How good we are can only be measured in our clients' results.

We were 35 employees, seven of them salespeople, turning over just over 50 MSEK and standing still, when I came into contact with ER-Konsult. I knew we could do better — even though we were already good — if we put focus on sales, with a more offensive business plan and a control model. That was 2012.

The first step was alignment in the sales organisation — unified argumentation, messaging and information. Every salesperson joined training aimed at offensive selling and better closing technique. We built a unique shared sales manual that has never gathered dust.

We went deep into the brand. Johan led workshops with high ceilings, every perspective, and input from key people that sorted out Randek’s absolute strengths and pointed the direction for how we win in the market. Sales material was sharpened from the same work.

Leadership and owner representatives, together with Johan, produced a long-term offensive business plan with scorecards for the company’s main processes. High-performing teams then involved the whole board and management for four days — superb for group dynamics.

Turnover rose 43% with the same headcount from mid-2013 to mid-2015. Profitability sits well above 10% — the best in Randek’s history. By mid-2016 the forecast was 120–130 MSEK — a 56–68% increase since we first met ER-Konsult.

Etikhus had a stable turnover around 40–45 MSEK for several years and was clearly competitive. We wanted to develop the company, worked on a business plan, but could not get through and forward.

Collaboration with Håkan Berndtsson began in 2013. He is driven and took us through and anchored a business plan. He made us see the value of living with the plan and working it continuously.

Our company is a whole — we develop from the inside out, piece by piece. The organisation got structure and steering, leadership was trained to perform optimally, and salespeople trained in Winning Sales. In two years turnover doubled.

There is strength in an external partner — especially for follow-up and drive. Håkan coached us on several levels for three and a half years, and regularly joined strategic management meetings. He later became Chairman of the Board at Etikhus.

When I entered the company I saw unclear strategies, diffuse goals, and a business looking east for luck — but also great potential in the people. Bufab Kit needed vision, a clear business plan, and all twenty-five employees on board.

I first met Johan Pehrson and ER-Konsult in 2001. From practical experience elsewhere I knew the tools work, and that Johan makes the difficult simple. Collaboration restarted in 2011 at 88 MSEK turnover.

Through 2015 we grew 40% with unchanged staffing. Profitability for 2015 sat at 9%, despite purchase costs rising 20% via a dollar that strengthened 35%. The numbers speak for themselves.

We structured three business areas — furniture, IKEA, construction. Sales teams got clear ownership, negotiation training and a vision for the future. Every employee was involved. Simplicity in the tools, and stubborn continuity, took us there.

Selga and Storel are two electrical wholesalers with long tradition. Since 2008 both are owned by Rexel, which established itself in Sweden at the same time. Three brands — one entirely new — needed clearer market positions to secure profitability and share.

From 2012 ER-Konsult drove the work internally and externally. Three brand programmes ran Storel, Selga and Rexel from the inside out with management, regional heads and key people. Regional and local plans came from a growth matrix. Three communication platforms clarified identity.

Driving process in an organisation of more than 700 people is hard. Roland Nilsson and ER-Konsult showed openness and understanding of the business and moved us forward together.

The Swedish part of Rexel is now a strong example inside the international group. We have taken market share, increased profitability, clarified the offer — and become a four-billion-kronor company by turnover.

We want the animals to have a good life and to stand behind product quality in every situation. Honesty and naturalness matter. We wanted to develop and refine the business that way — thoughtfully, with the whole family involved.

We looked outside agriculture for a professional view of business development and brand. Collaboration with Roland Nilsson began in 2008. Intense days forced each of us to decide what mattered short and long term.

The dream — raising pigs from birth to slaughter the way we want — entered the business plan together with idea, vision, values, threats and opportunities. The plan’s timelines and ownership kept us from getting lost.

In July 2011 values were packaged as the Ragnarssons brand, with logotype and a market plan. By January 2015 the dream became real. Turnover moved from 1.5 MSEK to 10.5 MSEK in three years.