How Amesto automated compensation reporting

When Amesto wanted to accurately monitor and pay out sales commissions, they combined data from multiple sources and automated reporting – eliminating manual processes. In this story, they share how it was done.


Compensation and sales commission is one of the most important tools a company can use to influence sales and help secure the top-line. Amesto’s commission plan is well designed to support their overall goals, but as a result of company acquisitions and changes in business systems, the sales and invoicing data wasn’t structured in a way that made it possible to report commissions on multiple levels.

– We needed to restructure and automate our commission reporting. There was simply no choice. The data requirements and compensation model is too complex to manage any other way, says Stefan Möller, Managing Director for Amesto in Sweden.

As a leading provider of business systems, Amesto’s compensation model is related to both software sales and consulting services. The commission is based on a number of factors including revenues, margin and net profit. Reports are required on many levels for various time periods, organization levels, and products or product groups.

Modifications to existing systems

The underlying sales and financial data used to calculate commission is stored in SuperOffice CRM and Visma Business. Now, to automate reporting, the data from these two sources is combined, restructured and presented on dashboards with Business Analyze, the analytics tool. All three systems are ones that Amesto uses themselves and provides for customers.

We are fortunate to have the latest systems and in-house capabilities so we can get the most out of our data. When we do these type of projects, we test and learn so that we can also provide this service to our customers should they request it, says Möller.

Structuring data was the first step. Then various logic functions and formulas were applied. The results are displayed on dashboards.

I created some new reports, explains Per Olav Langås, senior IT consultant. Whenever a new transaction is recorded, the commission report updates. I set reports up with different filters and groupings, so users get different views of the data depending on what they select. Some calculations were a bit tricky because there were special discounts or third party agreements, but there is always a way to do it.

Live dashboards with commissions

Today, compensation is automatically calculated whenever a new invoice is created. The reports are presented on dashboards. The people that have earned commissions, can easily see how much they have earned.


The sales team seems very happy with the improvements because they can now track their own earnings. This encourages a more stimulating and fair work environment. They really only had estimates before. The more they sell, the more closely they follow the reports, says Möller.

– For us as an organization, it’s necessary to have accurate, updated information. I have several dashboards so I can monitor sales and pipeline, and now there is a new tab for commissions. It’s made life easier and I am really pleased with the changes. This is definitely the way forward, concludes Möller.

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    Customer Spotlight – NCC Property Development

    Developing, leasing and selling properties requires a very good picture of the market.

    Which companies are moving offices? How do they purchase new premises, and the reverse side of that, how is the sales processes? This means being able to use data wisely and view data in different ways, from different angles.


    David Lekås, Head of Strategy and Business Development, tells that NCC Property Development recently switched to a new CRM system, SuperOffice, and implemented Business Analyze analytics, dashboard and reporting platform. This combination of SuperOffice and in-depth analytics has helped NCC gain a better overview of the property market.

    “This combination of CRM and analytics provides NCC Property Development with better quality of data and a better overview of the market. We can view data in different ways, and it doesn’t take a lot of manual work. The information we get out is in a more usable format.”

    “We are very pleased with the changes and I can fully recommend Business Analyze. This is an effective and powerful tool for fast overview of your sales efforts. Working with Business Analyze is easy and they provide professional service,” concludes Lekås.


    NCC is one of the leading construction and property development companies inthe Nordic region. The Group had sales of SEK 62 billion in 2015, with approximately 18,000 employees. The vision is: To renew our industry and provide superior sustainable solutions. NCC Property Development is a business area of NCC that develop, let and sell commercial properties on growing markets in the Nordic region.

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      How are franchisors using business analytics?

      “Put control of sales into the hands of the franchisees. That is the key to success,” says Dag Hognerud, CEO at RS Scandinavia.

      “That way everyone knows exactly how the business is doing and what it takes to get the results they want.”

      How business analytics create value

      RS Scandinavia is the company behind the Norwegian brand Renholdssoner and international brand N3Zones. The franchise is recognized for ultra-modern products that reduce dust and promote cleaner, healthier environments in professional and commercial buildings. Started as a franchise in 2009, the company now turns over more than 50 million NOK and has grown to 12 franchises.

      Full control of sales

      For RS Scandinavia, control of sales means setting clear goals and using analytics to help them reach those goals. Both franchisor and master franchisers agree what performance indicators are important. Every franchise is different.

      “We use analytics to monitor franchise health and guide decision-making, says Hognerud.“ Analytics give us a lot of answers about what we need to do. For example, if a certain type of activity isn’t being completed fast enough, we can change our training program to develop the skills that are needed.”

      Tracking on their own dashboards

      Everyone at Renholdssoner and N3Zones has their own dashboard. The franchisor sees what is going on by country, franchisee and role. The franchisee set their specific goals and tracks progress. The salespeople see their own customer portfolio, performance and activities.

      There are graphs. There are indicators. There are lists of activities. The most important indicators are graphically illustrated and easy to grasp. If someone wants to understand what is influencing the numbers, she can drill down into the underlying data.

      Part of the franchise culture

      “Speed and precision – these are important components of our culture. “We’ve invested in good systems so that we can work effectively and expand,” says Hognerud. “These include a CRM, ERP, customer service, customer feedback and online academy. Data is pulled together to give a 360 degree view of the organization.”

      “We use live data to be as accurate as possible. Before a status meeting, everyone can review up to date numbers. The numbers quickly paint a picture what’s working and what’s not. That way we can keep improving – that’s what counts.”

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