Puzzel ramps up CRM & Sales Analytics to Speed Growth

To support double digit growth, Puzzel is undertaking a bold plan to upgrade  CRM processes and modernize sales reporting. Results so far include sales teams achieving monthly activity targets 20-30% more often and sales forecasting accuracy improving to within 98%.

New technologies and routines improve performance and decision-making

Puzzel, recognized by Gartner for the third year in a row as a leader in contact center solutions, experienced year-on-year growth of 20% and has ambitious growth targets this year.

The company, who supports more than 500 customers across the Nordics, UK and Baltics, expanded into Finland in early 2018 and was chosen by insurance company – If –  to support the largest cloud-based contact center in Europe, with a solution for telephony, web chat, Facebook, e-task (e.g. e-task in CRM) and SMS.

To continue high growth levels, the company is taking clear steps to support management level decision-making and sales performance. One of the key initiatives, is a bold plan to upgrade their CRM processes and modernize their sales reporting.

We are fortunate to have exceptional sales teams in 6 countries, but we can’t fully reach our potential without taking advantage of CRM data and insights. We must instantly and reliably see what is going, at all times, if we are going to make our goals a reality.
Gunnar Aasen, Chief Commercial Officer

Limited by static sales reporting

The CRM system wasn’t being used to its full potential. Sales added select data to the CRM system before weekly reporting deadlines and sales directors exported the data to Excel in order to create reports.

As a result, the management team relied on sales reports created by each country to know ‘what’ is happening. The reports were quickly outdated and didn’t allow leaders to explore ‘why’ things were happening.

Because the company used a variety of other tools for email, quotes and proposal processes, important background information was missing from sales reports.

The company, therefore, stepped up routines and implemented systems that made reliable sales reports available online, from one location.

Fresh approach with deeper insight

When Aasen joined Puzzel in 2016, the company started a two-pronged approach: 1) systematically addressing places where their CRM strategy was slipping; and 2) investing in a business analytics tool – Business Analyze.

Aasen has deep experience both using, selling and implementing sales enablement technologies, in addition to contact center solutions.

–  The first step was to start logging everything in our SuperOffice CRM. It is a very good tool, but like every system, it is only as good as how we use it. We cleaned out many custom fields and tried  to use SuperOffice as it was designed.

–  We worked in teams to develop a mutual understanding of why sales data and measurement is so important. Then we invested in Business Analyze to make this data readily accessible and meaningful.

–  During the past 1-2 years we have had many other projects and of course sales opportunities that took priority at times, but we remained committed to better internal routines.

Better data and decisions

Now Puzzel is consistently capturing and using data as a decision-making tool. Live dashboard reports help leaders and their teams understand day-to-day progress – and what needs to be done going forward. Because errors in sales figures are so obvious on dashboards, the reporting accuracy has increased to approx. 95%.

Other improvements include:

  • Automated – Revenue and activity reports are automatically generated and displayed for the board, sales directors and individuals.
  • Consistent – The lowest level information is rolled-up to higher level, leaving no room for inconsistency.
  • Performance improvements – In each region, sales directors actively use Business Analyze as a coaching tool.
  • Goal achievements – 20-30% more often achieve weekly activity targets.

CEO Børge Astrup’s office monitor shows live sales figures  so he sees what’s going on at any given time.

Complete control

“Good data and reporting for decision making processes is essential for our growth. For example, our pipeline used to be inflated but now the forecast is 95% accurate – and so is overall reporting accuracy. We have better control and can plan ahead.”

“We believe we have to be measured in order to improve.  Methodically working with CRM and Business Analyze has become a normal part of our culture. It’s helping us reach ambitious growth targets,” concludes Aasen.

For more information:


Block Watne takes CRM, digitalization and business analytics to new heights

“The way people find, view, evaluate and purchase homes has changed because of digitalization, apps and mobile services,” says Bjørnar Tretterud, Sales and Marketing Director at Block Watne, one of Norway’s leading developers of residential properties.

“Customers expect more of us and we must be certain we can deliver to the highest standards. We are continually adapting and refining the way we do things. Buying a new home is a big event in life. We want it to be a fantastic experience.”

Processes and technologies are continuously refined to support the customer journey.

