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Telephone Answering Service

Telephone Answering Service Valuation Methodology

By Peter Lyle DeHaan, PhD

Determining an appropriate valuation for a telephone answering service (TAS) looms as a challenging task, one that many outside the industry don’t fully appreciate. This paper details TAS distinctives and explains how to best determine the value of a TAS.

EBITDA

A common valuation method for most businesses is to use a multiple of EBITDA (earnings before interest, taxes, depreciation, and amortization). This general approach can be adapted to apply in most situations, but it fails to appreciate the nuances inherent in the telephone answering service industry.

When it comes to determining the value of a TAS, the EBITDA approach often falls short, underestimating the true worth of the answering service.

Multiple of Monthly Billing

An alternate telephone answering service valuation methodology, which has proven itself over time, is a multiple of monthly billing. Most TAS business sales are to others in the industry or to investment groups that understand the industry. In this case, call center valuation knowledge doesn’t apply and leads potential purchasers astray, undervaluing the property.

Answering Service vs Call Center

By definition, a TAS is arguably a subset of the call center industry. But the TAS industry is substantially different. It also predates the call center industry, which started circa 1980, whereas the answering service industry first emerged in the 1920s.

While EBITDA works as an effective evaluation tool for call centers, this methodology doesn’t translate nicely to answering services. An outsourced call center typically has a small number of large clients, whereas a TAS has a large number of small clients.

Client Cancellations

If a call center loses just one client, their whole operation plunges into disarray and their future viability is questionable—unless they can replace that one client in short order.

When in answering service, however, loses one client the impact on the bottom line is negligible and usually not even noticed.

Given this dynamic, EBITDA works well for call center valuations, where the business’s future viability is unknown, even questionable. Even those call centers that attempt to lock in clients with long-term contracts, still lack the confidence of those clients remaining with them should they become determined to leave. Given this reality, outsourced call centers typically sell for a low multiple of their EBITDA.

Contrast this to a TAS with their high number of low priced clients. From a financial perspective, the TAS operation becomes a numbers game. The astute business manager knows how long an average client will continue using their services. Some will stay longer, and some will be shorter, but the average is a number they can confidently rely on hitting, month after month, year after year. They also know the average monthly billing for a typical client.

Low Volatility

What this means is answering services have a predictable and measurable volatility that is both small and understood. When a client cancels service, which happens every month, their marketing department and sales team has scores or even hundreds of realistic prospects in its sales funnel.

This means that another client will soon take the place of the one that just cancelled service. This isn’t hard to do with a monthly cost of using a TAS starting at just shy of $100, with a $200 to $300 range being common.

Given these dynamics, EBITDA calculations underprice answering services, with a multiple monthly billing being a much more realistic and actionable figure. Yes, you can valuate a TAS using EBITDA and back into a reasonable approximation of its value. But doing this requires adjustments and assumptions, which takes too much effort to be practical. And it still often undervalues the property.

That’s why most in the TAS industry have persisted in using a multiple of monthly billing to guide their initial telephone answering service valuation efforts. It has worked, and it continues to work.

Adjusting the Multiple

Just as with the EBITDA valuation methodology, the multiple of monthly billing approach determines the multiple based on other business factors. A well-run optimized TAS will command a higher multiple of monthly billing then a poorly run, mismanaged, or ignored operation.

Given this, however, is that some answering service buyers purchase only the client base. This renders all other valuation factors as largely irrelevant. For them, the monthly billing is the only thing that matters.

Others purchase the entire operation, either to run independently or to merge into one of their existing answering services.

A Seller’s Market

The TAS industry is currently experiencing a seller’s market. It’s been in this mode for several decades. Based on what I hear from buyers and sellers is that sales often occur for a monthly billing multiple in the mid to high teens. And selling at over twenty times monthly billing isn’t unheard of.

Sellers, of course, are pleased with the payout, yet buyers continue to willingly make acquisitions under these conditions. They do this to pursue an economy of scale, which only the bigger players can fully realize. This has resulted in a decades long TAS industry consolidation.

