Boozt Ab · OMXSTO:BOOZT
Boozt Ab — Q2 2025 Earnings Presentation
33 slides from Boozt Ab's earnings presentation, Aug 15, 2025
Slide 1: Q2 2025 Investor presentation
Q2 2025 Investor presentation
Slide 2: Q2 2025 Highlights
Q2 2025 Highlights ▪ Despite difficult trading conditions in the first half of 2025 (in particular in April and May), revenue increased by 1% in local currency in H1 2025 (revenue was flat in reported currency) ▪ Q2 2025 revenue was unchanged in local currency (-3% in reported currency) ▪ Booztlet.c
Slide 3: Significant improvement in performance in June
Significant improvement in performance in June - All categories (except Women's fashion) returned to growth ▪ Following a stable performance in Q1, Monthly revenue growth (2025) sales started to decline in April, accelerating into May ▪ Trading impacted by continued decline in consumer confidence in
Slide 4: Strategic initiatives to fuel the business
Strategic initiatives to fuel the business Hiring AI Inspiration and curation • New high-profile recruitments in • Proactive use of AI across all parts of • Increase customer loyalty via place in buying and merchandising the value chain tailored content to strengthen the team • Content generation fo
Slide 5: More customers buying across categories on Boozt.com
More customers buying across categories on Boozt.com - 53% of customers buy from more than one category (up from 51%) Active customers shopping from 1 to 6 different product categories on Boozt.com 1,500,000 Q2 2025 (LTM) Q2 2024 (LTM) -4% 1,200,000 900,000 +5% 600,000 +2% 300,000 +0% +1% +5% 0 1 2
Slide 6: Financial Highlights Q2 2025
Financial Highlights Q2 2025 6
Slide 7: Q2 2025 - Financial Highlights
Q2 2025 - Financial Highlights SEK million Q2 2025 Q2 2024 Change H1 2025 H1 2024 Change Net revenue 1,823 1,872 -3% 3,475 3,487 0% Gross profit 713 784 -9% 1,340 1,441 -5% Gross margin 39.1% 41.9% -2.7pp 38.6% 40.5% -1.9pp Adj. EBIT 62 92 -32% 100 112 -10% Adj. EBIT margin 3.4% 4.9% -1.5pp 2.9% 3.2
Slide 8: Q2 2025 – Segments
Q2 2025 – Segments Boozt.com SEK million Q2 2025 Q2 2024 Change ▪ The overall market for Fashion and Lifestyle in the Nordics remains challenging Net revenue 1,428 1,525 -6% ▪ Less aggressive pricing on Boozt.com to preserve brand value, but affecting sales Adj. EBIT 55 71 -23% ▪ Margin supported by
Slide 9: Q2 2025 – Cost ratios
Q2 2025 – Cost ratios Share of net revenue, % Q2 2025 Q2 2024 Change Gross margin 39.1% 41.9% -2.7pp Fulfilment cost ratio -10.5% -11.4% +0.9pp Marketing cost ratio -11.5% -10.8% -0.7pp Admin. and other -7.3% -11.9% +4.5pp costs ratio Adjusted admin. and other costs ratio -9.7% -11.2% +1.5pp Depreci
Slide 10: Q2 2025 – Cash development
Q2 2025 – Cash development SEK million Q2 2025 Q2 2024 Change Net working capital 1,277 984 +30% NWC share of net revenue (LTM) 15.5% 12.2% +3.3pp Free cash flow 186 90 +106% CAPEX -36 -48 +25% Net cash 75 297 -75% 10
Slide 11: Outlook 2025
Outlook 2025 ▪ Guidance unchanged Outlook 2025 Outlook FY 2024 ▪ 0-11% growth required in H2 2025 to meet revenue growth guidance Revenue growth 0-6% 6% ▪ Currency impact ▪ 2% headwind on revenue growth ▪ -1 percentage point on EBIT margin Adjusted EBIT margin 4.5-5.5% 5.7% ▪ Capex guidance for FY 2
Slide 12: Appendix
Appendix GROUP
Slide 13: A Nordic technology company selling fashion, sport, beauty and home online
A Nordic technology company selling fashion, sport, beauty and home online The Boozt snapshot • Boozt.com launched 2011 Our vision is to become the leading Nordic • Booztlet.com launched in 2015 department store, offering the preferred • Boozt AB is listed on Nasdaq Stockholm (since 2017) & Nasdaq C
Slide 14: Strategy - The Nordic Department Store
Strategy - The Nordic Department Store - Unique positioning offers strong growth and margin support • More targeted Regional assortment focus • Best-in-class customer experience The Nordic • Higher AOV Department Multiple • Higher customer categories loyalty store • Lower return rates • Better posit
Slide 15: Taking ownership of the full value chain
Taking ownership of the full value chain Marketing Service Payment Solutions Fashion Kids Sport Beauty Home New markets Fulfilment Brands/Sourcing 15
Slide 16: Penetration in the Nordics – the potential end game
Penetration in the Nordics – the potential end game Online penetration (Fashion and lifestyle) Offline penetration (Fashion and lifestyle) 20% CAGR: CAGR: CAGR: Forces driving online penetration: +6% 27.5% +7% +3% + Selection ~50% ~60% 80% + Convenience 72.5% + Pricing ~50% ~40% + Cost structure 201
Slide 17: Product Segment Focus
Distinct postion based on a curated Nordic selection of fashion and lifestyle products Illustrative Nordic market landscape Premium Product Segment Focus Attractive position in a market where scale is key to become Commercial long term winner Entry-price Catch-all Curated 17 Brand Strategy
Slide 18: Attractive position in a market where scale is key to become long term winner
