We are Saes: teamwork is the oil between the wheels

With the enormous growth that Saes International BV has experienced, it is only logical that work has to be done to maintain the upward trend. Growing in size while maintaining quality for the client means looking at new structures, new ways of working efficiently and keeping all the disciplines Saes is involved in manageable. In order to tackle this professionally, a new Management Team has been appointed. We speak with Erwin Broens, member of the board, Remco van der Winkel, general manager, and Jeroen Hornman, sales manager, about their vision and plans for the future.

Introducing

Remco has been working at Saes the longest of the three. "Since 2006, to be exact. I studied business administration in Rotterdam and ended up at Saes through a friend, and of course I haven't left since," Remco says. The opposite is true for Jeroen: he joined last, as of November 2. However: with a wealth of experience. "I myself have over 20 years of experience in the sale of earthmoving machines," explains Jeroen. "That's why I really feel at home here. Working in GWW is in my DNA." Erwin has been with Saes since September 2019 and started expanding the service department even further. He too is a veteran in earthmoving: "Since 1999 I have been active in earthmoving machinery, in the areas of sales, repair and service. Since 2019 I have been a member of the Saes management board, with the intention of taking over the business from Henk when the time is right, in the role of DGA. Let me be clear about one thing: we may be the MT, but the Saes Team consists of 10 men. Together we get the job done."

Making policy together

The new Management Team is hard at work redesigning sales. Together with Henk, Erwin, Remco and Jeroen are defining the new policy. "We work very broadly here," Remco explains. "We do production, rental, trade, run our own workshop and import and export. We do this with the entire Saes Team, consisting of 10 men. For me personally, this is an ideal business situation. I knew after my studies that I didn't want to work for a multinational, but in an SME. With short lines of communication and personal responsibility. Here you are part of the whole."

Jeroen outlines the current market situation: "The overall market is not getting bigger any time soon.   

Therefore, you will need to get more out of your existing customers, which can only happen with the right attention and service. In fact, that starts with how you answer the phone. The product may come first now, but after-sales will become even more important. That's the only way you can sell that second and third hammer, too." Remco observes that market saturation is occurring mainly in the very large attachments. "However, there is still plenty of growth in the market for the medium and small attachments. With the nice brands we have, we are going to work on that, which will provide more diversity and broaden our scope." Saes' MT also wants to grow further in rental, according to Erwin. Jeroen agrees, saying, "On balance, the client wants to move more toward use rather than ownership. In the large attachments there is more demand for rental, we are providing that." 

Changes are already underway

Asked about the changes we can expect, Erwin replied, "We are moving toward more charisma, more brand experience. We have very big brands tied to us, we have to do something with that. We will also increase our scale by offering a broader range of services. Every client should be able to come to Saes for his total package in the future. We also want to lower the threshold for clients who are in need of medium-sized and small equipment. The fact that we have such a strong presence in the market with our very large attachments does not mean that we have forgotten the rest. Any customer of any size is welcome here, for attachments of any size."

There will also be a firm focus on digitization, we learn. "That brings growth logically. We are digitizing further not only for ourselves, but also for the customer and for an even smoother cooperation with the customer," Erwin outlines. Jeroen adds, "Digitalization also helps us to keep working in a structured way, much needed once we start broadening our horizons. By deploying this broadening in the middle segment, we create stability within the company. We will have to stay true to our core values, acting from the basics, with a broader product palette and a wider range of customers."

Is there still room enough?

Changes are already underway to give the process the time it needs. Digitalization, optimization of logistics and a critical eye on inventory are the first signs of this. What about space on the premises, in relation to growth? Remco answers, "We're getting another shed, so we can store all the stock inside. Peace and quiet and space will prevail here. The workshop is big enough, as it has recently doubled in size, compared to last year. We then went from one to three workstations. We can still move forward in the current form, with the planned modifications."

Everyone counts

The direction for the future is broadly defined and the enthusiasm that prevails is contagious. "It mainly comes down to following the outlined route and fine-tuning left and right," Jeroen suggests. Remco continues: "Every day we are working on securing a piece of continuity and shaping the future. Everyone counts in that process, because together we put our shoulders to the wheel." Erwin adds in conclusion, "Who does what, that's not important. What happens, that matters."