Boris Valkov

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.

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.

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.

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.

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

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

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.

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

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.

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.