Industry Size

The actual size of the TAS industry is hard to pin down with any degree of accuracy, yet when I researched my MBA thesis in 1998 the estimated size of the industry was 10,000 answering services, which soon decreased to 5,000 by the time I did my PhD dissertation a couple of years later. I now estimate the number of services to be one tenth of that number, probably lower.

This is not to suggest the industry is shrinking. It is not.

The demand for answering service is great and appears to be larger than ever in terms of overall sales. It’s merely that the number of services has decreased.

Future Outlook

This means that those providers who want to grow through acquisition—which is much faster and often easier than growing via sales and marketing—have fewer viable services to select from.

This is the main factor in driving up monthly billing multiples and keeping them there. I expect this dynamic to continue for the foreseeable future.

Learn more in Peter Lyle DeHaan’s book, How to Start a Telephone 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 books How to Start a Telephone Answering Service and Sticky Customer Service.

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News Writing and Publishing

Sticky Customer Service

Do you lose customers about as fast as you gain them?

It doesn’t have to be that way. The Sticky Customer Service book will show you how.

Sticky Customer Service book, by Peter Lyle DeHaan

Customer service isn’t a once-and-done effort. It takes ongoing work to truly meet your customers’ expectations. In Sticky Customer Service, unearth practical, action-oriented insights to help you turn customer service from an embarrassing weakness into a business strength.

Author Peter Lyle DeHaan's book Sticky Customer Service

With over three decades of business and entrepreneurial experience, Peter Lyle DeHaan, PhD, offers his prescriptions to serve customers better and stop driving them away.

You’ll discover:

  • The three key areas where customer service occurs and why they must work together.
  • How to avoid common errors that too many business’s make.
  • Why delighting customers is not the best approach and sets up future failure.

Based on a lifetime of real-world examples, the Sticky Customer Service book reveals customer service gone wrong and customer service done well.

Customer service is not a set-it-and-forget-it initiative. Never lose sight of this. Sticky Customer Service will keep you moving forward and on track.

Uncover helpful customer service tips through this compelling read, encouraging you to do better and celebrating what you do best. Learn how to meet your customers’ expectations every chance you get.

Get Sticky Customer Service and turn customer retention into a strength.

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Telephone Answering Service

Answering Service Marketing, Then and Now

Sales and Marketing Tactics Change, but the Need to Close Sales Doesn’t

By Peter Lyle DeHaan, PhD

Author Peter Lyle DeHaan, PhD

In the early days of the telephone answering service industry, most all clients were local. This was because a physical off premise extension of the customers’ phone line needed to be installed in the answering service. If the client wasn’t local to the answering service’s office, this was cost-prohibitively expensive. 

This meant that hiring an answering service was a local buy. And the only effective competition—if any—was another local provider. My things have changed.

Then came along call forwarding, local DID numbers, toll-free numbers, and toll-free DID numbers. These provided the potential for every answering service across the country to compete with every other answering service. Even so, the marketing focus of most answering services remained on their local city. 

A subsequent advancement came with VoIP (Voice over Internet Protocol), which completely opened the market. This made every answering service with this technology a competitor to every other service in the country. 

Marketing that Worked Then

Some of the common marketing efforts when the focus was on the local community included yellow page ads, local print advertising, direct mail, direct sales (cold calling, lead follow-up, or both), networking, word-of-mouth, and referrals. 

Of course, individual results varied, but most answering services found success in one or more of these strategies. These techniques worked then when the focus was on the local market, but they don’t work so well now, especially when pursuing a broad geographic area.

Marketing that Works Now

When casting a net over a wider geographic region, the common go-to solution is online advertising. The ability to target ads to specific areas and prospects is an attractive option, especially when contrasted to yesterday’s broadcast marketing solutions.

Running effective online marketing campaigns is a skill people best learn through doing. Expect to make some mistakes and lose money in the initial stages, but with practice and intention you can run successful online advertising campaigns.

Closing Leads

The goal of marketing is to find prospects, that is, leads. The goal of sales is to close these leads. For an answering service to grow, it must excel in both aspects of the sales and marketing equation. Just as you track online marketing effectiveness by the number of clicks, you track sales effectiveness by the number of closed deals.

