The effect is immediate.
“If you buy this much, you’ll get this discount.” That’s how it used to be for Christian Staubo of Malerfirmaet Staubo in Copenhagen. He handled supplier negotiations himself, sitting across the table as they explained how their discounts worked. It always came down to volume: buy a certain amount, and you’d unlock better deals.
Staubo listened carefully. He knew higher volumes meant better prices, but for his mid-sized business with 35 painters, reaching the top discount tiers was simply not realistic. “That sounds great,” he would say. “But we’re not quite there yet.”
Walking away from those meetings, Staubo often reflected on what those missed margins meant for his business. Some of his painters were eager for new tools—better sanders or upgraded sprayers—but for now, they had to make do with what they had. And there was always that nagging worry in the back of his mind: what if larger firms, with superior deals, started winning over the clients he had spent years building relationships with?
Shaking off the thought, Staubo returned to work. But deep down, he knew there had to be a better way.
Inconsistent discounts ate into margins and wasted time
– We negotiated good prices where we could, Staubo says. – But the discounts varied from product to product.
This inconsistency often meant his company’s painters couldn’t always choose their preferred products, even if they wanted to. Some items came with significant discounts, while others didn’t. As a standalone business, Staubo simply lacked the leverage to demand better deals.
– It felt like we were always just one step shy of the top rung on the ladder, he says.
The uneven discounts also created extra work. Staubo found himself spending hours each year negotiating contracts and managing pricing for individual projects.
– The real issue was that our margins were weaker than they could have been, Staubo says.
New equipment that could streamline work processes and improve efficiency—like modern sprayers and sanders — was out of reach. Investing in better tools would have made everyday tasks easier for both him and his employees, but those upgrades had to wait.
What frustrated him most was the sense of powerlessness.
– It’s true — I was just told how things worked, Staubo recalls. – No matter how hard I negotiated, we could never match the deals larger firms got.
A game-changer: Shared procurement agreements
Everything changed when Staubo joined HG and gained access to their shared procurement agreements.
Suddenly, he had the buying power of over a hundred companies behind him. It was a completely different situation overnight. Today, Malerfirmaet Staubo has been part of HG for roughly a year, and the impact has been transformative.
– How quickly did you notice a difference?
– Right away, Staubo says. – We were notified by our suppliers that our prices had dropped. On the whole range of products we’re using.
The agreements didn’t just offer better prices — they provided predictability.
– We no longer pore over individual product prices because HG’s agreements cover the entire range of products we use, he says. – It saves time, increases margins, and gives my painters the freedom to choose the materials they prefer without worrying about cost.
Better margins, better tools
Previously, Staubo often had to tell his painters: “I know you like that product, but this is what we’re using — it has the biggest discount.”
Now, those conversations are a thing of the past.
Greater margins have given Malerfirmaet Staubo more room in their budget. They’ve been able to invest in equipment like upgraded sprayers and sanders.
– Our painters are our most important resource, Staubo says. – And this lets them work better, faster, and with less physical strain. It’s that simple.
From ‘take-it-or-leave-it’ to partnership
– Since joining HG, we’ve moved into a different league, Staubo says.
Partnering with HG has also elevated Staubo’s market position. His company can now handle larger projects, thanks to access to more expertise and skilled professionals.
– Before, we wouldn’t have dared to take on some of the projects we now bid for.
Before joining HG, negotiations with suppliers often felt one-sided. It was a take-it-or-leave-it scenario, where Staubo were told how things would be. Now, those relationships feel more like partnerships.
– We’re taken more seriously as a company, Staubo says, adding:
– If there’s an issue with a product, we know it’ll be resolved. They listen to us. We suddenly matter to them.
For Staubo, joining HG wasn’t just about saving money — it was about transforming his business. – We’re part of something bigger now, he says. – We have the support and leverage to thrive, no matter how tough the competition gets. The power balance between us and the suppliers has become noticeably more equal.
In the bigger picture, this collaboration enables all HG companies to align on a common ESG agenda — setting standards that benefit not just individual businesses but the entire industry.
What was once a solo effort has become a collective success story, proving that shared strength leads to shared success.
