 Hvorfor i Detta på det her webinar, hvor vi skal se på og forhåbentlig inspirere med, hvordan man kan bruge sin sands pipeline til at styre sin salt bedre, og bruge det som et ledelses og ikke mindst selvledelses værktøj. Dagens værter er mig, Vanille, jeg er direktør her i Superfis Danmark, og jeg har fornøjelsen af at møde flere af jer, og til dem jeg ikke kan møde det nu, vil jeg bare sige, at jeg glæder dig for at møde jer, når det lukker lidt op igen. Memmar i dag har jeg Sineet. Sineet hun arbejder og ser ekskonsulent i Norge. Sineet hun er ikke med realtid. Vi afspiller en video, som Sineet har optaget omkring dagens emne. Det er en ny måde, vi prøver at afvikle de her webinar på, for at stille så meget information til rødighed, som vi overboede orker og kan konsumere, fordi vi er som en øvet frekvensen af webinaren. Det betyder ikke, at vi ikke kommer til at afvikle live-webinarer, men til sommerferien vil vi primært afvikle de her optaget videoer og så give det et lokal islet, som vi også gør i dag, så bliver endelig hængende, når videoen er afsluttet, fordi så tager jeg over. Og så har jeg planen, kan jeg sige til, at jeg er eksisterende kunder, at afvikle en inspirationsmål kan i udslutningen af Q2 og Q3. Så sandt meget gerne, ønsker til emner og så lader vi dem indgå i planlægningen. Så fra dagens værter til dagens menu. Så netvun starter med at belyse, hvorfor at folkhards- og sandsfriblande styring er så vigtig indiscipli, og hvorfor det er så vigtigt, at det ikke er noget, vi kun bør afvikle i Excel og er besætet på fornættelser. Så kommer vi med tiptips til sandsstyring. De tips, de kan virke lidt banale, men det til tross, så er der faktisk rigtig mange, som ikke ser de her enkle råd i brug. Det går en halv tins tid, så kommer jeg på og så tager jeg et af de tips, som handler omkring dashboards. Og så kommer jeg med nogle eksempler på, hvordan vi med helt standard dashboard kan belyse og analysere sig frem til en række ting, som ger en mulighed for at styre sin forrækning bedre. Der næste, så kommer jeg med nogle eksempler på, hvad der er for nogle sandsmetrics, vi selv bruger i superoffice, og så afslutningen viser vores erfaring. Og det er i hvert fald også min erfaring, med 25 år i salg, både som sælger og som diktør. Men lad os først høre, hvad sin netvun har at sige. Pipeline er at begynde din hele salgproces fra salgadmin til at følge op. I denne åben har vi taget 10 måder for at begynde din pipeline, og hvorfor du kan forkæffe din forrækningskursi. Jeg hedder Mr. Net, og jeg arbejder med deres eksempelige eksperimente her i superoffice. Og min måde er at se, hvordan du kan bruge CRM, for at bygge relationer across the entire customer journey, for at booste din salg, og hele business growth. I denne webinar taler vi om CRM-strategie, tips og tricks for at arbejde smartere, og selvfølgelig for at keep dig opdateret af nye fejr, så du kan få det mest ud af din CRM-solution. Hvis du ikke er en superoffice-kastner, så tager vi denne 10 tips, vi taler om i dag. Det er fantastisk for salgmanagerne og salgmedlemmer, der er interesseret på at gøre kontrol af pipelineen, og for at bygge salgproces og resultat. Hvis du har problemer i præsentationer, så kan du bruge chat, hvis du kan logge ind med Google Account, eller du kan sende en message direkte via e-mail, på social media, eller du kan gøre et chat på vår website. Hvis du vil se præsentationer igen, så finder du alle webkastene på vår YouTube-kanal. Hvis du også kan lide og abonner, så du kan lide, når vi er live, eller uploader en ny video. Så let's take a look at the agenda for today. So we will start with an interaction, we will start by talking about the challenges that sales team and sales managers have. We will look at some KPIs, and what those are, and what a sales pipeline. And then we will continue to the 10 ways to manage your pipeline, and we will also get some tips from our own sales team in superoffice. And then we will look at a demo on how to manage your pipeline in superoffice serum. And also after the demo we will look at some next steps, a checklist of how to get started, and also where to contact us. So let's start by talking about some challenges for sales managers, the pressure to bring in the revenues much harder than it was in the past. And without an overview and updates from the team, it becomes even tougher to predict your future. Sales, and to give guidance to your organization and employees. And for sales reps, those are the one who needs to bring in the numbers. But sales rep may often be left to themselves to figure out exactly how to reach their targets, and what tools to use. So the results are homemade spreadsheets, and lists, and a struggle to maintain a solid pipeline. And according to research by vantage point, 72% of sales managers hold sales pipeline review meetings with their sales