Samenvatting

This strategic sales report is realized by Thomas Vos, a student at the University of Applied Sciences in Leiden. On behalf of Metsens, a strategic sales report has been written in order to gain growth. Metsens’ target is to achieve a growth of 125% by conducting research aimed at the Metsens’ strategic sales, which takes into account the acquisition of Fudura.
Metsens is a company that develops energy monitoring systems in a business to business environment. Metsens is located in Groningen and Leiden and since February 2016 part of Enexis Fudura.
For this strategic sales report, a widely internal and external analysis has been executed. The analyses are combined with qualitative research and a theoretical framework in order to gain more information about the market and the current and potential customers.
Over the last three years Metsens shows a 620% growth in the consulting branch and a 180% growth in the real estate branch. Remarkable is that the real estate branch does not grow as fast as the consulting branch, while the energy monitoring systems are of major importance in the businesses of real estate clients. The real estate branch is in potential a bigger market. Internal qualitative research shows that the distribution of the establishments in Groningen and Leiden leads to ineffective business practices. In order to integrate Fudura client the ICT departments needs to work more efficient. Because of the freelance contracts the ICT staff has several contracts with various clients. The ideal situation is one location where all members of the department work together. According to the external qualitative research, real estate clients value price and functionalities as the most important factors. Competitor analysis shows that the current price level is average compared to the main competitors.
The fact that Metsens is now part of Enexis Fudura, could potentially lead to growth. Because of this fact Metsens is advised to integrate their business with the Fudura clients. The integration can only be done if the current price levels will be decreased. Fudura is advised to offer the energy monitoring systems as a free additional feature of their smart meters. When the energy monitoring software is part of the smart meters, Metsens can use the sales organization of Fudura. Fudura clients have to contribute for 65% of the total business of Metsens. Creating an own sales department will cause overlapping acquisition. Metsens is advised to hire an account manager for the sales of consulting clients and maintaining the relationship with custom clients. For the most profitable clients Metsens needs to focus on custom energy monitoring systems in order to stand out from its competitors. The custom clients will contribute for 15% of the total business. The last 20% will be consulting clients. The strategy of Metsens is to maintain the relationship with consulting clients because of their sales organization. Consulting clients do their own acquisition without efforts of Metsens.
This new strategy needs to be discussed with Fudura. In the plan of action the amount of time for each recommendation is being explained. For the centralization of the ICT department, Metsens need to expand the amount of desks and space in Leiden. Also, Iben van Paridon will have to recruit new staff in the coming period in order to accomplish the goals which are descried in the recommendations.
These recommendation will lead to further market growth of Metsens and the parent company Fudura.