Konkurrencen øges og kampen om markedsandele har aldrig været hårdere i både modne og nye markeder. Prescriptive SellingTM er et perspektiv på hvordan man effektivt kan sikre vækst i sine salgskanaler gennem struktureret brug af data og aktivt lederskab. Prescriptive SellingTM er en salgsmodel der har bevist sit værd i en række skandinaviske og internationale virksomheder. Med udgangspunkt i faktiske cases, vil Qvartz fortælle om modellen og hvordan man i praksis kan sikre at ens salgsstyrke fokuserer på det som er mest værdifuldt for virksomheden. v. Jens Friis Hjortegaard, Partner, Qvartz

1. www.qvartz.com
COPENHAGEN
Ryesgade 3A
2200 Copenhagen N
Denmark
T: +45 33 17 00 00
OSLO
Wergelandsveien 21
0167 Oslo
Norway
T: +47 22 59 36 00
STOCKHOLM
Birger Jarlsgatan 7
111 45 Stockholm
Sweden
T: +46 (0)8 614 19 00
Sales Leadership Konference
Introducing Prescriptive Selling™
December 2, 2015
INSPIRATIONAL DOCUMENT

2. 2
Partner QVARTZ
8 years ComEx experience
MSc in Finance & Strategy
Married to Rebecca
BSc in Philosophy
Kid named Valdemar

3. 3
QVARTZ – in brief
TSEM – value realisation
… the ability to
engage and mobilise
… the ability to
tackle and solve
Matching consulting teams
to the situation at hand –
always linking a strong fact
base with the ability to
engage and mobilise the
client organisation
Flexible engagement model
Industry norm
Offering standard
team constellations
QVARTZ
Tailoring team and
effort to the problem
Combining senior resources
and industry specialists with
strong analytical capabilities
to deliver sustainable
solutions that can be
implemented
Nordic presence – global
reach
Offices in Copenhagen, Oslo
and Stockholm combined
with a research centre in
India supporting global fact
finding for consulting teams
deployed in +40 countries
(2015)

4. 4
AGENDA…
• Introduction to Prescriptive Selling™
• Seeing it in action

5. 5
COMMERCIAL EXCELLENCE | A core discipline with a global footprint
COMMERCIAL EXCELLENCE FOOTPRINT AND REFERENCE CASES
Quartz+Co ComEx programmes executed through high-involvement engagements

6. 6
COMMERCIAL EXCELLENCE | Five lessons learned from working with
sales improvement
FIVE LESSONS LEARNED
1 Sales people will always priorities the customers they know and
thus companies seldom focus on what is most attractive
2 Sales people are always focusing on the products they know
instead of what is most attractive for the company
3 Sales people will in most cases respond immediately to incoming
customer requests and not effectively plan ahead
4 Customer and market intelligence is typically abundant in all
organisations but seldom leveraged effectively by sales
5 Sales management should focus on coaching the sales force,
however, often time is used more on administration or selling

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PRESCRIPTIVE SELLING™ | Creating growth in B2B and B2D companies
CREATING A SALES TEAM THAT
PROACTIVELY FOCUSES ON ADDRESSING
AND CAPTURING THE MOST ATTRACTIVE
OPPORTUNITIES IN THE MARKET BY
FOCUSING ON THE RIGHT CUSTOMERS, AT
THE RIGHT TIME WITH THE RIGHT OFFERING
A definition of the discipline:

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PRESCRIPTIVE SELLING™ | A mindset change in B2B and B2D companies
QUARTZ+CO’s KEY BELIEFS ON CREATING GROWTH
Constricted growth agenda
Prescriptive growth agenda
Customer focus and time allocation is defined
independently
Sales reps are (primarily) chasing well-known
opportunities
Expectations and quotas are set against
historic performance
Customers focus and prioritization
is set top-down
Customers are selected based on importance
and unexploited growth opportunities
Sales reps are responsible for working
proactively with the prioritized opportunities
Expectations and quotas are set against
potential
TO
FROM
Sales reps are acting independently in their
territories
Management structuredly supports the sales
force through ongoing and focused coaching