reps several times a month. However, 63% of respondents say that their companies do a bad job of managing their sales pipeline, which shows that there are massive room for improvement. And that's why we want to give you some tips on how to better manage your pipeline and how to improve your forecasting accuracy today. So we'll start with KPIs, because tracking and measuring performance is key to driving and proving success. So you need the right key performance indicators to help you achieve your goals. And when we talk about KPIs, it's important to note that there are lagging indicators and then there are leading indicators. And lagging indicators tells sales managers how they've been doing by looking at the output and the results after the fact. And these metrics can include sales, gross margins, number of customers or turn rates. And lagging indicators focus on historical performance. So these, they usually get the most attention in companies, because these are the type of numbers that get reported to management and to shareholders. And leading indicators on the other hand, focus on the likelihood of achieving goals and what might occur in the future. So leading indicators are activities and actions that can be tracked or measured during the sales process, as opportunities are being developed and the pipeline is being built. So these leading indicators can include activities like how many calls should a salesperson make, what type of prospects is the salesperson calling, how many of these calls are turned into opportunities and how many of these opportunities are turned into wins. And a typical KPI in most organizations is the sales budget. And that specifies what revenue each salesperson is expected to bring home during a given period. And of course, this is a very important goal to focus on, but what happens if the goal is not met? What is the reason for the lack of results? And what type of action is needed? Lagging indicators are just numbers and they don't give you the exact reason as to why a salesperson didn't reach his or her sales budget. So leading indicators on the other hand can give you a peek into the future and a chance to change the behavior of the sales team and focus on what matters to achieve the sales success. So what exactly is a sales pipeline? A sales pipeline is a visual snapshot of where prospects are in the sales process. So sales pipelines will show you how many deals salespeople are expected to close in a given week, month or year and how close a rep is to reaching their sales quota. And if you have a pipeline worth 100,000 in a contract value and your conversion rate from lead to sale is 10%, then you can expect to close 10,000 worth of new business. And if your sales target is 20,000, then you will need to cover twice as many leads. And this is where pipeline analysis comes in, because if you can identify improvements within your pipeline, that will help you move more prospects from one stage to another. You will close more deals, which also mean revenue growth. And a study by the Harvard Business Review found that there was an 18% difference in revenue growth between companies that defined a formal sales process and companies that didn't. So furthermore companies that mastered three specific pipeline practices saw 28% higher revenue growth. And for business to business sales in particular having a healthy sales pipeline allows you to improve your sales process, forecast future business results, analyze different sales strategies, manage and allocate resources in order to close upcoming sales, review your progress for the current financial year and know how far you are from your targets. And a sales pipeline plays a key role, both in closing more sales deals and indicating the overall health and the future direction of your company. So we put together the ten best practice tips to help you to transform the way you manage your pipeline. So we will start with the more practical sales techniques and then we will show you how to improve the entire pipeline management process to make your business more successful. Number one is remember to follow up, because buyers today have more choice than ever before, and with it they need more help to make the right decision and choose your product or service. And ten years ago it took just 3.68 sales calls to close a deal, today it takes more than eight. So the best sales people will make sure they keep following up with leads in order to land the sale. But in reality most sales professionals give up after true calls, so make sure you always follow up. And following up isn't always easy. In fact it's currently ranked as the third biggest challenge for sales teams. And one way to follow up is to set a reminder that notifies you each time you need to follow up with a prospect. Another solution is by using a sales email template