Hello and welcome to today's webinar on commercial plays in times of economic uncertainty. We are super excited to have you join today and look forward to the next hour together. Please feel free to use the chat to post any questions and comments that you may have and we'll get back to those after. We'll of course also make sure that we share the slides with you afterwards as well. So let's get started. So why are we here today? A survey conducted suggests that 82% of CEOs are concerned about the impact of economic downtown. And of those, 40% are extremely concerned and 42% are somewhat concerned. I think we can all agree that that's large numbers. General wisdom tells us that during such times of slowdown, we need to reduce our operating costs, we need to protect our core, defend our position and make cuts and minimize any risks. So in other words, we play the defensive play. But consider for a minute, what if you could play both and the defensive and offensive with our commercial tactics? What if we could act opportunistically, push change and gain our position instead? That's exactly what we will talk about today. My name is Amelia and these are the four speakers who will have joined us today to each talk about four commercial plays that bring return on investments in times of economic uncertainty. These four commercial plays were specifically chosen as they each and every one of them directly are linked to the five levers of revenue growth. Some have stronger impact on others and it really depends on what you are going for. So let's get started by Mass, our first speaker. Thank you, Amelia. And we're going to start off talking about digital customer engagement. So let's look into what we mean when we say digital customer engagement. In a nutshell, from a pretty hands-on operational perspective, it is about first off dealing with your currently unknown potential customers and driving traffic digitally through, for example, social media, search and other channels into a website or landing page where we can collect consent, get your email so we can increase our reach to customers. Next, communicating with these newly gathered consents and the existing emails we have in our database. It's about nurturing them through repeated exposure in different channels. As the leads are coming in, we'll start to monitor their interest to see do they actually click and engage. And if they're high engages, we do intent triggered sales calls. So the idea with this tactic is that it's not only a marketing effort, it's actually combined sales and marketing. And with this method, we can actually start to quantify what is marketing's contribution to the sales pipeline. Let's have a look at why this is relevant. If we look at a typical customer journey in B2B, we start from the left-hand side with an unrealized pain. You think everything is well, you don't need to fix anything, moving into a small pain and then progresses into a more acknowledged pain and you realize you need to do something about it. You move into need identification, solutions, and then finally comparing vendors in a risk validation. And it's only in these last two stages that customers are actually actively looking for a solution. This is typically a minority, two to three out of ten prospects at any given time will be in this phase. Most of the customers are in these early phases where they're not actively looking and therefore are not so interested in the nuances about the products that vendors might be offering. Nevertheless, 30% of the buyers are whom we usually communicate to with sales and marketing. And most of our messaging caters to this part of the customer journey. And that makes sense because when we're dealing with customers in this end of the spectrum, we typically have a shorter sales cycle. There's a shorter time from the first touch point in sales to actually converting. And we have reasonably high conversion rates from sales meetings to revenue. However, our competitors are going for the exact same people. And also, it can be hard to push your full value proposition to the type of stakeholders involved here. Often it will be procurement and their perception of what is value is relatively limited. So there's the possibility of ending up winning based on price discounts. A theme we'll get back to the mailing later. And finally, we don't really know if they're looking. So even we may assume they're in this stage of the buying journey. But if we push product centric communication, it might feel irrelevant and won't resonate. In the earlier stages, we can actually build a stronger position as a brand through thought leadership and educational content. And we also have the opportunity to build some short term pipeline if it turns out that we can nudge them into later stages. So it is interesting getting in earlier in the customer journey. And digital channels actually enable that. Nevertheless, with a traditional go to market model, with a traditional lack of cooperation between sales and marketing that we often see, it's hard to make this work. Marketing often is pushing relatively product centric communication and can't really measure the contribution to sales. Furthermore, sales is incentivized by short term sales. And that means that we see a lot of B2B sales organizations with a lot of farmers and not so many hunters. And finally, if there is any form of digital lead generation going on, typically lead quality is relatively low or the handover between marketing and sales is not really functioning. So what we see a lot in B2B companies is this division of labor between sales and marketing, where marketing deals strictly