general idea of the campaign and the target market, which will be assessed by the outsourced firm based on realities, possibilities and resources. And together they can create spiels, strategies and approaches, and they can also agree on what sales leads are noteworthy and which are to be less-prioritized. The most important value of communication is the opportunity to deal with, in real time, the flaws of the campaign. This allows necessary adjustments be made during the course of the project and it would also highlight the errors that are to be avoided in the future.
Meanwhile, control is more on the technical side. This is where the employer-company sets the actual figures that the outsourced firm must meet to satisfaction. This also includes the parameters of the telemarketing process, such as the time and day of calling the prospects, the method of follow-ups and recycling of leads, the exact duration of the campaign, quality assurance, and, in some cases, incentive agreements. These are the aspects of the contract that could either be beneficial or deal-breaking.
In the end, there’s a liberating sense of authority that binds the contract between the outsourced firm and the employer-company. The former is given enough space to craft its own expert approach to the job at hand, while the latter is endowed with the power to set the tone of the partnership and ultimately draw the line between success and failure.