Rethink the business model

Roadmap to restart

Explore the opportunities and threats and identify the changes in the markets, technologies, and consumer preferences that the current business model has failed to exploit.

Service logic

Do we have products that can be turned into services? How can changing consumer practices reduce the footprint of our products? Can we provide additional services that reduce the footprint of our products?

We are highly focused on quality and chose only the best quality material and components for our products. In addition, there is information to be found on our website on maintenance and spare parts, we also give our customers detailed maintenance brochures along with their purchased furniture. Another possibility is to establish a customer relationship system, were we can provide information to the customers on when it is time to oil the furniture for example. Slettvoll already have a customer portal through “my page” on their website, where the customers can find their purchasing history and specifications.

The Circular

Does our business model generate waste or excess resources that can be reduced or eliminated? How can we redesign our products and services to prevent negative externalities? How can we facilitate consumption that utilize surplus capacity in existing products and services?

At Slettvoll we are looking at possible ways of upcycling, resource utilization and reducing our waste and surplus resources. In addition, we are working on more environmentally friendly packaging, and reducing negative impact by redesigning products and services.

We are working on how to optimize our resource utilization and are planning to collaborate with another company to reduce textile waste. Our plan is to send the excess textiles to a Danish company called Really. They upcycle textiles that would normally go to waste and resell them. Today, excess textiles represent a cost, but by finding others that can make use of our waste, we will lower these costs as well as reducing waste and surplus resources.

Slettvoll have started mapping out the packaging of plastic and cardboards, and already use 50 % recycled cardboard. In addition, we have replaced the bubble wraps with clear plastic resulting in both reduction of costs and nearly 50% less usage of plastic. We are also working on “packaging in return”. These can be placed on pallets, collected, and sent back to the factory. By marking them with “reusable boxes”, it will also help communicating our sustainability efforts to our customers. The goal is to reduce waste and emission, as well as costs.

Another initiative is environmental smart packaging. A possibility is to make a reusable furniture pram package, for delivering and retrieving furniture. The reuse will result in less waste of resources, easier transportation and improved HSE for the transporters.

With regards to redesigning products and services to prevent negative impacts on externalities, our company has become certified in measuring Environmental Product Declarations (EPDs). Calculating an EPD, means calculating all components to a product, measuring transport, what types of components are used, the environment- and CO2 imprint these components have, and find the total environmental impact of the furniture. By mapping our components and identify the ones with the highest CO2 imprint we can replace them. For example, make use of more recycled materials, like recycled plastic and wood. In the beginning the EPDs can be used to map out the current position. However, gradually, as we calculate and launch more products, we can use it actively to develop products that are more environmentally friendly.


Which partners and alliances can help us reach our goals? Do we have existing partners where there is potential for symbiosis? Can new constellations of cooperation enable us to solve new problems, or to reduce our footprint?

The addressed solutions in Service Logic and The Circular, results in a need to form different alliances. In addition, Slettvoll has a collaboration with Møbelkraft, and new possibilities in ongoing projects that are beneficial for the furniture Industry.

As mentioned in the circulation part, we have started looking into possible alliances that can make use of our excess resources, as Really is an example of. However, as other businesses increase their effort due to sustainable development and transitioning their business models, new alliances will probably appear.

We are on the board with Møbelkraft, which is a corporation that is owned by players in the furniture industry, as well as the public sector. Their goal is to: Develop services and activities that provide inspiration and skills development within the Norwegian furniture and supplier industry. Among other things they have developed 3D knitting that the collaborating businesses can take part in. Another project that they are working on now and of which Slettvoll is a lead partner, is mapping out and getting an overview of relevant environmental regulations and requirements. An environmental management system for the furniture industry. See:

Slettvoll is also a member of Møblefakta, a network for the furniture and interior design industry developed by Norsk Industri. Through our participation we get access to forums, various activities and tools within areas such as environment and quality. For example, companies can take courses and become certified in calculating EPDs. The goal is to achieve a strengthen competitiveness, through network building and increased competence. For more information see:


Are we doing the right things? How to prioritize de most materiality sustainable conditions? And how to communicate our sustainable presentations to our stakeholders?

At this step conducting a materiality assessment can be of great help. This assessment uncovers relevant, social and environmental issues that Slettvoll is facing and prioritizes them according to their importance from an economic, social and environmental point of view. The SDGs can also be included to illustrate how these goals can be used in the process of developing a more sustainable business model.

The materiality assessment looks at what is important for stakeholders and the company, independent of each other. They should then prioritize what is of high importance for both stakeholders and company. An example of a prioritization from each of the SDGs is presented below:

SDG 8 – Responsible supply chain management.

We developed a Code of Conduct in 2015, and it was signed by all our suppliers. This document includes Fairtrade, no use of child labour, no dangerous chemicals, to certify were it is possible and to operate within their country’s regulations. In addition, we are gathering documentation from all suppliers with regards to their certifications and environmental work. Most of their suppliers have certifications, like “Oeko-Tex”, ISO 14001 and “Miljøfyrtårn”. Gathering this information has been very useful and was one of the first thing we got started with.

SDG 12 – Quality design furniture

Slettvoll is known for their high-quality design furniture. The fact that the products are made with such high quality, makes them eligible to be used for a very long time, resulting in less consumption.

SDG 13 – Lower carbon footprints on products services and processes.

We aim to lower our carbon footprint on products, services and processes and are measuring the CO2 imprint of the company. As mentioned in the circular step, we have started calculating EPDs. With regards to the GHG emissions being a great issue in the world society, this would be of high importance for both stakeholders and the company.

SDG 15 – Responsible forest products

Having responsible forest products is of high priority for Slettvoll, which is why we make sure that all our wood used in the furniture is certified, for example with FSC (Forest Stewardship Council).We are also aiming to make use of more sustainable input factors and materials in our production processes.

Three - dimensionality

How can we rig our organization to promote and follow up on our sustainability presentations? How can we measure and communicate presentations internally and externally? Are we able to capture the business-related consequences of our sustainability improvements?

A good model to address at this stage is the CapSEM model, see It is important to measure and monitor progress. At Slettvoll we use tools from the three first levels of the CapSEM – model. Our sustainability performance is planned to be communicated both externally and internally. More on our work at this stage can be found at Tools to address and measure impact, and Reporting & communicating progress.