## 4 Results
### Motivation and Goal  
The literature review showed that part of the added value consists of expectation/ agreements and whether those expectations/agreements are achieved. If companies start using sensors, they have certain expectations, and if those expectations are not achieved, added value will never be achieved. The added value from facility management is also strongly related to the goals of the organisation and the alignment between the organisation and the facility department. The first step of a process is a goal or motivation, which is why it was important for the research to know what the goal or motivation of an organisation is to start using sensors. The sub-question for this topic was, Why do facility managers/companies use occupancy sensing, and what is their goal? Suppliers were also asked with what purpose or motivation the customers usually come to them. The non-user was also asked why they consciously choose not to use sensors.  
Conclusions  
This sub-question aimed to provide insight into why companies choose occupancy sensing. The ultimate goal for every facility decision is to deliver added value to the organisation. This can be in the areas of cost, satisfaction, productivity, reliability, adaptation, culture, social, economic, spatial and environmental, as described by [PERSON] and [PERSON] [PERSON] and [PERSON] (2018). The literature review also showed that the added value of facility management could be made transparent by utilising input-output-outcome. If the theory is linked to the respondents' answers, it shows that facility management decisions are still primarily taken from a cost perspective. The data are often used to generate evidence and to demonstrate to management how costs are saved. However, the data are also used to create a more practical layout and use of business premises and, therefore, can also be linked to the productivity aspect of the possible added value. In addition to effectiveness, the data can also contribute to employee satisfaction. By supporting change processes and providing insight into the use of spaces, the data can also contribute to employee satisfaction and, therefore, productivity. The literature review fuelled the suspicion that many organisationschoose smart buildings and smart features because they can increase the value of their premises and improve their image. This research shows that this is also how it is done. Suppliers, in particular, indicated that many organisations who want a smart building are joining them. From a user perspective, it is also indicated that branding can be an essential motivation for using smart features. In that case, smart features are the input from FM/CREM, and image improvement and attracting new employees more efficiently are the outcome and therefore added value.  
The environmental aspect is also crucial because the government puts much pressure on specific sustainability goals. However, research shows that this is not the primary motivation for the interviewed organisations to use smart features and occupancy sensing. The role of the facility manager is changing, and the prediction is that in the future, the decisions will be primarily data-based. In that case, smart features are used to support the primary activities of the facility manager. The expectation is that the human side will always remain relevant and that it will be the task of the facility manager to find the right balance in this. The interview with the non-user showed that the goals for occupancy can also be achieved in other ways, and for them, it is a cost they do not want to invest in.