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PRESCRIPTIVE SELLING™ | Framework for designing and implementing
the philosophy
SOLUTION DEVELOPMENT IMPLEMENTATION
1. Sales
focus
2. Sales
approach
3. Sales
tools
4. Sales
execution
Translation
[ [] ]
Customer
prioritization
Sales force
effectiveness
Performance
system
MomentumSales set-up/
G2M model
Cherry picking
high value
customers and
forming
customer
portfolios for all
sales reps is a
fundamental
change to
regional
responsibilities
Forming sales
expectations
based on the
potential being
managed is a
fundamental
difference to
expectations
based on historic
performance
Ensuring focus
and action
through
individual
accountability,
incentives and
transparency on
performance is a
prerequisite for
driving
behavioral
change
Supporting sales
and service reps
with adequate
tools, compet-
encies and
support is critical
for upholding high
sales force
efficiency
Supporting the
implementation
and change
process is
critically
important to
make the
transformation
sustainable
TRANSPARENCY
0.
Baseline
[ ]
Opportunity
assessment
Creating a fact-
based overview and
alignment of the
business starting
point and market
opportunities is a
critical foundation to
solution
development and
implementation
success

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PRESCRIPTIVE SELLING™ | A strong growth driver when implemented
Qvartz Prescriptive Selling™ track record – Examples
Year 1 impact in implemented markets
Per cent, growth
Leading global
consumer goods
producer
(B2B & B2D & B2C)
Leading Nordic
corporate
banking player
(B2B)
~6
~11
Leading global medical
technology player
(B2B & B2D)
Leading global
industrial player
(B2B & B2D)
Leading global medical
technology player
(B2B & B2D)
~14
~10
~7

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SOLUTION DEVELOPMENT
1. Sales
focus
2. Sales
approach
3. Sales
tools
4. Sales
execution[ ]
Customer
prioritization
Sales force
effectiveness
Performance
system
Sales set-up/
G2M model
TRANSPARENCY
0.
Baseline[ ]
Opportunity
assessment

12. 12
BASELINE
"All companies have abundant market and customer
information available, very few manage to leverage
it to any real benefit for the sales force"
0

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KEY BELIEF | You cannot effectively steer a sales force is you do not have
a clear picture of the market and customer opportunities
Benefits from creating a clear picture of end-customer targets/potential
CUSTOMER POTENTIAL
Ensuring a clear picture of the
customer-by-customer potential in the
market to leverage in improved
targeting, budgeting and prioritization
of efforts
Bottom-up potential creates stronger
foundation for targeting and
discussions the traditional top-down
approaches
Improved ability to support the
sales force or dealer in targeting
customers
Improved ability to review the quality
and performance of dealer
networks, sales territories etc.
Improved ability to set sales force
or dealer sales budgets and drive
efforts

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EXAMPLE | Optimally the opportunities should be as granular as possible
to drive the right efforts and discussions in the market
CURRENT
CUSTOMERS
NEW CUSTOMERS
INVESTMENT
GOODS
SERVICE
CONSUMABLES
1
2
3
4
5
6
7
8
9
10
Replace End-of-Life (EoL) investment goods (expected & upgrade)
Cross sell full investment goods portfolio
Upsell into full call point penetration
On sell service with existing installed base
Transfer service on demand to service contracts
Upgrade service contracts
On sell consumables with existing installed base
Upsell existing consumables to reflect procedures level
Upgrade consumables value – lift average spend
Reactivate historic customers and win new customers

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EXAMPLE | International med-tech company leveraging the information to
see specific customer penetration opporunities
800
1,200
500
400
300
200
100
0
Potential
Actual
Current hospitals
(61)
Spend per hospital
EUR Thousands
New hospitals
(15)
EXAMPLE OF CONSUMABLE OPPORTUNITIES IN GERMANY

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EXAMPLE | International industrial company leveraging customer potential
to identify and map gaps in their dealer network
Existing high revenue
dealer
Potential white-spots
Existing low revenue
dealers
End-customer Potential
AGRICULTURE EXAMPLE BUILDING & CONSTRUCTION EXAMPLE

