# New Wave > Clarifo company profile — qualitative business description generated from > the company's filings. Financial statements, charts and ratios are > available on Clarifo (https://www.clarifo.com/en/companies/newwaveb). ## Overview New Wave Group is a Sweden-based brand group that creates, acquires, develops, and distributes products under a portfolio of owned brands. Its business spans corporate promotional products, sports and leisure apparel, and gifts and home furnishings, with sales through both promotional and retail channels across multiple international markets. ## Products & services • Corporate promotional apparel and accessories • Sports and leisure clothing • Gifts and home furnishings • Branded drinkware, textiles, and lifestyle products • Brand development, sourcing, warehousing, and distribution - **Corporate** (40%) — Promotional and workwear products sold to corporate and distributor customers. - **Sports & Leisure** (35%) — Apparel and accessories for sports, outdoor, and active lifestyle use. - **Gifts & Home Furnishings** (25%) — Giftware, tableware, and interior products sold under owned brands. - Corporate promotional apparel and accessories - Sports and leisure clothing - Gifts and home furnishings - Branded drinkware, textiles, and lifestyle products - Brand development, sourcing, warehousing, and distribution ## Customers New Wave Group sells to distributors, retailers, and other commercial buyers that need branded products, uniforms, sportswear, or gift and home items. The company also serves end customers indirectly through retail channels and through its own brand concepts. Its two-channel model helps it reach both promotional buyers and consumer-facing retail accounts. - **Promotional market distributors** (primary) — Buy branded apparel and accessories for corporate campaigns, uniforms, and giveaways. - **Retail accounts** (primary) — Buy sports, leisure, gift, and home products for resale under established brands. - **Corporate end users** (secondary) — Purchase workwear and branded clothing for employees and customer-facing use. - **Consumer retail shoppers** (secondary) — Buy branded lifestyle, gift, and home products through retail channels. - Promo distributors buying branded products for corporate clients - Retailers sourcing sportswear, gifts, and home furnishings - Businesses needing uniforms, workwear, and branded apparel - Consumers reached indirectly through retail brand channels - International buyers seeking established Nordic brands ## Geography New Wave Group is headquartered in Gothenburg, Sweden, and operates sales subsidiaries in 20 countries. Its reported revenue mix includes a large Nordic base and a meaningful North American presence, while sourcing is concentrated in Asia and selected other low-cost manufacturing and purchasing locations. This geographic structure supports brand reach, but it also ties the business to cross-border logistics, supplier access, and regional demand conditions. - **North America** (24%) - Headquartered in Gothenburg, Sweden - Sales subsidiaries in 20 countries across Europe, North America, and Asia - North America represented 24% of net sales in the report - Products are primarily manufactured in Asia and to a lesser extent Europe - Own purchasing offices in China, Bangladesh, Vietnam, India, Egypt, and Switzerland ## Strategy The company’s strategy is to acquire, establish, and develop brands and concepts, then scale them across new markets through coordinated design, sourcing, marketing, warehousing, and distribution. It uses both promotional and retail channels to diversify risk, while expanding through subsidiaries and distributor-led market entry where appropriate. - **Brand acquisition and development** (long-term) — Owned brands are the core asset and support pricing power and market reach. - **International market expansion** (medium-term) — New markets broaden the revenue base and reduce dependence on any one region. - **Supply chain and sourcing coordination** (short-term) — Centralized purchasing and logistics improve efficiency across the brand portfolio. - **Sustainability-led product development** (medium-term) — More sustainable products support customer demand and future assortment relevance. - Acquire and develop brands across corporate, sports, gift, and interior categories - Expand into new geographic markets through subsidiaries and distributors - Use promo and retail channels to diversify customer and demand risk - Coordinate sourcing, logistics, and marketing to capture synergies - Increase sustainability attributes in new products and assortments ## Risks The business depends on stable access to raw materials, functioning supply chains, and customer trust, so disruptions can affect both operations and brand reputation. It is also exposed to climate-related sourcing and logistics risks, especially because much of production is outsourced and cotton remains an important input. As a branded consumer and promotional goods company, it also faces demand cyclicality, supplier concentration, and execution risk when entering new markets. - **Raw material availability and price volatility** [high] — The business relies on stable access to inputs such as cotton and other textiles. - **Supply chain disruption** [high] — Products are manufactured largely by external suppliers and moved internationally. - **Climate-related physical and transition risk** [medium] — Weather events, regulation, and energy changes can affect sourcing and transport. - **Supplier working conditions and human rights** [high] — A large share of production is outsourced to third-party factories. - **Market expansion execution risk** [medium] — Launching brands in new countries requires channel fit and local demand traction. - Raw material shortages can disrupt product availability and raise input costs - Global supply chain delays can affect delivery quality and customer service - Climate change may reduce access to cotton and other key materials - Outsourced manufacturing increases exposure to supplier and labor issues - New market launches carry execution and channel adoption risk ## Accounting Goodwill and acquisition accounting are important because the company grows partly through brand and business acquisitions, which can create significant intangible assets and impairment risk. Lease accounting also matters because the group uses leased premises and recognizes right-of-use assets and lease liabilities, while hedge accounting affects how currency and cash-flow hedges flow through OCI and earnings. Inventory valuation, product stock aging, and estimates around sustainability-related product counts can also influence reported margins and asset values. - **Business combinations and goodwill** — Can create large intangible assets and future impairment charges - **Lease accounting** — Affects leverage, EBITDA presentation, and depreciation/interest split - **Hedge accounting** — Moves gains and losses through OCI before recycling to earnings - **Inventory valuation** — Obsolescence and slow-moving inventory can pressure asset values - Business combinations can create goodwill and acquisition-related intangibles - Goodwill impairment risk matters if acquired brands underperform - IFRS 16 lease accounting affects right-of-use assets and lease liabilities - Cash-flow hedge accounting affects OCI and timing of income statement impact - Inventory aging and stock obsolescence can affect carrying values --- *Last updated: 2026-08-11T04:04:54.805059+00:00*