A relatively young company in a very competitive environment, Bräcke Trähuskomponenter AB, located in Bräcke in Northern Sweden face problems of profitability. The company mainly produces construction elements for wooden houses. Since its start in 2000, the company has tried to obtain structural support from the county administration but this has been denied several times. Trying to improve the financial situation of the company, the CEO decided to invest in management training of the staff in order to build a more efficient cooperation between the workers. To achieve this a team supervisor was hired who taught a number of manag- ers about how to lead groups according to the so called PUFF-model. The essence of the model is to establish goals, suggest measurements and con- tinuously follow up de facto accomplishments. Although this model soon showed some results, the company still depends on outside help. The CEO is still relying on subsides for the future existence of the company. Small companies often tend to underestimate market forces.