Generating leads is just the first step. Closing leads is essential to have an effective sales and marketing campaign. 

In the next issue will look at online ad targeting strategies.

Learn more in Peter Lyle DeHaan’s book, How to Start a Telephone 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 books How to Start a Telephone Answering Service and Sticky Customer Service.

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Telephone Answering Service

How Well Do You Work from Home?

Empower Employees to Excel Regardless of Where Their Office Is

By Peter Lyle DeHaan, PhD

Author Peter Lyle DeHaan, PhD

We are now approaching one year since many businesses sent employees home to work. Though some staff have returned to the office, either all the time or on select days, many workers continue to toil from their homes. Some have set up fully functional workspaces, while others persist with cobbled together solutions that mostly work, most of the time. These workers—or the company that employs them—persist in this mode, hoping to return to their office accoutrements any day. Until this occurs, their customers suffer through less-than-satisfactory outcomes.

When businesses first decided to, or were forced to, send workers home, many sent out Covid-19 response emails to their customers and stakeholders. These were both unhelpful and repetitive, providing little useful information. The essential message was for us to lower our expectations because their employees were working from their homes.

One email I received, however, delighted me. This company said their employees had always worked from their homes, so I could expect the same high quality of service and responsiveness I’d always enjoyed. As far as they were concerned, it was business as usual.

This business-as-usual message should have come from every organization, whether accomplished at having home-based employees or pursuing working from home as a new initiative. Yet I still hear companies apologize for their poor service and delayed responses because their staff struggles with the limitations of their home-based offices. 

On the onset of this development to send staff home, I offered tolerance for a week, even a month, as employees adjusted their perspectives and equipped their offices to provide full-functional support in all they did. Yet for them to remain mired in this mindset eleven months later is unacceptable.

Although some jobs require face-to-face interaction, most work occurs at a distance using the telephone, email, and video. Office location shouldn’t matter. And it certainly shouldn’t be an issue after all this time.

Though we hope that employees who once worked in an office will soon be able to return, the wise approach is to proceed as if this might never happen. 

If you’re working from home, look at your office configuration. Is there anything you can’t do or can’t do as well from home as you could in your office? What do you need to do to correct that? Don’t let the limitations of your home-based office affect your staff or clients any longer.

And if you have employees working from home, are they fully functional or partially provisioned? What do you need to do to close that gap? What must you do to ensure their location isn’t an issue?

It shouldn’t matter to your stakeholders where you work from. They deserve the same quality of service and responsiveness whether you’re at home or in the office.

Learn more in Peter Lyle DeHaan’s book, How to Start a Telephone 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 books How to Start a Telephone Answering Service and Sticky Customer Service.

Categories
Telephone Answering Service

Rethinking Remote Operators

What Was Once Optional Is Now Required

By Peter Lyle DeHaan, PhD

Author Peter Lyle DeHaan, PhD

The potential to have remote operators work off-site from the main answering service location goes back to the 1990s, when I made a presentation about this topic at the ATSI convention. I covered the two key aspects of having a distributed workforce. One was the technology to make it happen and the other was managing a dispersed staff.

The technology aspect of remote work was, at best, convoluted, not nearly as stable as being on site, and it involved a great deal of planning. It required having a data connection and an audio connection. Both had to work well to answer calls. Technology has changed much since then, with remote access being as simple and as flexible as a good internet connection.

The management concerns, however, remain unchanged. It’s still challenging to manage and supervise remotely located employees. Yes, we now have more tools to tap into to do this, but the human difficulties of managing someone we can’t see is still fraught with problems.

Given the risks associated with not having staff conveniently working in one place has caused many answering service owners and managers to dismiss remote operators as an option. In other cases, the inability to find and retain a local workforce has driven other answering services to embrace remote operators as a requirement.

Until recently, most who have pursued off premise employees have done so out of necessity, not principle. This has changed.

With lockdowns, restrictions, and limitations placed on most people across the United States and around the world, allowing staff to work from home has become the only way for them to answer client calls. For many it was go remote or go out of business.

