How To Make A Good Attitude In Telemarketing

First of all, most failed phone calls are the biggest obstacle to telemarketing before they pick up the phone.

After being rejected by customers, the salesperson's mindset will undergo subtle changes.

Before I pick up the phone, I wonder, "will he accept me or not?" or think, "what happened today? How can customers refuse me?" in fact, such an idea is the biggest obstacle to the success of the telephone.

When customers refuse us, we usually hint: "no matter, this customer is in a bad mood today."

Before we pick up the phone, we should hint: "this client will definitely accept me, and I will certainly be able to help him."

A very calm mind is easy for customers to accept.

Second, it's yours.

And opening remarks.

The voice must be attractive enough to make it difficult for the other person to reject you. The same feeling is different in different mouths.

It is mainly for affinity, loud voice, passion, and cadence, which are factors that can attract customers.

and

Be simple and get straight to the subject.

Because many customers have limited time, they won't listen to you for a long time.

So it takes just 20 seconds to suck the interest of customers, and then strive for more time.

And know how to deal with it.

The problem.

Many of the customers' refusal is habitual. When he only knows that you are a sales person, you will easily refuse if you do not know your product.

How to deal with customary refusal of customers?

The customer said, "I don't need it."

I said, "Mr. Wang, I think our products are very helpful to you. You just don't know very well. If you take a minute to understand the product, then refuse me, OK?"

The customer said, "I have no time."

I said: "the boss like you must be valuable, but my product really can bring value to your business, give me a minute time, OK?"

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At present, state-owned enterprises still have such problems as single ownership structure, absence of owners, imperfect corporate governance structure, weak supervision of board of supervisors and serious internal control.

How to strengthen the financial supervision and control of the enterprise group to its share holding or holding subsidiary company, objectively needs to find a supervision mechanism of the owner to the operator, so as to ensure the centralized management of the funds and the authenticity of accounting information.

In the light of the actual situation and characteristics of the enterprise group, various forms of accounting appointing system, such as the chief financial officer, the finance minister at the next level, should be implemented, so as to strengthen the timely supervision in advance and in matters. At the same time, ensure the effective operation of the unified financial management software within the group and effectively safeguard the interests of the investors.

State owned large enterprises and asset management companies authorized by the state can appoint the chief financial officer to wholly owned and controlling subsidiaries and enter the board of directors of enterprises. They are responsible for the appointing agencies and the board of directors of enterprises. Conditional enterprises can also adopt the way of financial ministers' lower level management and direct appointment of financial accountants to effectively prevent information asymmetry and insider control problems.

Strengthen the internal auditing system of enterprises.

The internal audit of enterprises is an important step to strictly supervise and assess the management of enterprise's financial funds, and it is also a guarantee for strengthening supervision and restraint mechanism and making the budget achieve tangible results.

Compared with large foreign groups, a big gap between state-owned enterprises is that internal audit is not enough.

Therefore, large enterprises should set up high-level internal audit supervision institutions, equipped with specialized personnel, establish their status, clarify their functions, and improve the internal audit supervision and assessment system, so as to ensure the true and reliable financial information of enterprises.

It is necessary to strengthen the process audit and supervision of the implementation of internal rules and regulations and major business decisions, move forward to supervise the pass, and change the past "post supervision" to supervise and supervise in advance and in the event. The whole process of tracking and monitoring the investment and financing, capital flow and financial situation of the wholly owned or controlling subsidiaries should be carried out around the development goals and annual budgets of the enterprises. Regular inspection should be carried out to give timely feedback to the outstanding problems in the implementation of the budget, and to rectify and deal with them so as to ensure the seriousness of the budget and the timely realization of the development goals of the enterprises.

To combine the budgetary audit within the enterprise with the external financial audit, the internal audit is mainly the audit of the budget execution and the actual operation effect. The external audit mainly depends on the social accounting firms to audit the legality of their financial statements, accounts and vouchers.

In short, strengthening and improving the management of enterprise's financial funds is an important link in realizing management innovation and promoting the level and step up of enterprise management. It is also an urgent need to implement the basic norms of modern enterprise system management.

Therefore, it is of great practical significance to select a batch of key state-owned enterprises to carry out the application of computer financial management software, and to actively sum up experience and speed up the promotion.