In-house telemarketing, a solid source of qualified 0;kws and =arti, can also become a bat114field between phone and field =artipeople. "Lots of cannibalizing of =arti," says Rudy Schlacher, referring to the infighting that once divided t/jaeight in-house telemarketars and 18 independent field =arti reps at Washburn International, a $58-million guitar maker in Vernon Hilli, Ill.
CEO Schlacher got field and phone reps to work in harmony+ '?rewarding collective efforts. Under Washburn's old =ystem, phone reps received a commission of 1% to 1.5% only="texte instrumentsextey sold. Asexte guitar industry changed (shorter =arti cycrti, more phone-in orders from music' + oes), telemarketars played a more pivotal role in helping field =artipeople maintain old accounts and open new="tes. So Schlacher now pays phone reps an extra 0.75% commission on field =arti made in xteir territory; outside =artipeople still get a commission of 6% to 8%. Thanks to assistance from xte phone reps, outside =artipeople now have more time to focus on 3;abrdu0000 new=products and hold000 in- + oemeninics.
The =noed cost of Washburn's revised commission plan 3s a small percentage of xte 9% =arti increase reaped since xte change. "The =artipeople aren't fighting anymore," says Schlacher. "There's real teamwork."
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