Qeep AS


Our Case book

Since our establishment in DK in 2002, Qeep has worked with some of the leading companies within their fields in a variety of different tasks. We have gathered some of these in a case book.

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Claus Schellerup

The market for danish energy was undergoing extreme deregulation from monopolistic states to a free market where consumers chose their providers themselves. The transformation meant that Seas-NVE needed to transform from a service culture into a committed and progressive sales and consulting culture. Through their collaboration with Qeep and the implementation of a Performance Culture Program, this was achieved.

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MTH Construction

MTH Construction had made several attempts to get their engineers and building contractors to adopt commercial and customer-oriented thinking – and had given up time and again. With the help from Qeep, they were able to identify and implement changes in the organisational structure that would lead to an increase in sales hit-rate by 12% and a growth in order intake from 2.9 billion to DKK 3.6 billion in an otherwise declining market.

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Daimler Automobiles

Daimler Automobiles was a top-down organisation where the employees didn't take responsibility for common goals, resulting in a loss of DKK 47 million. The CEO Per V. Rasmussen sought to change attitudes among management and middle management, inspiring them to embrace greater responsibility. With the help from Qeep, Daimler implemented major organisational changes, which brought on a new attitude among employees. The result was a transformation of the significant loss into a profit.

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Sales at Welltec had stagnated because the sales organisation did not share the senior management’s ambitions. Qeep was brought in and provided the managers with training in result management and coaching methods using on-the-job training. The collaboration inspired involvement and encouraged everyone to take responsibility, brought on a cultural revolution and help them achieve their ”Tour de Billion” plan.

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Holm & Schmidt

The partners at Holm & Schmidt had come to the realisation that the future couldn’t be built on the firm’s founding business principles and they decided to pursue a merger with a larger company. Qeep was brought in to help the firm become attractive and merger ready, which lead to a 25% organic growth in fees, 12% growth in earnings and a successfully merger with Nordia.

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MT Højgaard

MTH Construction’s production had been decentrally managed for many years with a lack of cross-organisational knowledge-sharing and synergies. Qeep was brought in to help develop a cross-functional collaboration, leading to a 15% increase in customer satisfaction, zero errors in projects upon handover and a significantly increase in sales and efficiency.

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