Home List

You have to keep moving, always. Standing still means you’re going backwards”

Bas Huysmans

Saint-Gobain employs 190,000 people
in 64 countries. The business has four divisions, each with its own area of expertise. These complement each other in such a way as to make this a global top 100 industrial company, in terms of both innovation and size. The business has seven general and twelve specialised, research institutes –

and around a hundred development departments. These resources are used by each of the company’s four divisions – innovative materials, building distribution, packaging materials and building products.

My interview is with Bas Huysmans, Managing Director of Saint-Gobain Weber Beamix, pioneers in the DIY market. It focuses on the building product division.

How did you use the Bitsing method and what can you tell us about growing at a multiple of the market growth rate?

Bas Huysmans: “You have to keep moving, always. Standing still means you’re going backwards. Or, to coin a saying, for us still waters don’t run deep – they’re just stagnant. To keep moving forward you sometimes have to let go of the security of the old way of doing things. Not easy for some people. In fact, for many in our business, using the Bitsing method was a journey into unknown territory. So, people are of course a bit hesitant in the beginning, wondering what’s going to happen. You always have to take this into account – so it pays to be patient and take things step by step. You don’t
have to get it 100% right the first time. People will take you seriously in due course.

What one discovers in this process is that many still use the ‘I think that …’ approach. And indeed, people are used to working on the basis of assumptions. What we’ve now done is make things far more fact based – how things are, rather than how we think they are.

There was previously a mentality of, ‘OK,
I have a task, so it’s up to me to do it -
the way I think best’. People understood the Bitsing method well enough; the chal- lenge was to get them to work according to it. So we integrated it into our daily operations, step by step. We started by creating awareness of the turnover goal and that everything we did should result in turnover. This was quite ambitious.

Five years of recession had resulted in
a damaged, unstable construction market. A closer look revealed that people were
a bit numbed by the negative experiences of recent years. So we immediately started shifting the focus of the organisation – using the pencils philosophy of the Bitsing method. It emerged that we had invest- ed a lot of time and money in markets, target groups, and products with less than significant shares in our turnover. It was inconceivable, but the vast majority of our turnover derived from 1.3% of our product range.

Shifting to a realistic focus resulted directly in 20% growth. The ‘pencils’ are a fantastic tool for convincing everyone in the organisation of the need to change focus.

This corrected focus led directly to active engagement with the market. We did this using an uncopyable proposition – our leading position as the pioneer of the
DIY market: ‘Lead by Origin’. Each of the involved departments took control of their own segment of the BITSER programme. B and I fell to marketing, T and S to sales and E and R to account management. They all developed their own programmes, with the common departure point being the essence of our Golden Egg: ‘Lead by Origin’. Everyone in the organisation knew what this proposition meant. So, the departments could independently, yet consistently, develop their own BI, TS and ER programmes. In conclusion, we assembled these elements into a consistent, BITSER programme, compiled by all of our departments. It was extraordinary to see how the awareness thus created integrated these previously independently operating departments. Now Marketing is aware that Sales can’t sell without B and I, and Sales knows it must achieve the T and S in order that Account Management can retain the clients recruited by Sales, failing which all the efforts of Marketing and Sales are wasted. A feeling of togetherness and collegiality emerged as a key element
in our organisation.

First impressions were often negative – and old habits die hard. Initial reactions to new things were often, ‘I’m already so busy’, or ‘Yes, but my approach is very different’. However, as the system (‘What pencil are you using for that?’) and the role of the departments within the BITSER model were better understood, acceptance became easier and is now almost automatic.”

Can you describe what Bitsing has done for you – in one word?


“‘Streamlined! That’s the key word. You came here telling us that everyone within
an organisation is busy doing their own thing, while not one of them is involved, from beginning to end, in the entire process. And yes, at Saint-Gobain Weber Beamix we had a Strategic department, Marketing department, a Sales department, an R&D department and a Production department – all doing their own thing. Of course, they engaged each other and had points of contact, but nothing about the interplay was streamlined. So, they weren’t really working with and for each other. Indeed,

it was this word, ‘streamlined’, that actually

triggered my reaction, which was, ‘This is music to my ears!’ We can do something with this, I thought. The structured approach inherent in Bitsing forces an organisation
to also adopt a harmonised, structured approach in order to achieve its common aim. Which is why I then adopted the Bitsing system – a decision that has validated itself in practice.

