affärsplan 2425 draft

Hi everyone!

We've just closed one year
and kicked off a new year.

I want to take the chance
to highlight a couple

of the amazing things
that've happened the last year.

Also talk about the priorities
for fiscal year 25/26.

Looking back at 24/25,
what an amazing year we had.

We have delivered outstanding
customer service

with an NPS
ending at 55.

We've launched more than
5,000 new products.

We have opened net 11
stores across Sweden and Norway.

We have seen
20 % growth on e-com,

with profitability.

Last but not least,

we've seen great engagement
across the organisation

represented by an
eNPS ending at 39.

All in all, we're closing
a very strong year.

We're in a fantastic position
as we look ahead.

Also, we have seen 24 months of
consecutive strong organic growth.

Month by month,
24 months in a row.

This has happened
in a challenging market.

A lot of retailers
have been struggling.

We've seen more than
two years of market decline.

All in all, we stand strong.

Looking ahead,
the key question is what's next?

What is the opportunities
for Clas Ohlson looking ahead?

First of all,

the foundation of everything we do
is our assortment.

We have very strong,
need-based assortment

with an all-weather portfoilio

that really gives us a chance
to be proactive and succeed

no matter market circumstances,
weaher and other external factors.

Our five consumer missions
continue to be a priority for us.

What we've done the last months,

is to conclude what the
market opportunity for us is.

If you add up
Sweden, Norway and Finland

those five consumer missions,
the niches that we're playing in,

they represent a market worth
340 billion SEK.

With our 11,5 billion SEK sales,
we have approximately 3,4 % market share.

It's clear that there's an
enormous opportunity

for us to grow
looking ahead.

From another perspective,

there are approximately 11 million
households in Sweden, Norway and Finland.

A population of 22 million people.

Today we have 5,8 million
members in Club Clas.

There is a huge opportunity
for us to reach more customers

and help more people
in their day-to-day

with the small daily things
where we're making a huge difference.

So we've set ourselves
a new target.

We have taken a huge leap
the last five years.

From a bit more than 8 billion SEK
in turnover

to 11,6 billion.

Our ambition now is
towards 2030

to be a 15 billion SEK company.

So how are we going
to do this?

As with previous years,
we have divided our business plan

into some very simple priorities
and activities.

Some movements that
we would like to focus

our attention
and our resources on.

We have identified 10 areas that
we want to focus on the next three years.

Six of those are relevant
for everybody across Clas Ohlson.

Then we have four,
were we will put dedictated focus

to create opportunity
to take the growth

far and beyond
the 15 billion over time.

Quickly going through the key how-to-win
activites the next three years.

It's starts with us,
continuously improving ourselves

when it comes to efficiency
and competitiveness.

We have done a lot of things
the last three years.

Looking ahead,
there are further activites happening.

Not least the big IT transformation
that we're in the middle of.

That's going to be a huge enabler
as we move forward to become faster

and also give us an ability
to develop and be one step ahead

also from a technical and IT
point of view.

The second big priority
is to continue working on our assortment.

We want to be relevant
12 months of the years.

We've seen that the last year.

Months that previosly has
been weak,

like January and February,

are now at completely
new levels.

There are continiously
more opportunies for us.

We've launched more than
5000 products the last year.

We aim to continue
to have that high pace

of reinvention also moving
forward

across our five consumer missions.

The third area is to continue
to scale our very profitable online business.

Today, we're strong in e-com.

We're profitable.

Now we want to scale it further.

We want to do this in combination
with our fantastic retail network.

We have an opportunity to do this
in a good, customer-centric, way.

We're becoming
a strong omni-player.

The fourth priority area
is to continue

making our store network
even more robust.

That is a combination of investing
in the store network that we have.

We will have a lot of projects
the next 12 months

to refurbish and upgrade
some existing stores.

We also aim to open another
10 net new stores the next 12 months.

The fifth area is to continue
working to become number one

across all the five consumer missions
in the minds of our customers.

We've had a very succesful approach
to brand building and marketing

the last few years

with a much higher degree
of digital involvement.

We will do more of that
also the next year.

The sixth area is to contiue
to build even more of a winning team.

Building out great leadership,
great personal leadership.

Do everything to take
enagement to the next level.

As a part of the sixth priority

we're also integrating our
sustainability agenda

even more closely into
the core business.

Those are the six big things
that we will focus on

as an overall organisation
the next three years.

On top of that,
there are four other areas

that we continously working on
that we believe has potential for the future.

That's business-to-business,

it Clas Fixare,

it's continously making
Finland great.

Last but not least,
we're also taking the next step

integrating Spares
even more into Clas Ohlsson

to create joint-value
versus our customers.

All in all,
we've had a very strong year, 24/25.

We have huge opportunities
out there in the market

with an adressable market
of 340 billion SEK.

Our market share today is 3,4 %.

The ambition is to
contiue growing.

We have some very clear activites
that we will focus

our resources, attention
and energy on.

Thank you for tuning in.

I look forward to see all of you
over the next year.

Thank you so much.