ElektronikGruppen is working according to a group-wide strategy that can be broken down into the following five main points:

1. Decentralised business responsibility and centralised support functions
The Group’s business areas, which can in turn consist of one or several business units, function as independent profit centres with their own separate identities, goals and strategies. This gives each business unit considerable freedom to develop operations on the basis of its specific conditions.

The Group’s supervision of the operating units takes place mainly through setting of explicit goals and monitoring of growth, profitability and market position. The profitability target is the same for all business units, while the other goals are set individually and annually for each business unit.

To maintain a suitable balance between the business units’ ability to develop in the desired direction and the goal of achieving higher profitability for the Group than is possible through a collection of fully independent companies, ElektronikGruppen has chosen to seek synergies when coordination gains between the business units/subsidiaries clearly exceed the related costs.

2. Good business know-how with a corporate culture built on innovation, flexibility
and a focus on results
Successful business relies on the ability to detect and quickly understand customer needs and, by drawing on this insight, to deliver solutions that are perceived by customers as offering added value and that at the same time contribute to enhancing ElektronikGruppen’s profitability. As a result, in-depth technical expertise combined with innovative ideas and approaches and a powerful drive to achieve results are highly prioritised qualities among the employees.

Business professionalism also means acting in a way that builds lasting confidence and relationships with customers and suppliers. This includes communicating in a clear and straightforward manner and always meeting contractual and other obligations.

It is also vital that all business activities are conducted on the basis of clear ethical standards, where ElektronikGruppen seeks to contribute to positive changes for people and the environment.

3. Target selected niches where the Group sees potential to create
tangible added value
Because ElektronikGruppen is a small player in a global perspective, it is necessary to focus on a number of well defined product areas and/or customer segments that offer good opportunities for growth and where the Group sees opportunities to create tangible added value for its customers and thereby strengthen its positions in these niches.

4. Strive for organic growth
Growth is vital in maintaining and enhancing ElektronikGruppen’s long-term competitiveness and profitability. Growth in the existing operations can be achieved by a) raising the level of value added, b) increasing the market shares, c) expanding geographically, or d) expanding the offering in markets where the company is already established.

5. Strive for acquisition-driven growth
As a complement to organic growth, Elektronik Gruppen also has an ambition to seek and utilise opportunities for value-creating acquisitions. These can include a) acquisitions that are integrated into the existing operations, and b) freestanding acquisitions in new product or service areas with high and stable profitability or good growth.