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Page Title: Analyzing Phone Power
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Analyzing Phone Power So far, we’ve reviewed the basics of phone power. You   will   need   to   monitor   your   recruiter’s   phone prospecting success and determine needs for further training. The only way to evaluate recruiters’ phone technique effectively is to listen when they are actually phone prospecting. Role playing was fine in Enlisted Navy Recruiting Orientation (ENRO), but you should be involved with the actual prospecting evolution to determine  problem  areas.  You  should  check  the recruiter’s  phone  voice,  use  of  the  script,  objection handling,  and  effectiveness  in  different  situations, PHONE  VOICE.–  Check  the  recruiter’s  phone voice.  Does  it  project  enthusiasm?  Is  it  natural  and positive?  Also  critique  the  rate  of  speech,  volume,  tone (well  modulated  versus  monotone),  and  how  easily  the recruiter  is  to  understand.  The  primary  question  is whether or not the recruiter sounds interesting. USE OF THE SCRIPT.– It is fine for recruiters to keep a copy of the appointment power script in front of them. They should, however, know it well enough to deliver  it  comfortably.  They  should  feel  free  to  use some of their own words, as long as they stay with the intent of the script. All recruiters must understand and believe  the  script  works.  Alternate  phone  calls  with them  to  show  them  that  using  the  script  will  net appointments. Don’t worry if all your phone attempts don’t  result  in  an  appointment.  It  is  also  good  for recruiters to see you calmly handle phone rejection, ask for referrals, and maintain your positive enthusiasm. HANDLING   OBJECTIONS.–   Listen for objection-handling  techniques.  Does  the  recruiter  handle only those objections to the appointment and refrain from answering objections to the Navy over the phone? How  many  objections  did  the  recruiter  overcome  before throwing  in  the  towel?  There  is  no  magic  number. Some salespeople say that you should take up to seven no’s  before  giving  up.  Others  will  tell  you  that  an appointment made after overcoming seven objections will  likely  be  a  no-show.  It  is  up  to  you,  based  on experience in the area, and the recruiters, based on their perception  of  the  prospect,  to  determine  how  many objections they should overcome. SPECIFIC SITUATIONS.–  Check how well the recruiter  adapts  to  different  situations.  He  or  she  may not find the prospect at home or contact may be made with or without a resulting appointment. Prospect Is Not at Home. – If the prospect is not at home but contact with someone occurs, rate how well the recruiter relates with the person on the phone. Does the recruiter determine who is on the line, ask a few blueprinting  questions,  get  a  best  time  to  call  the prospect  back,  and  ask  for  referrals? Contact Is   Made Without Setting   an Appointment.–  When  contact  is  made  and  no appointment is set, in addition to checking the voice, script use, and objection handling, see if the recruiter was able to maintain rapport with the prospect. Were some basic blueprinting questions answered? Did the recruiter  ask  for  referrals?  Did  the  recruiter  let  the prospect  know  he  or  she  would  check  back  with  the prospect  again?  Did  the  recruiter  leave  the  prospect  an excuse for changing her or his mind later? A good line to use is, “Keep in mind that people’s plans do change. If  yours  do,  I’d  like  to  hear  from  you,”  Leaving  this opening  for  future  contacts  can  help  the  prospect  who, after thinking about it or having a change in personal circumstance, decides that he or she would like to meet with a Navy recruiter after all. Contact  and  Appointment  Is  Made.–   If  an appointment is made, how far in advance should it be set? Appointments set too far in advance have no-show potential. The prospect may lose interest, succumb to peer pressure, have a change of plans, or simply forget. Is the location the most advantageous for the prospect? Although the office is the best location for the recruiter, it may not be for all prospects. Make sure the recruiter took  the  prospect  and  his  or  her  transportation alternatives into consideration when setting the location. Did the recruiter blueprint? Ask the recruiter how he or she  feels  about  the  appointment?  Did  the  prospect sound eager to meet with him or her or did the prospect surrender? If the recruiter does not feel good about the appointment being kept, he or she should take some insurance   policy   steps   to   increase   the   odds.   The recruiter  might  even  want  to  get  a  delayed  entry program (DEP) member to talk with the prospect before the appointment date. If the recruiter is going to have to drive out to meet with the prospect, he or she should try to schedule another appointment in the area for effective  time  management. REFERRALS Referral  prospecting  is  preferred  by  successful recruiters more than any other mode. They realize that referrals can be pre-blueprinted. Add that to having a mutual acquaintance and conversations can be much 6-6

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