During 2024, the effects of the IT-related problems were clearly visible in the company's financial statements. Turnover amounted to SEK 2.4 billion and operating profit showed a loss of SEK 46.8 million.
For the full year 2025, the development looks different. Turnover for the year amounted to SEK 2.6 billion, which corresponds to an increase of 8.3 percent. At the same time, the loss turned into a positive operating profit.
It is good growth and a strengthening of results, says Magnus Detterholm.
When the underlying system support failed in 2024, the company began ongoing work to build and stabilize its e-commerce platform. Last year, the efforts yielded results as the digital functions gradually began to return, creating a turnaround for online sales. Currently, the digital channel accounts for between 5 and 6 percent of the company's total revenue.
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In 2025, we had very strong growth as functionality began to return, says Magnus Detterholm.
But even though sales are increasing, the work on the technical platform is not yet fully completed.
In 2026, we will continue to see strong growth and we are still working to get all the functionality that should be in an e-commerce, which is the effects of the cyber attack, explains Magnus Detterholm.
Optimizing the New Central Warehouse
At the end of 2024, an automated central warehouse was commissioned south of Jönköping. The facility handles flows for both e-commerce orders and merchandise replenishment to the physical stores. The warehouse is up and running and delivering, but the process of fine-tuning operations continues.
It works well, we see effects but have more to extract, the CEO states.
The updated logistics should work in conjunction with the company's goals for the store network. This autumn, a store will open in Partille, while operations in Helsingborg and Arboga will move to new premises. This is part of an overall strategy.
We have a growth plan that includes more new establishments, relocations and upgrades of existing stores that will continue, says Magnus Detterholm.
More Independent Governance
Today, retail consists of a broad mix of both physical chains and pure online players. To navigate this competition and ensure that the company reaches customers, Granngården has started an internal strategic work. The focus is now on charting the direction for the continued operations.
We have worked hard to define what we should be and for whom. Right now we are going through our offer, says Magnus Detterholm and continues:
We will become clearer in our communication and customer offer.
As part of the daily operations, Granngården was placed within the Vekst division of the parent company Felleskjøpet Agri last year. This organizational change has given the Swedish business a different internal positioning.
When we entered the Vekst division, the owner clarified that Granngården is a subsidiary and should be run as such. Before, Granngården was integrated into a Nordic functional organization, explains Magnus Detterholm.
A Closed Chapter
Regarding the legal aftermath of the IT outage in early 2024, the protracted process has now reached its end.
Granngården and parent company Felleskjøpet Agri previously initiated arbitration proceedings in Sweden against IT supplier Tietoevry to claim compensation for the extraordinary costs and the decline in turnover caused by the cyber attack.
The dispute has been the reason why the company has previously kept a lid on the exact financial damage, but now Magnus Detterholm concludes the interview by stating that the legal process between the parties is completely finished.