NCAB has a strategic plan to continue to grow with healthy profitability. The plan is divided into four parts: increase market share in segments Europe, North America and East, grow with existing customers, geographical expansion and market consolidation.

  1. Increase market shares in segments Europe, North America and East

    The aim is to increase market share in countries such as France, Italy, Germany and the USA, where NCAB still has a small share of the market, by employing new colleagues and focus on new customers. In the larger countries, Germany and USA, the ambition is to open additional offices to move closer to customers. These important markets still have a high level of domestic PCB production and NCAB is aiming to gain market share as domestic production decreases.

  2. Grow with existing customers

    In markets where NCAB has a strong position, for example in the Nordic region, the aim is to deepen relationships with existing customers to improve profitability. The value of the customer offering can be improved by focusing on the largest customers, creating global customer accounts and generally increasing the share wallet of PCBs. By creating global customer accounts, NCAB can have a broad geographical reach and serve and receive orders from the same customer in several markets. Furthermore, NCAB will be less dependent on finding new customers when entering a new market.

  3. Geographical expansion

    There are several large markets where NCAB has yet to establish local presence, including well-developed markets with many similarities to NCAB’s current main markets, for example large and growing markets and countries in Asia.

  4. Market consolidation

    NCAB is in a strong position to drive consolidation in the market. NCAB has completed successful acquisitions in recent years, for example, in connection with its expansion in the USA. With potential acquisition targets located both in markets where NCAB has yet to establish local presence as well as markets where NCAB has strong positions, there are possibilities to broaden the geographical footprint as well as increase market shares in existing markets through acquisitions. Potential synergies of acquisitions are mainly derived from economics of scale and increased purchasing power towards manufacturers.