with the top of the funnel, building awareness with relatively limited budget and relatively basic approaches to digital. And then sales does pretty much everything in terms of customer outreach that is more concrete than brand awareness. And if we manage to bring sales and marketing together, we can actually create a more compelling customer experience. And this is what we propose with the digital customer engagement. So still marketing at the top of the funnel with an emphasis there, but then and then sales closing the deal at the end. But collaboration throughout the funnel and the customer journey and then with CRM and marketing automation in between to connect the two. Some of the characteristics when you have such a model established is that it is very focused targeting on the right influences and bias. It is customer centric content that is personalized and you can leverage generative AI to increase your bandwidth here, which is a recent innovation that really helps in the department of content. It's automated, for example, with email and automation, you have tight handover between sales and marketing that allows lead to flow effectively. And you have divided the tasks and sales. So we have a dedicated hunter team and a dedicated farming team that does traditional account management. Finally, it is performance oriented. That means you can actually measure the contribution to sales that marketing provides. So that's a few of the keywords that characterizes this. Finally, I just want to give you a little hint at what it might look like if we if we actually implement this. First off, we recommend that you start with pilots. This is an opportunity to test it out and validate the business case. And as I mainly referred to earlier, in the context of economic uncertainty, it's probably unlikely that you guys are motivated to pursue a large transformational high risk innovative go to market approach. So in order to boil it down to something that works, if you're a little risk averse, you can do it in the context of a pilot. It could be funded through cutting a couple of trade shows. One of the traditional tactics that we encounter that we don't really know whether work or not. And you can then build and evolve a playbook based on your learnings. And then in parallel with this, as you try it out in individual markets, you can build up a center of excellence globally that allow you to support all these markets. So this is how it might play out. If we look closer at what the specific pilots might look like, we have a pretty solid experience with conducting these pilots. And they take only six to eight weeks to get off the ground. And then for the subsequent eight to 12 weeks, you can then test out whether as leads are coming in, you're actually building a positive business case. And they end with a return on marketing investment projection. And according to our experience, the benchmark is from more than 20 different customers that this drives between 300 to 600 percent return on marketing investment. So back to Amelia's original point. This is an opportunity while you're being cost conscious and being on the defensive. This is a way in a relatively agile fashion to go on the offensive simultaneously. That's it for digital customer engagement. Now moving on to sales territory planning. Thanks, Mass. And now from something highly digital to something very analog. And a lot of you guys might be thinking sales territory coverage, aren't we just doing that? And isn't just a fancy word for customer segmentation. And what I will touch upon in my section of this webinar will be that there's actually a difference. And again, it's not an either or, it's actually an and. These two things will play pretty much hand in hand. Back to what Amelia shared with you in the beginning. When we look at the levers that we can actually move here when it comes to the revenue levers, we have quite some impact when it comes to territorial planning. And territorial planning, by the way, is something that is pretty much a thing that has been forgotten. In most commercial organizations. It's something that goes maybe 20 years plus back where we were really keen on sort of dividing and working with the territories. And somehow the whole knowledge and the idea and the concept got lost. So it's my intent actually to bring this back on sort of the front page. And also we have a great opportunity short term when we look at going out of this in September. And we have a few months before we are actually most of us going into a new financial year. If we go back and take a look at the last maybe eight to ten years, most of us, most companies, they've been on a sort of massive growth trajectory. And I'm not stating that it has been easy, but probably haven't had that many roadblocks. But things as Amelia shared with you in the beginning, things have changed and you might also have experienced that already. And that means we need to sort of look for other pockets of growth. And that also means that a lot of us are turning inwards. And instead of just turning inwards, looking at the defensive things we could do, cut cost, there are actually things on the inside that we can do that can impact the outside. And one of the things that is quite interesting to look at is actually how can we maximize the efficiency of our frontline salespeople. There is a challenge though, because if we look at today's frontline salespeople, lion's share of the activities that they actually do are really not customer focused or not sales activities. It's only a fraction of that. And this is not about sort of changing sort of the balance, which it