Hi everyone!
Every year we evolve our business plan.
We have a plan to ensure we run in the same direction,
no matter where we work across the organisation.
We also have common targets to ensure we can work
effectively and creatively together across all functions.
We also have a plan to stay one step ahead
in terms of our customer's needs
in a way that puts us one step ahead of our competitors.
I want to conclude a bit on the year we're closing
and also lay out the updated direction
for the year we now kicking off on 1 May.
As always, the full plan is built
on always focusing on things we can influence ourselves.
We also always build plans based on Clas Ohlson's strenghts.
Also the strenghts of us as one big organisation.
The big learning from the last years
is that we should continue to dare to try new things,
learn new things
and ensure we dare to transform ourselves
to ensure we stay relevant for customers on long term.
Our foundation is unchanged.
It's the Blue Heart Strategy
where we lay out our purpose, vision, mission.
But also the culture of Clas Ohlson
and laying out leadership principles.
In a nutshell, we want to ensure that
if there's a person in need of any of our consumer mission
they should emiditaley think about Clas Ohlson.
Then they should easily, quickly find us
and they should find the product they need.
If they buy it, the should keep it for a long time,
use it for a long time.
If the product breaks down, they should have an opportunity
to come back to us to find a spare part
so they can fix it and then keep using it.
If we deliver on this,
we will build trust for the very long term.
The targets for the years to come remains unchanged.
We want to continue to grow our sales,
that's a driving force for all of us.
It's critical that we continously drive growth.
Secondly.
Profitability is a measure of success
but it's also an enabler of our future.
If we're profitable we can reinvest into further customer relevance
and growth also for the future.
We also have our sustainability targets that are ambitious.
We will continue run on them.
But sustainability is also one of the core values
of all of us working within Clas Ohlson.
Our strengths is all about delivering and develop
an optimal and relevant assortment.
Evolving our strong Clas Ohlson brand.
Also delivering a fantastic customer service
in every meeting with customers across channels.
That's really our ABC.
Assortment, Brand, Customer Meeting.
If we do this well and in a cost effective way
it will give us an opportunity to continously invest in those areas
to build us stronger for the future.
The updated plan now includes a new third year.
Fiscal year 26/27.
In the plan we strive for delivering win, win, win.
For customers, for ourselves but also for our shareholders.
We're committed and confident
that the plan we have has the ability to do just that.
We have seen this year 23/24, that we just closing
that the strategy is working, we're on the right track.
Just reweiving the things that has happened this year.
We layed out eight big How to win-movements.
as we started the year.
First we talked about becoming more of a low cost retailer
to ensure we're always competive with discounters and low price-players.
We have seen lots of activities.
It has put us in a very competetive position.
We're fewer white collar employees.
We have initiated a big transformation on our IT.
We have done lots of work across logistics.
Basically across all teams,
we have done work to become simpler and more effective.
Secondly,
in our ambition to have a relevant assortment 12 months a year
we have seen great progress.
We have launched more new products than we have ever done before.
It's working.
We see growth across all five consumer missions.
The third how to win, building a profitable e-com,
we have also seen big progress.
Our e-com as been growing fast.
It has also become more profitable then ever before.
Fourth.
We said that we wanted to expand the store network.
Wow what a journey.
Closing the year, we have opened ten new stores.
Every store has rendered big headlines in local media,
really shown the strength of Clas Ohlson
but also giving more customers access to visit us.
We should also remember,
the expansion would never had been possible
unless we delivered on becoming much more cost effective.
We have seen great work on the fifth How to win,
optimizing our marketing and leveraging Club Clas.
We are out there with our customers.
We're spending most marketing efforts
in channels where customers engage with us.
Club Clas is delivering value.
We see hundreds of thousands of new customers becoming members.
We're growing with new, younger target groups for the first time.
We've also seen great progress on leveraging AI as a tool
to become more relevant and effective within marketing.
We have executed on the sustainability plan.
We have done a lof of work on our people plan
to update leadership principles and evolve our organisation.
Number seven,
we have gone after our B2B-customers in a new way.
We've been growing, recruited more B2B-customers.
Simplified the process also for them.
Last but not least,
we've done a big restructuring of Clas Fixare.
Ensuring we focusing on services that are relevant
but also services where we can do a good job
and build a growing, profitable business over time.
On top of all of those things,
we have also completed an aquistion of Spares.
It's fully in line with our consumer missions
and fully in line with our purpose as a company.
Looking ahead into next year.
The market is as competetive and fierce as always.
We see the big discounters and low price-players growing significantly,
doing a really good job serving their customers.
We also see competitors like Temu and Amazon
really playing to win online.
We should constantly benchmark ourselves versus the outside world,
but then ensure that our plan is based on what we can influence.
The plan for the year ahead is built on the same plan that we closed.
This year we will have nine How To Win-actions.
Eight are similar but evolved from this year.
We have added a ninth which is all about Finland.
We have developed a specific Finnish plan
to ensure we win with our assortment in Finland
versus the Finnish customers on their terms.
We're also evolving the way we look at our store network.
Apart from expansion,
we also invest even more in the network that we have.
Ensuring it's robust for the future.
When it comes to marketing and Club Clas,
we're doing even more to ensure we become
the destination we want to be across all five consumer missions.
You'll find more details on each area on Conet.
We will share more information as we go ahead.
But rest assured there's a solid plan.
There're a lof of activities planned
to ensure we continue the journey we're on
and that we continue to deliver on the needs of our customers.
I'm confident that we're on the right track.
I'm confident we as one big team and one Clas Ohlson
will find a way to deliver in the next years to come.
I very much look forward kicking off another year, starting 1 May.
Thank you for tuning in, see you all again soon.