Attractive position in a market where scale is key to become long term winner 82.3 High AOV supports relatively high profitability Average order value (2023)* 47.8 43.8 46.0 42.7 European European European European Peer #1 Peer #2 Peer #3 Peer #4 Boozt.com Zalando About you ASOS Boohoo The peer grou
Slide 19: Average order value is key to market-leading growth and industry leading profitability
Average order value is key to market-leading growth and industry leading profitability Cost split per order * Boozt.com AOV 2024 (SEK) 964 • The relatively high AOV and local scale yields a high profit per order … • … Allowing for a high marketing spend to Goods for resale 588 61.0% drive market-lea
Slide 20: The Nordic Department store gaining momentum with clear upside from upselling our loyal customer base
The Nordic Department store gaining momentum with clear upside from upselling our loyal customer base Customer "survival" rate* (Possibility that customer will buy again within 12 months) Active customers shopping from 1 to 6 different product categories* 91% 96% 1,500,000 82% FY 2023 FY 2024 69% 50
Slide 21: Loyal cohorts and new customers drive growth on Boozt.com
Loyal cohorts and new customers drive growth on Boozt.com Net revenue Cohorts & Net revenue on Boozt.com Boozt.com* (SEKm) <2015 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 7,000 6,000 5,000 4,000 3,000 2,000 1,000 0 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 *Excluding ”other revenue”
Slide 22: Boozt.com: A preferred destination for Fashion, Kids, Sport, Beauty and Home
Boozt.com: A preferred destination for Fashion, Kids, Sport, Beauty and Home Share of revenue from Fashion (Women / Men) Share of revenue from Kids, Sport, Beauty and Home 10% 42% + Lower return rates + ~65% Increased share of wallet 90% 58% + Average order value ~35% + Improved profitability 2017 2
Slide 23: The Boozt universe – long-term opportunity
The Boozt universe – long-term opportunity Boozt Data Boozt Media Booztlet Nordic Brand Hub BooztPay Intelligence Partnership Providing insights into Preferred e-commerce Seamless and easy The Nordic designing, producing Value proposition Nordic Designer Outlet data partner in the Retail media check
Slide 24: 10% margin in four years
10% margin in four years Gross margin Gross margin 39.5% (+0.5pp) 39.0% Margin drivers Fulfilment 10.0% (-0.6pp) Fulfilment • Gross margin (0.5pp) 10.6% • Higher share of Other revenue Marketing • Fulfilment costs (-0.6pp) 8.0% (-2.1pp) • Cost optimisation Marketing 10.1% • Lower returns (driven by
Slide 25: Capital allocation priorities
Capital allocation priorities Reinvest to drive long-term Excess cash to shareholders Additional information: value creation through profitable organic growth Capacity Boozt aim to return proceeds • SEK 500 million planned to from the dual listing on be invested to expand Nasdaq Copenhagen fulfilmen
Slide 26: Corporate Responsibility
Corporate Responsibility 26
Slide 27: Boozt Social events
70+ Boozt Social events Fashion 6/4 2nd Mentorship Program Transparency Summit tonnes CO,e avoided due to the Fair Use Policy Co-hosting the 2nd Summit with Europe’s leading retailers
Slide 28: Stricter Made With Care Criteria
Stricter Made With Care Criteria Boozt requested product data on environmental and social certifications for 60% of its Brand Partners 176 2.8% of Boozt’s total GHG Sustainalytics emissions is from low-risk rating delivery and returns 50/50 Geen 1100+ Eq ual g en d er Sustainability product data fil
Slide 29: The Care-For Strategy
The Care-For Strategy Reducing unsustainability refers to preventing and mitigating negative impacts. Creating sustainability refers to implementing practices to realise potential positive impacts for its stakeholders. 29
Slide 30: Reducing Unsustainability
REDUCING UNSUSTAINABILITY Boozt achieves Science-Based targets approval Committed to reducing emissions in line with the latest climate science, helping to limit global warming to 1.5°C →Setting the path forward for Boozt’s climate action plan Boozt Group further Boozt Group commits Boozt Group also
Slide 31: Reducing Unsustainability
REDUCING UNSUSTAINABILITY Tackling Scope 3 emissions Supplier Engagement Boozt is funding selected brands' participation in module-based learning with Quantis experts through Fashion Leap for Climate. ➔ Ensuring progress on Boozt´s SBTi targets ➔ Practical support for its Brand Partners to drive cli
Slide 32: Commitment to disclosure and transparency
Commitment to disclosure and transparency ESG Ranking or Scoring Scale 2024 2023 Rating CDP Climate Change F-A (A is the highest score) B B S&P Global CSA 0-100 (the higher the score the better) N/A 33 Sustainalytics 50 - 0 (the lower the score the better) 17.6 22.2 CCC-AAA (AAA is the highest and b
Slide 33: Disclaimer
Disclaimer The Company’s financial targets set forth above constitute forward-looking information that is subject to considerable uncertainty. The financial targets are based upon a number of assumptions relating to, among others, the development of the Company’s industry, business, results of opera