Dustin Group AB (publ)

Good. Thank you very much, operator. And good morning and most welcome everyone, both our existing and new and potential new shareholders to our fourth quarter presentation and conference call. Hope you're all well and had a good morning so far. Here on the call is myself, Thomas Ekman and Johan Karlsson, CFO. And so today we present our fourth quarter also ending our fiscal year for 2021. And this Q4 has been a transformative quarter in many ways. First, we see that our markets and the world is opening up and the Corona restrictions that has been in place for the last 18 months is loosened. Secondly, we are experiencing a very strong growth built from an underlying demand, which we have managed well to capture during the quarter. And thirdly, we closed the transaction of GentlePoint beginning of June. And from this quarter, the shapes of our consolidated group are visible. And I want to take the opportunity to emphasize that I'm really proud of our achievements on everyone on Duffton Group for their strong contribution in helping and supporting our customers and continuously enable them to stay in the forefront, especially now also when you see the numbers. So moving on then to slide two for the financial highlights to see how we are improving and performing now during the Q4. A really strong .5% organic growth, which is really good. And we have strengthened our position in the market and our productivity and strong position in the value chain benefited our performance in the market, which has been impacted somewhat by component shortages and supply chain disruptions due to the pandemic. But however, we managed that well. And in combination with an intensive cost focus, good demand and the acquisition of GentlePoint resulted in an adjusted EBITDA increasing to 229 million SEC, the EBITDA margin strengthened to 4.5%. And in addition, our online core business performed strongly in pace with a higher share of online retail and a greater need for mobility, cloud services and security driven from the underlying strong trends. And those trends, the market trends that we build our strategy on, the online shift, the growth for mobility and cloud services, the demand for predictable IT costs, focus on security and integrity and last but not least, sustainability. All those have continued during the quarter and during the year, and they are increasing in importance, making our long term position even stronger. So what is also interesting to see, I think during this quarter is that our customers in SMB, they have increased their average order value with around 15%, auto driven by price and that they've also increased their frequency, how often they buy from us with 11% versus last year. So it is really a high activity among our customers, which is really encouraging to see. Total net sales were 5.1 billion SEC, up with .6% versus last year. And I said the organic growth was up to .5% of which SMB showed a very positive .9% and LCP really coming back at the plus .7% and B2C at 7.9%. So overall strong organic growth, which shows not only good underlying demand, but also our capability to make use of it and deliver. Gross profit was 758 million SEC compared to last year's 434 million SEC. That gave us a gross margin of 14.8%. Some of them from last year's 15.1 because of us adding more LCP volume from Central Point. Our adjusted EBITDA increased a lot and came in at 229 million SEC versus last year 101 million SEC. And I said that gave us an adjusted EBITDA margin at .5% for the quarter versus last year's 3.5. So very strong performance and strong earnings. The margin also improved by good performance and the structural changes we're doing combined with the good cost control with all segments. And both SMB and LCP show good progress in the margin uptake. Consequently EBITDA was up to 154 million SEC compared to last year's 84.5 million SEC and items effecting comparability was minus 37.9 million SEC. An EPS at 0.65 versus last year's 0.75. And our leverage at the end of the quarter was 3.4 versus 2.6 last year as a consequence of the acquisition of Central Point. And the cash flow, strong cash flow from operating activities at 201 million SEC compared to last year's 110. So apart from an intense quarter in general from an operational perspective, we completed and consolidate the acquisition of Central Point in the Vemlax on June 3rd. And as you know, we also made a right issue which was fully subscribed and at approximately 1.2 billion SEC. And with the strong results and with the cash, or the board proposes a dividend at 2.21 SEC per share. Good, Johan, you can take us in deeper deep dive in the segment.