probably should be. But I'll more focus on if we only have 28% to work with, let's get the biggest bang for the buck with the 28% of their time. So what do we do? So if we want to increase Salesforce efficiency, there are typical different sort of handles we try to pull in organizations. One of them could, of course, be, hey, let's automate. And automate basically means let's add yet another component to that. Yet another component to the tech stack. We already have a CRM system, maybe even sales enablement system. What is the next thing we can add that will help our salespeople be even more effective and increase revenue? Another version of this is, of course, well, it's been a while since we have been training salespeople. So let's run a sales training program. Let's build a new academy. That could actually be the thing that will make people more effective. And then last but not least, there's also what we call optimize. And that is basically taking a step back and looking at the way that we are serving our customers, also known as customer segmentation. And customer segmentation, when we look at these three elements, is probably the easiest thing to get started with. The question is, is that actually the right thing? So because customer segmentation is all about prioritizing the existing customers. How do we serve them with the time that we have? How do we get the biggest bang for the buck? When we look at the vast number of customers we actually have out there. The challenge that we see when it comes to customer segmentation is that there's a lot of puzzles that you can put on the table. And in many cases, we see that we have a very traditional approach to customer segmentation. And most organizations basically fail to see the bigger picture. So, let's be honest, right? So, most of us, we have done customer segmentation. We might have done it a while ago. We might have sort of tweaked it a bit or synchronized it a bit. And in many cases, we came to the conclusion that, well, it didn't really give that much of an impact revenue-wise. So, what is it that the best organizations actually do? What does the high-performing organization do when it comes to customer segmentation? Well, they absolutely do customer segmentation. And yes, they also address existing customers. Because we all know that it's a fact, it's a proven fact that it's easier to sell more to existing customers versus trying to acquire new customers. But they take a different approach. Not only do they focus on serving the customers, they also focus on serving the non -existing or the potential customers. And by the way, they have kind of like removed the whole notion of customer or potential customer. It's just called an account. And that also means that they basically serve the accounts more seen from a perspective that has to do with what is actually not just the current level of relationship, meaning, is this a customer or not? But more, what is actually the possibility or what is the opportunity out there? And how can I get the biggest bang for the buck out of my time? No matter if it's an existing customer or a potential customer. So, no doubt that we need to go back and we need to sort of reimagine the way we do customer segmentation. And we need to move beyond customer segmentation and more look into what I would call sales territory coverage. And sales territory coverage is not about customers or potential customers. It's about accounts. And it's more about the attractiveness of these accounts. Which of these accounts are the most attractive one? And, of course, when I talk about attractiveness, I mean the ease of selling, if there's such a thing as ease of selling. Where can I actually maximize my time? Where will I get the best possible output? The question is, of course, but how do we do this? We have already a customer segmentation plan and we have segmented our customers in A, B, or C, gold, silver, bronze, whatever. So, how do I actually get started with sales territory planning? Well, there are actually six steps that we can go through and I'm just going to show you those steps. So, first and foremost, it's all about the attributes. So, again, taking a step back, not thinking about existing versus potential customers, but starting with what are the attributes? And, of course, there are some classic attributes we can use like geographic or spend or share of wallet and stuff like that. But we can also go beyond that. So, maybe look at the maturity or the ease of implementing something or selling something, access to decision-maker units, etc. Actually, we propose that we go beyond the three, four, or five classic attributes and add an extra dimension to that. So, between five and ten would actually be a suitable thing. The next thing we actually do is we apply a weight. So, for each of the attributes that we are working on, we apply different weights, everything adding up to 100%, which are the most important ones, maybe less important ones. They are all important, but they do not sort of share the same level of importance. And then we apply a scoring scale. That could be from zero to ten. And then we have basically what we need to do to get working. And then basically click Excel, do your magic, and now we can sort all our accounts existing and potential in terms of their sort of attractiveness. And that means we can now create a plan where there will be a group of accounts that may be high touch. There will maybe be a group of accounts that will be low touch. And there might even be a group that we will actually just do tech touch. And linking back to what Matt shared with you, it's a really great idea maybe