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hotset sales manager Sven Braatz: "hotset has the best prerequisites for further, determined expansion - both nationally and internationally."

hotset sales man­ag­er Sven Braatz: “hotset has the best pre­req­ui­sites for fur­ther, de­ter­mined ex­pan­sion — both na­tion­al­ly and internationally.”

With the sign­ing of Sven Braatz as new Sales Man­ag­er and Head of Busi­ness De­vel­op­ment, the tem­per­a­ture con­trol sys­tems man­u­fac­tur­er hotset has strength­ened its man­age­ment team a few days ago. One of the pri­ma­ry tasks of the 44-year-old in­dus­try ex­pert is to syn­chro­nize the sales struc­tures of the Lü­den­scheid-based com­pa­ny with its high pace of in­no­va­tion. Read here which levers the new hotset man­ag­er will set in mo­tion to achieve this.

Mr. Braatz, who or what brought you to hotset in Lüdenscheid?

Braatz: As a na­tive of Lü­den­scheid, I know the com­pa­ny name since my child­hood. Dur­ing my pro­fes­sion­al ca­reer, the heat­ing el­e­ments and ther­mosen­sors of the com­pa­ny then met me again and again. With in­creas­ing fre­quen­cy fi­nal­ly in my last func­tion as sales man­ag­er and project man­ag­er of a well-known man­u­fac­tur­er in the sil­i­cone in­dus­try. Here, hotset is con­sid­ered a set pre­mi­um sup­pli­er that stands for qual­i­ty “Made in Eu­rope”. When I then learned that CEO Ralf Schwarzkopf want­ed to strength­en his man­age­ment team, I did not hes­i­tate for long…

…and as sales man­ag­er are now al­so a mem­ber of the hotset man­age­ment team.

Braatz: That’s right. In this role, I will do my part to en­sure that hotset can un­leash its enor­mous in­no­va­tion po­ten­tial even faster than be­fore and with sig­nif­i­cant an­nu­al leaps in growth. In do­ing so, I will be able to con­tribute both my com­mer­cial and tech­ni­cal know-how as well as my ex­pe­ri­ence from sales man­age­ment and marketing.

Where in the cor­po­rate struc­ture will you start to do this?

Braatz: In tech­no­log­i­cal terms, hotset has po­si­tioned it­self very strong­ly, es­pe­cial­ly in the re­cent past. In the de­vel­op­ment of new prod­ucts and sys­tems, we can score with high in­no­v­a­tive strength and very short in­no­va­tion cy­cles. This can be seen, for ex­am­ple, in the many prod­uct launch­es in re­cent months, the rapid fur­ther de­vel­op­ment of var­io­ther­mal mold tem­per­a­ture con­trol with the Z‑system and the com­mis­sion­ing of the sys­tem cen­ter for tem­per­a­ture con­trol tech­nol­o­gy. All of this re­flects an ex­treme­ly live­ly in­no­va­tion scene. And as I know, our en­gi­neer­ing de­part­ment al­ready has fur­ther ideas in the pipeline. All this puts pres­sure on the sales de­part­ment, which has to keep up with this fast pace of in­no­va­tion. I there­fore see a pri­ma­ry need for ac­tion here.

How can we imag­ine this in con­crete terms?

Braatz: As a man­u­fac­tur­er of heat­ing el­e­ments, ther­mal sen­sors, con­trol tech­nol­o­gy and tem­per­a­ture con­trol so­lu­tions, hotset has been very suc­cess­ful­ly play­ing the tri­ad of com­po­nent sup­pli­er, sys­tem de­vel­op­er and project part­ner for years. Our sales de­part­ment com­mu­ni­cates all three ar­eas of ac­tiv­i­ty to re­sellers and deal­ers as well as to OEMs and bulk buy­ers and al­so to spe­cial project cus­tomers — na­tion­al­ly and in­ter­na­tion­al­ly! That in it­self is a tru­ly mam­moth task. Es­pe­cial­ly since each of these cus­tomer groups has its own ex­pec­ta­tions and de­mands and there­fore re­quires a dif­fer­ent method and in­ten­si­ty of ap­proach and sup­port. In ad­di­tion to the high pace of prod­uct de­vel­op­ment, this is the sec­ond fac­tor that can now be heard as a creak­ing in the wood­work of the sales structures.

