History

1906

Lagercrantz Group’s method of operating has its origins in the trading company Bergman & Beving, which was formed in 1906 by engineers Arvid Bergman and Fritz Beving. The business idea was to import and sell technologically advanced products to Swedish industry. The product range was gradually broadened and the investment in electronics commenced during the 1960s.

1938 

The name Lagercrantz comes originally from the Johan Lagercrantz trading firm which was founded in 1938. From the very beginning, that company was specialised in components and equipment, with agencies such as General Radio and Du Mont, at the time known for its oscilloscopes. Lagercrantz was acquired by Bergman & Beving in 1967. It was the first subsidiary and the first foothold in the electronics technology field.

1976

Bergman & Beving went public in 1976. Investments outside Sweden began during the same year with establishments in Denmark, Finland and Norway. By 1979 the group consisted of twelve companies. Growth took off and by 1989 the group consisted of 60 companies. During the 1990s, the electronics-related companies within Bergman & Beving were brought together in the business areas Electronics and Lagercrantz.

2001

In September 2001, Bergman & Beving was divided into three separate listed entities. The business units Electronics and Lagercrantz, which mainly focused on distribution of electronics components, IT products, cabling and communication solutions, became Lagercrantz Group. The Industry business area became Addtech which was focused on electro-mechanics and mechanics, while BB Tools is the present name of the parts of the company which produced equipment and tools for the industrial sector.

Lagercrantz Group’s first years as a listed company were tough, with declining sales and falling profits in the wake of the IT and telecom crash, and the severe economic downturn during the first few years of the twenty-first century.

2005

In 2005, the group developed a new strategy focusing on profitability, growth, decentralisation, greater value-added, broadening of the operations into new technology niches, and growth via acquisitions.

New companies were added to the group as a consequence of the new strategy. The proportion of proprietary products has increased from next to nothing to today’s approximately 30 percent of the business volume. New technology areas, such as high tension current, technical security and niche steel products have also been added. The strategy shift also entailed moving responsibility and authority far out into the organisation, close to the customers, where intuition and opportunities for customisation and flexibility are found. Personal sales and close customer relationships have always been one of the most important competitive tools for Lagercrantz Group.

2008

The global financial crisis during 2008 and 2009 inhibited sales growth but the work on delivering greater added value. The proportion of systems integration and proprietary products of sales has risen continuously, at the same time as the distribution businesses also have been developted into generating more added value.

2010 - 2011