to actually link the whole notion of territorial coverage and the different elements or the different sections of these accounts. Maybe see where can we use maybe digital lead generation either to fuel or make it easier for our salespeople to come in. So summing up, I would just like to say that territorial coverage is not a new thing, but it's something we need to bring back. And it's not replacing customer segmentation. It's actually a part or an extension of customer segmentation. But there's no doubt that when you move beyond clear, sort of plain old customer segmentation and take a look at more territorial coverage, there's a much bigger bang for the buck. And that means there's a nice and interesting lever for growth. And hey, we only have a couple of months left of this year. This might be the time where you need to shuffle everything and create new territories and new way of working in your commercial frontline. With that being said, I'll hand over the stage to Amelia, who will take you through. So what can pricing do when it comes to these commercial plays? Thank you, Mikael. So let's look at pricing and discount management. Why is that? Well, because working systematically with pricing can increase your revenue growth through increasing your average order size. And actually getting more money out of each of your customers, potentially even winning new deals or supporting your renewal of your existing customers. A typical reaction in these times of travel, as I mentioned at the beginning, is to reduce your costs. But consider for a moment, may your single highest cost of sales actually be your discounting? be your poor price management? On average, all else being equal, typical B2B companies that increase prices by just 1% would see an improvement of 8% to 12% in their operating profit. So why is that? Well, that's because if you turn it around, price reductions can have detrimental impact on your profit unless they result in an increase in your volumes. What you see on the screen here are two very simple examples. Just to make this clear. On the left hand side, you may be a company that are in a very competitive market and you follow competitors' prices. So you go out and you reduce your prices by 5%. But you're not getting any additional volume. That results in a 50% decrease in your profits. On the other hand, you may be decreasing your prices in order to gain more volume and you actually have the suspicion that you would be gaining more value. But you decrease your prices by 5%, but actually you only manage to cover 20% additional volume. What does that mean? That means that you're now just profit neutral. These are the important conversations and calculations to make before you do any price cuts in your business. And before you maybe even look into how much are you willing to discount in these times of trouble. Let's just take a minute to ask ourselves a few questions. Have you ever experienced any of the following in the past year? And also feel free to add in the chat if you would like to engage a little with us. Have you increased your list prices to cover your inflationary costs, but margins still don't seem to have improved? Have you given your sales the authority to discount to win business, but it doesn't seem that the volume growth is making up for it, like the example that I showed in the past slide? Have you maintained your list price and discount policies well, but still the prices seem to be all over the place? If you've said yes to any of these three, then potentially this is the right commercial tactic for you. A typical issue that we often see is that companies use cost plus pricing. And what we know is that cost plus pricing does not match with the customer willingness to pay. In fact, we know that customers actually expect a price to be equal to the value. This means that in reality, we're going to end up in a world where our cost plus pricing results in either over or under pricing, which is what you see on the right hand side of this slide. That means that in some cases, you could actually get a higher price and sell more to the customer in others. We often also notice that there's a strong disconnect between the existing discounting schemes and conditions management and the suboptimal behavior of the sales force at the end of the day. So we implement very clear structures, but our sales are not really able to execute on these, which results in a scattered view of our prices, as you see on this slide. So, enough about the typical issues. How can we actually go out and do this? How do really good best practice companies actually work with it? Well, they work with what we call the six steps of the price waterfall. So, this is what we call price excellence, having these different elements along the price waterfall. Starting off by introducing the waterfall itself and setting anchor list prices. Building a logic that allows for continuous adapting of those prices and according to the value. Assigning different discount types to different types of customers. Establishing price quality and governance. And closely monitoring this governance and tracking the performance over time as well. Price in additional services that create value to our customers in a similar and systematic manner to our discounts, for example. Remember, anything that adds value to your customers could actually be priced. Of course, there's a key strategic decision to be made whether we want to or not. Then you need to equip our sales reps to make sure that they are able to get the right price. And this is why it's so important that we make sure that we govern the price execution or what