Ericsson Third quarter report 2026 - ERICSSON LM TELEPHONE CO

Hello, everyone, and welcome to the presentation of Ericsson's third quarter 2026 results. Joining us today, we have Per Naviger, our President and CEO, and also Lars Sandström, our Chief Financial Officer. As usual, we'll have a short presentation followed by Q&A. And in order to ask a question, you'll need to join the conference by phone. Details are available in the earnings release and also on the Investor Relations website. Today's presentation contains forward-looking statements and is being recorded. Actual results may differ materially due to various risks and uncertainties. Please refer to today's earnings report and the annual report for additional information. I'll now hand the call over to Per for his introductory comments. Thanks Daniel and good morning everyone. So today marks my first earnings call as CEO of Ericsson. I'm pleased to begin by reporting a strong third quarter where we are executing well in a challenging environment. So looking at top line, organic sales grew 7% with organic growth in all segments. Growth was driven by solid customer demand in strategic markets and effective commercial execution. Our gross margin was 47.7% and EBITDA margin came in at 17%. The quarter demonstrates the earnings leverage we create with sales growth and discipline on costs so large will soon go through the numbers in more detail let me give a few more general reflections first so since the announcement on my appointment i have spent a lot of time meeting with customers and a consistent theme is the need for increasingly intelligent and autonomous networks to improve performance efficiency and customer experience so with the rapid development of ai it's obvious that many new applications are going to be dependent on mobile connectivity. This means that networks will need to be even more reliable and resilient in the future. We are well positioned to help our customers on this journey. So with AI models optimized for their use cases and leveraging Ericsson's purpose-built silicon, we enable our customers to get more out of their spectrum assets without increasing power consumption. So we will continue to invest and make sure we stay on the forefront of this development. At the same time we remain realistic about the market. The raw market is broadly flat and component costs are increasing in the wake of course the AI boom. So far we've been able to mitigate with tactical actions such as product substitution and upselling. These tactical efforts however, they will not be enough long term. We are also taking structural action, including portfolio optimization, raising prices, supply chain measures and efficient improvements. Many customer contracts are multi-year, so structural mitigations will take time to flow through. We will not immune to higher component costs, but protecting the value of our technology and the profitability of our mobile networks business remains our top priority. We are also maintaining cost discipline, while at the same time prioritizing the investments needed for technology leadership and supporting our customers. The organizational changes that we announced today are part of that work. So from January, we are creating Market Area Asia Pacific by combining Northeast Asia with Southeast Asia, Oceania and India. This will help us operate more effectively across the region while maintaining strong customer focus at country level. We are strengthening our focus on seamless connectivity and want to make sure that we can offer a rich indoor portfolio that leverages the full R&D competence in the company. We are therefore making changes to enterprise wireless solutions to capture these R&B synergies, drive product innovation and accelerate the growth with both CSPs and enterprise customers. These changes will also create a leaner executive team with clear accountability and ability to move fast in a dynamic market. So with that, I will hand over to Lars to go through the financial results in more detail. All right, thank you Per. I will begin with some additional comments on the group before moving on to the segments. Net sales in Q3 totaled 59.5 billion, with organic sales increasing 7% year over year. Sales in all market areas grew, with the exception of Americas, which reported a slight decline of 1%. In Americas, sales grew slightly in North America, but were lower in Latin America. In the other market areas, sales were driven by Japan, India, Vietnam and the Middle East. Sales in market area other grew with enterprise sales broadly stable and growth in IPR. IPR revenues were 3.9 billion with an increase of 0.8 billion year over year. Part of the increase is due to retroactive revenue related to previously unlicensed periods. The current IPR run rate is approximately 13.5 billion. Turning to the rest of the P&L, adjusted gross income was 28.4 billion, with the gross margin close to 48%. Gross income increased year over year by 1.4 billions due to higher sales in mobile networks. Gross margin was broadly stable. On the cost side, we were affected by component cost increases, mostly in networks. I