Kirsten, what are some of the typical challenges that B2B companies encounter commercially? One of the things we observe is that with companies who have a lot of business on contracts, that they actually tend to lose a lot of margin every time those contracts are up for renegotiation or renewals. Due to a lot of commoditization dynamics in the market, competitors being extremely aggressive on discounting, procurement playing the game and doing what it takes to get to a lower price. Can you give some examples of what this might look like for B2B companies? Yes. One of the examples that come to mind is a situation where a large global company were in a renegotiation situation and they actually faced competitors who quoted 30% below their price. So that forced them to either be extremely aggressive or to accept losing market share to avoid losing margin on that specific contract volume. What are some of the key insights that led to this new approach? We have at least three main observations. The first one being that salespeople in general are way too late into the renegotiation, meaning that it's often the procurement side who takes initiative, and then it's very often too late to apply the tactics that are most likely to lead you to a successful outcome. Secondly, to counter the price pressure from procurement, we then often see that salespeople's response is to introduce a product upgrade, a new product, a new service, etc., which is basically way too late when you're late in the renegotiation because what procurement is looking for at this point is to put pressure on price and achieve a discount. And thirdly, when we look into the planning and tactics that goes into these renegotiation, it's very often characterized by a huge absence of plans and targets. So the salespeople often enter these negotiations without any plan, without any clear target, and without that, you don't stand a chance against the procurement side who is often really well prepared. What is some of the proof that this insight we just discussed is worth looking into for B2B companies? Well, we typically see three benefit categories. First, we see salespeople coming home from negotiations where they would normally lose a little bit of margin or volume, actually having either increased volume or increased the price. Secondly, we actually see that when you apply the right approach in being timely and reminding customer of the value that you have actually delivered, we have seen examples of companies being able to increase prices up to 10%, despite there actually being quite aggressive companies. And thirdly, when you have a competitive offers. And thirdly, when you are timely in renegotiations, your chance of actually positioning and upgrade to the solution increases quite significantly. Most recently, we worked with a company who actually identified a 90 million Danish kroner contract volume by the proactive approach and carrying that into the renegotiation put them in a totally different position as it was actually anchored with the executive level management team of the organization. How did the clients respond to this approach of the vendor behaving in a different way? The majority of feedback we've seen from the customers to our customers is quite positive. We have, and I'm quoting, we have procurement people saying, we were not aware that you delivered this much value to our company. Thank you for reminding me of that. We have had, and I'm quoting again, procurement people saying, I was not aware that the benefits with you, was this much compared to competition. So the current proof points is that it actually falls well into the procurement cycle because they are basically interested in getting a solution that is most valuable to the company. But if there's no value in the dialogue, they fall back on price. But when you suddenly are the one introducing the added values, the delta values to competition, then they have a different number to compare to. Okay, great insights, great story. So what is the solution? The solution has three major components. One is that you actually have a framework for how do you deal with renegotiations. A renegotiation starts the day you win the contract, not six months before your customer is ready to renegotiate. So knowing exactly what to do by when throughout the course of the entire contract period. That's the first component. Second component is that you can actually bring to your customer solid evidence of the value you deliver to them during the contract period. You can document it and you can visualize it. So that it's crystal clear that if they squeeze you out or if they lose the business with you, they stand to lose value. And thirdly, you need to have a leadership team who can reinforce this as well as they reinforce focus on new customer acquisition. That you have leaders who coach in the account plans and in an ongoing dialogue on the strategies to win the next renewal with any given large volume customer.