The language of Sales is totally different to that of Marketing. Both departments endure a lot of pressure, do a lot of activities and suffer a lot of stress. However, they experience different types of pressure, action and stress, and express this in two, different languages. So, it is di cult to have enough empathy with each other, given this barrier. It’s difficult to engage with each other’s opportunities and problems.

As a result of the Bitsing process, the organisation now shares a common language to a much greater extent. Everyone now knows how to identify an important product; that you can only get a client to buy once he likes you, and so on. It actually doesn’t matter anymore whether you’re on the marketing or sales side, or in production and innovation, you all speak the same language, you understand what is meant and you also see the effects of the work of others on

your own part of the business. The inter- actions between the various disciplines are suddenly far more linked to each other and have become almost visual for the people in the various departments, particularly in Sales, Marketing and After Sales.”

Does this give them more respect for each other’s work?

Bas affirms, “Yes. Because you have better, shared understanding of what the other person is doing, and why you are doing these things. There is also more readiness on all sides to work with each other and help each other. So what we deliver is now seen as the product of everyone’s e orts, which also has a motivating effect. This, in turn, creates more commitment and better performance – and so you have almost a virtuous cycle.”

And what you’re now doing is raising
this to the next level?

“Yes, It’s like learning a new language.
In the first phase you really do your best to learn the words, the conjugations. So, you get to know the language, but you don’t yet speak it. As a company we are in that phase. We can get by with the language – perhaps on holiday, but when it comes to conducting business we are not yet fluent enough. Which is why I took the decision to become more fluent in the language.”

What other effects have you noticed?

“Internally, I can see we’re beginning to
get more insight into the short term – our plans are better. Where we once operated on gut feel in terms of product development and promotions, we are now more planning orientated and therefore can also prepare our internal operations better. So, as regards development – we are more focused on developing. And in Marketing and Sales we are more targeted in our approach. We’ve experienced distinct advantages in both these areas. Now that Marketing and Sales give more consideration to what we have
to do, it’s become noticeably easier to communicate their expectations to Production and Logistics.

What’s really di cult is not doing the things that we’ve always done. People have a tendency, in the first instance, to do Bitsing in addition to what they used to do. They see it as increased workload – ‘Now they’ve thought up another one’. But as they take the first steps and start to make progress, they become more enthusiastic and more aware of the fact that Bitsing actually reduces workload.”

Are you growing at the moment?

Bas: “Yes. Our growth rate is at least twice that of the market. Which means that we are grabbing market share. And, of course, there’s a reason for that. It’s partly due to the organisation itself, with its well-structured management. And that, in turn, is a function of the fact that we are more highly focused. And that the decisions we have taken are far more based on facts than feelings. We do still follow our gut feelings, but the decision process has been speeded up enormously by the fact that we’ve looked at the Bitsing plan. And this, in turn, has given us a far better understanding of the numbers. When you first arrived, Frans, we had just survived a five-year crisis. Things were just lightening up again. We were able to breathe again. You came with a positive message, a very simple message. One that I, as a technical guy, could easily understand. That was very important. It’s as simple as it can be. And you presented it in such a simple way that everyone that heard it said, ‘Yes, of course, we knew that all along – so yes, let’s do it!’ It’s so logical, it must work. Yes, you arrived at the right moment, with the right message. One that appealed to my need to shake up the internal organisation, organise it better and tighten up the processes. Your logic appealed to me – as did the simplicity of the system. It’s what persuaded me to adopt Bitsing!

Every entrepreneur wants results. There is no shortage of people who invest millions
in projects while having no idea of what the investment will produce – as strange as this seems. The success of Bitsing stands or falls in relation to how strictly one executes the Bitsing plan. If we were to partially apply it, it wouldn’t work. Of course you can do other things alongside it – one has to retain a bit of individuality – but I really am convinced that half doing it makes absolutely no sense.

With Bitsing it’s not a question of a promotion here and a campaign there. You have
to do the whole thing. That’s what resulted in our growth. If we hadn’t Bitsed, we may have done these activities in any event, but would then perhaps only have had 25% of the total, required package in place. And what would that have delivered, if anything? By thinking it through completely, from a
to z, one develops the complete process.
As a result, your prospects and clients swim further into the net, making it more di cult for them to escape. Yes, we did previously conduct similar activities. We put the nets into the water, but we hung the bait near the entrance. Clever fish entered, then quickly turned around and swam in the opposite direction. Now we have six pieces of Bitser bait and the fish swim so far into the net that they can’t escape.

