Interpreted Differently for Example

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Another type of problem is the simultaneous launch of several promotions or hypotheses, each of which has a separate scenario for the manager's actions. In this case, it may be difficult for managers to bosnia and herzegovina telegram database deal with several innovations at the same time. This will affect the quality of implementation and the conversion to sales will be lower.

A practical example: we recently launched testing of two new traffic channels at the same time, each of which had a separate script, new stages in amoCRM and a certain amount of manual work for the manager. It turned out that the managers were confused between these hypotheses, we had to leave only one of them and return to the launch of the second one in a month.

Tip: Run different hypotheses sequentially or, if possible in your team, split it into groups, each working on different initiatives. I don't want to write once again the banal thing about "informing salespeople in advance about the launch of promotions and having answers to frequently asked questions." But without this, no initiative should be launched.

Poor service support and after-sales services (especially if your product involves repeat sales) Were you treated rudely at the service center? Didn't resolve the service issue in time? No feedback on the deadlines? The client is furious in any case and goes to the manager with complaints: "This is not the kind of service you sold me.

" And the manager is forced to go and sort it out, because he understands that if the issue is not resolved, the client will not buy anything from him a second time. At the same time, he himself may begin to get angry, because he himself worked well, but “something went wrong.