Nowy Styl Sustainability Report 2018-2019

GRI 102-2 One of the most important projects of 2019 was the rebranding process, started in the autumn. We decided that after several years of very dynamic de- velopment and gaining shares in new markets, something we achieved through several different brands operating under the banner of Nowy Styl Group, it was time to har- monise our perception-building activities and start build- ing a single, strong brand. We decided it would be called Nowy Styl, a direct reference to the early days of our com- pany. We thought the name best embodies the entrepre- neurial spirit and, above all, the set of values that underpin our company. “ Nowy Styl stands for innovative thinking – all the time, every day ,” says Adam Krzanowski. But the rebranding is not only about changing the name and designing a new logo. It is all about reorganising our portfolio – harmonising product names, marketing ma- terials and labelling – and a much deeper integration of employees. Finally, it is about a much better use of syner- gies between our companies, departments and produc- tion plants. We started the process in October 2019 on the Polish market, planning out its full implementation for the next dozen months or so. To us, organic growth is primarily about strengthening existing sales structures in the individual countries, con- tinuously improving customer relations, building a global image, making choices to concentrate more forces and re- sources in key markets and leading segments, investing in production and logistics, and finding partners with whom we can gain a competitive advantage. Finally, we place increasing emphasis on an extremely important aspect, which is a sustainability policy. Looking back at the years 2018–2019 from the angle of organic growth, what comes to the fore are our activities aimed at the reorganisation of internal structures combined with the harmonisation of our external image and build- ing a better model of cooperation with key customers in the project market. As far as customer relations go, we focused on seg­ mentation . Seeing the growing share of the project mar- ket (commercial furniture) in our business, we decided to clearly define the scope of our services based on the size of the customer. Before 2018, when we first started testing segmentation in practice, we did not differentiate between customers. As a result, virtually every customer, whatever their contract value, could expect a wide range of servic- es such as mock-up production and free customisation of products ordered. This way, we inadvertently inflated the level of service provided to smaller customers, at the ex- pense of those who brought the biggest profits. It had to be sorted out. In short, after introducing the segmentation, we now have clearly defined packages for specific customers. This enables us to provide better service to our most important partners and build strong relationships with them. On the other hand, we make every effort to ensure that smaller customers still feel they are a very important partner for us. Click to find out more about the rebranding 18 Table of contents