And because they are always addressed in a way that’s appropriate to the Bitser step they are on, the fish are always happy!

The system is complete. The ‘Lead by Origin’ message is everywhere. On our fleet, our videos, in our promotions and TV commercials, our online presence and so on.

We have delivered so many solutions in
so many areas that we have built up really extensive experience over the last 50 years. In principle, we’ve already executed a solution for virtually every problem that arises -
and it’s in our records. We can do anything that’s required. Which is why the whole Saint-Gobain Weber Beamix enterprise is designed around flexibility – it’s an important pillar of the organisation. So everything that we do and everything that we invest in must increase our flexibility – and certainly never limit it.

What I would like to pass on to the reader
is that you shouldn’t limit yourself to a few products or single target group. This exposes your business to risk. If the market collapses, you’re done for. In Bitsing ‘pencil’ terminology, deriving your turnover from only one pencil product or target group makes you very vulnerable, especially if you can’t sharpen the pencil. Broaden your range and use the pencils philosophy to achieve this.

There will always be ups and downs, but
a good mix ensures that you can operate comfortably in your market. Bitsing helped us to focus and concentrate – and sometimes to drop a few things. Things which didn’t generate turnover, or weren’t profitable. We did that, and we didn’t go unrewarded. We are currently growing at a rate of 22%.”

Interview MIEP Design – from dream to reality
• Starting a business is a decision – not a risk
• How the BiTSing method guarantees success

Githa Minis – Interior architect

Every entrepreneur has, at some stage, gone through the process of starting their own business. I am no exception. It’s a challenging experience – at the very least, as I wrote in the introduction. Income is always necessary, but how will you ensure it? And when will it come in? As a result of such concerns a very large number of aspirant entrepreneurs never dare to take the step towards independence. Which is why I wanted to include a motivating and inspiring story in this book – for everyone who has dreamt of their own business, but never turned that dream into reality. The following case study is about Githa Minis, a young woman who took the challenging decision to start her own business – in a situation that had seemed hopeless. Nothing forced her to take this step. She took it thanks to a dream and, as she says, ”Thanks to the Bitsing method”.

This is Githa’s story. My first acquaintance with Bitsing ”The economic crisis had made it difficult for me to find a job after graduating as an interior architect. I submitted at least fifty applications for jobs in large design agencies. The response was uniform: ‘insufficient experience’. Indeed, in a market with very many applicants and very few vacancies, it’s impossible to get a position without experience. So I was forced to take a job in catering. At the same time, I still wanted to pursue my dream and follow through on the years of study I had put behind it.

“My catering job brought me into contact with Frans. His advice was that if I had a dream I should follow it; that if I wanted to start my own interior design business, I should just do it. This had, indeed, always been my long-term dream, but had intended to first build my experience by working for other companies in the industry. Frans, however, convinced me that if I followed the Bitsing rules, my success would be guaranteed. ”I rose to the challenge. Not because I dared to take the risk, but because insight into Bitsing methodology showed me that I would succeed, without a doubt. I resigned from my catering job and started MIEP design – my own interior design business. Filled with enthusiasm, I worked day and (sometimes) night to ensure the success of my new business. It’s a great feeling. Thanks to Frans and Bitsing I was able to busy myself with my greatest passion, while seeing the dream of my own business taking shape around me.

MIEP design ”The business name didn’t just occur to me out of the blue. The Bitsing method showed me that you have to be uncopyable – and that your uncopyability should find expression in everything you do. My immediate thought was that this also applied to naming the business. Bitsing also delivered a real eye-opener: Large, professional design agencies were absolutely not my competitors! And I should avoid this becoming the case. (And to think that I had originally wanted to work for one of them!) ”I had learned, of course, about the Bitsing concept of the ‘money competitor’ – the answer to the question: where does my target group spend its money when it doesn’t engage an interior design agency? The answer was simple – and surprising. They spent it on DIY. My competitors appeared not to be the professional design agencies, but the clients themselves. They were the money competitors. So I had to convince my target group that their money was better spent on me than on doing it themselves.

This, in turn, would succeed once they knew what made me uncopyable. So I went in search of what made me uncopyable in contrast to clients’ DIY tendencies. The Bitsing method led me to the following conclusion: Dutch common sense. I was born in the northern province of West Friesland and grew up in a traditional, Dutch family. One in which the well-worn Dutch maxim was applied and practised: ‘Just use common sense – it’s uncommon enough’. Moreover, I was simply drawn towards everything that’s authentically and typically Dutch. I can’t explain it further, but what’s really Dutch really works for me. It’s just ‘how I roll’!

