Danfoss Semco optimizes processes with global ‘Sales Pipeline Project’

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This article is based on the presentation held by Lars Sørensen, Management Consultant at BestAnswers ApS, at SuperOffice CRM Dagen 2018. Updated March 2019.

Lars Sørensen (pictured) is project leader for the ‘My Sales Pipeline’ project.

The project at-a-glance

Company: Danfoss Semco – part of the Danfoss Group, a family owned global company, with more than 24,000 employees worldwide.

Business: The sale, development, production and service of certified fixed fire-fighting systems under the brand SEM-SAFE®.

Project: Company-wide project ‘My Sales Pipeline’ to optimize sales revenues and processes

Involved: More than 20 people at headquarters and 4 regional offices.

Software tools: SuperOffice CRM, Navision ERP, Business Analyze

Lars Sørensen is project leader. He was involved in rolling out the project in Danfoss when he was Business Excellence Manager.  Now, the program, involving sales leaders, managers and sales support people worldwide, is also implemented at Danfoss Semco.

The project involves refining internal processes, optimizing use of SuperOffice CRM, and rolling out Business Analyze for analytics and sales reporting.

Better insight into sales

The ‘My Pipeline’ project is part of the broader company-wide strategy to optimize sales and customer experience. During fact-based coaching sessions, the pipeline and/or single opportunities are discussed in detail based on data from CRM and ERP systems.

Better insight into the development of the sales pipeline – several quarters ahead – reduces the chance of unwanted surprises and enables the company to act pro-actively.

– Danfoss Semco is well aware of how important pipeline management is for steering the company, but having an accurate view of past and future pipeline developments is easier in theory than practice, says Sørensen.

– Sales teams have different needs and ways of working with CRM systems. Everything needs to be aligned.

– By defining this as a global project, sales optimization and customer experience stay in focus; even when, understandably, there are many other activities that require people’s attention.

Leaders have a dedicated forum to discuss what’s working and what isn’t on a high level.

Danfoss Semco uses Business Analyze to help them analyze data from their CRM system, improve reporting and monitor key metrics.

– Business Analyze has proved to be a good tool allowing upper management, sales, finance and production insight into future sales projects.

Lars describes important aspects of the project:

Measure KPIs

– We set sales targets and measure progress for all different units, segments, time periods, divisions etc.

– Individual and team targets are connected to the broader company goals. This builds a mutual understanding about the business and its culture, and the importance of each person.

– Sales performance, hit rates, sales cycles time and other metrics are visible on dashboards.

Focus on pipeline quality

– If data isn’t accurate, a ‘full’ pipeline creates a false feeling of safety. We therefore look at issues such as: overdue opportunities, old opportunities without any activities or stage changes, and ‘stuck’ opportunities, in order to have a healthy, reliable forecast.

– We have a set of dashboard reports that address each of these topics. Each report ensures relevant opportunities are analyzed and either rejected or followed up.

Analyze opportunities from several views

– Managers have several views the pipeline, past developments and movements. The ‘change report’, shows, for example, opportunities that have changed stage, close date, value, probability to win etc.

– One example is the report showing all open opportunities, per stage and per month. This gives better control of sales several. In fact, it might be the most important report. Danfoss Semco can look into the forecast with good reliability at least 3 quarters ahead.

Use dashboards actively in meetings

– The sales teams review reports from Business Analyze in their weekly sales meetings.

– We urge people to come up with ideas how to make things better and more efficient.

– We adjust and develop SuperOffice and Business Analyze as we go. Most of the changes are done in-house, so it’s not far from idea to implementation.

More unified approach to sales management

The overall result is a more unified approach to sales management. With better forecasting and opportunity management, it is easier to prioritize resources, manage pressure and be proactive.

The next step in this journey is to connect data between Navision ERP, SuperOffice and Business Analyze.

There are many ways to create a better end-to-end customer experience by connecting data together.

Analyzing customer data and turning it into customer value is continuing to be high priority for Danfoss Semco as they enter 2019.

Danfoss Semco can be reached at https://semsafe.danfoss.com/ and you can reach out to Lars at https://BestAnswers.info

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    Net Promoter Score Dashboards

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    Do you measure Net Promoter Score? Are you planning to measure customer loyalty soon?