Technologies and workflows that create value

During the past 3 years, Block Watne sales and marketing has put additional focus on technologies and workflows that create value for customers, contractors, suppliers and their business.

The CRM (Customer Relationship Management) system is the central business system for capturing every detail about customers, properties and projects. Without a well-functioning CRM, it isn’t possible to manage the large and intricate process of selling and building more than 1000 new homes each year.

But it isn’t only the CRM system that is important. The data within the system feeds an entire ecosystem of related processes and workflows.

One of these is business analytics. Using business analytics software, Block Watne pulls data from the CRM system, calculates key performance figures, and presents information on digital dashboards so employees have it as needed.

Key outcomes include:

  • Automated sales reporting saving 20 – 30 hours per week among sales directors
  • Improved sales forecasting accuracy to within 98% every month
  • Business analytics for customer service  – average claim handling time reduced from approx. 120 to 50 days
  • Digital dashboards with continuously updated sales figures and stats

Company goals and performance updates are shared from business analytics software to various digital channels.

Rock solid control of sales and forecast to 98% accuracy

More than 230 people in production, sales and marketing uses CRM, analytics and dashboards to carry out tasks and make decisions.

Marketing sees when properties are coming for sale so they can time advertising campaigns.

Sales sees current and past sales by region, property type, location, price or any other dimension of interest. Are we ahead or behind budget? Directors look at pre-packaged reports during their weekly meetings or during meetings with the board of directors.

“This is a substantial change compared to how things were done before dashboards,” says Tretterud. “Regional sales directors used to email their pipeline each week. They dialed in by telephone before the weekly meeting. It was a stress to reach the deadline. Now sales status is updated continuously from the CRM to sales dashboards.


On average we save around 20-30 hours each week. Regional directors don’t have to call in anymore. There’s less stress and meetings are more focused. Since we started with business analytics the sales forecast is accurate to 98%.


He admits he is a stickler for structure. Everything sale and detail must be registered.

“Dashboards are the first thing I check in the morning.  I have full view of units that are coming for sale, which one’s are listed and when they are sold.”

60% faster claim handling time in customer service center

Block Watne’s claim handling time is reduced from approximately 120 to 50 days (58%). The improvement came after the company set clear goals for the customer service center and followed-up handling time on dashboards.

Every customer request that comes in by email is recorded and followed up using SuperOffice customer service system. Then, Business Analyze analytics tool presents insights based on customer service data. Which products or places are their issues? Why? With greater insight, managers improve quality and better manage agreements with suppliers or contractors.

Keep an eye on every step of the process

More than 500 data fields keep track each client’s route to a new home, from the time a property is listed through to completion day. If data about a property or sale is missing or wrongly recorded, Block Watne may experience unnecessary delays or errors.

To avoid this problem, an analytics dashboard monitors data quality.  Are the right bits of data in the CRM or is there a problem?  If everything is correct, there is a green light. If not, a red light links to more details and trouble-shooting.

New developments every month

“There is much more we want to do, but we have to prioritize,” says Tretterud. “Right now we are looking at how data can better help customers see the alternatives and opportunities in their new home, from flooring choices to walls and basement to roof.

“We know that waiting for a home to be completed is both exciting and at times nerve-wracking. By using marketing automation tools more effectively, we can keep customers better informed underway.”

“We are designing and programming new features every month in four large digital development projects and – all the new data we collect will be processes and KPIs (key performance indicators) will be presented via SuperOffice to Business Analyze.

Who’s involved?

Above: Listings of Block Watne homes for sale on www.blockwatne.no

Glunz and Jensen applies innovative data management and self-serve analytics to product sales

To best serve customers, Glunz & Jensen, the world’s leading supplier of innovative, high-quality solutions for the global prepress industry, has more than 7000 products and parts. At any given time, the company needs accurate and fast insight into product purchases, revenues and gross margins.

Information about global sales is stored in 4 ERP systems, including Microsoft Dynamics AX. Data is lifted up daily from the databases to the data warehouse and from the warehouse pulled into spreadsheets.

Spreadsheets contain large amounts of data and potentially more than 75 different views of product sales across businesses, countries, districts, customers, product type, item type and more.

