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©2018-2019 by L&F CG

COMPLIANCE

AREA DEVELOPMENT:

KEY

INFORMATION

Price: € 22 000,-
Startup date:

3 months after signed contract
Other partners: Top four in their niches
Exclusivity: One partner only

EXECUTIVE

SUMMARY

LFCG is now preparing to increase our presence in Stavanger and its surrounding regions (Ryfylke/Rogaland.)
We at LFCG feel it is a natural expansion and in accordance with our strategy to have representation throughout
Norway within 2020. LFCG are looking for a business partner, service partner or investing partner, who are
looking at and view geographical growth as a savvy business move.


Meaning we are looking for businesses who rather than compromising on the quality of their services by
diversifying too much, rather expand into new markets. LFCG`s business models guarantee our potential partner enough turnover to ensure the new partner is break-even in this new market from the get-go. LFCG will also assist in providing proper operational facilities such as offices and internet.


For partners from abroad, LFCG will also assist in establishing a local branch, NUF (Norwegian branch of a foreign company,) with bank accounts and other necessary services.

 

LFCG EXPECTATIONS

for our new partners

The potential and opportunities we have identified are that there is an exorbitantly high rate of costly conflicts that could easily have been avoided if compliance had been carried out properly throughout the process that lead up to the conflict. We are finding these conflicts in absolutely every part of real estate. Investors are fighting funds, clients fighting developers, and customers fighting brokers. 

 

Summarizing the needs that must be met, or solved;  We will ensure your whole organization understands the importance of compliance and we will provide your entire organization with tools to ensure they are compliant at all times.

 

PARTNER EXPECTATIONS

for LFCG

The potential and opportunities we have identified are that there is an exorbitantly high rate of costly conflicts that could easily have been avoided if compliance had been carried out properly throughout the process that lead up to the conflict. We are finding these conflicts in absolutely every part of real estate. Investors are fighting funds, clients fighting developers, and customers fighting brokers. 

 

Summarizing the needs that must be met, or solved;  We will ensure your whole organization understands the importance of compliance and we will provide your entire organization with tools to ensure they are compliant at all times.

 

MARKET

DESCRIPTION

20-60-20, the modern market.

There is the top section which contains 10-20% of the company's, they are experiencing immense
growth at rates of 30-40% annually. Then there is the midsection in the market which accounts for about 60% of the companies who is on a small but steady decline.
And then there is the bottom section, which also accounts for 10-20%. They are basically on their way out and losing.

Market Development
  • Our service partners are working with clients from the top section and the once that aspires to get to the top section from the midsection.

50-50, End users, the buyers

On the left side of the axes, we can find the innovators, early users, and early majority. These customers represent about 50% of the market. Their common traits are knowledgeable about their needs, ambitions regarding their position in the market, always on the lookout on ways to improve their lifestyle and willingness to pay for the right service. On the right side we find the customers whose common traits are that they buy a service because they have too, they don't really know what they are buying, price is the most important factor, they don't generate added sales and they don't really utilize the service do to a lack of basic understanding. 

Client Description
  • Our service partners are working with clients on the left side of the diagram.

20-80, the service providers

We have found that 20% of the service providers serve the left side of the market, where there are money, ambitions, and references. The other 80% of service providers are dividing the other 50% of the market where there is a lack of knowledge, willingness to pay and buying is done on price and needs.

Distribution of Clients
  • Our service partners are amongst the market leaders.

 

WELCOME TO

DESCRIPTION

Stavanger is a city and municipality in Norway. It is the third-largest city and metropolitan area in Norway (through conurbation with neighboring Sandnes) and the administrative center of Rogaland county. The municipality is the fourth most populous in Norway. 


Located on the Stavanger Peninsula in Southwest Norway, Stavanger counts its official founding year as 1125, the year the Stavanger Cathedral was completed. 


Stavanger's core is to a large degree 18th- and 19th-century wooden houses that are protected and considered part of the city's cultural heritage. This has caused the town center and inner city to retain a small-town character with an unusually high ratio of detached houses and has contributed significantly to spreading the city's population growth to outlying parts of Greater Stavanger.
The city's rapid population growth in the late 20th century was primarily a result of Norway's booming offshore oil industry. Today the oil industry is a key industry in the Stavanger region and the city is widely referred to as the Oil Capital of Norway. The largest company in the Nordic region, Norwegian energy company Equinor is headquartered in Stavanger. Multiple educational institutions for higher education are located in Stavanger.


The largest of these is the University of Stavanger. Domestic and international military installations are located in Stavanger, among these is the North Atlantic Treaty Organisation Joint Warfare Center.Other international establishments, and especially local branches of foreign oil and gas companies, contribute further to a significant foreign population in the city.
Immigrants make up 11.3% of Stavanger's population. Stavanger has since the early 2000s consistently had an unemployment rate significantly lower than the Norwegian and European average. In 2011, the unemployment rate was less than 2%. The city is also among those that frequent various lists of expensive cities in the world, and Stavanger has even been ranked as the world's most expensive city by certain indexes.