we call sometimes price getting with a dynamic escalation limits of automated workflow approvals. Setting a clear direction in the window for sales to operate in. And then govern around it with escalation limits of different stakeholders in your business. Making sure that there is enough room for negotiation, enough room for sales to have autonomy to have those conversations. As we know, they know the customers best. But also govern around it so that we don't end up in the scattered plot that we saw previously. But how do we actually recommend getting started short term on this? We recommend using a repeatable controlled testing process. Starting off by confirming a hypothesis that you may have with the analysis that's required. Taking the corrective action. And then monitoring the impact afterwards. Repeat it. Make any structural changes. And then continue that way. So, for example, if your hypothesis was that you were seeing low adherence to commercial pricing policies that you put in place, you could create a price waterfall analysis, digging into those, and making sure that you look at measuring how is this policy relating to our realized price quality. So, how are prices actually performing at the end of the day? And then take the corrective action in your policies. Maybe you find out that some of them need to be tweaked in a certain way in your waterfall. And then go back, monitor the impact, and do it all again. This is the best way to get started in our opinion. Thank you for listening to that part of the webinar. We will now hand over to Johan, who will take you through opportunity coaching. Thank you, Amelia. So, I will spend the next 10 minutes to take you through opportunity coaching. So, what it is, why it is important, and also what it takes to get started. So, I just wanted to start with, you know, the definition of coaching. So, when we talk about coaching, we typically refer that to four key elements. So, it is about potential. It is about maximizing performance. It is about helping people. And it is also about focusing on future possibilities rather than looking back. The reason why we believe in coaching and also what we have seen by working actively with coaching in sales organization is that it has a significant impact. It both has an impact on the way that we as sales managers can actually create effectiveness in the sales organization. So, instead of just working with performance management and looking into closing gaps, etc., etc., actually coaching is one of the key tools to drive effectiveness. It also has an impact on the employees. So, sales reps actually working with top coaches are much more inclined to stay within the company. So, it also has a positive effect on churn. Secondly, or thirdly, sorry, it also has a direct impact on goal attainment. So, when it comes to the ability or the sales reps ability to actually attain their goals, it is proven that coaching is one of the greatest tools to actually achieve that. And on the last bullet, that's a recent example from one of the customers that I've been working with for the last three months, where we actually managed to increase the win rate on selected key opportunities with 20% after implementing opportunity coaching as a part of the sales operating model. Even though it is widely recognized that coaching is an effective management tool, many sort of sales managers still avoid to actually do coaching or they shy away to do this. And there are many reasons for this, but three of the common reasons that we typically step upon has to do with lack of time. And I think everyone can relate to that, that we basically don't find time in our day-to-day work to actually sit down and do proper coaching. Sometimes it's also about the toolbox and the experience. So, basically we don't have the experience, we don't have the toolbox and we don't have the frameworks on how we should actually do this. The third one is about we not believing. So, many people and many sales managers, they still don't believe that coaching is an effective tool. So, we're schooling what we call as performance managers. We rather spend time on doing analysis and looking in the back mirror to identify the gaps and then we leave it up to the sales people to figure out the best solution. So, we don't apply coaching as a sales management tool. We rely on other tools instead. To put some context into opportunity coaching, I just wanted to take you through sort of the four typical areas of sales coaching that we see. And opportunity coaching is one of them. But coaching in a sales perspective could also be about account coaching. And that is very much related to what Michael told us before, right? So, that happens before we even have an active opportunity. So, that is very much about where to play. So, which are the accounts and which are the sort of segments that we should focus on and which one should have a dedicated account plan, etc. The second one is about pipeline coaching. And that is all about driving the total sum of the pipeline typically to the right side in the sales pipeline. So, basically coaching on the sum of all opportunities in the pipeline. When we talk about opportunity coaching, that is when we deep dive into one specific opportunity, typically referred to as a must win or at least as the implement definition of these key opportunities that typically sticks out in the pipeline. The one that we should pay extra attention to. And then lastly, there is also an area that we refer to as skills coaching. And that is more about when we coach people on changing behaviors. So, maybe we are in a process where we want to do a transition