    Sending out a survey is a great start, but having effective tools and processes in place to drive loyalty is equally important.

    Scores are calculated as responses flow in

    Dashboards are an important tool because customer sentiment is continuously available for the organisation to view. Everyone can get into the heads of customers and understand their feelings. When leaders, managers and customer-facing teams have insight what makes customers happy or mad, they can work proactively to make the best of each situation.

    Dashboard software calculates NPS scores automatically. Every time a customer responds to the survey the NPS score is re-calculated and displayed on dashboards. This eliminates manual calculations and makes it feasable to track customer loyalty on an ongoing basis, instead of once or twice a year.

    NPS Dashboard Example

    Let’s assume you want to share Net Promoter Scores and build internal engagement around your NPS program. How could this look?

    In the example above, there are several components to the solution.

    First, the overall scores and distribution is presented in a clear and concise manner. There are several levels of detail and various types of graphs. Users can drill-down from he graph to see results on a more granular level.

    Then there are a series of filters which enable users to compare and analyze data for different time periods, countries or categories. Perhaps customers in Norway for example, are twice as likely to be Promoters as those in Sweden?  By doing analysis and finding relationships in the data, organizations can understand what customers want and adapt their strategies to fit.

    Dashboards should be customised to fit each user role and objective. The CEO, for example, may see company-wide results and monitor quarter-on-quarter improvements.  A person in an operational role might have a list of ‘Red’ flag cases, enabling them to reach out to Detractors within minutes from receiving feedback.

    Are you ready to get started?

    The first step is to connect your survey data to Business Analyze. Data may be gathered by email or forms through CRM systems like SuperOffice or other customer feedback tools.

    Our experienced consultants will be happy to discuss your requirements and show you examples. Contact us or send an email to sales@businessanalyze.com

    NPS®, Net Promoter® is registered trademarks Bain & Company and Fred Reichheld

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      3 Steps to Data-driven Sales Coaching

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      Christoffer Bergstrøm, Sales Director at House of Control, discusses the impact of data-driven sales coaching.

      More than 100 people registered for our webinar ‘How to sell more with data-driven sales coaching.’

      Since this topic was so popular, we’ve summarized the webinar ‘take-aways’ into 3 steps. Each step includes a list of key sales reports to help you guide coaching meetings.

      Why data-driven sales coaching?

      ‘Data-driven’ means having a systematic approach to sales coaching based on quantitative sales metrics. Rather than starting coaching sessions based on a personal understanding, each session starts with clear, measurable expectations that both parties agree on. From there, you systematically review what’s happened and plan next steps, developing one area at a time.

      From a coaches perspective, a data-driven approach makes coaching easier and more effective. Not only will you help reps hit their targets in the short run, you help them develop a better understanding what they can do, on their own, to be more successful in the long-run.

      For example, sellers may be clear they have a monthly budget, but do they know exactly how many new opportunities this means?

      From a sellers perspective, data-driven sales coaching is easy to understand. There’s no ‘fluffy’ terms or uncertainty. Every goal is measured and sellers can take control of their own development, without being forced to rely on anyone else.

      Keys to success

      Data-driven sales coaching employs well-known, but sometimes overlooked techniques:

      • Base coaching on measurements and actions that increase sales
      • Recognize sale performances to reinforce desired behaviors
      • Coach often – set fixed times for meetings

      Before you start, it’s important to clearly define your sales process and ensure the process is set-up correctly in your CRM system. There should be one process per sales type.

      If your sales data is inaccurate or poor quality, don’t worry. As you and your teams use data, the quality will improve because all the parties see its advantage. It is a ‘win-win’ situation.

      Step 1: Determine what is required to reach budget

      A good starting point for coaching discussions is to agree personal target revenue with sales reps. This is usually a breakdown of your company or team budgets.

      From here you can reach a common understanding of sales pipeline requirements and ensure targets are realistic.

      This includes reviewing:

      • How much (# opportunities and value) needs to be in the pipeline in order to hit monthly target?
      • How many new opportunities (# cases and value) need to come into the pipeline (refill)?
      • What is the difference between actual and required?

      Once pipeline requirements are established, each sales rep has their own roadmap. This makes it easier to control and change what’s happening. It’s much better, for example, to know there are too few new opportunities before the end of the month, so there is time to do something about it.

