Norwegian SaaS success House of Control using cloud analytics in pursuit of double-digit growth

With over 1000 customers in 60 countries House of Control is a fast growing Norwegian software company that has been recognized as a Gaselle 5 years in a row.

Behind smart SaaS solutions lie a well structured sales organisation. Now the company is to accelerate growth by increasing data quality and visibility. The technology they use is Business Analyze, our business analytics platform.

How is business? House of Control CFO Carl Fabian Flaaten presents live SaaS performance metrics.

 

Carl Fabian Flaaten, the CFO, is working daily with data optimisation from all angles – the technology side, people side and business-value side. We asked him why this is important.

“We see data as the driver for activities, not the result,” says Flaaten. Our plan is to pull data from 4 separate sources into one place for analysis, reporting and insight. We are committed to making this happen.”

For the past six months, Flaaten has been defining goals and aligning the data, working alongside sales managers and creating dashboard reports with help from Business Analyze.

“Each database or system, for example our CRM system, gives value for a particular function. By combining data together for analysis, we will get a view of customers and processes across functions. The goal is higher performance resulting in growth.

At our stage of growth we need to closely managed and monitor the portfolio to ensure good investments. The more data we can use and analyze, the better our decisions, says Carl Fabian Flaaten, CFO at House of Control.

What data do you have?

We have four main systems that capture data about sales, orders, contracts, incoming customer requests, invoices, prices, and discounts.  These include SuperOffice CRM for sales and customer support.

In the future, we will be able to draw on every key piece of data, no matter which system it is in, and be able to use it in management meetings.

What have you done so far?

We set clear growth goals at company, team and individual level – also by country. These are measured in monthly recurring revenues (MRR) and annual recurring revenues (ARR).

We measure progress and make progress visible. When you enter our reception area, there are live screens showing MRR targets, what has been achieved and what is in the pipeline weighted by sales stage. Each new sale is listed on the screen with the sales person’s name.

The change is noticeable. Salespeople talk about MRR and how it is going. It’s created a buzz. If there is more green than yellow on the graphs, then we are doing great!

We also changed commission models and reporting to align with goals. Rather than getting a statement, salespeople now have their own earnings dashboards. Some people have commissions based on MRR, while others have activity targets.  When we started to calculate commissions directly from live CRM data, we saw a direct improvement in data quality.

What are next steps?

There is a lot more to do. At our stage of growth we need to closely managed and monitor the portfolio to ensure good investments. The more data we can use and analyze, the better our decisions.”

We will keep our eye on retention rates and use analytics to investigate ways we can prevent churn. We will use Cohort analysis.

We will work to structure data in a way so we can answer important questions about the business. What aspect of sales work well, where should we improve? How do our most successful customers use our product and what does that mean for our product development?

Are you using Business Analyze?

Yes, I am analyzing the portfolio and creating reports.  I haven’t had a tool that offered so much flexibility, so fast.  The big advantage over Excel is that I can twist and turn tables and charts into different perspectives with one step – and underlying data is always updated and ready to use.  I’ve made a few mistakes and had to get help, but basically it is just fun to be able to check different variables and see the business on so many levels.

What has been the most difficult part so far?

There are a lot of details to consider and people involved.  It isn’t that easy for people to understand what it is all about until they see it. My own ideas of what we can achieve have changed and evolved.  Now that we have the first goals and measurements up on screens and everyone can actually see data in action, the rest will get easier.

More information?

Learn more about House of Control

Interested in using data to grow your SaaS or recurring revenue business? Send us a quick email and we’ll get in touch.

 

Innovativ bruk av data for 800 hoteller, barer og restauranter i Norge og Sverige

Slik skal Nores råde medlemmene sine å gjøre smartere innkjøp

– Det å spare 5% på mat eller drikkevarer utgjør en stor forskjell for våre medlemmer – og effekten ses direkte på bunnlinjen, sier Pål Semb-Johansson, adm. direktør i Nores, en av Norges ledende innkjøpsorganisasjoner for hotell og restaurant bransjen. I noen tilfeller må omsetningen øke med 50 % for å oppnå samme resultat. Hva er lettest å få til?» Les mer

Slik bruker Visma dataanalyse for å øke kundetilfredshet

Kundeinnsikt: Videoer og intervju med Julie Grønlund, Direktør for Visma Customer Care and Activation

Customer insights_Visma

Det er få forretningsområder som får mer oppmerksomhet enn kundeservice nå for tiden. For alle selskaper og spesielt skybaserte selskaper, kan man ikke overvurdere betydningen av god kundeservice.

