Project Description

In April 2018, I was offered to take on a key managing role at Riddermark Bil. The job offer was as a Sales Director to Riddermark Bil’s largest indoor car store in Slagsta with a floor area equal to Tele2 Arena in Stockholm. The store was in decline and had never reported positive bottom-line results since it’s setup in 2017. The store simply didn’t have a working sales or operational environment needed to create a positive bottom line result.

My task was to turn the store around. My first step was to observe the situation and decide on the right actions pushing forward. With a ”Get-Shit-Done” mindset, good knowledge of sales and a solid entrepreneurial problem-solving foundation, I took on the task, confident in my ability to implement a good way of sales and deliver on the expectations. I made a bet with CEO Alexander Riddermark in signing up for the job. The store could sell +300 cars per month with the right team, attitude and ability. The monthly average that year was below 110 cars per month. The goal was to meet or beat +200 cars monthly.

With full focus 24/7 for 3 months straight, I managed to ignite the team and implement immediate changes. The store reported black numbers after just two months. 12 months later, several records were broken on a monthly basis, month after month. The store became Riddermark Bil’s most profitable and recurring best-selling store, and still is today, just over a year later.

Results:

• Nbr of cars sold at start = some 100 pcs
  Nbr of cars sold at finish = some 300 pcs
• Total add-on sales at start-up = some 0.5 million SEK
  Total add-on sales at finish = some SEK 2.5 million SEK
• Profit at start-up = some -0.5 million
  Profit at finish = some 1.5 million SEK