Boris Valkov

Yeah. Absolutely. And then when you start thinking about the leads, so everyone, every customer is talking about leads, leads, they generate more leads and that. So, but people don't understand that the leads have a double inflation and that's kind of a dead circle if you go that path, because what happens with leads, of course we want more leads, but the problem with the more leads is that

Yeah. Absolutely. And then when you start thinking about the leads, so everyone, every customer is talking about leads, leads, they generate more leads and that. So, but people don't understand that the leads have a double inflation and that's kind of a dead circle if you go that path, because what happens with leads, of course we want more leads, but the problem with the more leads is that

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...

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.

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.

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.

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?

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.