from being product centric into being more sort of solution or value based selling, right? And then we need to also coach our sales reps on how to actually do this in customer meetings, for instance. But today, we will focus on opportunity coaching. And when we look into opportunity coaching, there are sort of four cornerstones that you need to have in place in order to get started. The first one is about must win opportunities. And that is basically, you know, which opportunities should we focus on? So, which are the most important opportunities in our pipeline where we actively want to spend extra time to figure out how we can win them? The second one is about teams and roles, meaning that who should be involved in these discussions? And typically, we see a scenario where you as a coach maybe speak directly to the opportunity owner. But we want to sort of broaden this a little bit because typically when we talk about must win opportunities, they have a tendency to be quite complex, meaning a lot of stakeholders, a lot of different perspectives from the customer side can be really difficult sometimes to understand the core of the problem that we want to address. So, it's also important for us to understand which of the people internally that we need to bring into that conversation to actually figure out what the best solution could be. Thirdly, it's about winning elements. And winning elements is really about focus. And I think you've all been in a situation where you discuss opportunities and the discussion just goes everywhere. So, we discuss a little bit of that and a little bit of that and then we go back to that. So, basically, what we mean with winning elements is that what actually determines if we win an opportunity? What has a direct impact on our win rate? And we need to define those elements in order to structure the conversation around the things that really matters. The fourth one is about the coaching flow. And the coaching flow is basically how can I as a coach apply a structure into this conversation that enables, you know, the people and the opportunity owner to actually understand what to do, when to do it and also feel motivated to actually go out and do it. So, I will take you through these four elements and then I will wrap it up with some ideas and suggestions on how you can get started. So, if you look at the first one, the must win opportunity. So, must win opportunities can be defined in many different ways. But typically, they are related to either order size, meaning that it's basically a huge possibility or a huge opportunity in terms of the potential order size. It could also be that it's strategic important. So, strategic important could be, for instance, if we have a strategy that we want to penetrate new market segments. It could also be strategic important because maybe it's not a big opportunity when we look at it right now. But we know from experience that if we can go into these companies, there will be huge upsell and cross-sell opportunities in the future. So, more of this land and expand kind of thinking, right? So, we get a foot in there and that's why it's important because it's a huge opportunity to actually grow. Exactly how you define this, that's up to you. But these are the typical two sort of elements that we look into when we figure out, you know, the definition of what a must win opportunity is. The second one is about team and roles. And, of course, we need a coach. And a coach is typically the sales manager. So, the person who is facilitating the meeting, the person who is focusing on opening, on asking open and challenging questions. The person who is responsible for making sure that we end up with a concrete win plan. And also the person who is responsible for ensuring that we have commitment and motivation. So, it's not just about telling what to do. It's also about having people in the room understanding, you know, what to do, but also feel motivated to actually do these actions. Secondly, it's of course the opportunity owner. It could also be owners depending on how you're structured. But these are the people or the person who is responsible for the opportunity. So, this is the person who has the context, the background and the situation of the opportunity. And also the person who can sort of define the key challenges and really sort of in the conversation pinpoint the areas where they need support and where they need help. And then also thirdly, and this is when it becomes interesting. These are the internal experts. So, typically in sales organizations, we see that we have so many people with great knowledge about doing, you know, previous projects or they have experience within specific industries, etc. These roles does not necessarily need to be only in the sales department. They can also be in the delivery department. They can also be in the production department. But it's all about bringing in these people into the conversation. So, we need to figure out depending on the opportunity, depending on where we are in the sales cycle, who are the internal people from our end that should actually already now contribute into that discussion. Because their input can have a significant impact on our chances of actually doing the right things and winning the deal. The third cornerstone is winning elements. And what I show you on the screen now is actually a real example from the customer that I talked with before that improved the win rate with 20% on selected deals. These winning elements are structured in a way that we want to have the conversation about what really matters. And in this case, we define these as five winning