      Step 2: Secure movement through the pipeline

      Coaching sessions should include a look at activities. Without a planned activity to move cases from stage to stage – they risk being lost or forgotten.

      One challenge, however, is sorting our the cases that are moving as planned, from those that aren’t.

      In this case, the following reports are useful:

      1. Cases past the decision date.
      2. Cases without a planned activity. e.g. email, phone call, new meeting
      3. Cases that have an activity planned, but the plan hasn’t been followed.

      With this information it’s easier to spot potential issues. At meetings, you can discuss ways to solve them.

      Step 3: Evaluate the sales process and plan ahead

      The final step is to evaluate sales processes and analyze data. The analysis gives deeper insight about what you can do sell more effectively.

      Different views of sales data are needed to analyze results. A single view of the pipeline doesn’t give a clear picture.

      Key reports used in analysis include:

      • Forecast and sold versus budget – review current period and discuss upcoming forecast per month and accumulated
      • Pipeline requirements report – gain visibility into status and spot variance from target
      • Open opportunities by stage and close date – manage opportunities and evaluate
      • Win/loss report – understand win/loss rates and reasons
      • Lead source report – review the best source of leads
      • Sales per segment or product – see whether reps are working strategically towards the right customer segments
      • Activity reports – spot trends and make comparisons

      These reports provide valuable information about sales processes. While there is certainly a mix of skills that are important to being a good sales coach, using data to understand performance is always a good start. As the amounts of sales data increases, the more insight that data gives us.

      Get your sales coaching reports

      Interested in monitoring goal progress, tracking your pipeline health or learning more about how Business Analyze can help you coach reps to success? Contact us here 

       

       

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        Business Analyze reports 77% growth for business analytics and reporting platform

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        Høvik, Norway – February 20, 2019

        Business Analyze, SaaS provider of business analytics and reporting, increased revenues for its cloud analytics platform with 77% from 2017 to 2018.

        New customers include Stampen, one of Sweden’s largest media companies and newspaper owners, Papyrus, a major distributor of office paper in Europe, Viking Ventures, venture capital and investment firm, and Væksthuset – Den Erhvervsdrivende Fond, to name a few.

        High growth is expected to continue in 2019.

        Global demand for business analytics has been on the rise the past years due to digitalisation and increasing needs to understand growing amounts of customers data. Now we also see the rise here in Northern European B2B markets,” says Einar Gynnild, CEO at Business Analyze.

        “The more companies automate processes, move applications to the cloud, and change their business models, the more data they capture and store. That data is increasing difficult to understand and interpret without the right tools. It’s often spread across different databases or apps. At some point, spreadsheets don’t suffice anymore. Business leaders know this and they are turning to business analytics software.”

        Business Analyze had relatively stable revenues from startup in 2002 through to 2016. But 2017, was a turning point.  In 2017, more than 50 companies chose Business Analyze’s new cloud analytics platform. The growth continued into 2018 with 77% revenue growth for its cloud-based solution.

        From headquarters in Norway, Business Analyze expanded and opened new Danish offices in Køge and Velje. The first month of 2019 has continued strong.

        Shift from ‘nice to have’ to ‘must-have’

        “As business analytics software shifts from ‘nice to have’ to ‘must-have’, our role is to make sure that software is easy to buy, to use, and to adapt. Current markets change fast, and analytics tools must provide forward-looking insight that will help companies look ahead and stay ahead of those changes.”

        There are many exciting applications and results. Last week, for example, Business Analyze was invited to Thon Hotels company gathering to discuss how their Business Analyze cloud platform has opened opportunities to understand booking trends, analyze guest behavior and plan sales strategy.

        “We look forward to many new projects in 2019. We will continue to work closely with customers by providing local support and consulting services. We will continue to investment in product development, new talent and strategic partnerships so we can attract and serve a larger number of new customers,” concludes Gynnild.

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          Smarte triks som kan forandre din salgsrapportering

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          «Salgsrapportering er et stressmoment. Mange bedrifter opplever at måten de rapporter på ikke lenger fungerer» sier Ann Kristin Søraa. «Da hjelper det å kartlegger prosesser, utnytte digitale systemer, og forenkle rutiner. Det er vanligvis mye å hente. Ingen ønsker å jobbe lange dager før styremøter, ledermøter eller andre presentasjoner som må gjøres i organisasjonen.»

