The goal of this thesis is to propose a strategy that will allow Priva, a Dutch developer of Building Management Systems, to offer value to more stakeholders of the building industry, on top of the facility manager and the owner and tenant of the building, which are the currently targeted stakeholders. The approach of this thesis involves internal and external research. Internal research consists of interviews with the company’s managers and analysis of the company’s vision, brand, business model, and current strategy. External research entails interviews with stakeholders of the building industry and extensive literature and technology trends review. Interviews with stakeholders of the building industry revealed that feedback on various aspects is valuable to stakeholders and can be offered to them through Priva systems. Energy performance, installation performance and people’s performance are the performance aspects that Priva could offer services for. The stakeholders that have been identified as most interested through the research are Architects, Systemhouses (Priva Partners), Owner/Tenant, and Facility Manager, Certification Consultants, and Academic Researchers. Wireless Smart Sensors have gathered momentum in many industries due to the up-and-coming “Internet of Things”, where they will have application in numerous domains. In order to be easily deployed and in large numbers, they need to require little tooling and installing (“plug-n-play”) and be self-powered, eliminating as much wiring as possible. Large, complicated, all-in-one systems have important drawbacks: they are more expensive to install, harder to commission and more difficult to maintain (if one aspect is not working, the technician has to enter the whole system). Also, they do not allow a more flexible business model to support them, as it is not possible to offer different versions of the system for different client needs. On the other hand, modular systems with discrete components are easier to commission and maintain and upgrade. They can survive easier in a landscape full of diverse communication protocols and standards, and in a fragmented business environment. Close and long-lasting business relationship with both the Priva’s Partners (Building System Contractors and Systemhouses) and the end-clients (building tenants, owners and investors) are important for Priva’s success. This is fueled by the nature of the fragmented building industry. Priva’s Partners, are an essential part of Priva’s current business model, and are key part of the first step of the final strategy proposal. Before attempting to reach new stakeholders, it is vital to know how to keep the current ones. Priva’s main value proposition is turning to software from hardware, as Priva is more competent in the knowledge-intensive domain of software. That means that what clients pay for is what the software has to offer them. Internal interviews revealed that Priva is adopting a Product Leadership strategy and that top management has the vision of offering Performance Management services in the future. The latter is key to the organization as it matches the Software orientation and Business-to-Business domain. Priva is not serving consumers, so residencies are not targeted. Sharing components, if not the whole platform, between Horticulture and LWE is desired, as the potential economies of scale and shorter time for development are considerable. Through the interviews, a vision of Priva has been formulated: “Global product leadership in performance management solutions for the non-residential built environment”. The proposed strategy has three steps: short-term (3-5 years), mid-term (5-10 years) and long-term (10-15 years). The first, short-term step is called “Secure”. For this step, a new hardware and software platform are designed. Their goal is to offer value to the Priva Partners, making the installation of the system much easier and faster, and make the preparations for delivery of services to more stakeholders in the second step. This hardware/software architecture has three levels : sensor/actuator, gateway, and server. The software consists of a basic platform-Priva environment and many applications that can be bought separately. Every application corresponds to a performance aspect. The hybrid hardware concept reduces drastically the wiring required to deploy in a building and makes the coupling of sensors, actuators, dashboards and gateways much faster and easier. Wireless sensors, especially, are self-powered and they only have to be taken out of the box and ‘stuck’ on a pre-specified location in the room. The installation becomes even more easy, fast and cheap and it is highly compatible with retrofits and refurbishments. Leasing services are easier to implement. Finally, it promotes closer business relationships with Business Partners and end-clients. The second, mid-term step is called “Expand”. This step is about enlarging the scope of services by offering more value to more stakeholders. This steps consists of gathering data that relate to performance aspects that stakeholders are interested in and offer performance analysis and management in a visually appealing and easy to navigate environment. Regarding the performance aspects that are valuable to the stakeholders, the interviews confirmed that complicated performance indications are not valuable. It appears that only core performance aspects are interesting. Energy performance, installation performance, ROI and people’s well-being (thermal comfort, lighting, air quality) were mentioned by participants. Quantitative performance indicators are proposed for all the aspects that the interviewees mentioned as interesting. Performance management will be delivered to stakeholders through online servers, also known as the ‘Cloud’ and visualized through BIM software, a common communication platform that all targeted stakeholders are expected to use by then. The third, long-term step is called “Lead”. It is about securing the new position through synergetic solutions and leadership in the domain of performance management for the non-residential built environment. Using ‘Big Data’ processing methods, it is possible to find patterns and insights in the vast amounts of data flowing the storages. Connecting this with the then-ready performance management analysis tool can form a two-way risk & trade-offs management tool. The proposed strategy involves many shifts from the current Priva products and operations. This is contradictory to the conservative nature of the building industry, making the strategy more of a framework for innovation, rather than a definitive roadmap.