Carphone Warehouse 2015 Annual Report Download - page 13

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Dixons Carphone plc Annual Report and Accounts 2014/15
Strategic report
11
2. Complete the integration process and achieve
our synergy targets
At our interim results we were pleased to announce that our
synergies plan was firmly on track. We confirmed the total
figure of £80 million and that this would be achieved a year
earlier than anticipated in 2016/17.
We are acutely aware that the bulk of the synergies are to be
realised over the course of the coming two years. Whilst we
have made fantastic progress, including our head office
integrations in the Group / UK, Ireland and Sweden as well as
the rollout of the SWAS programme we continue to implement
our plans to achieve our synergy targets.
3. Leverage our scale, our knowhow, and our unique
infrastructure to drive growth in new product areas
including growth in services
The Merger allows us to expand and strengthen our
proposition to customers, our service capability and our
relationship with suppliers to underpin and drive even greater
advantage in the markets in which we operate.
The Group has many best practices in each of its business
divisions and we are sharing them across the Group, such as
the co-branded Elgiganten / Phone House stores in Sweden,
new store formats, use of Pin Point, supplier relationships and,
to a limited degree, own brands.
Growing complexity and interconnectivity of products means
that customers are increasingly demanding help and support,
not just in choosing the right product, but also installation,
connection, support and repair. Our Geek Squad and
KNOWHOW services are at the forefront of this in the UK and
we have started to roll out our KNOWHOW services across the
Nordics.
We must continue to innovate new services to help customers
and to remain relevant to the way products and connectivity is
evolving. Behind our end-to-end service operation we have a
comprehensive infrastructure, including technical phone
support, delivery, installation, repair and recycling. We can
leverage this infrastructure to widen our customer base either
to customers who bought their products through a third party
(for example, our fault&fix computer service), or for business
customers. By doing this we can increase the efficiency of
using this infrastructure and deliver even better value services
to our customers.
4. Continue to develop the Connected World
Services model and establish it as a material
contributor to earnings
We can leverage the specialist skills, operating processes,
technology and infrastructure of the enhanced group to
provide services to third parties to support their connected
world solutions.
The consumer electronics and mobile phone retail landscapes
have evolved significantly over the last few years. In particular,
the growth of smartphones, tablets and the speed of internet
access both in and out of the home, together with an
increasing number of connected devices, are altering the way
people live their lives, communicate and use technology. This
applies to a number of market segments, including health,
security, content and home management. Linked to this
market development will be a need for a raft of new services
that will ensure that these technologies work.