Striving for growth

Our strategy rests on three key themes: focus, efficiency, and growth. Focus to us means maintaining our strong business area focuses, developing our portfolio of premium brands, and our optimized product ranges. Efficiency refers to simplifying our company structure, integrating business processes to achieve scale and synergies, and establishing a truly demand-driven supply chain. Finally, our emphasis on growth takes into account our drive towards consumer-focused product development and innovative new product development, as well as our commercial expansion into new product categories and markets.

Our success is based on the ability of our business areas to create must-have products for consumers and retailers. Consumers trust strong specialist brand products and are willing to pay a premium for them. We believe that the number of quality-conscious consumers is increasing, and that our specialist brands can cater to the future expectations of these consumers.

Retailers also need specialist brands, as they offer customers greater choice, variety, and new features, and provide retailers with a higher return. We see commercial success as the fruit of successful partnerships. Understanding trade customers and consumers and their needs and behavior provides us with the knowledge we need to develop and strengthen our competitive advantage.

Our values are innovation, teamwork, accountability, and integrity. Fiskars is a good corporate citizen and we expect all our employees and partners to support these properties.

Ensuring consumer relevance

Fiskars has operations in over 20 countries, and its products are sold in over 60 countries across the globe. Local sales operations provide consumer insight and local market knowledge. A local presence also generates valuable input for developing new products.

Our move to an integrated organization

Fiskars' business model, revised in 2008, is very much about driving future growth and delivering on the promise of making us a truly international consumer goods company. In the past, Fiskars was organized as a group of independent companies. Our new strategy is based on a group-level management commitment to making Fiskars an integrated company, with strong business areas sharing an integrated operating model.

Our country-driven management model was replaced by a business area-driven one, in which business areas are responsible for product offerings, the brand portfolio, and defining the marketing strategy. The new business model is designed to enable Fiskars grow faster while maintaining our commitment to market-leading quality.