Stavanger is served by international airport Stavanger Airport, Sola, which offers flights to cities in most major European countries, as well as a limited number of intercontinental charter flights. The airport was named the most punctual European regional airport by flightstats.com in 2010.
Every two years, Stavanger organizes the Offshore Northern Seas (ONS), which is the second-largest exhibition and conference for the energy sector. Gladmat food festival is also held each year and is considered to be one of Scandinavia's leading food festivals. The city is also known for being one of the nation's premier culinary clusters.
Stavanger was awarded the 2008 European Capital of Culture alongside Liverpool.

 

POLITICS &

MUNICIPAL COUNCIL

All municipalities in Norway, including Stavanger, are responsible for primary education (through 10th grade), outpatient health services, senior citizen services, unemployment, and other social services, zoning, economic development, and municipal roads. The municipality is governed by a municipal council of elected representatives, which in turn elects a mayor.


The municipal council (Kommunestyre) of Stavanger is made up of 67 representatives that are
elected to four-year terms. Currently, the party breakdown is as follows.

 

LFCG

BIOGRAPHY

L&F CG works with companies in real estate. We collaborate with several academic institutions and translate their, and others, research to impact assessments. These impact assessments are then shared with our partners to create business models that meet the needs identified in the different impact assessments. Our service and business partners are in the top tier of their fields and are recruited especially to make sure our services are as good as they can be.


At LFCG, we pride ourselves on building services streamlined for creating sustainable business growth. Our MO (modus operandi) is developing business models that can be implemented in any business within our core markets. With a basic “plug and play” and easy to use implement function, while at the same time educating our clients in usage and optimization of the service at hand.
The core values at LFCG are, therefore:


Mastering
We know our trade to the extent that we can find a way around any obstacle that arises.


Talent
All our professionals have unique expertise with the service they provide trough L&F CG. Talent is an x-factor in the production which allows L&F CG as an organization to expect a little more and a bit better than from anyone else.


Implementation
We will always deliver accordingly to your expectations, what has been promised, and what is possible.


Communication
Good or bad, any deviation from terms, progress, or such. Will be communicated in such a way and time that alternative measurements can be implemented.


Presence
We will dress, act, and behave accordingly to any reasonable expectation any of our stakeholders might have for us.

A HISTORICAL BACKDROP FOR

DESCRIPTION

The first traces of settlement in the Stavanger region come from the days when the ice retreated after the last ice age c. 10,000 years ago.


A number of historians have argued convincingly that North-Jæren was an economic and military center as far back as the 9th and 10th centuries with the consolidation of the nation at the Battle of Hafrsfjord around 872. Stavanger grew into a center of church administration and an important south-west coast market town around 1100–1300. Stavanger fulfilled an urban role prior to its status as a city (1125), from around the time the Stavanger bishopric was established in the 1120s.


Bishop Reinald, who may have come from Winchester, England, is said to have started construction of Stavanger Cathedral (Stavanger domkirke) around 1100.  It was finished around 1125, and the city of Stavanger counts 1125 as its year of foundation. With the Protestant Reformation in 1536, Stavanger's role as a religious center declined, and the establishment of Kristiansand in the early 17th century led to the relocation of the bishopric.


However, rich herring fisheries in the 19th century gave the city a new life. Stavanger was established as a municipality 1 January 1838 (see formannskap district).


On 1 January 1867, a small area of Hetland municipality (population: 200) was transferred to the city of Stavanger. Again on 1 January 1879, another area of Hetland (population: 1,357) was transferred to Stavanger. Then again on 1 January 1906, the city again annexed another area of Hetland (population: 399). On 1 July 1923, part of Hetland (population: 3,063) was moved to the city once again. Finally, on 1 July 1953, a final portion of Hetland (population: 831) was moved to Stavanger.


In the 1960s, the work of the Schei Committee pushed for many municipal mergers across Norway. As a result of this, on 1 January 1965, the city of Stavanger (population: 51,470) was merged with the neighboring municipalities of Madla (population: 6,025) and most of Hetland (population: 20,861)


The city's history is a continuous alternation between economic booms and recessions. For long periods of time its most important industries have been shipping, shipbuilding, the fish canning industry, and associated subcontractors.


In 1969, a new boom started as oil was first discovered in the North Sea. After much discussion, Stavanger was chosen to be the on-shore center for the oil industry on the Norwegian sector of the North Sea, and a period of hectic growth followed


On 1 January 2020, the municipalities of Finnøy, Rennesøy, and Stavanger are scheduled to merge into one, large municipality called Stavanger

 
 

THE SERVICES

LFCG WILL PROVIDE

Marketing and sales are the foundation for every business organic growth. We have developed eight unique workshops based upon the latest available research to ensure LFCG clients are rigged for maximum organic growth.


Economy and finance are essential for sustainable growth, without proper and correct funding. A company doesn't stand a chance in the modern marketplace. At LFCG we have developed seven unique workshops to ensure our clients have the necessary know-how on how to get the funding they need. 


Legislations are of the utmost importance to ensure the business stays out of conflict and is properly protected when dealing with governments, customers, companies, and other stakeholders. At LFCG we have developed four unique workshops to ensure our clients are prepared for any obstacle. 


