Boris Valkov
speaker
476 appearances
2 recordings
1 series
first heard Feb 2025
last heard 1 May
Boris Valkov’s voice in public audio — every appearance, attributed to the second.
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recordings per month · last 12 monthsRecordings per month over the last 12 months — 1 in all, peaking in May 2026 with 1.
Appearances
Today, you have a double inflation. First, leads are getting more expensive every year. So you're spending more marketing budget next year for the same amount of leads. So your profit goes down. And then this means inflation. And the other thing is the quality of the leads goes down because there's more competition. So the quality of the leads goes down. So there's a double inflation. So now...
First, you need to catch up with inflation and then you need to step up the game. So this means that you might be kind of just working on half of the leads that you're actually paying for. And this is just going more and more expensive. So this means it's eating from your profit and it's limiting your scale. So that's kind of where one of the major misconceptions comes up.
Hey, I'm absorbing 95% of my traffic and I need more leads. This is kind of one of the areas where many of the companies don't realize that once they start using technology, they actually start making much, much smarter decisions about that.
Yes. So the other thing is that, so you just mentioned some of the opportunities here, but there's so many more. Like for example, qualified unbooked calls. This goes automatically for rehash. So this is a massive opportunity where you didn't book the call. It was qualified. So this goes to rehash automatically. Then calls that was booked, but they canceled afterwards.
This goes to rehash them automatically as well. Many of those calls. And the other thing is one of the most common reasons where you can also optimize is like from the CSR team's perspective. One thing is that today, So the way we design Clays is to answer the top three questions that the company will have in the call center. Number one is, what's my true booking rate, as we discussed?
And the only way to answer this is to analyze 100% of the calls. Otherwise, you don't know what's your true booking rate. And the equivalent of that is that You're trying to prepare for a marathon and your stopwatch doesn't work. So if you become a little bit better, you don't know whether your stopwatch works better. So you don't know if you're improving. So booking rates is one.
The other one is no company today can answer the question, what are my top five reasons to improve my booking rates in the call center? That is data-backed. I know that if I improve, that's going to improve my booking rates. It's very hard to tell that today without having the full data, only listening to five, 10 calls per day.
And the other one is when you're coaching your team, your CSRs and scoring them, are you scoring them based on five, 10 calls per month? Usually companies do that. But then coaching is not the same for everyone. So this essentially means every person needs a different coaching.
Prescription. So this means that based on analysis of the calls, you know who needs to do what coaching. That have the biggest impact on revenue. So there's so many additional opportunities where you can improve booking rates. And few of the examples here are, for example, from objection perspective, So in the call center, many of customers are receiving abandoned calls.
This means capacity problem in the call center, especially the spikes during the week. The other one is immediate service unavailability objection. So if you start getting those objections in the middle of the week, this means that you have spikes in the week where you're kind of
understand it's a understaffed and it's not it has nothing to do with the call center it's actually in the sales team or in the technicians so this means that you need to fix your kind of a scheduling and your calendar for the team so other common thing is like uh service fee concerns this comes sometimes very often and this often means that you're not building enough value not explaining what this kind of service fee the customer is paying for it's going to
be a certified technician. It's going to be absorbed as part of the service. So all those things, people are not doing it. And that's kind of pretty much a major loss. But then some other things such as financing, if something comes on the phone, like, oh, it's too expensive. Oh, I'm not sure I can afford it.
So financing very often doesn't come into the phone calls to kind of make sure that customer understands that this is a possibility. So there's so many opportunities that are being missed every day. And this is where the difference between you have a dark room and trying to hit a target
today and then with technology pretty much everything is clean just like focusing on action instead of trying to figure out data.
Yeah, I mean, the DNA of the company is execution and the rate of innovation. So I think the foundation of every software startup is rate of innovation. So how bigger steps you're making towards the next level of innovation, because your customers expect you to be on the top of the game. And the other one is the speed of execution.
So those two things are the only thing that you have a software startup that makes the difference. Because if you're not fast and if you're not innovating, then someone is going to take over the market. So from that perspective, our company was set up from the get-go. The DNA was execution, execution, execution, and of course, innovation. We listen to our customers.
I spent hours in your call center. We dissected every second, every minute of everything that you guys do so that we can outline the software to the business needs to make it perfect. And that's what we do with our customers. We make sure we spend hours to understand every single second of the conversation to make the software best possible version of it. So that's kind of what it says about.
I don't know if you remember the story where we discussed with Luke and then Luke is like, hey, cancellations, we need to think about cancellations. This was in the night. Next day, a couple of hours later, we had cancellations already in the software implemented. The night was a few hours in the day. So this is like the examples of speed of execution and implementing things fast.
And that's how the whole company set up to win.
It's a complete waste of time.
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