Øyvind Torpp
Managing Director & Senior Partner
Oslo
Øyvind A. Torpp is a member of the Consumer and Technology, Media & Telecommunications practices, with a focus in media.
Øyvind is an expert in growth strategies, performance improvement, and transformation programs. He utilized his expertise to assist European consumer companies in developing restricting, sales force effectiveness, and mergers and acquisitions. Øyvind also specializes in post-merger integrations and has supported numerous due diligence projects for clients.
Over the last several years, Øyvind has focused his consulting practice on supporting leading Nordic consumer companies with significant improvement programs. In addition, Øyvind has led several transformations and post-merger integration programs. He is also active in supporting private equity funds as they acquire and develop portfolio companies.
October 28th, 2020, Amazon launched its e-commerce platform in Sweden, marking a key milestone for Nordic e-commerce. Following our main article addressing Amazon’s entry in the Nordics, we cover deep-dive perspectives on three core elements of Amazon’s success; Product offering, Pricing and Loyalty (including delivery). This perspective covers the third one – Loyalty and delivery.
October 28th, 2020, Amazon launched its e-commerce platform in Sweden, marking a key milestone for Nordic e-commerce. Following our main article addressing Amazon’s entry in the Nordics, we cover deep-dive perspectives on three core elements of Amazon’s success; Product offering, Pricing and Loyalty (including delivery). This perspective covers the second one -- Pricing.
October 28th, 2020, Amazon launched its e-commerce platform in Sweden, marking a key milestone for Nordic e-commerce. Following our main article addressing Amazon’s entry in the Nordics, we cover deep-dive perspectives on three core elements of Amazon’s success; Product offering, Pricing and Loyalty (including delivery). This perspective covers the first one -- Product offering.
In this article, we assess the efficacy of these approaches, relying upon an in-depth analysis of the impact of the COVID-19 crisis on Total Shareholder Returns (TSR). We identify global industry patterns and evaluate how Nordic companies perform compared to their industry peers and share five steps that are necessary for companies to come out stronger.
The three areas of administrative inefficiency outlined here—and ideas for addressing them—can provide a basis for ongoing dialogue among donors and NGOs.
In the past, these countries have enjoyed levels of success that belie their small size. To keep that going, both government and the private sector need to transform themselves.
To regain an economic edge, the Nordic countries should apply best practices, including reforming labor regulation and boosting innovation.
The Nordic countries are losing their competitiveness, and a transformation is needed to change direction. We believe that by addressing the workforce gap—caused by the aging population—and by stimulating the most productive industries, the Nordics could return to a path of healthy economic growth.