Organizational development 
At a certain point in any organization's lifespan, the way one organizes, recruiters and handles itself. Will determine how much the organization potentially can grow. At LFCG we have developed seven unique workshops to ensure our clients are rigged for maximum growth.


Proptech and digitalization
Proptech, fintech, digitization, automation and robotics, it is all happening at breathtaking speed. And any organization that can't keep up will easily and fast be left behind. At LFCG we have developed four unique workshops to ensure our clients stay on top of the digital wave. 


Miscellaneous 
There are always subjects our clients need to know and have a more comprehensive understanding of. That does not fit into any of our classical niches, hence we made an open category of the workshop where all those themes could be inserted. We currently have four unique workshops in that category. 

 

BUSINESS PROJECTS

LFCG WILL PROVIDE

Accelerator
LFCG needed an accelerator to help develop those technological solutions to our client's needs. So instead of waiting for someone else to make/build something only similar to our needs, we decided to go ahead and develop whatever necessary together with our partners and clients. Thus ensuring it is designed for and by the users hence guaranteeing its usage.  


Venture
In the processes related to developing workshops for our clients, we often stumble upon great market opportunities which none of our clients are in a position to engage or tap into. For these circumstances, we have created an LFCG venture. LFCG creates joint ventures with our partners and clients to ensure those market opportunities are handled properly. 


Madhatter
Madhatter is derived from venture and accelerators. The sole purpose of LFCG Madhatter is to ensure that even tech, projects or business opportunities that are not related to real estate. Gets a shot at being realized. As always we will invite all partners and clients for a joint effort to see it through.  


R&D 
Somewhere between knowledge, information, consumer behavior, behavior economics, legislation, and best practice is where you find LF R&D. We are mapping technological trends, international research, politics, global changes and expectations amongst stakeholders. So LFCG clients and their stakeholders can have evidence-based data to rely on when plans and decisions are made.  


Empowerment 
LFCG Empowerment will assist NGOs, political parties, sports clubs and such with light versions of our services for free. This is to ensure that they as important stakeholders in the public debate have the necessary information to take an active role and ensure their interests are heard. 


Education 
Joint ventures and coworking projects with universities to develop courses and educational programs that prepare the workforce of tomorrow for the recruitment needs of tomorrow. It is the essence of LFCG education. 


Business loyalty 
We designed and built our own loyalty program for two reasons. First and foremost to ensure our clients have a competitive edge on their competitors by being more cost-efficient. Secondly to ensure that anything that can be automated where automated, providing an even better competitive edge.   


Exchange 
At LFCG we believe that the MTF`s that's been popping up in the last ten years is just the beginning on more relaxed and efficient listings for midcap companies. The need for a listing is all about enabling our clients to liquidate their shares hence being more attractive for investors. We are building our exchange on blockchain technology and allowing buying and selling of shares with cryptocurrency through certified vendors.

 

THE LFCG

MODUS OPERANDI

How we work our MO

 

When we have an agreement, the first we will do is to send you an email.


We want to know what you do, how you do it, plans you have for executions, and other questions that tell us how you are handling the subject today.

When we have a clear vision on your day to day operations,  we will set up the workshop according to your current needs.


The workshop is all about the difference between what you do today and what you should be doing going forward.

After the workshop, you get easy to understand roadmap that outlines activities, routines, and other elements that you need to implement.

Why should you belive that our workshop will get you results?

 

We are not saying our way is always the only way, maybe not even the best way. However, our approach is still an effective way. Our way leads to wherever you want to go.

When we develop our services, we always start by looking into the latest research in areas such as:

  • Marketing.

  • Consumer behavior.

  • Economics.

  • Legislation.

  • Organizational theory.

  • Other subjects that can be interesting, as long it is related to business growth.

​Then we compare it to global trends such as the green movement or sustainability.


After that, we compare it with technological trends:

  • Artificial intelligence.

  • Internet of things.

  • Machine learning.

  • Blockchain.

  • Virtual reality.

The list of technologies is both long and evolving.

At this point, our expectations on where we can expect growth are crystallizing, but we still have a few steps to go. We include local politics. What politicians do, not what they say they do.

​Moreover, as a safety measure, we interview people from the business to see if our findings correlate with their observations or expectations.


If they do, and they always do, we take these findings to our service partners, which by the way we have approached because we know they are god working on this subject.

Our service partner makes an impact assessment and a need to do a workshop to handle and get in front of the impact.

​Then we, L&F CG, see what impact the changes this workshop creates for other subjects and include those subjects and activities in the workshop.

The workshop we sell to you is approved and developed by:

  • The latest research. 

  • The latest global trends. 

  • The latest technological trends. 

  • Political actions.  

  • What your peers are experiencing. 

  • Some of the best service providers around.

We are therefore quite confident that our way will get you there 
It's not the only way but a guaranteed working way.


So although L&F CG might still be a dwarf comparing sizes with more prominent companies.
We are standing on the shoulders of giants, and the view is excellent.

 

REGISTER 

YOUR INTEREST

ARVID MADLAND LYNGNES
CEO / Regional Development


Phone: +47 924 89 993
Email: arvid@landfcg.com

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