Update on our strategy 2018-2022


Our strategy - 'Lead global. Win local' - consists of six strategic thrusts. The execution of the strategy and the associated transition of Accell Group are on track. We launched a variety of initiatives within all six thrusts, some of which have been completed and some of which are works in progress. Find below an update on our strategic pillars.

Lead Global. Win Local

  • Since the end of 2018, our new central/regional leadership team has been fully in place, with a strong mix of experience and knowledge from inside and outside the bike, parts & accessories industry.
  • Our Babboe cargo brand continued to grow in the B2C segment at a rapid pace right across Europe. Under the Carqon brand, we launched a high-end e-cargo bike in Q4 2019, followed by a larger introduction across Europe in H1 2020. We also entered the B2B cargo bike market in 2019 and expect 'last mile' delivery in congested cities to become a strong growth pillar.
  • We divested our loss-making US marketing/sales organisation in Q3 2019, eliminating our profit loss and cash drain. In the US market, our global brands Haibike, Raleigh and Ghost are now sold through a distributor.

Winning at the Point of Purchase

  • We have now completed the implementation of selective distribution agreements in nearly all our regions, preventing channel conflicts. By mid-2020, we expect to have completed this initiative and signed agreements in all our regions.
  • Babboe, Batavus, Ghost, Haibike, Koga, Lapierre, Raleigh, Sparta, Winora and Carqon are our strategic bicycle brands. For each individual region, we have established a strategic brand portfolio consisting of 4-5 bicycle brands.
  • In 2019, we started a process of cross regional sales transfers to make sure every region is completely responsible for its own strategic brand portfolio.
  • We introduced a centralised sales and operations planning process (S&OP) in 2019. In 2020, we aim to continue to improve our operational effectiveness on the S&OP front. With a strong focus on the top 20 models in every brand and an additional reduction of complexity in models and stock keeping units.
  • We intensified our focus on B2B sales, resulting in various major local sales wins, with the Dutch National Police order being a prime example. We will extend this into 2020 and beyond.
  • We have completed a new private lease concept (launched in early 2020) for Batavus, Koga and Sparta in the Netherlands, with more opportunities for leasing to continue into 2020, particularly in Belgium and Germany.

Consumer Centric Omnichannel

  • We established a central e-commerce team.
  • We launched our first revised single-brand platform/website in 2019, with a B2C CRM system rolled out across countries.
  • We defined an IT roadmap for the enhancement of our ERP and CRM systems and our digital platforms. Before fully implementing these new systems and platforms, we decided to first harmonise our (product) data and processes consistently across all our different bike and P&A businesses.
  • We shifted the launch of our new multi brand platform to 2021, due to our decision to first focus on data harmonisation. The same applies to the experience centres and the roll-out of our mobile bike service.


  • In 2019, we introduced the Haibike Flyon, the Lapierre eZesty, the Lapierre e-Xelius and the new high-end Carqon cargo e-bike. We used our tried and tested Winora platform for the introduction of new models from numerous other brands.
  • Our Innovation & Technology department's highest priority is delivery of innovations in full and on time.
  • On the connected bikes front, we are co-developing new concepts with identified technology partners to gain experience in the field of the Internet of Things. We intend to use these innovations to augment the bicycle experience and convince more consumers to get cycling, both for health reasons and sustainable mobility purposes.
  • We also continued to innovate and experiment in areas such as re-use, minimising material use and end-of-life solutions. We have already started to minimise the use of plastic in our packaging.

Central Parts and Accessories (P&A)

  • We have strengthened our P&A organisation and the teams are now fully in place, both centrally and locally.
  • We have added several brands to our portfolio driving profitable growth in this segment.
  • We have strengthened our commercial and logistical competitive advantages in P&A, for instance by extending cut-off times and adding new brands and products to our portfolio.
  • We have readied the COMET P&A business in Spain to become the main distribution hub for the entire Southern European region
  • We made a start on data and process harmonisation across the different P&A businesses, to create the right conditions and synergies that will help us realise continued profitable and solid growth in the offline and online segments in the future.
  • We are increasing the use of our own, rapidly growing, XLC brand in our own bike brands, boosting our aftermarket growth on this front.
  • We recorded overall strong growth in our P&A business, with additional sales coming from on-line players.

Fit to Compete

  • We are targeting minimum savings of € 60 million in our supply chain over a period of five years (2022 versus 2017). These savings will be driven by three concrete initiatives, and will make a positive contribution primarily to our added value:
    • Reduction in complexity. At year-end 2019, we had achieved the 40% reduction target in terms of models and stock-keeping units in the Benelux. Other regions are close to a 30% reduction versus year-end 2017. The plan is to make additional complexity reductions, focusing on the top-20 models per brand in line with the Pareto principle.
    • Standardisation of product platforms (including bicycle frames) geared towards lifestyle and e-bike sports. In 2019, we created our first standard product platforms.
    • Rationalisation of the supply chain footprint and business complexity in general. We closed and/or sold several businesses in 2019, including Delta Metal, Protanium and Brasseur.
    • We achieved € 13 million in supply chain savings in 2019, half of which ended up in the bottom line (same in 2018). In 2020, we expect to realise additional savings of € 10 - € 14 million, with a comparable immediate contribution to our result.
    • We want to work in a socially responsible manner throughout our supply chain. In 2019, this included frequent audits of suppliers on social and environmental aspects, based on our risk profile and the interests of Accell Group, with attention devoted to more efficient energy use and a transition to energy from renewable sources.

Value creation model

The value creation model below shows how we use our business model to create added value and for which stakeholders (including society as a whole).