to automatically follow up on a specific date or after a specific period of time, for example two weeks after the initial phone call. And number two is to focus on your best leads. Because if you take a closer look at your sales process you're likely to notice that it takes about the same amount of time to close each deal. So instead make sure you concentrate your efforts on the best most sales for the leads and also with the highest value and avoid getting distracted by anything that won't push the needle for you or your business. And for example if you sort your sales dashboard from high to low instead of by date you can instantly see which leads are the most valuable to your business. And by viewing your sales activities for each lead you can identify which leads are the most engaged and which ones you then should focus on. And number three is to actually drop dead leads. As important it is as to focus on the high value leads it's equally as important to know when to let go of a lead too. So letting go can be hard especially if you have spent weeks or even months building a nurturing relationship with them. But a lead is dead when they clearly state that they're not interested, when they can't be contacted or you've spoken to them multiple times and they can't be pushed through to the next stage of the pipeline. So learn to identify these dead leads quickly so that you can move on to the next sales opportunity to close a big deal without wasting any more time trying to breathe life into leads that simply won't buy from you. And the fourth tip is to monitor pipeline metrics. So your sales pipeline is a living breathing entity that changes all the time. So therefore you also need to monitor the key sales metrics. And these can be things like the number of deals in your pipeline, the average size of the deals in your pipeline, the average percentage of deals that you will, or the average lifetime of a deal before it's closed. So make sure that you set aside time on a weekly basis to regularly review these metrics as they'll give you an at a glance view of the health of your sales pipeline and also your business. And tracking the results over time will also give you a strong indication of how any changes or improvements you make to your sales process are contributing towards overall growth. And also number five is to review and improve your pipeline processes. A sales technique that works today may not work tomorrow. So the best sales organizations regularly review their sales pipeline and techniques to make sure things are finely tuned and highly optimized to ensure maximum efficiency and success. And when it comes to sales, everything from the first sales pitch to the frequency of the follow-ups to the offers you make can be improved and adapted over time until you find a successful formula. And the best way to approach these changes is to look at where you think there are bottlenecks or blockages in your pipeline and consider ways in which they can be cleared out. So from there you can test changes or run mini sales experiments to try and continuously improve each part of the process. So if you're looking at making these changes bit by bit and one at a time, your pipeline will become a sales machine in no time. And tip number six is to update your pipeline regularly. Your sales pipeline is constantly changing. So new leads are added, leads move through one stage to the next and deals are closed. So if you're not careful, your sales pipeline can start to get a little disorganized and also will make you inefficient and can lead to lost sales. So to avoid this, you need to make sure that you're keeping details up to date on every single lead by adding regular notes and information for each stage of the sales process. And tip number seven is to keep your sales cycle short. Because unlike B2C, the sales cycle for B2B can be very long. In fact, 75% of all B2B sales take at least four months to close with 18% taking 12 months or longer. So according to CSO Insights, 27% of sales reps say that a long sales cycle is one of the biggest barriers to sales effectiveness. So the reason for this is simple. The longer your sales process, the more chances your prospect has of changing their mind or finding an alternative product or services to solve their problem. And that's why it's important to keep your sales process as short as possible. If you're finding that most of your leads are going cold and you're not closing enough sales to reach your sales targets, then you may have a problem with the length of your sales process. So reducing the sales process doesn't mean you should bombard your leads with 8-12 follow-ups in a single day, but it does mean you should consider ways to shorten it where it's possible. So this could mean reducing the number of days between the follow-ups or coming up with the ways