New Wave Group Value Chain Analysis
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This New Wave Group Value Chain Analysis gives you a clear, structured view of how the company creates value across support and primary activities. The page already includes a real preview of the actual analysis, so you can review the content before buying. Purchase the full version to get the complete ready-to-use report.
Support Activities
Firm Infrastructure
In 2025, New Wave Group used a centralized group structure from Sweden to coordinate finance, governance, capital allocation, and acquisitions. That setup helps keep brand decisions tied to margin discipline and working capital control across markets. It also supports cross-border scale in a group that posted SEK 9.0 billion in net sales in 2025.
Human Resource Management
New Wave Group depends on brand managers, designers, buyers, sales teams, and logistics staff across Europe and North America to keep its multi-brand model working. In 2025, that mix mattered because the Company had to align B2B sales, product customization, and supply-chain timing across its Corporate, Sports & Leisure, and Gifts & Home Furnishing units. Hiring and training are key because a few weak handoffs can hurt service quality, margins, and delivery speed.
Technology Development
New Wave Group's technology development is mainly commercial: product design tools, digital catalogs, and order management, not heavy factory automation. That fits a group with 40+ brands and many customer-specific logo and decoration setups, where speed matters more than robots. In 2025, this helps refresh assortments faster, keep brand data aligned, and support large-volume B2B orders with fewer manual steps.
Procurement
Procurement is a core support activity for New Wave Group because most products and components are sourced outside the company, so buying power directly affects margin, quality, and lead times. It also shapes how well the group can meet tighter sustainability demands across apparel, promotional items, sportswear, and home products. Strong supplier control matters here because cost swings or quality slips can hit several brands at once.
Lean Centralization Powers New Wave's 40+ Brand Growth
In 2025, New Wave Group's support activities stayed lean and centralized: Swedish group control, shared finance, procurement, IT, and HR backed a multi-brand model with 40+ brands and SEK 9.0 billion in net sales. That setup helped keep buying, design data, and working capital tight across B2B and consumer units.
| 2025 metric | Value |
|---|---|
| Net sales | SEK 9.0 bn |
| Brands | 40+ |
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Primary Activities
Inbound Logistics
New Wave Group receives incoming goods, components, and decoration materials into regional stock points and distribution centers, so it can serve base stock, seasonal demand, and customized orders across multiple markets.
Inbound logistics depends on tight inventory planning and short lead times, because demand can swing fast by season and channel. The stronger the stock mix and order timing, the lower the risk of both shortages and excess inventory.
Operations
Operations turn sourced blanks into decorated, packaged, market-ready products for corporate, sports, and gift customers. In FY2025, this step sat at the core of New Wave Group's branded model, where product development and final assortment tailoring protect margin and speed up delivery. It adds value by making the same base item fit different channels and buyer needs.
Outbound Logistics
New Wave Group moves finished goods from warehouses to dealers, distributors, e-commerce customers, and direct business accounts. Fast picking, packing, and regional delivery keep service levels steady across Europe and North America. In 2025, this flow matters most because outbound speed ties directly to sell-through, order fill, and customer retention.
Marketing and Sales
New Wave Group's marketing and sales are built on a multi-brand, multi-channel model: catalogs, digital storefronts, dealer networks, and trade-facing promotion all feed both B2B and B2C demand. That setup widens reach while letting each brand keep its own price point and market position.
It also lowers channel risk, since demand can shift between direct online sales and partners without changing the brand mix. For a group with reported 2025-scale sales above SEK 9 billion, that broad route-to-market is a core value-chain driver.
Service
Service at New Wave Group covers order support, returns handling, product guidance, and help with decoration specs. For repeat B2B orders, fast, accurate support cuts friction, reduces errors, and keeps campaigns moving on time. This matters in seasonal business, where even a small delay can hit reorders, brand consistency, and customer retention.
New Wave Group Tops SEK 9 Billion With Fast-Moving Multi-Brand Sales
In FY2025, New Wave Group's primary activities centered on turning sourced goods into branded, market-ready products, then moving them fast through regional warehouses, dealers, and online channels. Its multi-brand sales model supported revenue above SEK 9 billion and helped match products to corporate, sports, and gift demand.
| FY2025 item | Value |
|---|---|
| Sales | Above SEK 9 billion |
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Frequently Asked Questions
It depends on branded product development, outsourced sourcing, and channel execution. The company serves 2 core regions, Europe and North America, and works across 3 main demand arenas: corporate, sports, and gifts/home furnishings. That structure lets it scale assortment without owning every step of production.
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