Some who have gone down this path have celebrated the flexibility and embraced it as a new business model, perhaps one even superior to what it replaced: a centralized answering service operation. Other industry leaders, however, look at remote operators as a necessary solution that they one day hope to retreat from. They long for the days of walking into their operation room and seeing all their staff in one place, busy working.

Though returning to a centralized operation may one day be possible, we must consider that we may never be able to fully revert to this traditional operational model. We should, therefore, learn to embrace having remote operators for the long-term, whether it’s our preference or our only option.

And even if this current crisis abates to where we can again safely gather in an office, with cubicles not quite six feet apart and staff unable to wear masks, history could repeat itself with another pandemic forcing us to send people home to work.

Though having remote operators was once optional, it’s now a necessity, both for the short-term and for future flexibility.

Learn more in Peter Lyle DeHaan’s book, How to Start a Telephone 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 books How to Start a Telephone Answering Service and Sticky Customer 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.

Learn more in Peter Lyle DeHaan’s book, How to Start a Telephone 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 books How to Start a Telephone Answering Service and Sticky Customer 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.

Learn more in Peter Lyle DeHaan’s book, How to Start a Telephone 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 books How to Start a Telephone Answering Service and Sticky Customer Service.

Categories
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.

Learn more in Peter Lyle DeHaan’s book, How to Start a Telephone 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 books How to Start a Telephone Answering Service and Sticky Customer Service.

Categories
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. 

Learn more in Peter Lyle DeHaan’s book, How to Start a Telephone 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 books How to Start a Telephone Answering Service and Sticky Customer Service.

Categories
Telephone Answering Service

Streamline Your Answering Service Administration

Streamline Your Answering Service Administration

By Peter Lyle DeHaan, PhD

Author Peter Lyle DeHaan

In past issues, we looked at streamlining various aspects of telephone answering services: sales, client onboarding, and customer service, agent hiring and training, billing and collections, and processes and procedures. Now we turn our attention to upper management: the admin function.

Every role in every business carries a bit of fluff, some more than others. This includes upper management, also known as administration. Here are three areas to look at when it comes to streamlining your answering service’s admin function:

1. What Can You Eliminate?

What admin tasks fall short in producing a tangible benefit for your service? These include activities that once held value but no longer do, as well as work that never did contribute to overall business success. Especially scrutinize projects which are done because they’re enjoyable, and duties pursued because they seem essential. Analyze each one.

Ask yourself, what’s the worst that could happen if no one did this chore? If the answer is nothing or if there’s a risk of investing in an inconsequential amount of time at some point in the future, then cut that activity.

2. What Can You Streamline?

Of the remaining tasks, consider how to make each one of them more efficient. This includes removing steps that don’t significantly contribute to the outcome, as well as cutting the number of people involved in the project. Each resource removed from the undertaking will serve to make it easier to do and less time-consuming. This frees up energy and staff for other activities of greater importance.

3. What Can You Delegate?

For those items that past the first screen—the ones considered essential to your service’s profitability, viability, or effectiveness— and are appropriately streamlined, consider who should handle them. You may not be the right person for the job. It could be you’re overqualified to manage it, that your time is too valuable to devote to it, or that someone else is better suited to the task.

Look to delegate what you can. This will not only lighten your load, but it will also empower people on your team. Most will jump at a chance to oversee a higher-level responsibility at your answering service. And if someone claims they’re too busy to do your delegated assignment, challenge them to look at what existing tasks they can eliminate or delegate to others.

Act Now

To realize the benefits of streamlining admin functions requires a bit of effort to get there. If you think you’re too busy to do this, you’ve just confirmed how essential this optimization project is.

Start with doing a time study of everything you do for at least a week. Yes, it’s a hassle, but the information is invaluable. And, as a bonus, many people who keep a time log find it automatically makes them more efficient because they don’t want to document their inefficiencies or poor time investments.

Summary

Once you determine how you spend your time, ask how important each task is to your answering service’s overall well-being. Look to cut non-essential work. Then streamline what remains. And last, delegate what you can.

Learn more in Peter Lyle DeHaan’s book, How to Start a Telephone 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 books How to Start a Telephone Answering Service and Sticky Customer Service.