Sandefjord Blad – Komplett reaches an agreement with 100 partners – 12 employees are concerned



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At the launch of Komplett Market in July 2017, the goal was to offer customers a wider range of products.

With 100 partners integrated into the platform, this proved difficult and Komplett decided to put the Marketplace in its current form. The company will now spend time researching how to further develop the platform.

12 employees will be affected by the change.

"We will try to find good solutions for our employees, but unfortunately we will not fail to be in business.We are sorry for that," said Lars Olav Olaussen, CEO of Komplett Group, in a press release.

How many can be terminated, they can not say anything yet. According to the director of communication, Ingebjørg Tollnes, they are conducting a thorough examination.

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Not good enough for customers

The market was supposed to be the Nordic's answer to the online giant of Amazon, who collaborated with Jernia and the Platekompaniet.

The reason the current platform was rejected is that customers have indicated that it is not working well enough as it is today.

– For example, Komplett is known for its fast and efficient deliveries from our warehouse in Sandefjord. With many external partners on our platform where the goods come from different warehouses, it has been difficult to provide customers with a unified solution for shipping and delivery. We are uncompromising when it comes to giving our customers the best shopping experience, "Olaussen said.

Now, the net giant is taking a step back to find a solution. What will happen with the platform is not yet clear.

"Innovating, it's trying and failing.The market did not work as we wanted, then we took a step back before continuing the course.We had the pleasure of working with highly skilled players and strongly focused on the customer, but overall we have not been able to simplify things for customers.We will now focus on Komplett in Norway, while we want to develop the market under a new shape, "says Olaussen.


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