📣 This is your captain speaking
📣 This is your captain speaking
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Our simple expansion strategy
We want to become the leading smart IoT platform for industrial SMEs globally. To eliminate all waste in the industry.
To reach this ambition we need to expand across geographies, but we also need to broaden our product portfolio
Our growth and product expansion strategy is quite simple:
0. Find product-market fit with the electricity proposition within the BeNeLux (2017-2020);
1. Scale the electricity proposition across Europe (2021-2022);
2. Broaden product portfolio and cross-sell in Europe (2023-2024);
3. Scale broadened proposition globally (2025 onwards).
2022
2022 was all about scaling the electricity proposition across Europe. We needed to scale the European sales team (and we therefore also needed to scale the European recruitment team), we needed to set-up dedicated European sales offices (Berlin, Amsterdam, Barcelona) and we needed to internationalise both the Customer Success and Energy Consultancy team. And I think as a company we can be proud that we accomplished it all. We are now a real European company (instead of a BeNeLux one), as you can see in the image below. Of course, in 2023 we will still continue to grow our European electricity team, and we are still very ambitious there. We will by the end of next year grow to 50 AEs, targeting most of the European countries. However, exponential growth is hard to sustain at some point with only one proposition. But if you add new propositions, it's easier to continue high growth for a longer time.
2023
2023 will be mostly about broadening our product portfolio and cross-selling these new products within Europe. This will impact our whole organisation (and is already happening).
Our mission has changed from: “eliminating all industrial energy waste” to “eliminating all waste in the industry”. By adding new propositions, our mission is no longer just about energy waste, but 'waste' in a broader sense (for example also water and gas waste).
We are going to develop multiple impact ambitions for all the different propositions. By this I mean an ambition such as 'saving as much energy as the city of Utrecht consumes'. A dot on the horizon, for every proposition.
Our website has changed from a single proposition to a multi-proposition offer, so that we also show online what we actually do (or want to do) and hopefully also generate inbound leads from that.
Our CRM has changed so it supports cross-sell, among other things.
We have set-up a R&D department to develop these new propositions. Propositions do not appear out of the blue, they must be investigated and tested before a go/no-go decision can be made.
We have set-up a new development & product organization to be able to cope with different propositions. Paco explains everything about value streams in the 'Product updates' section
We are going to hire a new Product Manager for the new propositions. After all, someone is needed who coordinates the setting up of a new proposition, so that the right steps are taken to actually launch a new proposition (example: Sjoerd)
Our Sales organization is going to train ‘product specialists’ who can sell multiple propositions. A new proposition requires new, different knowledge. In order to be able to sell our new propositions well, we will therefore be working with product specialists.
Our Customer Success organization is going to train ‘product specialists’ who can onboard customers with multiple propositions. For the same reason as the sales product specialists: our Customer Success Representatives also need to know everything about our new proposition(s) to be able to help our customers.
Our Energy Consultancy organization is going to train ‘product specialists’ who advise customers about multiple propositions.
And a lot more…
What I really like about Sensorfact is that we are open for change. As long as we innovate & improve, which means that if you look 6 months back and our organization is now a totally different one, we are (probably) on the right track. At least, it means we are still in the race and have not become a dull corporate 😉
Best regards,
Pieter Broekema
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