New Wave Group Value Chain Analysis
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This New Wave Group Value Chain Analysis gives you a clear, company-specific breakdown of how value is created through support and primary activities, making it useful for research, strategy, and investing. This page already shows a real preview of the actual deliverable, so you can review the format and content before buying. Purchase the full version to get the complete ready-to-use analysis.
Support Activities
Firm Infrastructure
New Wave Group uses a decentralized setup, so regional brand managers run day-to-day decisions while a central hub steers capital and brand moves. In 2025, this matters because the group still relies on an inventory-heavy model across Sweden and North America, so solvency and credit access are key to funding stock and acquisitions.
Its legal and financial structure also helps it buy weaker brands and fold them into shared services, which lowers overhead and supports margin recovery.
Human Resource Management
In 2025, New Wave Group kept specialist designers and sales leaders inside brands like Craft and Orrefors, so local know-how stayed close to the customer. Pay is tied to performance, which aligns brand-level decisions with group profit goals. Training keeps teams agile across B2B promotional sales and B2C retail, two channels that need different selling skills and margin control.
Technology Development
New Wave Group's technology development is built around proprietary B2B e-commerce portals that make ordering easier for thousands of independent retailers and cut admin work.
It also invests in material science, including recycled textiles for Craft sportswear, and automated decoration tech that speeds up product customization.
These tools shorten lead times, lower operating friction, and help the brand portfolio scale with less cost per order.
Procurement
New Wave Group's procurement is a centralized power lever, with buying offices in Asia managing sourcing from about 500 primary suppliers. By pooling demand across brands, Company Name can secure better unit prices and steadier access to textiles and glassware.
This scale also supports tighter control of quality and lead times, which matters when supplier risk can hit margins fast. Ethical sourcing is enforced through the Amfori BSCI framework, so cost savings do not come at the expense of compliance.
Lean support, tighter control: New Wave Group's 2025 edge
In 2025, New Wave Group's support activities stayed lean: shared finance, legal, and brand oversight backed a decentralized model, while specialist teams kept local speed in Craft and Orrefors. Centralized procurement in Asia covered about 500 primary suppliers, improving price control and supply security. Digital B2B portals and recycled-material R&D cut admin time and support margin recovery.
| Support activity | 2025 fact |
|---|---|
| Suppliers | ~500 primary suppliers |
| Model | Decentralized brands, central control |
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Primary Activities
Inbound Logistics
New Wave Group's inbound logistics runs through large central warehouses that consolidate goods from Asia and Europe, so stock reaches one place before regional customization centers start work. This setup supports thousands of SKU variants and helps the group hold enough inventory to meet sharp seasonal demand spikes without slowing order flow. It also adds a buffer against shipping delays, which is vital for a business that relies on fast replenishment across many product lines.
Operations
New Wave Group's operations turn generic stock into branded apparel through embroidery, printing, and laser etching, so the group can handle both small runs and large corporate orders. It also runs glass production in Sweden for Orrefors and Kosta Boda, where artisan work and industrial output sit side by side. This mix supports premium luxury sales and high-volume work in one chain.
Outbound Logistics
New Wave Group's outbound logistics are a clear edge in 2025, with 98% stock availability and fast delivery to resellers in more than 20 countries. Automated picking in distribution centers in Sweden, the United States, and Benelux helps shorten lead times and supports reliable last-mile delivery. That speed matters in promotional gifts, where corporate buyers often need branded products ready for events on tight deadlines.
Marketing and Sales
In 2025, New Wave Group used a dual-track marketing model: Craft gained visibility through sports sponsorships, while the rest of the group leaned on B2B trade shows to reach corporate buyers.
Sales ran through a wide distributor and professional retailer network, with long ties that kept the brands top of mind and supported repeat orders.
Tailored catalogs and digital showrooms helped the sales force convert segment-specific demand into volume, which fits a model built on both brand reach and channel depth.
Service
New Wave Group's service activity is mainly post-sale support for promotional agencies and retailers, built around flexible returns, clear supply-chain visibility, and fast client response. It also gives partners digital assets and marketing materials so they can sell New Wave products more effectively to end customers. Consistent product quality and steady support help cut reseller churn and build loyalty in a network that depends on repeat orders.
Fast-turn branded stock and global reseller reach powered New Wave Group's 2025 growth
New Wave Group's primary activities in 2025 centered on turning branded stock into sell-ready products fast. Operations added value through embroidery, printing, laser etching, and glass production in Sweden, while outbound logistics kept 98% stock availability and served resellers in 20+ countries.
Sales and marketing leaned on trade shows, sports sponsorships, and distributor networks, supported by tailored catalogs and digital showrooms. Service focused on fast response, returns, and partner sales support to keep repeat orders flowing.
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Frequently Asked Questions
The company prioritizes inventory availability and logistics efficiency to serve its 20,000+ corporate resellers. By maintaining a high stock-to-sales ratio, New Wave Group ensures it can fulfill promotional orders within 24 to 48 hours across most European markets. This logistical resilience provides a competitive advantage over smaller competitors who lack the 3.5 billion SEK capital required to hold massive buffer stocks in 2026.
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