you give your prospect more information upfront to help shorten their decision making time. So try experimenting with a new shorter sales process and keep an eye out on how that improves your sales results. And number eight, it's to create a standardized sales process. And it's easy to think that each customer is different and then they require their own customer approach to closing a sale. But more so, you may notice that your sales reps are employing varying sales techniques. They may create their own routines like sales calls, one-on-one meetings, live demonstrations or follow-ups. But if you really think of it, your ideal target customers have a lot of things in common. And the truth is that their underlying needs and reasons for buying from you are very similar. And it's this you should use to your advantage to standardize your sales pipeline. Not to mention that best performing sales teams do follow a standardized sales process, which enables them to scale and constantly win new business. And this is why one in three sales managers rank optimizing their sales process as a top sales management priority. So custom sales techniques take time and add massive overhead, which impacts your bottom line. A standardized repeatable sales process can be fine tuned to perfection over time and it can also scale with your business as it grows. Number nine is giving your prospects more content. And while phone calls and emails are at the heart of most sales communication, prospects will often require more in-depth information to help them understand if your product or service is right for their business. So for each step of the pipeline, think about what kind of contact you can provide to your prospects that will help reinforce your message and take them through to the next phase. As for topics, the answer lies in listening to what your potential customers have to say. During sales meetings, they'll give you insight into the types of content they want at each day of the pipeline. So for example, they might ask you for something as simple as do you have a video that explains this feature or is there a product sheet that I can download. So if you have this type of content, send it. If not, then this information should be fed back into your marketing department. And the challenge here is that only 27% of sales reps who are out in the field and meeting with prospects collaborate with marketing on content creation. So by getting sales and marketing teams to work together, you will create content that potential customers want to consume, which is a vital part of the customer journey rather than pushing out content that ends up wasted. And finally, number 10, of course, use a CRM to manage your sales. So when your sales pipeline is full of leads and leads are in all different stages of the process, you need to make sure you're managing it effectively. So as your business grows, you will need to use your CRM system to keep track of all your sales activities. And without a properly defined sales process, you simply won't be able to manage your sales pipeline properly. So Superoffice will help you to manage these processes and help you track metrics, easily manage leads and enable your team to quickly access the right information at the right time. And in our company, the pipeline and dashboards are used and reviewed frequently. So I talked to our sales manager, Magnus, if he could share some of his tips. So he told me that he has a routine to always start his days by looking at the forecast and from there check the cases that are due to close this week. And then the next step so that he can follow up and make sure that everything is moving forward. And I also shared that it's important to update the pipeline after each customer contact with the right predefined sales activity. And this makes it much easier to also pull out reports and view different views in our dashboards. Also it's important to make sure that sales stages are properly defined so that they support the sales process of your company. And to get a more accurate forecast, it's good to know as early as possible in the sales process when the customer will sign the deal. And as we mentioned earlier in the presentation, it's important to review the pipeline, either with the team or one to one to get an overview and take actions if you see things like overdue tasks, missed deadlines, or simply if it's not enough pipeline to cover the goals. And also make sure that there's enough coverage in the pipeline so that you reach your sales budget. So to have two to three times unweighted value in your pipeline will make it easier to close more opportunities in time. So now let's take all these tips and examples that I've talked about and show you how you can actually manage your pipeline in SuperFace CRM. SuperFace offers sales features to help you improve