”Strategic decision to introduce automated scorecard system”

Henrik Gunolf, Sales Director
Trygg-Hansa

Trygg-Hansa's more than 300 active salespeople in the field have a diverse portfolio of solutions for their business clients. Working structured, segmented, and identifying customer needs is fundamental. All marketing and sales activities are to be monitored, from the individual level all the way up to the executive level. The company implemented a new system whilst changing working methods.

- We realised that we must have better systems for follow-up than before in order to steer marketing initiatives and support all sales channels. Previously, it involved a lot of manual management of information - it was more reactive than proactive work. In some cases, follow-up could not be made until after a couple of weeks. To strengthen our market position, we introduced a digitalised monitoring system, Scorecard, which streamlines our sales and follow-ups," says Henrik Gunolf, who is Sales Manager at Trygg-Hansa.

KPI, Key Performance Indicators, were defined for each sales channel. With established definitions for the different sales channels, these are now comparable to each other, resulting in providing sales management with a more detailed and comprehensive analysis.

- Call center was the first channel where we introduced the system. By being able to follow up on an individual level, we see where we need to support staff. In the lowest quartile, we have been able to double sales. It is not entirely due to the system, even factors that have changed the way we work are taken into account.

Improved sales results
For salespeople in the field, it is a bit too early to quantify the improvements in sales results, even if they are clearly visible. One reason is that there are many parameters to consider.

- A business deal involves a complex affair that may involve four or five capacities. With this tool, we can see at what stage in the affair’s chain where the deal is, and how long it will take for the deal to be closed. For the sales side it makes it much clearer about which other capacities we are dependent on.

Part of the analysis is to quickly and accurately evaluate the retention rate of our customers," says Henrik Gunolf. Active customer care that retains customers is an important part of customer relations which can be easily overlooked.

Take full advantage of the Scorecard
To take full advantage of the Scorecard, it is very important that everyone changes their way of working. This applies to both the daily analysis of sales as well as support to the sales force. Nowadays, information is analysed from the individual level and aggregated to fit the sales leaders, sales managers and upwards in the hierarchy.

- We have regular meetings all the way up to meetings with our CEO who receives a monthly overview of sales. It is clear as to those who have started using the tool and those who haven’t.

- So far the system covers half of the channels we have. We have a team that runs the project and eventually we will incorporate more channels. For our part, it is a strategic decision to introduce the system.

We will be a long-term player on the market and expand our volumes - therefore we must work very customer-focused," says Henrik Gunolf.