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affärsplan 2425 draft

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    Hi everyone!
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    We've just closed one year
    and kicked off a new year.
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    I want to take the chance
    to highlight a couple
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    of the amazing things
    that've happened the last year.
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    Also talk about the priorities
    for fiscal year 25/26.
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    Looking back at 24/25,
    what an amazing year we had.
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    We have delivered outstanding
    customer service
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    with an NPS
    ending at 55.
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    We've launched more than
    5,000 new products.
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    We have opened net 11
    stores across Sweden and Norway.
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    We have seen
    20 % growth on e-com,
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    with profitability.
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    Last but not least,
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    we've seen great engagement
    across the organisation
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    represented by an
    eNPS ending at 39.
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    All in all, we're closing
    a very strong year.
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    We're in a fantastic position
    as we look ahead.
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    Also, we have seen 24 months of
    consecutive strong organic growth.
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    Month by month,
    24 months in a row.
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    This has happened
    in a challenging market.
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    A lot of retailers
    have been struggling.
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    We've seen more than
    two years of market decline.
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    All in all, we stand strong.
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    Looking ahead,
    the key question is what's next?
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    What is the opportunities
    for Clas Ohlson looking ahead?
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    First of all,
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    the foundation of everything we do
    is our assortment.
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    We have very strong,
    need-based assortment
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    with an all-weather portfoilio
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    that really gives us a chance
    to be proactive and succeed
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    no matter market circumstances,
    weaher and other external factors.
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    Our five consumer missions
    continue to be a priority for us.
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    What we've done the last months,
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    is to conclude what the
    market opportunity for us is.
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    If you add up
    Sweden, Norway and Finland
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    those five consumer missions,
    the niches that we're playing in,
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    they represent a market worth
    340 billion SEK.
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    With our 11,5 billion SEK sales,
    we have approximately 3,4 % market share.
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    It's clear that there's an
    enormous opportunity
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    for us to grow
    looking ahead.
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    From another perspective,
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    there are approximately 11 million
    households in Sweden, Norway and Finland.
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    A population of 22 million people.
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    Today we have 5,8 million
    members in Club Clas.
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    There is a huge opportunity
    for us to reach more customers
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    and help more people
    in their day-to-day
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    with the small daily things
    where we're making a huge difference.
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    So we've set ourselves
    a new target.
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    We have taken a huge leap
    the last five years.
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    From a bit more than 8 billion SEK
    in turnover
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    to 11,6 billion.
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    Our ambition now is
    towards 2030
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    to be a 15 billion SEK company.
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    So how are we going
    to do this?
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    As with previous years,
    we have divided our business plan
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    into some very simple priorities
    and activities.
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    Some movements that
    we would like to focus
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    our attention
    and our resources on.
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    We have identified 10 areas that
    we want to focus on the next three years.
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    Six of those are relevant
    for everybody across Clas Ohlson.
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    Then we have four,
    were we will put dedictated focus
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    to create opportunity
    to take the growth
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    far and beyond
    the 15 billion over time.
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    Quickly going through the key how-to-win
    activites the next three years.
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    It's starts with us,
    continuously improving ourselves
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    when it comes to efficiency
    and competitiveness.
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    We have done a lot of things
    the last three years.
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    Looking ahead,
    there are further activites happening.
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    Not least the big IT transformation
    that we're in the middle of.
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    That's going to be a huge enabler
    as we move forward to become faster
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    and also give us an ability
    to develop and be one step ahead
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    also from a technical and IT
    point of view.
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    The second big priority
    is to continue working on our assortment.
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    We want to be relevant
    12 months of the years.
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    We've seen that the last year.
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    Months that previosly has
    been weak,
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    like January and February,
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    are now at completely
    new levels.
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    There are continiously
    more opportunies for us.
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    We've launched more than
    5000 products the last year.
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    We aim to continue
    to have that high pace
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    of reinvention also moving
    forward
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    across our five consumer missions.
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    The third area is to continue
    to scale our very profitable online business.
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    Today, we're strong in e-com.
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    We're profitable.
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    Now we want to scale it further.
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    We want to do this in combination
    with our fantastic retail network.
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    We have an opportunity to do this
    in a good, customer-centric, way.
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    We're becoming
    a strong omni-player.
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    The fourth priority area
    is to continue
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    making our store network
    even more robust.
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    That is a combination of investing
    in the store network that we have.
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    We will have a lot of projects
    the next 12 months
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    to refurbish and upgrade
    some existing stores.
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    We also aim to open another
    10 net new stores the next 12 months.
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    The fifth area is to continue
    working to become number one
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    across all the five consumer missions
    in the minds of our customers.
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    We've had a very succesful approach
    to brand building and marketing
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    the last few years
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    with a much higher degree
    of digital involvement.
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    We will do more of that
    also the next year.
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    The sixth area is to contiue
    to build even more of a winning team.
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    Building out great leadership,
    great personal leadership.
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    Do everything to take
    enagement to the next level.
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    As a part of the sixth priority
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    we're also integrating our
    sustainability agenda
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    even more closely into
    the core business.
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    Those are the six big things
    that we will focus on
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    as an overall organisation
    the next three years.
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    On top of that,
    there are four other areas
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    that we continously working on
    that we believe has potential for the future.
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    That's business-to-business,
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    it Clas Fixare,
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    it's continously making
    Finland great.
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    Last but not least,
    we're also taking the next step
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    integrating Spares
    even more into Clas Ohlsson
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    to create joint-value
    versus our customers.
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    All in all,
    we've had a very strong year, 24/25.
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    We have huge opportunities
    out there in the market
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    with an adressable market
    of 340 billion SEK.
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    Our market share today is 3,4 %.
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    The ambition is to
    contiue growing.
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    We have some very clear activites
    that we will focus
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    our resources, attention
    and energy on.
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    Thank you for tuning in.
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    I look forward to see all of you
    over the next year.
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    Thank you so much.
Title:
affärsplan 2425 draft
Video Language:
English
Duration:
07:15

English subtitles

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