• OVERVIEW
  • Operating Profit – History
  • Financial highlights
  • Group profile
  • Investment case
  • Customer-focused business model
  • History of consistent growth
  • Five-year financial review
  • Geographical footprint
• DIRECTORATE
  REPORTS
  • Board of directors
  • ­Chairman's report
  • ­Chief executive officer's report
  • ­Chief financial officer's report
• OPERATIONAL REVIEW
  • ­Executive committee
  • Operations
  • ­­Credit
• GOVERNANCE AND SUSTAINABILITY
  • Corporate governance
  • Audit and risk committee report
  • Risk management
  • Sustainability report
  • Remuneration
• ANNUAL FINANCIAL STATEMENTS
  • Directors' responsibility statement
  • Company secretary's certificate
  • Independent auditor's report
  • Directors' report
  • Income statement
  • Balance sheet
  • Statement of changes in equity
  • Cash flow statement
  • Segmental report
  • Notes to the annual financial statements
  • Company income statement
  • Company balance sheet
  • Company statement of changes in equity
  • Company cash flow statement
  • Notes to the company annual financial statements
  • Interest in subsidiary companies

CUSTOMER-FOCUSED BUSINESS MODEL

LEWIS GROUP OPERATES A DECENTRALISED, STORE-BASED BUSINESS MODEL WHERE ALL ASPECTS OF THE RELATIONSHIP WITH THE CUSTOMER ARE MANAGED BY THE STAFF IN THE STORES.

This model has been consistently applied since the inception of the business and is based on the premise that the selling of furniture and the provision of credit are interdependent. The only aspects of the customer relationship that are not managed at a store level are the credit approval and granting processes.

CUSTOMER RELATIONSHIPS MANAGED BY STORES

	Store Stores are accountable for all aspects of the customer relationship   Strong relationships are developed with customers over the lifespan of a contract   Stores are located close to where Lewis customers work, shop, live and commute   Customers are serviced by staff from their own communities   Store managers are empowered to influence performance of stores				Merchandise sales and credit applications Furniture ranges and appliances are sold on credit Credit applications are completed by stores and submitted to head office Customer protection insurance is an optional offer Store staff are commission based and incentivised on sales targets Community focused in-store promotions are a major component of marketing
					Collections Collection staff develop long-term relationships with customers Stores are responsible for cash collection and follow-up of defaulting customers Convenient for customers to pay at stores Customers visiting stores to pay accounts create opportunities for repeat sales Collection staff incentivised on collections targets
					Re-serve programme High level of sales are to existing customers through the re-serve programme Existing customers are identified for further credit based on payment history Targeted mailings and promotional offers aimed at these customers
					Distribution and supply chain Lewis Group does not operate distribution centres or warehouses –merchandise is delivered directly by suppliers to stores Stores are responsible for all deliveries to customers Average of 90% of deliveries are completed within 24 hours of sale
CENTRALISED CREDIT ASSESSMENT AND APPROVAL
	Head Office Credit is granted centrally to ensure credit risk policies are consistently applied, removing any subjectivity in the credit-granting process				Credit application and granting Credit applications are submitted to head office from stores Industry-leading technology used to determine creditworthiness of a customer Advanced application and behavioural risk scorecards are applied Credit policies determine credit limit, term and deposit required from customer Decisions on credit applications relayed to stores within an average of nine seconds