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Telephone Answering Service

The TAS Industry Helps People Communicate

Move beyond a Mindset of Answering Calls to Facilitating Interactions

By Peter Lyle DeHaan, PhD

Author Peter Lyle DeHaan, PhD

This year has been a challenging one no matter how we look at it. Our status quo as an industry—to whatever degree we ever had a status quo—has been shaken. Everything seems to have changed. Our response has been as it always has been, to adapt, to adjust, and to accelerate into a new tomorrow.

To do this, we re-examined our staffing, from hiring to training, from scheduling to supervising. We’ve sent people home to work, whether for the short-term or for the conceivable future. And we fine-tuned our sales and marketing efforts to redefine success in an unfamiliar environment where all the rules have changed. Coupled with this, of course, is morphing how we must manage our answering service and our staff in a way that’s consistent with these new ways of doing business.

It’s also an appropriate time to look at the why of telephone answering service.

It’s easy to think of ourselves as being in business to answer telephone calls for our clients. Though true, it’s also a limited perspective. A more insightful view is to think of ourselves as being in business to help people communicate. This may use the telephone, or it may tap other communication channels. Don’t lose sight of this. 

People today communicate through email, text messaging, and social media. They also increasingly visit websites to solve problems, place orders, and safely and securely connect. None of these involve the telephone, which is an essential and predominant channel in our industry and much of what we do.

Yet when we reimagine ourselves as facilitating interaction instead of just answering calls, we open a door to new possibilities. We then become a telephone answering service that processes emails, handles text messaging, and monitors social media for our clients. We’re connected to their websites for text chat and assisted browsing opportunities. And, yes, we also answer the telephone.

This is our future, and our future is here.

Peter Lyle DeHaan, PhD, is the publisher and editor-in-chief of TAS Trader, covering the telephone answering service industry. Check out his book How to Start a Telephone Answering Service.

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Telephone Answering Service

A Lifetime of Industry Related Writing

Article Repository Consolidates Industry Resources  

By Peter Lyle DeHaan, PhD

Author Peter Lyle DeHaan, PhD

I published my first article in 1982. It was about pagers. Remember them? 

It was also the hardest piece I’ve ever written, but it set me on a journey for a lifetime of writing. Over the years I authored a couple thousand articles, some of which have been forever lost, but most are still available online. And I’ve written even more blog posts. That’s millions of words.

I write a lot about the telephone answering service and call center industries. Each year I publish twelve columns for TAS Trader and another six each for Connections Magazine, AnswerStat, and Medical Call Center News. That’s thirty new pieces of industry related content each year, with over 500 in total. 

You can go to the respective publication websites to read these articles, but now they’re all compiled into one convenient repository at peterdehaanpublishing.com/peter-lyle-dehaan-articles for easy access. Please bookmark this page for future reference.

The articles are also grouped by category. This allows you to quickly drill down to your area of interest: answering service, call center, and healthcare call center. They are also cross indexed by specific topics. There are 100 articles about telephone answering service, 200 addressing the call center industry, and nearly 200 covering healthcare call centers. In addition, I have posted 130 business related articles and over 600 about writing and publishing

Now, for the first time ever, these are accessible for you at one location. Altogether I’ve posted more than 1,400 articles that I’ve written over the years.

In addition to them being online, I will compile and update the best, most relevant articles for upcoming books. With a dozen book title ideas in mind, I’m already working on the first one. The working title is Customer Service Success Stories. I’ll let you know when it’s available. 

My next title will cover the telephone answering service industry. I think I’ll call it The Best of TAS Trader. I can’t wait to share it with you.

Peter Lyle DeHaan, PhD, is the publisher and editor-in-chief of TAS Trader, covering the telephone answering service industry. Check out his book How to Start a Telephone Answering Service.

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Telephone Answering Service

Streamlining Your Answering Service, Summary

Author Peter Lyle DeHaan, PhD

Roundup of Articles on Fine-tuning Your TAS Processes

By Peter Lyle DeHaan, PhD

Over the past several months we have addressed several ways to optimize your telephone answering service and help position you to increase your efficacy and enhance the service you provide to clients. 

Here’s a recap:

1. Optimize Your Sales

How long does it take your staff to respond to a sales inquiry? Now make it faster.

2. Optimize Client Onboarding

Once a client signs up for service, how long does it take you to set up their account and begin answering calls? Do they find this acceptable or frustrating?

3. Optimize Customer Service

How long does it take you to acknowledge and correct a customer service issue? Do you ever lose clients because of it?

4. Optimize Agent Hiring

Do you measure your hiring process in terms of weeks, days, or hours? How often do you lose a promising employee because you didn’t react quickly enough?

5. Optimize Operational Processes

What does your policies and procedures manual look like in your answering service? If you don’t have a manual, how’s that working for you?

6. Optimize Agent Training

What steps can you do to make your agent training more efficient and more effective?

7. Optimize Billing

How many steps are involved in producing invoices? How much time do you take between billing cut off and sending invoices? The longer it takes, the more you hamper cash flow.

8. Optimize Collections

What is your average days payable (also known as days payable outstanding)? Seek to collect more of what’s owed to you faster.

9. Optimize Accounts Payable

How quickly do you turn around invoices? Seek to pay faster to win your vendor’s appreciation and build a buffer for times of tight cash flow.

10. Optimize Tech Support

Is the technical aspect of running your answering service a strength or weakness? Regardless of your answer, look for ways to make tech support better.