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SALES FOCUS
"All sales organizations can improve their
customer focus with 20-30% typically doubling the
potential return from the resources applied"
1

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KEY BELIEF | Moving from a territory to a customer focus is critical to
ensure an efficient sales force
FROM: TERRITORY FOCUS TO: CUSTOMER FOCUS
'I am responsible for a set of prioritized
customers, expectations are set based on
the potential I manage and my
performance is tracked and incentivized
on those customers'
'I am responsible for a territory where my
expectations and incentives are based on
my historic performance'

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EXAMPLE | The customer focus can be implemented using a 'simple'
prioritization framework
Customer prioritisation framework
Externalattractiveness
Internal attractiveness
Dimension description
External
attractiveness
• The internal dimension measures the
attractiveness of all current customers
based on their historic revenue
contribution to the company
• It ensures that existing customers
which have historically been important
to the company is prioritised
Internal
attractiveness
• The external dimension measures
the attractiveness of all customers
in the marketplace based on their total
objectively measured sales potential
(and chance of realization)
• It ensures that the customers with the
largest potential are being prioritised
no matter existing position
New Expand
Opportunistic Protect

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EXAMPLE | Crucial is to understand how many customers can actually be
covered by the sales force based on the resources available
Calculation of number of prioritised customers
Days in
the field
Meetings
per day
Prioritised
customers
per KAM
Location
visits per year
Meetings
per KAM
Number of
KAMs
Total
prioritised
customers
176 2 ~43~8352 = =  6 260=/

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EXAMPLE | Combining prioritization framework, resource availability and
expected time allocation
Externalattractiveness
Internal attractiveness
Total = 1,000 customers
New Expand
ProtectOpportunistic
40
14080
740
Distribution of customers based on attractiveness
and resource availability
Number of customers
260
prioritised
customers

22. 22
EXAMPLE | The return from improved sales force focus and
ressource prioritization can be dramatic
26%
89%
95%
74%
11%
(300)
Market potential
(100)
Customers in
the market
Last year revenue
(1,000)
5%
Overview of addressed market with the current prioritisation of customers
Per cent
Prioritised
Not prioritised
This company
increased its UKI
top-line growth
with 6% in a
decreasing market

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SALES TOOLS
"Ensuring the right capabilities and tools in your
sales force can more than triple the sales effect
without adding resources"
3

24. 24
KEY BELIEF | The CRM system should be at the center of all sales work –
but it will only work if you make it relevant and easy for sales to use

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EXAMPLE | Relevance can be create through a number of levers…
• CRM should replace all existing systems and tools (both IT and excel). This
will put significant requirements on the design and ease of use
• CRM should link with the ERP system in terms of sales information so the
sales force has access to relevant to latest sales information
Create sales force
point-of-entry
• CRM should allow for easy access to all relevant customer information that
can improve the individual sales persons effectiveness and targeting ability in
the market
• Cross selling leads and opportunities should be shareable between teams
Give access to
relevant external
customer
information
• CRM should be set up so that the individual sales rep can track own
performance to sales KPIs and bonus
• In addition it should ensure, that all levels of management can track the
project pipeline and follow-up accordingly on the ongoing status meetings
Ensure pipeline and
KPI tracking

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SALES EXECUTION
"Single-minded focus on financial incentives and
top-down budget target is typically not enough to
create the needed motivation in a sales force"
4

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KEY BELIEF 1 | Growth needs to be driven relentlessly top-down to be
successful

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EXAMPLE | Formal coaching setup's have proven a highly efficient tool to
drive a growth agenda in a sales force

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EXAMPLE | To be truly efficient the coaching format should be supported
with relevant information on performance and plans

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KEY BELIEF 2 | Incentives should always balance 'delivering results' and
'doing the right things'

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KEY MESSAGES…
1. Provide your team market facts – useful
market facts
2. Move your sales force to a customer
focused approach
3. Make your CRM system into an actual
Customer Relationship Management
system
4. You need to be at the front of a growth
agenda and lead by example

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THANK YOU!