Yes, let's move to slide three then on the F&D segment for some more details. Let's say for the quarter ended at ,000,000, an increase of .7% over last year. That represented an organic growth of 17.9%. Base growth continues to be strong despite challenges in the global supply chains. I think Q2 and Q3, we continue to see good sales development in the hardware categories from all customer groups in the segment. The acquisition of Central Point in the Netherlands affected the sales numbers in the quarter by 236 million and sales there were in line with expectations. Consulting and project related sales continues to be affected by the pandemic. However, we saw strong sales growth in the entities that were integrated during full year, 1920 and recurring sales in the integrated units grew by 19% compared to Q4 last year. Geographically sales development was strongest in Norway and Finland. We look at segment margin for the quarter, it reached .8% compared to last year's 8.3. The main reasons for the good margins were high volume growth with the shortage in the market and our ability to capture margin from that shortage. The acquisition of Central Point, strong sales of private label products and effects from cost efficiency initiatives earlier this year and last year. This was as in previous quarters somewhat offset by the lower sales of high margin project related services. If you look at software and services sales at the amount of 389 million in the quarter compared to last year's 337 million, which was an increase of 15.2%. The share however of software and services was .5% down from 26.7 last year, mainly due to the strong hardware sales in the Nordics and the acquisition of Central Point. In total segment result ended at 170.1 million compared to last year's 105 million or an increase of 62%. Yet another strong quarter from SMB, both in regards to sales and margins. We then move to LCP and slide four. Sales in LCP was ,000,000 in the quarter, an increase of 118% of which 23.7 was organic. During the quarter, we saw a very strong sales increase in public sector, both in demand from customers but also in deliveries. Sales to corporate customers continue to be strong and is to a lesser extent affected by the shortage situation in the market. Central Point added to the sales by approximately 1.4 billion and sales from Central Point were in line with plan but as in the Nordics affected by the turbulence in the global supply chain. Geographically, we saw strong sales in Finland and Sweden while larger contracts in Denmark was affected negatively and hence growth was lower in Denmark. Segment margin ended at .1% compared to last year's 6.1%. The increase over last year is mainly explained by the generally improved margins in some of the larger contracts, cost benefits coming from larger volumes and effects from last year's cost efficiency activities. Margins in the Benelux was in line with the ones in the Nordics. Segment results improved from last year's 90.4 million to 230 million or by 154%. All in all, a very strong performance in LCP both from the Nordic and the Benelux region. Moving on to slide five and B2C. B2C continues to perform well and reported a sales increase of .6% from 125 to 135 million. Of the growth, .9% was organic. The main reason for the sales increase was strong underlying demand for basic hardware such as mobile phones and computers. The segment margin was up from .5% last year to 8.5 this year. The high margin situation generated by our good performance in purchasing in a market characterized by shortage continues. That together with good cost development contributes to high margins. Then moving on to slide six, a networking capital. Networking capital was negative 256 million compared to last year's negative 422 million. Last year was highly affected by the actions taken as a consequence of the pandemic where focus was on securing working capital to mitigate potential risk in accounts receivable. Further to that, the inclusion of central point has affected the individual items in working capital significantly. We then look at the details. We can see that inventory in the quarter ended at 1.16 billion compared to last year's 493 million. The main reason for the increase was the inclusion of central point, adding 400 million and the higher purchase volume to reduce the risk from shortage of components. Accounts receivables were up ,000,000, mainly as a result of central point, adding 735 million, but also higher business volume in general and more sales during the end of the quarter added to the total balance. Moving on to accounts payables, which was ,000,000 higher than last year, again, mainly affected by central point, adding ,000,000, but also supplier mix and higher business volume added to the total balance. In total, we continue to see strong performance in the area of working capital, where we continue to stay in or below our target range of negative 100 to negative 200 million. Looking at leverage, as Tomas said before, then the net was 3.4, if we include the performance numbers from central points. And as you remember, our target is to stay between two and three. The main effect on the leverage in the quarter was obviously the acquisition of central point. So then look at cash flow and investments on slide seven. You can see that the cash flow for the quarter was 130 million in total. Last year was negative 38. And if we look at parts, cash flow from operating activities before changing that was 201 million compared to 110 last year. While the change in capital was negative 423 compared to negative 90 last year, the main difference being the inclusion of central point and higher inventory levels due to the turbulence in the market. Cash flow from investing activities was 3.072 compared to 19 negative last year, where the acquisition of central point affected the numbers. Cash flow from financing activities was positive 3.424 compared to negative 39 last year, main difference being the loans raised for the acquisition of central point and the rights issue. Moving to investment, total investment amounting to 54 million compared to last year's 31 million. CapEx related to IT development was at 15 million. Nine million was the number for last year. And if we look at the increase, six million came from central point. And investment in tangible and intangible assets increased to 24 million from seven last year, where central point added seven million and our new circularity center added four million. Investment in assets related to service delivery was slightly lower than last year at 15 million. All in all, 30 million out of the 54 million in CapEx was affecting cash flow. The others were changing lease or rent contracts. With that, moving back to Thomas.