“So what happens when you combine the principles of interior architecture with … common sense? Well, you get an Interior that looks fantastic, that you can be really proud of and that also respects the practical requirements and enjoyment of the people that will live in it. It will lack false pretence and needless ‘decoration’ – and excel in functionality. In a contrast, an interior that’s just beautiful but can’t, for instance, deal with the impact of children and dirt is less desirable than it first seems. In fact, the emphasis is far too often on design, form – and not on function. My approach would be different, a blend of design (the experience) and Dutch common sense (the practical function). Effective interior design – in fact what clients ideally want when they do it themselves. Straightforward design, with both feet firmly on the ground. In fact, a real MIEP (a typically Dutch name for a simple, straightforward female character, also often humourously used).

“As it happened, I didn’t have much time to think up the name. However, I let myself be guided by the Bitsing model’s requirements for creating awareness in a target group – the requirements of step B of the Bitser ladder. The name conformed. It’s simple, surprising, attracts attention, is short and impactful, memorable and one which such basic familiarity that everybody thinks they ‘recognise’ it.

Three reasons for not starting your own business: ”Whenever I talked to friends about starting my own business I was immediately overwhelmed with an abundance of arguments as to why I definitely shouldn’t. I had no experience all, it was an insecure income – and anyway, I wouldn’t even know where to start. After all, I’d only just graduated! There are always enough reasons for not doing something, but Bitsing gave me a new perspective. It simply confronted me with the reasons why I indeed should start my own business! The single reason to start today ”When Frans started telling me about Bitsing he brought many factual arguments to bear. These demonstrated why one should start a business and how every obstacle would be surmountable. They were facts. They offered me handhold and forced me to accept that there was no alternative to believing that I would succeed. ”

I made my own Bitsing plan and started to reduce the number of hours I worked for the catering business. As I steadily implemented more elements of my plan, the process became ever more magical. It was strange, but it was as if a voice kept on whispering to me, ‘This is really something. It can’t fail. You must give it everything you’ve got.’ These were, of course, nothing more than my own feelings. But they came to the surface because of the enormous positive energy and conviction developing around me. All sorts of things were taking shape, and after six months I had resigned from my job and started working full-time for my own interior design business, MIEP design.

”My Bitsing plan told me that I should focus on houses advertised for sale. Applying my Dutch common sense, I brought concept to the market that would satisfy four parties simultaneously: the house buyer, the seller, the estate agent – and myself. Many houses reach the market in a bad state of repair and are dated in appearance and style. This is an obstacle to potential purchasers. My concept provided a virtual makeover of any house offered for sale. This was based on a completely new interior design for the entire home, presented by means of an artist’s impression. The house would then be sold – on the basis of its new, virtual interior and together with a quote for its renovation. Purchasers would immediately be confronted by the home’s full potential plus the appeal of its new and practical functionality. They could also see exactly what it would cost to turn this dream home into reality. ”This approach immediately lowered the threshold to buying a house. Houses that previously had attracted no interest were now getting many enquiries and some were indeed being sold on this basis, together with design and renovation package contained in my virtual makeover. I am now introducing more estate agents to my concept.

“In everything I did, I was guided by the requirements of Bitsing. I knew that it would enable me to succeed. And I was completely right. The positive effects are unavoidable. Whenever I have presented my ideas, people bought into them. For Bitsing always stimulates belief and conveys trust. Even more so because it contains the tests that determine whether your plans will actually succeed. It’s a handhold, a foundation on which to build.

It does require investment of your time and money, both of which are in short supply when starting out. I didn’t do this lightly, but as a result MIEP design has been established, is successful and is here to stay. ”My plan is to continue to evolve MIEP as a successful business which, in itself, will create more jobs as it expands! ”Frans asked me to summarise how I had benefited from Bitsing. This is my list. And, in fact, my credo:

1. Never spend money before you’ve earned it.
2. Only invest time and money in ‘sharp pencils’.
3. Ensure that there is demand for the product you’re selling.
4. Focus on your product’s purchasers – i.e. know your target group and appeal to them.
5. Your competition is where people spend their money if they’re not spending it with you.
6. Don’t make sales offers if they don’t address why people aren’t buying.
7. Don’t construct your campaign out of your own problems.
8. First make your brand and name known, then sell.
9. Discover your own uncopyable characteristics; ensure that you remain uncopyable.
10. Use your own uncopyable characteristics in your marketing messages.
11. Enable people to draw their own conclusions. Don’t tell them what to do, just hint at it.
12. Stick to the facts.
13. People must want you before they buy you.
14. Traffic is very important. You need it to make a sale.
15. Ensure that traffic and contact is risk free for the customer.
16. Consider media and messages you use to achieve your goal. Will they reach the right people?
17. The medium doesn’t determine success. The message does!
18. Keep your goal in focus and don’t diverge from it!