your forecasting accuracy, manage your pipeline, and simply close more deals. And you can even create quotes and place orders with a single click with their code module. So here you'll find more information about the sale, you will find which company is linked to, or project if you use campaigns for example. And to the right you will see the estimated value of the sale, who is the owner and also the sales type. So this can be sales to new customers, it can be to prospects, or it can be cross sales. And each of these sales types have different stages and the probability of landing the sale. And then you have the sale date, which is the date that you think you could close the deal. And then we also have the next activity, which is the next activity we have linked to the sale, which we're going to also find here in activities. And source if you want to track where the sale comes from. And in the activities tab you will find all the connected activities like follow-ups and documents. And also if I want to look at the quotation, I can just click on it. And I will get the quotation directly in this preview in the side panel. Or we can use the sales guide to create a defined sales process based on your company's best practices and generate better results. So with the supermarket sales guide, your entire sales team will always know when to do what. And this we will find here. And we have different stages connected to the stage, which you can see here. And in the different stages there are different follow-ups and different documents. So if I change to second meeting stage, you will also see that this changes here. And also the probability is now 50%. And here we can see the next suggested step, so I can open this up. And I can update this further and set the date that I want and save. And you can actually skip a step. And if you do this often and you see that you don't really need all the steps, maybe it's time to review the sales process and update it and actually shorten the sales cycle, like we talked about in the presentation. And also it's good to update after each contact, like Minas said. This way you will stay organized during the entire sales process and you will always keep the pipeline up to date. And we don't need to actually stay inside the sale to do that. We can also go to new and add a phone call, for example. So now we've added the task outside the sales guide, but still it's automatically connected to this sale and the correct company, because this was the last entity that we worked with. So if we go to the contact, we can see the details on the contact, we can see the activities, everything that's registered before, but also the tasks and the follow up that we created from the sale and also from the new button. So everything's updated here. We can also go to our diary. So here you can see all the follow ups and tasks connected to your sales. So you always remember to follow up. And then we have sales, and this is what we call the sales secretary. And this will show you the upcoming sales and opportunities with the next activity and the different stages and the value. So here you can sort by sales from high to low and not by date, for example, and focus on your best leads. And we also talked about to drop the dead leads. So here you can see the next activity and those who are in red. But we can also see things that are overdue by stage or if we have a quote, and then we can make a selection. And then we can go to find and we have some typical searchers already made here. And we can look at forgotten or reduced sales in my group. So here we get a list of all the sales that are overdue. And this is also a great way to clean up your pipeline or to move them to another stage or remove them altogether if they've stalled. Another thing that we want to do is to monitor the pipeline metrics. And for that we can use the dashboard. So here we will find ready made dashboards and you can make your own views. So here you will find my forecast, follow-ups, one sales, but I also have a separate one for pipeline where I can find my weighted amount and also in numbers and by sales type. And I can also see if it's overdue or on track and I can also get a good overview over sales. So you can use this to review the pipeline when you have your sales meetings to get a good overview and take action if you see any red flags or things that are overdue. And we also talked about the importance of reviewing and improving your pipeline processes because if you keep losing deals at a certain stage it might be good to review the process and update the CRM system because remember that the CRM should support your defined sale process and it's easier to change the sales guide workflow with stages and probability and different activities and documents. And this will also ensure a higher user adoption. So SuperFace