New Wave Group Value Chain Analysis
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This New Wave Group Value Chain Analysis helps you understand how the company creates value through its support and primary activities in a clear, structured format. This page already shows a real preview of the actual report content, so you can review the style and substance before buying. Purchase the full version to get the complete ready-to-use analysis.
Support Activities
Firm Infrastructure
New Wave Group's Swedish head office gives the group one governance and capital-allocation base while brands run locally in Europe and North America. In FY2025, this structure supported a multi-brand portfolio across corporate, sports, gifts, and home furnishings, with New Wave Group reporting sales of SEK 9.0 billion and operating profit of about SEK 1.1 billion. That setup helps keep purchasing, financing, and control centralized while sales and execution stay close to each market.
Human Resource Management
In fiscal 2025, New Wave Group's Human Resource Management had to support about 2,500 employees across design, sourcing, sales, logistics, and customer service, which is key to local market execution and branded customization.
That scale matters because New Wave Group reported 2025 net sales of about SEK 10 billion, so HR helps keep B2B and B2C teams aligned, staffed, and responsive across markets. Strong hiring, training, and retention directly support margin control and faster customer delivery.
Technology Development
New Wave Group's technology development is commercial and supply-chain focused. Product data, digital catalogues, order processing, e-commerce, and planning systems help New Wave Group manage large assortments and speed replenishment. This matters because New Wave Group sells through many brands and channels, so good data flow reduces stock gaps and supports faster order handling.
Procurement
New Wave Group's procurement is a core value-chain lever because it is sourcing-led: it buys textiles, promotional products, gifts, and home furnishings from external suppliers, which helps it scale across 4 sectors without owning a heavy manufacturing base. That setup keeps fixed costs lower and lets New Wave Group shift orders faster to match demand, supplier prices, and product mix.
Procurement also shapes margin, since buying terms, lead times, and quality control flow straight into gross profit. In 2025, the key edge is not factory output but supplier selection, volume buying, and tight product sourcing across brands and markets.
New Wave Group's support engine scaled to SEK 10 billion sales
In FY2025, New Wave Group's support activities were centralized enough to back SEK 10 billion in sales with about 2,500 employees across sourcing, design, logistics, and sales. HR kept multi-market teams staffed, trained, and aligned. Tech systems supported product data, e-commerce, and order flow. Procurement stayed a key margin lever through supplier selection and volume buying.
| Support activity | FY2025 signal |
|---|---|
| HR | About 2,500 employees |
| Technology | Order, catalog, e-commerce systems |
| Procurement | External sourcing model |
| Scale | SEK 10 billion sales |
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Primary Activities
Inbound Logistics
New Wave Group receives goods from external suppliers into regional warehouses and distribution points, then uses inventory control and consolidation to serve many brands and both B2B and B2C customers across Europe and North America. This setup matters because one error can affect several sales channels at once. In 2025, the key inbound logistics test for New Wave Group is keeping stock balanced while moving products fast enough to protect service levels and margins.
Operations
In 2025, New Wave Group used operations to turn acquired and designed brands into sellable ranges, with a focus on brand building, product design, assortment planning, and customization. The model is asset-light, so it leans more on sourcing and planning than heavy in-house manufacturing, which helps keep capital needs lower while supporting scale. With 2025 net sales near SEK 10 billion, operational speed and range control were central to value creation.
Outbound Logistics
Outbound logistics at New Wave Group centers on warehousing, order picking, and shipment coordination to move products to dealers, business customers, and consumer channels. Efficient delivery matters because the 2025 setup spans 4 sectors and 2 major regions, so the flow must handle a wide product mix without delay. In this step, speed and accuracy protect service levels and keep inventory moving.
Marketing and Sales
New Wave Group uses brand building, sales teams, dealer networks, catalogues, trade shows, and digital channels to sell both B2B branded merchandise and B2C sports, gift, and home products. This broad mix helps it reach buyers across channels and keep sales tied to brand visibility and account coverage.
Service
In FY2025, New Wave Group used service to support product information, returns handling, claims, and customization help, which keeps B2B and branded-goods orders moving with fewer errors.
Post-sale service matters because repeat orders, dealer trust, and on-time delivery affect long-term revenue more than a single sale.
For New Wave Group, fast claims handling and clear support also help protect margins by lowering rework and customer churn.
New Wave Group's asset-light model powers near-SEK 10 billion FY2025 sales
In FY2025, New Wave Group's primary activities were brand-led sourcing, assortment planning, sales, distribution, and after-sales support. Its asset-light model helped it serve B2B and B2C channels across 4 sectors and 2 regions while keeping capital needs lower. With net sales near SEK 10 billion, speed, stock control, and service quality were the main value drivers.
| FY2025 | Key data |
|---|---|
| Net sales | Near SEK 10 billion |
| Business scope | 4 sectors, 2 regions |
| Model | Asset-light sourcing and planning |
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Frequently Asked Questions
New Wave Group's advantage comes from combining sourcing, brand management, and multi-channel distribution. New Wave Group operates across 4 sectors, 2 sales channels, and 2 major regions, so capabilities can be reused across many brands instead of built separately for each market. That scale improves coordination and lowers duplication.
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