          Ann Kristin Søraa er en av våre konsulenter og har mer enn 16 års erfaring med CRM og kunders suksess. Hun hjelper bedrifter av alle størrelser.

          «Salgsrapportering i bedriften foregår veldig ofte i spreadsheets. Daglig leder mottar ukentlig eller månedlig rapporter fra salg. Om det er feil i rapporten sendes den fram og tilbake for revidering. Om det er flere salgsenheter i bedriften går Excel dokumentet gjennom flere lag i organisasjonen med endringer, oppdatering og sammenstillinger. Det blir ofte mange endringer i dokumentet, med påfølgende e-poster fram og tilbake.»

          Ulike utfordringer knyttet til rapporteringen

          «I enkelte tilfeller kan denne metoden være helt grei, men det blir ofte tydelig at bedriften har ulike utfordringer knyttet til rapporteringen:

          • Dataene blir fort utdaterte samtidig som det er ressurskrevende å sammenstille rapportene
          • Selgerne ønsker ikke å bruke tid på å registrere samme informasjon flere steder, både i CRM systemet og i Excelrapporter, når de egentlig har mer enn nok med å oppdatere informasjonen og nå sine mål
          • Ledere ønsker ikke å bruke unødvendig tid på å sammenstille data og lage rapporter

          Dette gjør at etterspørselen etter enkle, visuelle rapporter i sanntid har økt.

          «Det er på tide å kvitte seg med spreadsheets, eller i hvert fall seriøst vurdere hvordan rapporteringsrutinene kan forenkles»

          – Ny programvare gjør rapportering mye enklere og mer effektiv. Det er gjerne bedrifter som er åpne for endringer og utfordrer måten ting blir gjort på som finner effektive prosesser for å styrke bedriftens beslutningsgrunnlag på. Disse skiller seg ut i markedet.»

          Erstatte gamle metoder med nye

          Gudbrandsdalens Uldvarefabrik valgt å erstatte gamle metoder med nye. Daglig leder Jan Skrefsrud sier at «Automatisk salgsrapportering er definitivt veien å gå. Tidligere benyttet vi som mange andre Excel, men vi ønsker ikke at selgerne bruker unødvendig tid på dobbeltregistrering av salgsmuligheter og aktiviteter.

          – Vi tror det blir store gevinster. Det nye dashbord og analyse verktøyet gir nyttig oppfølging av våre salgsprosesser. Både ledelsen og den enkelte selger får nå relevante oppdateringer – i sanntid, når vi selv ønsker.»

          Har du SuperOffice CRM? Slik går du fra manuell til automatisk rapportering

          Det er ikke så mye som skal til for å få til en automatisk rapportering. De grunnleggende stegene er:

            1. Opprette rapporter – Grunnpakken i Business Analyze inneholder mange ledelses- og salgsdashbord som henter informasjon rett fra SuperOffice.
            2. Sjekk datakvaliteten – CRM-systemet er master for all data. En av fordelene med automatisk rapportering er at du veldig raskt kan se hvor bra datakvalitet dere har i databasen, hvor dere har brister i underliggende data og hvor potensialet ligger for bedre bruk. Forbedret datakvalitet gir en stor gevinst for alle. Gode beslutninger baserer seg på gode data.
            3. Kommunisere og oppmuntre til bruk – Sørg for at alle er informert om de nye rapporteringsrutinene og gevinster ved bruk. Bruk de nye rapportene i alle møter! En dedikert superbruker kan få tilbakemeldinger fra brukerne og gjøre løpende forbedringer. Et lite kurs for superbruker(e) kan være nyttig. Vanlige brukere trenger vanligvis ingen spesiell opplæring.

            «Jeg har ennå ikke vært hos en bedrift som har gått tilbake til Excelrapportering etter at de har fått tilgang til sine rapporter via visuelle dashbord. I fremtiden vil vi også se utvidet bruk i form av å knytte flere datakilder til rapporteringen. Dette kan være data fra både CRM-systemet og ERP-systemet, eller andre fagsystem. På den måten vil bedriften få en større oversikt over hvor potensialet for optimalisering av bedriften ligger» konkluderer Søraa.

          2. Updated February 7, 2019. Originally published by our partner CRM Insight.

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