makes it easy to track every opportunity in your pipeline from beginning to end. You can closely monitor deals, build accurate pipeline forecasts and improve your performance. So to summarize, of the 10 tips that we've walked you through is to remember to follow up, focus on the best leads and also drop the dead leads and use dashboards to monitor pipeline metrics. Also remember to review and improve your pipeline processes, update your pipeline regularly and keep your sales cycle short. And also create a standardized sales process and give your prospects more content and of course use your CRM to manage your process. So the 10 best practices that we've presented here will help you to keep your and manage your sales pipeline. It will make your work more organized and structured and it will shorten and speed up your sales cycle and also greet your sales quota quicker. And also some tips and a little checklist for your KPIs. Decide what you want to measure and then select four or five KPIs. They are most important to you and make sure that the CRM solution supports the processes. So it's easy for the sales team to update the solution and also make sure that you've decided what kind of media structure you should have internally to discuss sales activities and also what kind of reports and dashboards needed. And if necessary correct the course because KPIs and CRM system must be dynamic. So what's the next steps if you want to get started or you want to update your sales process. We have the community which is our online platform for our existing customers where you can find articles and pictures in Superfaces. And then you have the blog which is for everyone that's interested in CRM and strategies and also we have a lot of exciting marketing research. Also we have lots of inspiration and videos here on our YouTube channel and we will also set up an email shortly with some useful links and upcoming events. So just reply to that one if you want to talk to the Superfaces team. We'd be happy to answer any questions on sales and preplan management in Superfacerum. So that's it for today. Thank you so much for joining us and I hope to see you again at one of our schedule webinars soon. And remember to like and subscribe to our YouTube channel for tips and videos. Have a great day. Så med det vil jeg forsøge at håbe et gentag men uddybe lidt af det snet gennemgi her, fire som handler omkring dashboards og tit nummer otte som handler omkring tilsættsprocesen. Så det vi starter med her, det er at vise nogle eksepler på salgstyrring, muligheder for at illusere ud fra helt almindelig standard dashboards. Så vi håber direkte ind i Superofficer i de se, vi er ude i menuen. Jeg skal lige læse på her. Sådan her, vi er her uden menuen under dashboards. En udvalg af dashboards, som jeg har defineret her ud fra standardstadsport, nemlig en marketingstadsport, en salgstadsport, servicestadsport, en dashboard for deektionen, en dashboard for de respektive divisioner, afdelinger og så en personlig salgstadsport. Det er klart det her billede, det er ikke vigtigt, fordi de her dashboards, de bruger afhængige og det er jo ikke sattet ofte, at man som person har brug for det her samme overblik. Men nu er jeg tilfældig vise for lov til at være chef for det hele her, så jeg kigger på det hele, og jeg starter herover i marketingstadsportet. Og hvad er det, så jeg kan blive klogere på herover øverste venstre? Her får jeg simpelthen helt automatisk indsigt i hvad det er for nogle linkkanaler belygges bedst med, vurderet fra hvor mange vinder vi, og hvor mange taber vi. Nu er det her så et eksempel på en helt exapetalt dygtig salgstadsavdeling, hvor der er 100% lukkeratte på tværs af en lang rejne kanaler. Realistisk med en polio og forståpunkt. Så her ser du med et snapshot, meget hurtigt, hvilke typer og kanaler skal vi sætte mere på, og hvilke skal vi måske sætte mindre på afhængig af, hvor mange sager vi taber vinder. Sådan en lys, synes jeg ikke bør stå alene, fordi man bør også kigge herover til venstre, eksempel hvor man igen fordelt på dit kanaler, analyser på, hvilke lige kanaler der generer, hvilken omsætning, sammenholdt med antallet af salg. Fordi hvis du forestiller os af den her grønne lavkage herover, den udgjorde halvdelen af salget. Hvis den her lavkage var 50% grøn, men samtidig kun bidrog med 10% af omsætningen, så er der, måske nogle kanaler, som til siden er der mere vantable end andre, fordi events lids, ofte forholdsvis styr, købte, og derfor så kan det være, at man skulle tage noget marketings budget, og flytte fra events over, i eksempel kampagnen, eller hvad vores lavkage nu modindikerer os. Den siger også lidt noget, hvorvidt man rammer sin målgruppe. Rigtig mange viksemheder og selv inklusiv, vi arbejder med det, der kalder idea customer profile. Og det vil se, hvis vi forestiller os herover, den her