  • 7000 products and parts
  • 4 separate systems with sales data
  • >75 ways to view product sales

Like many organizations, the global management team uses input from sales analysis to make plans and decisions. With so much data, however, it was difficult to quickly get a view of the complete picture. Leaders needed to review up to 6 sub-levels of data to understand the top level results. Some people made their own analysis but this led to different views of the same figures.

The company looked for a new, faster way to group, analyze and present information to answer specific business questions.

From spreadsheets to a totally new way to access data

The IT team decided to pull data from the data warehouse and offer the organization self-serve analytics. Instead of spreadsheets, users see graphs, and charts on dashboards.

Picture: Self-serve analytics provide quick answers to specific questions – in all levels of detail.

Speedy, effective technique to analyze business activities

– Self-serve analytics give us a totally new way to access and use data. We now have a consistent, fast and readily usable way to analyze and present sales data across the entire business. Users see exactly what they want,” says Steen Tommy Rasmussen, Group IT manager.

– We also saw improvements in data quality because this way of looking at data makes it much easier to spot errors. That is a win all-round for us and customers.

With Business Analyze we have an intuitive tool to analyze our business activities across data sources. We can do custom analyses and it is easy to drill down in the data, all the way down to the invoice.” Henrik Blegvad Funk, CFO


Glunz and Jensen at a glance:

  • World’s leading supplier of innovative, high-quality solutions for the global prepress industry
  • Customers in the media and packaging industry including Agfa, Asahi, DuPont, Flint, Fujifilm, Heidelberg, Kodak and MacDermid
  • Listed on Nasdaq OMX Copenhagen A/S
  •  www.glunz-jensen.com/

Our role: data structure, transformation, analytics and dashboards



Tinde grows revenues 50%. Big jump in use of business analytics.

The Norwegian company, Tinde, is a well known designer and builder of turnkey cabins. Their models are available in many styles at prime mountain locations.

During the past 3 years, the company has experienced significant growth, doubling their revenues. This year they are building 30% more cabins compared to this period last year. The company employs 100 people and recently opened offices in Stryn in addition to their main office in Ringebu.

Can’t effectively manage projects with spreadsheets

Four years ago Tinde started using Superoffice CRM to manage customer information. Like many other project-based organisations, however, project members stored lots of information in their own spreadsheets: Tasks, activities, prices, style, model, size, location, design, owners, materials, permits, milestones and deadlines.

When the number of projects doubled in a short time,  the traditional way of working didn’t scale. There was:

  • too much time spent looking for information – leaders need faster answers to specific questions
  • too high risk – deadlines or deliverables weren’t clear enough for managers
  • lack of visibility – designers needed a clearer overview of upcoming tasks

Changed to combination of CRM and business analytics

Tinde moved all project information into SuperOffice CRM.  They added fields to capture information that was previously in Excel and they set up helpful guides to organize sales and project activities. Then they set up digital dashboards to present select sets of essential information for each user and role.

Above: Tinde CEO Audun Skattebo checks today’s sales and project reports on digital dashboards.

Different dashboards allow users to see exactly what they need at a glance. All  information that is entered into SuperOffice, is organized and structured with Business Analyze.

Project dashboards for example, highlight activities, tasks and deadlines for each person. A construction manager, for example, sees when materials have been delivered on-site for all his/her projects, or where there is a delay, and can get specific details in one click.

 The company has been through an incredible growth spurt. We simply couldn’t manage using the old methods of spreadsheets. CRM software combined with business analytics keeps us closer to what is important and we move faster.  Audun Skattebo, CEO at Tinde

More than 45 people use dashboards daily. Some examples include:

CEO Dashboard

  • List of top 10 sales for closing
  • Graph showing all projects sorted per phase
  • Sale last 3 months
  • Activities in organisation
  • Sale vs budget
  • And more specific details about sale/projects


  • ‘To-do-list’ of upcoming tasks for the team
  • ‘To-do-list’ of a person’s own tasks
  • List of individual tasks that are overdue
  • List of all tasks that are overdue

Smoother workflows. Greater efficiencies.

The company estimates 20-30% savings in terms of efficiencies and upwards of 50% time saved creating weekly and monthly reports. The next phase is to connect information from  ERP system into dashboards. Then sales reports will also contain invoicing and payment details.

More about Tinde: www.tindehytter.no

Our role: Business analytics and dashboard software

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.