Haugen-Gruppen, Scandinavia's leading company in the grocery retail sector

Interview with Peter Olsson, Sales Manager at Haugen-Gruppen

In a time of challenges, Haugen-Gruppen manages to identify the key component for success. By continuously investing in training and development, they manage to agree on and carefully document a best practice – way of working.

Despite the challenges arising from reduced in-store sales, increased demand for value-for-money brands and competition from other players, Peter Olsson at Haugen-Gruppen recognises the importance of agreeing on and systematically documenting a “best practice” approach. He has realised that there is power in continuous training and that this makes it easier to lead and onboard new employees, thereby also raising the level of competence.

Haugen Group – sales culture, structure and future focus

Haugen-Gruppen is one of Scandinavia's leading companies in the grocery retail sector. They market and sell both their own and internationally renowned brands in Sweden, Norway, Denmark and Finland. The company strives to be the best food distributor and a reliable partner for brand owners and customers.

We had the privilege of speaking with Peter Olsson , who has not only made an impressive journey in sales development, but the team continues to achieve and deliver outstanding results over time. In this interview, we explore the methods, challenges and lessons he has learned.

The creation of a successful school

Peter Olsson has several years of background in sales development and has always had a great interest in developing people but also the environment in which he works. Part of his drive comes from curiosity about how to get multiple people to do one thing.

An important part of Peter's sales and training journey began at Coca-Cola, where he was responsible for starting a new sales school. He realized early on that training is not just about providing information, but also about how to use it.

In his current role as Sales Manager at Haugen-Gruppen, Peter continues to drive results. Here are some of the key insights he shares with us:

– Understanding from management: One factor for success in sales development is having management that understands that success cannot be measured just in numbers, you also need to look at how you act, what behaviors and what understanding there is for the process.

– Coaching program: An important part is to implement a coaching program. The purpose is to give regional managers a greater understanding of what their own role is but also what the salespeople need to be trained in. Ensure that the knowledge acquired is also applied in practice.

– Follow up and feedback: After training, it is crucial that salespeople meet with their managers regularly to follow up and discuss how they are implementing their new skills.

Haugen Group's journey: new sales structure and collaboration turn the tide in grocery retail

Despite challenges throughout the industry where food prices are rising, the currency is weak and consumers are living with less money, Haugen Group is doing well and has grown in recent years.

Part of it has been getting the right people in the right place, but also the collaboration with Mikael Nyqvist , a trainer at Mindit, who has contributed to a lot being done in a short time and to things now going very well in many areas.

Since Peter had been a trainer himself, he knew what was important and what structures needed to be put in place. The result is less waste, better flow management and a sharper sales force – which has made them dare to step up and start another sales force.

Mindit's motivation for the nomination

Despite consumers spending less in stores and choosing cheaper brands as well as stores where Haugen-Gruppen is less represented, Peter dares to make demands on his regional managers to ensure that the new way of working is included in their coaching and joint visits.

Peter dares to challenge the salespeople to use what has been developed together in their Way of Selling. He also understands that competence is a perishable commodity that requires continuous training and repetition.

The future in sight – Sweden's best distributor and one billion in sales

Lessons and insights: with patience and persistence we drive change

Peter insists that regional managers should become more leaders and sees the importance of getting them to think for themselves, coaching them into the mindset needed.

The challenge is to get it right – and that takes patience and persistence. Repetition is key.

Peter gives tips!

– Find the motivation factor: Most salespeople want to feel like they are developing, they want to have a developing job and work independently. Create the right conditions, have a clear goal and let them take their own responsibility.

– Recognition and affirmation: Pay attention to and acknowledge the talent of salespeople. Lift up the best ones – it makes others want to be lifted a step further.

– Communicate expectations: It is very important to communicate what is expected. If you don't know where you are going, you can't get there.

– Delegate and give authority: Give responsibility but also mandate to act.

– Create creative and interesting tasks: How can you in the team make the work interesting – even under tough circumstances?

– Coach and give feedback: Have a coaching approach. It creates energy and a real team.