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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.