affärsplan 24 draft

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.