New face at hotset: With the signing of Sven Braatz as new Sales Manager and Head of Business Development, the temperature control systems manufacturer strengthened its management team a few days ago.

New face at hotset: With the sign­ing of Sven Braatz as new Sales Man­ag­er and Head of Busi­ness De­vel­op­ment, the tem­per­a­ture con­trol sys­tems man­u­fac­tur­er strength­ened its man­age­ment team a few days ago.

So it’s a mat­ter of bring­ing hotset’s sales or­ga­ni­za­tion in­to line with the company’s high in­no­va­tion momentum?

Braatz: Yes, es­pe­cial­ly since the third pres­sure fac­tor is that cur­rent de­mand is fu­el­ing the ex­pan­sion dri­ve of all three busi­ness units. We must there­fore pre­vent a sce­nario in which the sales de­part­ment wears it­self out be­tween the grow­ing de­mands and los­es its pre­vi­ous ef­fi­cien­cy. This would slow down our growth and make it more dif­fi­cult to en­ter new ar­eas of busi­ness. We have to en­sure that our in­no­v­a­tive spark can ig­nite ever bet­ter in the market.

That sounds like a com­plex task. How will they tack­le the issue?

Braatz: We have al­ready de­fined the most im­por­tant ar­eas of re­spon­si­bil­i­ty, and we are cur­rent­ly in the process of sys­tem­at­i­cal­ly an­a­lyz­ing the struc­tures and process­es in de­tail. This al­ready in­di­cates that we prob­a­bly need to re­align on­ly a few sub-as­pects. Strate­gi­cal­ly, I see hotset in an ex­cel­lent po­si­tion. The com­pa­ny of­fers the best con­di­tions for fur­ther, de­ter­mined ex­pan­sion — both na­tion­al­ly and internationally.

Let us share your thoughts?

Braatz: I would not like to an­tic­i­pate. But it is ap­par­ent, for ex­am­ple, that some very pow­er­ful sales process­es are not yet im­ple­ment­ed holis­ti­cal­ly, that some in­ter­faces be­tween sales and pro­duc­tion can be bet­ter ad­just­ed and that some re­gion­al re­spon­si­bil­i­ties can be as­signed more clev­er­ly. We will large­ly free the man­age­ment from tem­po­rary sales tasks. And since we are now at the top lev­el in the use of dig­i­tal me­dia, we will at­tach greater im­por­tance to this area.

How quick­ly will this be felt by customers?

Braatz: In the very short term! Be­cause in the course of our mea­sures, both com­mu­ni­ca­tion and the ef­fi­cien­cy of the cus­tomer ap­proach will im­prove sig­nif­i­cant­ly. We will al­so in­ten­si­fy the busi­ness re­la­tion­ships with our trad­ing part­ners. And in the project busi­ness, per­son­nel con­ti­nu­ity is at the top of our agen­da. In the fu­ture, those who work with hotset should ben­e­fit even more from our in­no­v­a­tive pow­er and the cre­ativ­i­ty of our en­gi­neer­ing. Ul­ti­mate­ly, the sat­is­fac­tion of our cus­tomers is the cen­tral val­ue by which we want to be measured.

And what long-term vi­sions will guide you as Head of Busi­ness Development?

Braatz: First, I will make both the na­tion­al and the in­ter­na­tion­al sales ma­chine of hotset as a flex­i­bly con­trol­lable and re­silient con­stant of the com­pa­ny fit for the fu­ture. Based on our pre­vi­ous growth course and with­in the frame­work of our tri­ad strat­e­gy, this serves the goal of be­ing able to de­vel­op new busi­ness ar­eas more quick­ly and sus­tain­ably and to win new cus­tomer groups. The cen­tral mo­men­tum I have in mind is to op­ti­mize the fea­si­bil­i­ty of cus­tomer re­quire­ments and to im­prove hotset’s cus­tomer ori­en­ta­tion in breadth and depth. In sup­port of this, we will sig­nif­i­cant­ly ex­pand the company’s pres­ence on the web and in B2B-rel­e­vant so­cial me­dia ar­eas across all sales channels.

Mr. Braatz, thank you for the interview.

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