lavkage, den repræsenterede invadi på 100.000 kroner i omsætning, 10 salg, ja, men så er det en omsætning med 10.000 kroner per salg. Og så er det, at vi kan spørge os selv, afspejler sådan et salg, vores ideale målgruppe, hvordan vi forsøger og henvender os til. Hvis ikke, så skal man måske prøve at overveje ens tungere vores prins hjemmeside, eller man skal måske overveje de kanaler, man kommunikerer igennem. Og så skal man gå med salg om at være opmærksom på, hvad er det egentlig for nogle parameter, som vores kunder vigtere tot. Altså der er toldsvis af måder at analysere marketingsdater på, som kan have en effekt i forhold til, hvordan du navigerer over de forkast. Så videre til salgstadsbordet, det er når salgtefen møder ind om morgenen og her kan hun han løbende holde sig i endeværende måned, kontra sidste måned og hvordan det ser ud i næste måned. Og jo tætter du kommer på næste måned videre i den 29. dag, det forholdsvis tæs på næste måned, jo mere grund er der til at kigge på, hvordan salg fordeler sig per phase. Hvis vi forestiller os, at det her billede er fra i dag, den 29. måned, og den gode Anton her, han har udelukket salg i sin pipeline, med luk i endeværende måned i den første måde. Og den her virksomhed, har en salgfase bestående af sexfaser, så er det, jeg siger, rigtig meget hende at lykke med det, eller også siger jeg til Anton, endeværende, så har du ikke dit salg i den rigtige fase, og dermed arbejder du ikke med det rigtige aktiviteter, lige nu, i og for jeres salgproces, jeres salgside, eller også datum på selve forkendt. Uanset om det er det ene eller det andet, så bliver forkastet ikke ret visende, og så mister vi kontron. Hvis vi går videre til direktionen, så kan direktion jo have et konstant overblik over de præciste dage, som ved kommerligt skal bo. For eksempel her, en samlede prognose på omsætningen for del per division eller afdelning, eller forretningsområde, og det er jo troligt værdifuldt generelt, men det kan også være forud for et bestyrelsesmøde. Jeg er sikker på, at der er nogle af, der kan genkalle en direktion, som forstyrs store dele af organisationen, for et bestyrelsesmøde for at finde de rigtige data. Det behøver man ikke. Det spiller tid, det er meget lettere, og effektivt at kigge ind i sit direktions dashboard. Hvis vi kører videre til divisionerne, så er det jo spørgsmålet om, at man på divisions afdelningsniveau, lige går et niveau dyber, kigger på, hvad egentlig sælger, og så baserer man sin en til en dialog og sparing ud fra de her dashboards. Men det er hvor det bliver rigtig interessant, i min optik. Det er et personligt dashboard. Det er sælgerne, som Sineet også sagde, og det er sælgerne, der skal have allermest ud af salgstyringsverktøret. Det er min helt klare holdning. De skal herover, for eksempel, kunne have et overblik over, hvilke typer af virksomhed, der er sælger mindehudder. Der kan jo både være forkast og salg, der relaterer sig til, hver de her virksomhedstyper, som er vigtig at holde styr på forkast, i forhold til eksisterende kunder, potentielle kunder, medlemsorganisationer, samarbejdspartner, leverandører og myhjæsuprofshållere, meget øje med, det udoversaldet, det aktiviteter. Den sælger, vi kigger på her, har muligvis en udfordring i næste måned, fordi vedkommende, som vi kan se her, og vi ser stadig, at vi lejer den 29. måned, har en forholdsvislæv pipeline for næste måned, og det sammenhold med, at vedkommende har en hel del overskredende aktiviteter, sammenhold med, at vedkommende har et væzigt lavere aktiviteter, og aktivitetsniveau i den kommende uge, sammenligende indenværende uge, er det, som jeg kalder en ikke særlig vælsmane kogtale, det er en halskig kombination og noget, man skal adfragede og fortække dig. En anden værdifuld ting, det er at kigge på, hvad er det som for nogle aktiviteter, jeg bruger min tid på, bruger jeg meget tid på opfølgninger, så kunne det være, at der er nogle processer, vi kan automatisere, bruger jeg meget tid på tilbudscenerering, bruger jeg meget tid i dialog med marketing og forbedrer tilbudscenereringer. Så med det, får jeg lyst til, at vise jer nogle konkrete sandsmetrics, nogle kubiere, som vi anvender her i Superoffice og vores erfaring med sandskrivning, vores erfaring med den her forecastiske kli. Inden jeg gør det, så vil jeg referere til den sandsproces, som Sinelle også brugte en del tid på og gennemgå, og vise jer, hvad det er for en sandsproces, vi har en i vores sandskrivning i Superoffice. På en end med den her slide er, at vise jer, at vi har nogle faser fordel her hen af og til hver fase knytter der sig en række meget, meget veldig fornede aktiviteter. Og de her aktiviteter, de har så, det vi kalder the verifiable outcome, det vil sige, at der er meget net forventelse at kvalificere, og man er igennem fasen. Så kan man jo gå videre til næste fase. Og for at komme