“In the beginning I had no idea of what to do, while I am now absolutely certain that I’m doing everything right! Everything is so fact-based that it’s irrefutable. Everything I’ve learned now guarantees the success of everything I take on. The volume of enquiries coming in makes me feel that it’s unnecessary to convince people to take my product. What I do – works! Bitsing inspires me, convinces others and at the same time creates its own discipline: stick to it – and you’ll achieve your goal. There are always, of course, moments in which you ‘lose the plot’. In these moments I go back to my notes, absorb the wisdom and once more know what I have to do. Bitsing is a manual for entrepreneurship. I love it. It’s allowed me to do what I studied for 9 years.

And the best thing is that at the close of every day I have, once again, seen my business grow. A fantastic experience. ”My dream has become reality. My hope is that everyone who wants to start their own business will, through my story, also see their dreams fulfilled.”

Engie (former Cofely) – innovation, powered by Bitsing
• Creating focus – also in start-up situations
• Getting departments to take ownership of the methodology

An interview with Bas Ambachtsheer, managing director of Cofely West Nederland BV and Cofely Energy Solutions. Bas and I have known each other for quite a while. We met when he worked for Fokker services, the business I used to provide an example, in step three of this book, of uncopyability. A few years ago Bas was asked to become managing director of Cofely and he took the Bitsing method with him to his new company. Cofely is a technological service provider and forms part of GDF Suez Energy Services, one of the biggest energy suppliers in the world, with 220,000 employees and more than €90 billion turnover. Cofely Energy Solutions supplies integrated technological solutions for sustainable and energy-efficient, fixed property applications, as well as related advice, design, financing, implementation, maintenance, management and agency services. You’re likely to come across people from Cofely in nearly any business you visit. Their characteristic, branded clothing identifies them. And it is, indeed, a company that stands out!

It was Cofely, for instance, that built the energy distribution network for the London 2012 Olympic Park. This was one of the biggest energy projects ever implemented in the United Kingdom, with two, ultramodern, sustainable power stations feeding a network of 16 km, while achieving a 50% reduction in emissions. Cofely is also active in the Netherlands. Together with the Amsterdam City Council it developed ‘Amsterdam’s greenest Island’, on the Oosterdok island and the Ijdok. There a Cofely heat/cold storage system supplies connected buildings with energy, reducing fossil fuel requirements by 65%. Kofi employs about 6,000 people in the Netherlands and has a turnover of at least €1 billion.

As I’ve said, Bas first came into contact with Bitsing while previously employed by Fokker Services. There he was involved in the development of a new business line, which was structured from the outset to employ a go-to-market strategy developed with the help of the BiTSing method. Since then he has been vocal in his praise of the clear differentiation Bitsing can deliver to a business via the Golden Egg concept, as well as its effect in given direction to commercial strategy. Bitsing had played a crucial role during the entire process of (a) determining products and markets, (b) defining the operational process and (c) enabling development and growth of the business line, all of which fell under his responsibility.

Bas has also ensured that Bitsing played a prominent role at Cofely, from the time he took up his new position there. ”Our overall strategy made it clear to us that it was important to add new services to our portfolio, coupled with ambitious turnover goals. We therefore started a new business unit in 2010, focused on integrated technological solutions for sustainable and energy efficient real estate applications. Such initiatives, of course, require investment. Which is why CFOs really appreciate Bitsing. They relate to its sharp focus, clear structure and concrete ROI predictions. The autonomous growth curve used in our multi-year business plan was therefore also completely based on Bitsing methodology. Bitsing also enabled us to construct a ‘paper blueprint’ of the intended unit and to thoroughly test the viability of its underlying strategic focus. This gave rise to an enjoyable yet intensive process, which took a few weeks and was stacked with revelations. This process is particularly enjoyable when it involves the whole team. If you already have the capability of developing something within one or two days, then the value of Bitsing is already apparent as it takes you from a zero base to achieving something that’s really very significant, in a very short period of time. The experience of using it is always one of moving from knowing very little to becoming extremely aware of the relevant issues. In addition, Bitsing gives you so much insight into where you should and should not direct your focus. It ensures that you build on the positive aspects. For example, the Bitsing process provided us with a totally different focus on the issue of identifying our prospective client. And we immediately used this insight to implement changes in how we were structuring the planned business unit.