Thank you, Johan. And then continuing to slide eight. And I just want to show what we are now entering since we now include also central point numbers in our own numbers. We are also entering a new chapter where DASBIN is what I would call a textbook example of how companies actually can develop under different management and different ownerships. Where we first had our founder's phase, we started in 1984. And then from that 1995, we started to develop an online platform. The company was acquired by private equity company Altdorp back in 2006. And then the Nordic expansion started with the entering new markets, build out the IT systems, warehouses and so. And then the IPO in 2015, where we have since then professionalized ourselves, put the clear strategy on services, as well as continuing expanding to new territories and new markets and offering. And now when we the acquisition of central point, we clearly put our strong foothold in mainland Europe and build a strong platform for further expansion. So it's a really interesting and transformative year behind us. But this also shows that the possibility of our robust business model. Moving on to slide number nine. To show the transformers acquisition, we pave our way in creating the European IT powerhouse, where we now add all the capabilities from central point with the 700 coworkers, 7.4 billion second sales, 330 million in adjusted VITA and around 50,000 customers. And combining the Nordic with central point is the combined entity, which then consists of around 2,400 coworkers, 21.7 billion VITA in revenue performance, as well as a billion in VITA performance and around half a million customers. And this puts us also at the number eight on the largest in the IT partner retailers. And as you know, being large in our industry, it's a good thing in terms of purchasing power, influence of the whole value chain, drive the market and driving both sustainability and profit through our scale. So this is a new company with two strong regions where we set out for further expansion in the markets and further out. Moving on then to slide number 11, we have an, and to see how we will build this, we have an attractive value creation agenda to speed up the ability to achieve our long-term target, where we keep the strong momentum in the core LCP segments in the Benelux of course, and we realize sales and efficiency to energy so about one in 50 million sec annually on both local and group level. We will also accelerate the growth in both in Nordics and Benelux through our targeted capability transfers in both SMB and LCP. We see big opportunities for SMB rollout also in the Benelux region of course, and we will continue the rollup expansion in Benelux based on our proven Nordic recipe. And then you get to are expected in areas such as procurement, private label, IT platform and functionalities, as well as knowledge sharing of course. We also estimate that the investor do invest approximately 50 million sec in the coming year here to extract this energy and that we will reach them in full by 2023, 2024. And continuing on the value creation, over to slide number 12. We work on our 2030 commitments that we have showed you before, which we create value both for us, for our customers and for our society. And just some highlights of our achievements this year is a reduction of 36% in CO2 in the comparable scopes, including the one and two and three of the scopes. We have reached a circularity level of the business at .3% now of our reported net sales in 2021, between last year. And we have also conducted the plan, the 10 activities we have for social equality in the whole value chain, like such as working conditions in the factories, doing the audits in the factories, secure the gender pay gap closure that exists in the world. And this has been very good progress all over the year. And you can of course read more about our whole work in this in our annual report that will be published very soon. And then moving on to slide 13. Now, 18 months later after the pandemic or post pandemic, we can see that the markets are opening up after we've been through the pandemic. It's not over, definitely not, but we have learned to cope with it, as we did in some parts of the world. The pandemic is, as we all know, it is a human tragedy, but it has also taught us a new way of working. This was already in the cards also before Corona, but it has clarified the need of efficient and secure digital tools and digital way of working. And for us, it has meant that our position is clearly strengthened and that our business model is very robust, both before, during and after a pandemic. And the trends that we have seen that I mentioned before, they have accelerated with distinct changes in customer behavior. There is an increased IT service demand arising among SMBs and LCBs, especially larger SMBs. And there's an increased demand for instant availability online, as well as security, mobility and remote management. And we have of course an extensive experience in this and knowledge and can serve our customers in all our markets. All this shows our robust business model and our ability to ensure good access to products and services, which in the other end, enables us to have continued on a strong margin development. So in short, you can say that we are very well positioned for what is happening. And before going into Q&A, let's summarize the fiscal year of 2021 on slide 14. Net sales grew with .3% to 15.8 billion SEC, where organic growth for the group was 9.6 with SMB at the strong 11.6%, LCP at the really good 8% and B2C at the strong 8.8%. Gross margin ended at .6% versus 15.5 last year, or the year before, up due to our dynamic pricing model, together with higher volumes and strong sale of private-label products, somewhat offset by change customer mix with the acquisition of Central Point. Adopted EBITDA came in at a good 759 million SEC, giving us in a beta margin for the year at 4.8%, an increase from last year 3.9. The initiatives or the actions we have taken on the cost side, both the strategic and short-term has given effect as well as our strong performance and volumes during the quarter. EBITDA at 576 million SEC compared to Latios 387 million SEC and an EPS at 3.82 versus Latios 304. And on balance sheet, as you all mentioned, operating cash flow came in at 740 million SEC and leverage ended for the quarter at 3.4 to EBITDA. So with the solid and good organic growth and strong earnings in Q4, as well as for the full year, we see that we are set correctly positioned with a strong and unique digital relationship with hundreds of thousands of customers and even more optimized e-commerce platform combined with strong relations sales force towards large corporate and public entities, even more now enhanced with the acquisition of Central Point. With our service offerings coming back in demand, we further increase our relevance to the benefits of our customers. And that combined, I should say, with our strong financial position means that we are very well equipped to face the opportunities and challenges presented by the business climate and of course our customers. Good. I think that was that and we are happy to take any questions you might have now. Operator.

