New Wave Group Value Chain Analysis
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This New Wave Group Value Chain Analysis gives a clear, company-specific view of how New Wave Group creates value across support and primary activities. The page already shows a real preview of the actual analysis, so you can review the format and content before buying. Purchase the full version to get the complete ready-to-use report.
Support Activities
Firm Infrastructure
New Wave Group's Swedish headquarters runs firm infrastructure by steering brand ownership, acquisitions, finance, legal, and ESG oversight from one center. That central control helps New Wave Group keep a diverse portfolio aligned across Corporate, Sports & Leisure, Gifts & Home Furnishings, while keeping decisions consistent in Europe and North America. In 2025, this setup stayed key to scaling without losing control over capital allocation, compliance, and sustainability.
Human Resource Management
Human resource management is central to New Wave Group because hiring in design, sales, sourcing, logistics, and brand management shapes how fast it can serve both B2B and B2C customers. Skilled local teams help New Wave Group tailor products to each market and keep execution tight across brands and regions. In FY2025, that means people strategy is a direct driver of speed, product fit, and margin control.
Technology Development
New Wave Group's technology development supports its branded-product model by linking product development, assortment planning, and digital ordering, which helps speed up launches and cuts rework. In 2025, this matters more because New Wave Group reported about SEK 10 billion in net sales, so even small gains in design-to-order flow can move results. Systems that connect design, customization, inventory, and customer data also let New Wave Group reuse designs across brands and keep service levels higher.
Procurement
New Wave Group's procurement relies on a wide supplier base for apparel, gifts, and home goods, so scale helps it push harder on materials, packaging, and freight costs. In FY2025, that discipline mattered because better buying terms and tighter vendor control directly support gross margin, while also reducing stock-out and quality risk across its brands. Strong procurement also protects delivery reliability, which is key in a business built on repeat orders and seasonal demand.
New Wave Group's support engine backed SEK 10 billion in sales
New Wave Group's support activities in FY2025 were built around centralized headquarters control, local talent, digital product systems, and disciplined sourcing. This setup helped it manage a portfolio spanning Corporate, Sports & Leisure, and Gifts & Home Furnishings while supporting about SEK 10 billion in net sales.
HR and technology stayed key because they link product fit, order speed, and margin control across markets. Procurement also mattered more as supplier scale helped New Wave Group press on materials, packaging, and freight costs.
| Support area | FY2025 role |
|---|---|
| Infrastructure | Central control |
| HR | Local execution |
| Tech | Faster launches |
| Procurement | Margin support |
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Primary Activities
Inbound Logistics
In 2025, New Wave Group's inbound logistics centered on moving sourced goods, samples, and components into regional warehouses and distribution points, with tight stock control because its portfolio spans many categories, colors, sizes, and customization options. This matters in a business that reported 2025 net sales of SEK 9.6 billion, where small stock errors can hit service levels and cash flow fast. Efficient receiving, sorting, and storage also support faster order picking for both branded goods and customized items.
Operations
In 2025, New Wave Group's operations added value by turning sourced goods into branded offer lines through design, brand building, product selection, and made-to-order print or embroidery. This setup supports corporate, sports, and consumer channels with one production flow and a tailored finish. It keeps the mix broad, from basic apparel to higher-margin branded items.
Outbound Logistics
New Wave Group's outbound logistics moves finished goods from warehouses to dealers, corporate buyers, retailers, and direct customers across Europe and North America. In 2025, this step still matters because stock allocation and fast fulfillment shape service levels, delivery times, and repeat orders.
For a multi-market group, even small delays can hit customer retention, so warehouse placement and transport planning stay close to demand. The value chain payoff is simple: better shipping speed supports higher fill rates and fewer lost sales.
Marketing and Sales
New Wave Group sells through branded product portfolios, field sales, key accounts, distributors, and digital channels, so it can turn product design into revenue in both B2B and B2C markets. Strong brand equity and tight category fit lift conversion, support pricing power, and help keep demand broad across corporate wear, sports, and home segments in 2025.
Service
New Wave Group's service covers order handling, returns, product data, and account help for reorders and customization issues. In promotional and branded goods, this support matters because buyers often reorder the same items, and even a 1% – 2% drop in error rates can protect repeat sales and margins. Strong service also speeds issue resolution, which helps keep long-term B2B accounts buying across collections and seasons.
New Wave Group's 2025 Engine: SEK 9.6bn Sales, Tight Execution
In 2025, New Wave Group's primary activities turned SEK 9.6 billion in net sales into branded goods through sourcing, design, customization, warehousing, and multi-channel selling. Strong execution across stock control, fulfillment, and B2B service mattered because the group sells across Europe and North America, where small delivery or sizing errors can cut repeat orders.
| 2025 primary activity | Value signal |
|---|---|
| Net sales | SEK 9.6bn |
| Channels | B2B and B2C |
| Geography | Europe, North America |
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Frequently Asked Questions
Brand ownership and category breadth drive the advantage. New Wave Group works across 4 sectors and serves both B2B and B2C customers in 2 major regions, Europe and North America. That spread lets it reuse design, sourcing, and logistics capabilities across brands, while reducing dependence on any single buyer or market.
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