“Following introduction in January 2010, Cofely Energy Solutions was profitable, for the first time, by 2011. Consistent and close adherence to the Bitsing strategy ensured that turnover grew from € 8 million in 2011 to € 15 million in 2012. Turnover nearly doubled. This year our profit will grow exponentially and, again, this has to do with a number of focal points revealed by the Bitsing process. We’re now really in a phase in which the business is beginning to fly.

”I use Bitsing constantly. It really helps me manage the business. And it makes sense to use it in every phase of business development. From start-up, throughout the business development phase and, once it’s achieved a steady state, in phases in which a boost is required. I can rely on Bitsing to always provide the right direction, relevant feedback and a mechanism for steering progress. In a start-up situation it certainly provides so much more direction than the usual process of analysing market reports and so on. The methodology is pragmatic, it’s to the point, and it provides a model with a clear beginning and end point. For these reasons it has become an integral part of our DNA. Take uncopyability, for instance. It’s a brilliant concept – very clearly perceived by customers and it lifts your game to a new level!

”I always use Bitsing methodology when explaining our sales processes. As a result, our entire sales team lives and breathes Bitsing. The methodology is so clear and its basis so easy to explain that everyone can master it, in the shortest time. Having said that, there is also a learning curve. Over time the relationship between the Bitsing elements becomes increasingly clear – as a result of which, your own effectiveness also increases. From this point of view, Bitsing is a continuous improvement process, which directly addresses the question of why one does or does not sell. And when things do go wrong, it delivers a sort of ‘final judgement’ as to the reasons why. This also helps to inspire and infuse my sales team. Through Bitsing they understand what they’re doing and this increases their job satisfaction. Bitsing injects structure and craftsmanship into their side of the business – in a way normally only associated with operational roles – and it provides rewards in the form of success. Their reaction is, ‘At last! Here you really get taught how to sell – and to generate turnover.’ One notices, of course, that the people who are successful in selling are those who understand Bitsing.

”So now they all know what to do concerning hit rates, customer visits and so on. They understand that the T (for Traffic) only really has value when the B and I also have value. The Bitsing method is central to my approach to sales and has directed me to teach my people to initially only focus on the B and I. They may not sell until these phases have been filled in! And it works! In the beginning they all said, ‘An appointment? No problem. I’m able to get them.’ But the sales calls they had in mind didn’t really count. They do occur in the T phase, but they aren’t the kind of traffic or contact that produces sales. These appointments should rather have been used to give the B and I substance. People have to get used to this. These prior steps are necessary, before you can talk start talking about making a sale. But the process works incredibly well. What happens is that the prospect makes his own conclusions and, before the meeting is over, is saying things like, ‘Well, that means that I should be interested in this…and need more information on that…’ and so on.

”This also highlights one of the biggest failings in sales – that the B and I are seen to be less important and are often ranked lower than they should be. This comes because people think, ‘They already know us’. But how well do they really know you? In my experience, one tends to conclude that people know you before they really do. The answer to the question, ‘Do you know what we do?’ is often, ‘No’. In practice, this meant getting the entire salesforce to hold back: ‘Guys, for the first 10 minutes I want you to relax and just talk about Cofely’.

”Another good thing about Bitsing is that, when you approach it as a team, it gives rise to a better plan. We have also benefited very much from our involvement in the process itself. Bitsing means that everyone speaks the same language, uses the same terms and begins to think in the same way. In this way it also really helps in directing the business towards greater effectiveness. If people are spending increasingly more hours on a customer without results, one can conclude that something is wrong with the B and the I. Bitsing helps us to check where we are in the process and to manage our progress. This also helps me arrange teams consisting of people with complementary skills. People who are good in the B and I areas, but also people that are good in closing the deal. I encourage them to use each other’s strengths.

”Bas’s tip for you: ”Bitsing is an investment which, of course, must pay itself back. This presents a challenge to justify the investment – but don’t hold back. It’s never too early to introduce Bitsing. In fact, it’s better to start Bitsing a second time over, than not to have applied it sufficiently!”