Thank you. If you would like to ask a question, please press 01 on your telephone keypad. If you wish to withdraw your question, you may do so by pressing 02 to cancel. You can ask as many questions as you wish, but please ask them one at a time. There will now be a brief pause while questions are being registered. The first question comes from Daniel Tulshan from ABG. Please go ahead, your line is open.

Yes, thank you very much. I start off with a question on potential price increases here. So how much did increased prices drive the organic growth versus volume in this quarter? I guess the contribution from you being able to have a dynamic pricing model and using the component shortages for competitors in a favorable way for you and for how long time do you think that will be sustainable?

Well, as you know, our pricing is very intense in terms of let's say how we do pricing. So there is, it's a very tough thing to talk about price increase from our side. What we have seen is that the prices of, that our purchase prices are going up, but we are able to, let's say adjust our own prices in accordance with that and even improve that a little bit, meaning we have higher margins on hardware in this quarter than we have in the other quarter. So that's a little bit of a difference in the pricing model compared to a, let's say a more stable quarter where prices are developing in a more stable way. So I would say that the pricing crisis we've seen coming from suppliers, we have been able to transfer to our customers in the same way as before or even slightly better.

Yeah, exactly. I understand that. Could we quantify that? I mean, are we talking around one, 2% or is it five, six or up to 10% or? Because it was certainly a strong organic growth right now. And I guess that has partly to do with prices, not you improving prices, but the whole value chain obviously.

There are a couple of percentage price increase in that, but we don't really follow it in that way. So it's hard to give you a number, but it's a couple of percent for sure.

Yeah, absolutely. That's fine. And then the second question on inventory, I may have missed the details there before the comments, but should we see the buildup in inventory right now as a sign that you expect to see strong deliveries in the next few quarters as well? I mean, you are still delivering lots of products in this quarter growing fast. And despite that, you are building up inventory on a net basis. And will you be able to deliver to customers? Is that how you see it?

I think you can see it as we are building up stocks because from a seasonality perspective, the quarters coming is stronger than the quarter we had just had. So it's a natural thing that we build up stock at the moment. And we are building up stock in order to achieve the same thing as we achieved in Q4. So no change actually in our way of working, but it's a security to continue to operate the way we have done it in the last two quarters.

Okay, okay. And then the final question on product specifics related to the component shortages we have in the market, which products are most scarce at the moment for customers and has that potential mix effect from your product mix affected your margin, either positive or negative?

The products in the most difficult to get are the ones that are built to a specific specification for a specific customer because the app, there is a shortage and the production problem, the manufacturers are running longer production runs with more, let's say normal or general products and not customer specifics. So it's really hard to get customer specifics into the factory. That's why.

Okay, but can you say if it's like computers, laptops, screens, something like that that could change your mix, which is driving margin, either up or downwards?