11. Optimize Admin

When it comes to overhead effectiveness, look for what you can eliminate, delegate, or streamline. Make sure everything you do counts.

Pick the item on this list that deserves the most attention and will produce the biggest positive change for your answering service. Then pursue it. Once you have one item done, pick another one to work on. Work through this list until you have streamlined your entire answering service.

Peter Lyle DeHaan, PhD, is the publisher and editor-in-chief of TAS Trader, covering the telephone answering service industry. Check out his book How to Start a Telephone Answering Service.

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Telephone Answering Service

Streamlining Accounts Payable

Discover Why You May Not Want to Follow Conventional Wisdom for Payables

By Peter Lyle DeHaan, PhD

Author Peter Lyle DeHaan, PhD

The standard business advice when it comes to accounts payable is to delay payment as long as possible, even beyond the stated due date—assuming you can get away with it. This benefits cash flow, making more money available for day-to-day operations. This may be shrewd business, but it’s not good business. 

Although lengthening payables may make sense from a money standpoint, it may not be the best overall strategy. Here’s why:

Build A Buffer

A business that mails payables at the 30-day mark or pushes payments beyond that, say perhaps to 45 days, has no cushion when cash flow gets tight and there’s not enough money in their account to pay all the invoices that are one month old. 

A business that pays invoices quickly, perhaps in one week, benefits by establishing a buffer for those times when they can’t pay as quickly. After all, what vendor would care—or even notice—if they received your payment in ten days as opposed to the usual seven? Having a policy of paying invoices quickly whenever possible, builds a buffer for those times when remitting payment suffers a bit of a delay.

Act Ethically

Some businesses readily agree to their vendors’ terms of service, such as net 30, knowing they have no intention of ever following through. Yes, they will pay, but it will happen when they want to and not according to the agreement they committed to with their vendors. This is not an ethical policy. Stop doing it.

Reduce Needless Interruptions

When a business pays invoices late, even by a couple days, they receive collection calls. Each call about a late or missed payment is an interruption to the person receiving the call. Now multiply this by every vendor you work with. That’s a lot of employee time spent dealing with an avoidable problem, and it diverts them from work that’s more important and more profitable.

Become A Preferred Customer

Whenever I have a special promotion who do I contact first? It’s those who pay their bills quickly, followed by those who pay within 30 days. I never consider customers who pay late and cause me extra time chasing down the payments that they committed to make. In short, becoming a preferred customer has rewards, while those who pay late end up on a different list.

Summary

Of all my optimize articles, this may be the least acceptable. I get that. But consider your accounts payable policy and how that affects your vendors and your staff. Granted, you can’t immediately go from paying in 45 days to paying the day the invoice arrives. But you can move in that direction. First, take steps to make sure all vendors are paid within the timeframe they expect and that you agreed to.

Next, consider incrementally shortening your payables cycle one day at a time. Keep working on it until you can pay every invoice quickly. The ultimate accounts payable streamlining will occur when you can pay every invoice on the day it arrives. Your vendors will appreciate it, and your staff will respect you for it.

Peter Lyle DeHaan, PhD, is the publisher and editor-in-chief of TAS Trader, covering the telephone answering service industry. Check out his book How to Start a Telephone Answering Service.

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Telephone Answering Service

Streamline Technology in Your Answering Service

Don’t Overlook the Technical Support Component of Optimizing Your TAS

By Peter Lyle DeHaan, PhD

Author Peter Lyle DeHaan, PhD

In our final article on streamlining your telephone answering service, we’ll look at the technical side of things. For many services, the technology that runs it remains the least favorite aspect of the business. It’s necessary, but it’s not enjoyed.

By streamlining the technical aspects, answering services can remove some of the pain and uncertainty of maintaining a platform and its supporting components.

Hosted Solutions

The easiest way to streamline the technical aspects of running your answering service is to outsource it. Tap a hosted services provider to supply your technology needs from a distance. Not only does this give you added flexibility for remote agent stations, it also moves the tech-support aspect from your purview to theirs.

Backup Power

Making provisions to power your equipment during a power loss is essential for premise-based systems, but it’s also important for cloud-based solutions since some gear remains on site. Most backup power solutions will automatically switch over if utility power becomes unreliable. Resist the temptation to save a little bit of money with a manual transfer switch.

Automated Backups

You backup your database and hope you will never need it, but when you do, it better be current. Manually backing up information is not only time-consuming, but it’s also prone to human error and oversight. Of course, for hosted solutions, your vendor will manage all your backups for you.

Shared Responsibility

Too often the technical aspects of running an answering service fall to one person. This becomes a week area should that lone individual be unavailable. Therefore, have multiple people oversee this important responsibility. Don’t leave it on the shoulders of one person.

Clear Procedures

Document all technical processes in clear step-by-step instructions so that anyone on your staff can follow them. Be sure to post this information where your staff will need it, not filed away where it’s hard to find.

Service Agreements

Foregoing vendor service agreements and managing your technology in-house is one potential way to save money. But allowing your vendor to do this for you will likely save time and minimize service interruptions. Make sure your staff knows how to contact vendors and when to do so. Again, for cloud-based solutions tech-support is part of the package.

Action Plan

Take steps to streamline the technology that runs your answering service and the tech-support behind it. Doing so will minimize any anxiety you may feel over keeping your service up and running. 

Peter Lyle DeHaan, PhD, is the publisher and editor-in-chief of TAS Trader, covering the telephone answering service industry. Check out his book How to Start a Telephone Answering Service.