38 Occupational Outlook Quarterly ● Spring 1999

uring the day, Michael Simpson

works as a telemarketer, selling

products to businesses by phone. At

night, he earns a second paycheck

playing violin. His two callings form a

curious counterpoint.

By day, he works at the Martin Call

Center, a teleservices firm in Richmond,

Virginia. He sells subscriptions to a

major business publication. “I prefer

music,” he says, “but I’ve been successful

in sales. I know I can sell.”

Simpson performs at a workstation

in a semicircular cubicle, or pod, along

with three to five telemarketing

colleagues. He orchestrates sales using

a computer, a phone line, an automated dialing system, and an electronic list of prospective customers

and phone numbers. His prospects

include office managers, small business

owners, and other financially savvy

people.

Whether he’s performing in a

telemarketing pod or an orchestra pit,

Simpson strives to captivate an

audience. When someone answers his

call, Simpson has only seconds to

make his official overture. He introduces himself and explains the

purpose of his call in a professional,

upbeat tone. Reading from an approved sales script, he begins to

establish a rapport with his audience

of one.

“There are questions you can ask

to generate and keep interest,”

Simpson says. “I might ask if they’ve

ever read or heard of the publication

to get them involved in a conversation.” Often, his audience has read the

publication, so Simpson will segue with

a query about the value they found in it.

Although Simpson must memorize a

musical score for some of his violin

recitals, he does not need to take such

careful note of his sales script. He

often improvises, choosing variations

to suit the audience. “I try to customize my presentation so people feel like

I’m just talking to them instead of

reading from a script,” he says.

As Simpson speaks, voices of other

telemarketers accompany him indisMatthew Mariani is desktop publisher for the

OOQ, (202) 606-5728.

Telemarketer

by Matthew Mariani

Photo courtesy of the Martin Agency

D

You’re a what?
Occupational Outlook Quarterly ● Spring 1999 39

tinctly in the background. But he must

focus on his own performance. It’s not

easy for telemarketers to win over an

audience and make a sale. Simpson’s

business customers have work to do,

deals to make, and deadlines to meet.

These busy people often see Simpson

as a distraction from work, so he must

fine tune his pitch to the needs of

each individual.

“If they say they’re not interested,”

says Simpson, “I try to figure out why,

so I can present the product in a way

that shows how it would meet individual needs.” Potential customers

often object, saying they don’t have

time—either to talk to a telemarketer

or to read the publication even if they

were to receive it. Simpson must

answer their objections. He explains

how the product provides important

information that will increase their

effectiveness, saving them time in the

long run.

But more often than not, even a

virtuoso sales performance leads to no

sale. Some potential customers react

rudely to Simpson’s persistence by

making nasty comments and hanging

up. Simpson must maintain his composure and move on. “You can’t let a

string of no sales or hangups bother

you,” Simpson says. “You just focus on

the next call being successful.”

Simpson’s sales manager supervises

the efforts of telemarketers on the

sales floor and helps keep morale high.

When telemarketers make a sale, they

summon the sales manager, who gets

on the line to confirm necessary

details. The manager announces the

sale after completing the call, and the

other telemarketers applaud—or offer

a congratulatory wave if they are on

the line with another customer. “I

thought this would be distracting

when I first started the job, but

actually, it’s not,” Simpson says. “It

gives everyone a boost.”

Telemarketing offers many opportunities for part-time and temporary

work, as well as full-time employment.

Simpson began working at the call

center in February 1998 to supplement his music earnings. He officially

works for a temporary help firm that

supplies telemarketing workers as

needed for the center. In the future, he

plans to telemarket for 30 to 35 hours

per week during the summer

months—slow season for his musical

career—and decrease his hours when

his musical pursuits pick up in the fall.

Many companies hire telemarketers

for in-house call centers. These

workers sell the services or products

produced by their employers. Other

telemarketers, like Simpson, work at

independent call centers, which sell on

behalf of other companies for a fee.

In 1996, almost 304,000 Americans

worked in telemarketing or related

jobs, according to data from a BLS

survey. But the survey represents only

a portion of all telemarketers because

it narrowly defines the occupation.

Many more workers in other sales

occupations sell by phone.

The survey showed a median wage

of $7.77 per hour for workers in the

telemarketing category in 1996. This

hourly wage includes commissions and

incentives based on sales, a major part

of earnings for many telemarketers.

Whereas playing a violin concerto

takes years of prior practice,

telemarketers usually need only a few

days of on-the-job training before

making their first live telephone sales

performance. The length of training for

telemarketers depends on the number

and type of products being sold.

Like all new workers at the Martin

Call Center, Simpson had 3 days of

training. He learned about phone sales

techniques, telemarketing laws and

guidelines, and the product he would

be selling. He also listened in on live

calls initiated by experienced

telemarketers. Then he made practice

calls, with another worker playing the

role of the customer.

Simpson has had more formal

education and training than the

average telemarketer. Many firms

prefer, but do not require, a high

school diploma for telemarketing work.

Some employers may find college

education desirable, but most do not

require a college degree; it often

depends on the products sold.

Simpson has a bachelor’s degree in

music education and completed

advanced sales training before working

at the call center.

Simpson also had years of previous

sales and musical experience. He

taught music in public and private

schools for 13 years. While working

for an adult education school, he

moved into sales and marketing when

he started promoting the school to

new students. He spent 3 years in his

next job, selling memberships for the

local chamber of commerce. A couple

of years ago, he opened his own music

studio, where he offers private instruction in violin. He has played violin with

the Richmond Classical Players and

the Lynchburg and Richmond Symphonies.

After selling subscriptions all day,

Simpson pulls off his telephone

headset and reaches for his violin

case—letting go of one performance

and turning his thoughts to another.