5 Steps on How QA Team Can Increase Sales by 20% in just 2 weeks

Sales has always been one of the most critical parameters on which the efficacy of your business depends. In the internet age, sales can happen over calls, chats or emails. With the dot com boom gracing the broader sales domain, visiting the customers at their place or customers visiting us in our office is the thing of past.

Furthermore, due to the shift in customer interactions, the sales is happening over multiple channels and reaching out customers is never more easier than today.

However, with merits come demerits. Digital methods of interaction are not very precise, and turn foul pretty quick. For instance, as per Wyzmindz’s survey,“78% of the customers refused to buy a brand because of a bad experience on online channels i.e. call, email or chat.“And because of this, maintaining high quality standards while interacting with customers online have become the need of the hour.

To maintain and improve their quality assurance marks, companies have invested in a lot of processes. However, due to lack of technological awareness, they’ve stuck to age old manufacturing industry quality assurance processes. Quite fittingly digital marketing specialist Jade Longelin says, “QA program is looked as some stern parental figure who'll punish them if they screw up”, which is absolutely true.

Irrespective of what the general perception is, if done right, QA programs can prove to be empowering. To have the ability to monitor their progress is something agents should feel glad of.

Here are 5 steps to QA your sales process and improve sales performance:

  • Understand the Business Objective

    The larger business objective is to increase sales, but it is important to narrow down the objective

    For ex:

    1.Increase the sales conversions for the customers with higher Life Time Value (LTV)

    2.Increase the sales conversion consistency among the sales agents.

    The business objective should be decided jointly between the product team, business team and the Quality Assurance Team.

  • Gather required data sets

    Once the objective is broken down, it becomes comparatively easier to gather the right data sets.

    In our scenario, we will have to go to multiple systems to fetch our sample data sets.

    a.Go to the CRM system and pick the last 100 High LTV customers converted by the sales team

    b.Go to the ticketing system to fetch the interactions i.e. email, chat or support requests of these identified customer set.

    c.Go to the call centre system to fetch the voice logs of the interactions

    Next, we incorporate all these data sets in to an excel sheet for further analysis.

  • Measure Interactions

    Now, the QA team should put the parameters and weightages which according to them are critical for the measurement of the interactions. This can vary from industry to industry and business to business. This is also placed on an excel sheet and shared with all the QA team members.

    Once done, the QA team should start analysis of sample data sets and rate the interactions based on the agreed upon parameters and weightages.

    After the QA, the team can then finalize the parameters and the weightages and make a custom score card for this business objective. The major cause of disparity and inconsistency in quality assurance is judgement biases. To eliminate this problem, you must generate a score card providing benchmarks for every activity defined.

    This score card and the benchmarks associated with it can become the Standard Operating Procedure for your business objective.

  • Use the results to optimize your agents

    Now, let’s put the new sample data sets i.e. where the prospects with probable high LTV didn’t convert into customers and do the QA on the score card finalized in step 3.

    Once your QA team does the audit and scores each sales person, they can use the results generated to provide a very constructive feedback to agents. This would help them see their faults in a new light and will result in an enhanced future performance, promising better sales record for the business.

    The findings should then be shared with the internal training and onboarding teams for sales agents. This will help them tweak the trainings and make the sales agents give their best shot from day one when they start interacting with the customers.

    Once your new sales agents are taken care of, and the current ones are being corrected on mistakes, your sales meters would definitely show a positive change.

  • Keep transparency and encourage communication

    Transparency is key when dealing with a competitive sales force. Once a standard score card with common judgement parameters is used, a sense of justness and equality is promoted.

    When healthy feedback is shared with the sales force, an open and cooperative atmosphere is built around the agents as well as the QA team wherein people encouraged to learn from one another.

    This aura of positivity instils a sense of greater purpose, promoting the task of betterment of the business as the single goal. All of this then contributes a great deal to achieving your sales target.

  • Introducing Transmon:

    The complete QA process can be done manually by your QA agent/team, however, it is not the most efficient option since the handiwork can take weeks or even months (if you go wrong with the calculations at some point or mess up your data) to come to fruition.

    Besides, the standard score sheet produced is valid for a specific business objective and cannot be replicated across other objectives of the same business. This makes the work redundant and somewhat tiring.

    A great way to do the same with comparatively less labor and certainly much less time, would be to use tools like Transmon which is a specially designed tool to carry out data analysis and assist QA teams.