Restructured Departments Give VSA New and Improved Ways to Serve Clients
By: VSA Prospecting
"It really speaks to how much we've grown as a company to be able to implement these changes," says VSA Founder and CEO Valerie Schlitt. "It's something I've wanted to do for a very long time. I've always envisioned Operations and Program Management as two connected but distinct layers of the company, requiring different day-to-day mindsets. And I also recently began to see Quality & Training as something that should be its own entity, since it involves a skill set that's very different than the other departments."
Ms. Schlitt believes the structural changes will allow VSA to focus on the needs of its clients in new and improved ways while also strengthening employee skills.
By moving Program Management out from under Operations, she sees program managers being able to devote much more time to developing strategies unique to individual clients. From list building to messaging to phone and email cadences, no two programs are exactly alike, so it's important not to get locked into catch-all approaches.
"When you're managing programs, there are no black and white, no cookie-cutter solutions," Ms. Schlitt says. "That requires lots of independent thinking, almost like CEOs managing their own corner of the business. It's all very nuanced, and requires a continuous drive to make improvements and deliver results."
Operations, meanwhile, relies more on developing a repeatable and effective formula that allows BDRs to achieve success across multiple programs.
"BDRs have to be cared for in a way that lets them know how important they are to delivering results for our clients while repeating what they're doing over and over again," Ms. Schlitt says. "It's a matter of finding that secret sauce that turns a regular BDR into something special, and then following that recipe for success no matter what program they're working on."
That success often starts with the Quality & Training team, which is tasked with developing coaching techniques and training materials that ensure BDRs are constantly learning and polishing their skills. Weaker tendencies are identified and addressed before they can spread, while best practices are reinforced and used as examples for other BDRs.
"It's basically about knowing how to develop a curriculum, coaching that curriculum, assessing skills, and imparting knowledge in ways that people will be open to learning from you," Ms. Schlitt says of the Quality & Training team.
While the day-to-day responsibilities of the three groups will differ, the overall mission remains the same: Providing the highest level of service to all of VSA's clients. They will continue to work together to achieve this goal, and in the words of one of VSA's core values, "strive to be exceptional—
"The communication among these groups is ongoing," Ms. Schlitt says. "While the core competencies are different, it would be impossible for VSA to operate without all of them working effectively together."
For more information about VSA, Inc. please visit www.vsaprospecting.com
About VSA, Inc.
VSA is a premier telesales and customer service firm founded in 2001 that supports companies with outsourced B2B lead generation and inbound customer service programs. Becoming an extension of its clients' sales, marketing, and customer service teams, VSA helps achieve sales growth targets and service goals with high-end, complex products and services and multi-step prospecting approaches, regardless of the industry. The company has more than 200 employees in offices in New Jersey and Philadelphia, counts several Fortune 500 firms as clients, and partners with some of the country's leading B2B marketing agencies.