Kunder som blir behandlet godt og får en god kundeservice er mer tilbøyelig til å prate om og anbefale dine produkter til venner og kjente. Riktig fokus på kunder gir økt vekst og lønnsomhet.

Vi snakket med Julie Grønlund, Direktør for Customer Care and Activation hos Visma, for å høre mer om hvordan Visma tar vare på kunder. Spesielt var vi interessert i hvordan de bruker analyse av CRM-data som støtte i deres anstrengelser for å bedre kundeopplevelsen. Her er hva hun sa:

Hvorfor er “customer care” viktig?

Vår passion er å yte best mulig service for kunder, og være gode rådgivere når kunden kontakter oss. Målet til Customer Care teamet er rett å slett øke kundetilfredsheten. Vi har vokst fra 4 til 20 personer i dette teamet de siste årene fordi vi ser at kundefokus gir bra resultater.

Hvordan jobber dere?

På Customer Care finnes det 3 team som jobber utelukkende med sluttkunder i høyt tempo. Til sammen svarer vi på tusenvis av henvendelser, hjelper kunder med å lykkes og støtter salg gjennom partnere. Vi jobber også med Net Promoter Score gjennom vårt kundeprogram for å sikre vår suksess.

Hva er viktige suksess-faktorer for teamet?

Det er mange elementer. Et av dem er at salg og kundedialog må settes i system. Vi håndterer et ekstremt høyt volum av aktiviteter og vi må ha oversikt av hva vi gjør, og skal gjøre, til enhver tid. For å lykkes må systemene støtte opp om våre arbeidsprosesser. Det er ikke mulig å sortere og prioritere uten skikkelig god informasjon og rutiner. Et godt CRM system sammen med analyse- og rapporteringsverktøy er avgjørende. Vi logger ting systematisk, gjør ting likt hver gang og bruker fremtidsrettet skybasert teknologi.

Hvordan bruker du business analytics?

Uansett hva vi gjør, må vi sette mål. Dette kan være salg, team, prosjekter, leads etc. Når vi har definert et mål er det mye lettere å måle effekten. Alle resultatene fra marketing-kampanjer og salg går inn i SuperOffice CRM og resultatene blir utregnet og presentert i Business Analyze. Da kan jeg ser hvordan vi ligger an, og hvilken effekt kraften vi legger i salg og markedsføring har.

Som leder vil jeg ha full oversikt over aktivitetene og passe på pipelinen. Ved bruk av analytics ser jeg hvor potensielle salg kommer fra og om vi har planlagt riktig aktiviteter for å følge opp.

Jeg ser også hvor mange kunder som forlater oss, hvilken type kunder, hvorfor og til hvilke konkurrenter. Målet er å kunne jobbe preventivt og forhindre churn.

Andre ting som jeg ser på er for eksempel hvor mange cases er det per team og hvem løser flest saker. Hvor mange nye leads har vi? Vi vil ikke at et lead skal ligge ubehandlet.

Hver enkelt selger bruker rapportene analyseverktøyet genererer for å se hva som er dagens viktigste gjøremål. De ser også hvordan de ligger an i forhold til denne måned og inneværende kvartal.

Customer Care Center

På Customer Care Center, håndtere vi tusenvis av saker hvert år. Vi vil gi gode kundeopplevelser og svare på de spørsmålene kundene har. For å ha full kontroll på alle disse sakene som kommer inn i vår SuperOffice Online er vi helt avhengig av Business Analyze. Vi ønsker ikke at saker skal ligge ubehandlet! Videre er vi opptatt av rask responstid. Team manager, Customer Care Center, Carlo Kristiansen

Activation Team Manager


“Til daglig bruker jeg Business Analyze for å ha full kontroll på salg og prosesser. Så liker vi å ha det litt gøy ved å bruke gamification. Team manager, Activation Team , Martin Lervik Bø

Activation Team Consultant


“Som en konsulent får jeg full kontroll på egen pipeline, hvilken kunde jeg skal følge opp og hvordan jeg ligger an i forhold til mål. Sales Consultant, Activation Team, Matilde Rødseth

Har du noen andre tips for økt kundetilfredshet?

Vi er ikke redd for å vise frem hvem hos oss som gjør det bra. Konkurranse er sunt. Vi kjører opp stolpediagrammer på full skjerm og det gjør at alle yter det lille ekstra. Alle ønsker å være på topp. Det merker kundene.

Bilde: Eksempel på hvordan Visma bruker data og gamification innen Customer Care Teamene for å ha det moro og nå oppsatte mål.

Vil du vite mer? Kontakt oss

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.

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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.

Stefan_Mller

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.

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.

ncc-article

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.

About

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.