elements. It was stakeholder relations, meaning how well do we know power. It was about pains, meaning that how well do we actually understand the nature of the problem and the challenges that we need to solve for the customer. It's about benefits slash value, meaning that how well have we positioned our value proposition. It was about process alignment, meaning that how well do we understand the customer buying process. Basically meaning what happens in the customer buying journey from now. And then the last one was also competitive landscape, meaning that do we know who else is involved in actually pursuing this opportunity? And how well are we actually differentiating from those players? So it's all about defining these elements. And they can look differently depending on your company, depending on which industry you're in. But it's important to define these because then you can structure the conversation on a few topics instead of having this scattered conversation that is very difficult to facilitate around. Lastly, I just want to show you on the coaching flow. And this is a many of you probably seen this before. We call it the T-Grow framework. And it's basically a framework for you to facilitate these discussions, starting with a topic, which is the opportunity. Then going down to goals, basically being super clear on what we want to achieve in this meeting and what the purpose is. And then it's about reality. And reality meaning that before we jump in and talk all about the opportunities, the options and what we can do for these customers and all the great ideas that we have, we need to start with the reality. So as a coach, you need to be super firm that everyone in the room has a common understanding of the situation and the challenge that we really want to address. Then we go down and discuss the different opportunities. So how can we sort of get this person to feel the pain? How can we sort of differentiate the value proposition when we know that these players are also building on the same deal, etc., etc. And then lastly, and maybe the most important is about will and action. And that means that we need to have a documentation. We need to have a concrete win plan every time we step out of these conversations with actions that are new and actions that maybe the opportunity owners didn't think about before. So it's all about finding the winning activities that takes us closer to winning the deals, focusing on a few winning elements that we define together as a group. So how can you get started with this? It's actually fairly simple. I would have this sort of test and prototype approach 100% when it comes to this. So for you, it's all about prepare and invite. Find the opportunities, find the opportunity owners, understand which people that potentially can contribute to that. So, let's just take a quick discussion and then prepare yourself on what is actually important for us in this opportunity to win this deal. And what are the questions that I can ask as a coach to get that conversation started? Then try it out. Invite the people and make sure to use the T-Grow framework because that will take you through a quite easy and nice structure, starting from goal, reality, opportunities, and finally into will and actions. Then also, especially in the first session if you haven't tried this before, ask for feedback. Ask the opportunity owner if this was a valuable session. Ask for the other participants if this makes sense. And even if when you have done it a few times, ask if this should maybe be sort of a part of your sales operating model. Meaning that maybe we should have a fixed meeting bi-weekly or weekly where we'll actually bring up these key opportunities and together as a group define the win plans and how to actually increase the win rates. So, that's my recommendation on how to get started with opportunity coaching. And now we've been through four commercial plays, ten minutes each. So, it's a lot of information. But as I mainly said, you will also receive the slides afterwards. We're also interested in hearing your reflections on this. So, you will on the screen now see a little poll. And in that poll, we would like you to reflect a little bit and think which one of these offensive plays do you think will create most impact for your business? And you can only choose one. So, you need to choose carefully. But please reflect a little bit and think about which of these commercial plays will create most impact for my business. And while you are doing that poll, I just want to summarize and go back to this slide again. So, these are the four commercial plays that we've been through and this is how we see that the impact the growth leaves. So, take some time and then go to the poll and think a little bit about how you see this in your context. And I'm glad to see that opportunity coaching is in the lead. So, it's also some, okay, so pretty even. So, opportunity coaching, pricing, discount and digital lead generation. Yes. And no one is world class. Good. And that is basically it for today. So, once you have answered the poll, if you want to provide your input there, you're free to go. So, that was what we had for today. We hope to see you all again. We will do these events quite regularly. So, hopefully you can join next time. Then will be different topics. But please also get back to us if you have any feedback or any input. If you have any other questions, you can also go to the chat and type them in there and we will get back to you individually on those questions. Thank you very much and hope you have a very nice day. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you.