The most sold product we do is of course laptops and that effect on that, that it does. But it has been shortages in all kinds of supplies, also the more non-surgical like Wi-Fi connectors and so forth. But we see that it is being coped with in a better way now going forward, which is good of course. So, but it's back to what you once said there, for us it's more to secure that when we have large, orders of, for example, 10,000 laptops then that can be harder to get the exact specification. But there are products available if you just have the purchasing power to get them.

Okay, excellent. Thank you very much.

Good, thank you.

Thank you. The next question comes from the line of Fredrik Stenkil from Nordea. Please go ahead, your line is open.

Yes, good morning. Congrats, a good quarter. I have a question on central point from the prospectus. It looks to have grown even faster than the 12% organic rates you presented at the announcement. So could you comment a bit on what's been driving that? And also if you see a risk for sort of normalization in the year ahead with regards to hardware sales and also how that would balance better margins in the project-based sales potentially coming back now.

I think overall, central point has had a good spring and also good summer. So that has been good. And you're always cautious when you sort of think about when you're doing large acquisition like this, how the sort of historical growth has been. But we see the same patterns that we see in the Nordics for Benelux with central point there. So it's the same drive in high demand. And as you saw, the LCP organic growth of .7% was of course strong and due to the underlying demand in the market. So there is a strong demand and the same pattern we see in Benelux, such as in the Nordics. So it has been improved since the prospectus, yes. And onto the second question, how that will materialize. I mean, still, I mean, there is underlying demand in the market and let's see how that continues. But let's also go back to what you mentioned there that we are building up, so we can deliver also to the larger entities and as well as the SMBs of course, now during the fall. And then you also had a question on the project-related or services, right? Fröriks, yes. And I think that we see, I mean, the more people are coming back to offices, the more sort of the offices are opening up or the countries are opening up, there is also an increased demand for services. And that of course can benefit us now when we have also built a stronger platform for services and we also are able to deliver it, not only in the Nordics, but also in the Benelux region. In Benelux and what Central Point brings into the table is of course a very strong position within what we call volume services, where they do a lot of customer specific services for larger corporates as well as larger SMBs. And that is also something that we are building up also in the Nordics in the same way. So yeah, it has been a good period for both in the Nordic and the Benelux.

Okay, excellent, thank you.

Thanks.

Thank you. The next question comes from the line of Mikael Lyssen from Carnegie. Please go ahead, your line is open.

Yes, thank you. I've got the question on Central Point and if you can comment how the integration is developing and the 38 million items affecting comparability, what have you achieved with these costs?

I think integration, if we take that first to start off, I mean, we have set out the plan for the integration for the next, let's say, very intensive for the next 12 to 15 months. And integration is basically working in two directions. One is the cost synergies and the other one are on the revenue side. So, and the first step there is that we have created a totally global leadership team that are able to drive the implementation of the synergies in the various regions and the various business units. And then that's been done during this quarter. And we are in the process of putting detailed plans together for each of the value streams that where we are expecting to capture synergies. That work has, I think, shown that the assumptions that we did as part of the acquisition is still realistic and we still have the potential to reach the numbers that we've said before. So that's the status at the moment. And your second question, Nikolai was?

Yeah, well, it was the items affecting comparability 38 million.

Yes, I mean, part of it was the acquisition costs, of course, direct acquisition costs. There actually, we got the company, so that's good. And then we have put some integration costs in items affecting comparability where you should see them as part of the work we're doing to put the old acquisition being shared together as one unit in order to then put them together with Central Point. So we get to one entity in the Benelux. So what we're doing now is actually as of this week, we are moving into one brand for the Vincere Group under the brand name of Dustin in the Netherlands, which is a great achievement from the team down there. So that will have a super impact on our ability to drive the services and online business in primarily SMB then in the Netherlands. So I think we have, and that achieved a lot by this step.

Okay, interesting. And going forward on the coming quarters, how will you take the rest of the integration costs? I think you expected to have around 50 million.

Yes, and I think we've said that since the integration costs primarily would come with reducing the number of people and reducing the number of sites, we believe that the majority of the costs will come in this fiscal year, so until the end of August. And there we will also have initiated, let's say the cost associated to that, the cost reduction associated to that cost at the end of this financial year. I think that's the plan we have at the moment.