fra den ene fase til den anden, så er der til hver aktivitet, tyknet en række værktøj, en række dokumenter, som man finder inden i sandskripen. Og den her sandsproces, den er altså en uhørvigtig værktøj i forhold til forecast og i forhold til at vide, hvornår du omsætter hvad tilvæn. Så, hvad er det så, vi måler på? Hvad er det for nogle sandsmetrykseler, vi har fem områder, som vi måler på, når vi mødes i sandsteamet hver mandag morgen. Først, så kigger vi på den total preplejen på løbende måned og kvartal. Det vil sige, et overbliksbilder om, har vi nok salt i forhold til budget. Og hvordan hænger det beløb, så sammen med antallet af salg? Lykkes vi med vores målgruppe eller er der noget, vi skal korrigere i marketing? Så kigger vi på, hvordan ser det ud med sældernes performance eller måske endnu vigtigere, ude med sældernes fået sætning for at lykkes, altså fordeler litser fornuftigt kan sælge. Så kigger vi på den vigtige preplejen for del på fase, fordi, som jeg viste det eksempelet før, har man for mange salg i de inledende faser til luk i indværende måned, så er det altså et opmærksomhedspunkt. Så kigger vi på salg uden beløb. Nogle gange så ser vi, at vi har et salg liggende i vores powerfase, med en værdi af 0. Det bør man ikke have. På det tidspunkt, når vi er i powerfasen, så bør vi have kvalificeret, hvad er det for et slags salg, vi arbejder med her. Og det er jo, kan vi sige, et skiltag, for så kan det være, at vi måske er i gang med at bruge os tid på det forkerte prospect. Så har vi det, vi kalder salg uden aktivitet eller overskade aktivitet. Og et salg, der ikke er knyttet nogle kommende aktivitet til, altså et salg som åbenbart sker af sig selv. Og det sker ikke særlig ofte, i hvert fald ikke her. Superoffice, den er toligvis et problem. Et salg uden en kommende aktivitet er jo ikke noget, der sker. Det er ønske-teknologi. Og på tilsvarende vis er et salg med en overskredende aktivitet. Det kan være et salg, som vi vil have mistet, fordi vi ikke har handlet raktid. Det kan være et salg, som vi vil have mistet. Og sidst men ikke mindst, så arbejder vi rigtig meget med aktiviteter. Vi holder også meget analyserende til aktiviteter i det hele taget. Fordi holder vi det antal nødder, som vi empirisk ved, der skal til for at lukke et salg. Og bruger vi vores tid på det rigtige, holder vi for få nødder med alle vores eksisterende kunder. Bruger vi for meget tid på interne nødder og såt fremdeles. Så opslungeret er min erfaring med 25 års brug af pipelinestyring som værktøj, både som sælger og som geektørfølgende. Jo, ofte. Du forholder dig nysgært og analyserende til din pipeline. Jo, bedre kontrol har du over dit salg. Og jo, bedre kontrol du har over dit salg. Jo, mere salg. Jo, mere granular salgsprocesen er. Denne her meget lange salgsprocese viser de før. Jo, bedre forecast accuracy. Denne her sagde, at man får bedre forecast accuracy af at få at vide, hvornår kunder ting så skriver under. Og den naturligvis også helt rigtig. Men der må jeg også bare sige, at det kan til tider godt være forbundet med visse udfordringer. Og derfor, jo flere trin, jo mere granulitet, du har en salgsproces, der qualifierer, hvor du er i processen, jo mere præcist bliver dit forecast også. Og den salgsproces, den skal simpelthen løbende, revideres, holdningen af det, den skal revideres lige så ofte, som din forandring, din forandring, den ændrer sig. Og så er det vigtigt at få synliggjort, men hvad er det for en værdi denne her forecastiske klin? At vi sidder her og mødes, hver mand der morgen, og bruger tid på det, hvad er det for en værdi den har for den samme forandring? Fordi forecastgører vil stand til at styre vores plej, til en bedre, altså hvornår har vi brug for, hvilke produkter, resurser, og den hjælper os også med en bedre resursallokering. Og i det hele taget, organisationspladenlægning. Og det er vigtigt, at man som sælger, og som CM bruger, har den forståelse. Og så er det sidst, men absolut ikke mindst vigtigt, at gøre forecastiske klin relevant for den eneste sælger. Det må aldrig nogensinde blive et spørgsmål at udstille dårlig performance, men det skal være hjælp til sælget. Den som pejkner i en styring i forecast, der skal give allermest ved de for, det er altså den sælge, som skal give omudsætningen hjem. Så forecast, det skal ligesom blive salsbeste ven, det skal blive værktøjet, som hjælper mig at skabe opmærksomhed på, hvor og hvordan bør jeg prioritere min tid. Altså vi har tross alt kun 8 timer om dagen, og gør godt med, så det handler om at bruge den tid best muligt. Og det er lige præcis det CM og Dashboard kan bruges til. Så med det, er vi nået hen til afslutningen af dagens webinar. Vi modtager supergærne feedback, brise ros, og som sagt også meget gerne ønsker til de kommende inspirationsmåner. Så med det, vil vi stoppe optagelsen nu, og gå videre til spørgsmål.