Okay, got it. And just another one on Central Point and the supply chain situation. I mean, obviously demand is strong there, but did you see any negative effect that you couldn't deliver really in line with demand? So how much was the negative effect?

We have very similar situation in the Banelux. It's, you would say that this has not so much to do with a regional question. It's more on a manufacturer by manufacturer. So the different brands, they are in different situations. So at certain stages, you know, Dell is more difficult than HP and the other month it's the other way around. So it depends a little bit and that they treat everyone more or less in the same situation in the Banelux with the same suppliers. So I would say very similar situation.

Okay, yeah, fair enough. And my final one, if I may, it's on the software and services part of your business, how the so-called service factory is performing and your work there and also the data center integration projects. We can update on that please.

Yeah, I think the, I mean, if you take the service factory, as we said, actually the, our, you remember our intention to integrate the companies that we did in order to create the factory and the base for services going forward. That was a bit interrupted from the pandemic, but before that we actually integrated all about five of the acquisitions. And we can now see that the development in these integrated entities are performing very, very well and actually growing by almost 20% in the quarter when it comes to recurring sales. So you must say that the development of our standardized service portfolio sold by our own sales reps is performing very well. So I think that has been a great success throughout this quarter. Now we still have five entities not integrated where we are now re-initiating that work in the Nordics to put them into the same, let's say, environment as we have for the other integrated companies and hence hoping that that will give us some better sales development in these entities. So that's the work we're doing at the moment. But I think we can say that both from a standardization perspective where we have now a portfolio of highly standardized services for small and medium sized businesses and from a sales efficiency perspective where we now have a combination of relation sales and online sales. It's working very well.

The data center part.

The data center is done. So in the Nordics, so we are now with the data centers that we said we would achieve. Obviously this is kind of a continuous work, unfortunately because as we are integrating new companies, basically all the acquisitions that we made come with the data center. So we need to continue this, but of course on a lower scale. If we integrate one company, then there will be one data center to move into the base that we now have in the Nordics. So it's much easier work of course. Okay, thank you.

Good, thanks.

Thank you. The last question comes from Eric Elander from Handelsbanken. Please go ahead, your line is open.

All right, good morning. And congratulations to a fantastic quarter. It was really impressive. Great stuff. So first of all, I was just wondering when I look back at the historical numbers of organic growth for Dustin, like every other year it has been strong and every other year it has been somewhat not so strong, like 2% or something like that. So now when you have almost 10% in this year, should we expect this trend to continue? Meaning that next year is going to be around 2%. And also what is the reason behind this every other year volatility?

I think you can say, I mean, first of all, we are all in this call, everyone is as good as to predict the future, but we of course see that what we have behind us, or behind us, we are in the middle of it, like you might say for the pandemic, that has proven to be a very strong shift in how people work. And that of course we can foresee will continue. And the changes in working environment will of course also affect the digital way of working and which of course benefits us. So I should say we still foresee a strong demand, we still foresee good opportunities for growth and for us to grabbing that growth. And to answer your question on the volatility, it has been also been very much affected of how we have dealt with the public side primarily, which has been a bit volatile during the last year. But now where we have sort of added up and built a stronger portfolio in the large corporate and public segment, especially in the public segment. Whereas, you know, our really strong position SMB has created a good portfolio of a lot of customers that sort of mitigate the volatility. And the same is now happening for us in the public side where we grow a lot and have a wider portfolio of, and also with the acquisition center points, we have broader portfolio which then can mitigate the volatility in the growth numbers. So, but that is the reason for it. If you look back on the sort of numbers.

Okay,

so we see

that we have strength

and position.

Yeah, sorry. Yeah, so you're actually catching up on the big Norwegian guys.

Yeah, I don't know who you're talking about now. No, me neither.

All right, perfect. So I was also like interested in like in 2019, before the pandemic, the hardware market was quite weak in the Nordic region. And you also asked the other players in this sector suffer from that. And then became the pandemic and also the remote work purchases and stuff like that. Now the market is really, really strong once again, post the pandemic and post all the remote work purchases. What has changed from 2019 to now?

I think overall it's a level up of how people work and what kind of tools and what they use. I mean, the more you use the digital tools for working, the better components you need, the better equipment you need, the better tools you have, the more productive you will be. And we see that the same sort of things are happening in your different workplaces. People upgrade their home office in the same pace, they upgrade their sort of office equipment in the offices. Because you want to be, you work so much digital now, so you need good equipment and you need good networks, you need good routers, you need good screens. We see now that people buy larger screens. Last year the average screen sold was 27 inch, now it's the 33. So people are increasing in their, well they're buying better equipment and better cameras and better keyboards and better hardware. It's with more memory, more stronger processors and so forth. And that we see can continue.

I think also you would see a trend towards the fact that if your home office used to be kind of a B2C customer buying that, nowadays there are much more B2B customers equipping their employees' home office. So there is an enlargement of the B2B market, obviously where we are stronger, but we can capture that trend and equipping home offices from a B2B perspective. That's good for us.

And that has been a strong trend among our customers to do that too. That's where we do both home and office equipment for them.

Interesting. So actually like the pandemic triggered remote work purchase boost that we see is actually continuing right now and will do for maybe one, two years. So what do you expect about that?

I mean, I think we will have a situation of which the very well-known word hybrid is a famous word right now. But it will continue because this also has shown, I mean, the tools that we actually have had for 10 years with the camera in the PC and the camera in the phone and we have had Skype and Teams and so forth, but we haven't used it on a broader scale. And that people do now. Everyone knows how to use Teams. Everyone knows how to share a Powerpoint presentation and so forth. And that was, that demanded a lot of change programs and stuff before, but now people are just diving into it and use it. And that of course creates a demand for better products. I said, better products, better cameras, and you want to level up. And I think that was an important factor here that this will, as we see, it will continue.

Okay,

cool.

And my last question actually. So we talked about the big Norwegian guys that you can't mention here because that's like swearing in the church. And then we have the big German guys, which I also can't mention here, but they start with a B. And you have now entered, like, yeah, some years ago entered into the Netherlands and the Vendor region, which is very similar, as I see in terms of IT development overall. What would be the next interesting market for you now that you say that you're going to expand into a broader European area? Because these other companies have big market positions and they have not entered into the Nordics because you have such a strong position and other companies as well. How can you compete with those and what countries would be of interest for you?

I think overall, if you look back, then you can say that we have been expanding to new territories every third or fourth year, if you look historically. And that's about the time it takes for us to prove ourselves in the markets we are. And, but I think overall, you can say what we find really exciting is that our SMB model with the online efficient, cost-efficient sales model with things on the shelves, products on the shelves, that is really attractive also for the wider European market because it's not so common. Most IT companies and most of our competitors come from a service part. They come from the sort of service consultancy and then they are moved into hardware somewhere, but they are not at all on the same level of delivering a push model as we have in the Nordics. But they've also seen that we, in order to gain that position, we need the hardware. We need a scaling hardware, hence our acquisition of Central Point. Because with that, then you can get this large volumes and then you can really start to build up a strong SMB position where you can find more attractive margins, you can find more attractive and more sort of standardized offerings, which suits us very well. But I think in general, you can say that these, there are openings in the markets, in different markets like Germany, France, and so forth. It is, but then we might not, you might not need to take the full of Germany or full of France. You can take areas of Germany, for example. Germany is a massive market. So if we go into this log, we can probably find a good business just in this log. So we'll see where we end up, but we of course see this as the stronghold we're now building in Benelux will for sure serve for, for further expansion in the future.

So this is interesting. Would you say not to try to not make this as biased as possible, would you say that Dustin is the next generation IT infrastructure delivery model?

Yeah, I would say definitely, even though I'm not biased. No, but of course, no, but we see that we have a strong position, but I think it's built on, you should also make it back to the five, the underlying trends, which is very strong on the online position, the drive for security mobility, the drive for predictable IT costs. You don't want to have an IT department in the company anymore, which is dark and costs a lot of money. You want to have visibility, you want to know what it costs, and you want to, you understand that IT is not long no longer someone else's issue in a company. It's your issue as running the company. It's the heart of the business. And of course that suits us, our position very well.

Okay. Thank you so much guys. Great answer and the great quarter. I'll talk to you later. Thank you very much.

Thank you. Talk to you later.

Thank you. We have no further questions, so I will pass back to the speaker.

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