will cover this in more detail later. Expenses excluding restructuring charges improved to 18.4 billion, around 0.7 billion lower year over year. Cost reduction actions are mitigating wage pressures. Adjusted EBITDA was 10.1 billion. Excluding the divestment of iConnective, EBITTA increased year on year. The beta margin was 17%, showing the benefits of operating leverage with higher sales. Cash flow before M&A was 4.9 billion, driven by earnings and impacted by higher inventories. I will come back to this later. Let's move to the segments. In networks, sales increased by 9% year-over-year to 38.7 billion. to date organic sales grew by 4%. Organic sales grew in all markets areas with the exception of Americas. North America grew slightly while Latin America declined. Sales were driven by three main building blocks. First, our strong commercial momentum in the past 12 to 18 months is translating into share gains and financial performance in strategic markets, for example Japan. Second, we are seeing a near-term shift in customer behavior, with some customers accelerating spend before price increase. And third, good commercial execution on the near-terms sales mitigation activities. As you know, we put this in place to support sales and margins as component costs increase. Adjusted gross margin was stable at 50.3%, benefiting from product mix and retroactive IPR licensing revenues, offsetting some of the component cost increases. Adjusted Gross Income increased to 19.4 billion. Adjusted Beta was 9 billion, up from 7.2 billion last year, mostly due to higher sales. Adjusted beta margin was 23.1%. Looking at the right hand graph, the rolling four-quarter adjusted gross margin was around 50% and adjusted the beta margin around 21%. Moving over to cloud software and services, sales increased by 3% to 15.8 billion. Growth was broad-based across the commodities and benefited from growth in adjacencies, leveraging our capabilities into non-CSP verticals. Adjusted gross margin came in at 43.5%, broadly stable compared to last year. Adjusted Gross Income increased to 6.9 billion. And adjusted EBITDA increased slightly to 2.0 billion, with a margin close to 13%. And looking at the right-hand graph here, the rolling four-quarter adjusted gross margin was around 44%, and adjusted the beta margin around 13%. Then on enterprise, reported sales decreased by 10% due to the sale of iConnective in the prior year. On an organic basis, enterprise sales grew by 1%. And within enterprise, we are seeing good customer momentum in the enterprise 5G private networks. And as Pam mentioned, the changes announced today will capture R&D synergies, drive product innovation and accelerate growth. Adjusted gross margin declined to 50%, reflecting the impact of the divestment of iConnected. Adjusted EBITDA landed at minus 0.5 billion and improved sequentially. Efficiency actions are underway to improve profitability further. then turning to free cash flow which was 4.9 billion before m&a in the quarter cash flow generation was supported by earnings but impacted by increased operating net assets mainly inventories the build-up in inventory was due to higher component prices as well as the usual build- of finished goods ahead of Q4. We delivered a cash flow to net sales of 11% for the rolling four quarters within our 9-12% target. Net cash increased sequentially to 60.7 billion. Gross cash increased to 98 billion. And we raised a Euro 500 million bond in Q3, preparing for upcoming maturities. The share buyback continued in Q3 with 4.5 billion of cash flow used for buybacks, impacting net cash. Year to date this has delivered 8 billion back to shareholders with 79 million shares repurchased alongside 5 billion of dividends. Next I will cover the outlook. Global uncertainty remains elevated given the broad geopolitical and macroeconomic environment including the global semiconductor situation. We are not immune, the industry is entering a period of higher input costs and the financial impact will continue to build up in the coming quarters. Our near-term mitigation actions across the business, mainly commercial measures, are working well so far. As Per mentioned, we are continuing with our plans to gradually implement longer term structural actions. These will be needed to more sustainably offset these impacts and protect our position in the value chain. We are adjusting pricing in current tenders and discussing to broaden price increases and commercial mitigations with current customers. We are also continuing efficiency and supply chain actions. Turning to the Q4 outlook, the outlook assumes the exchange rate specified in the report. And for networks and cloud software services, we expect sales growth to be broadly similar to the three-year average quarter-on-quarter seasonality. We expect networks adjusted gross margin to be in the range of 49% to 51% benefiting from product mix. restructuring charges for 2026 will be elevated as you have already seen in the first nine months with that i hand back to you pat thank you lars so let me close with three messages first we are executing from a position of strength the quarter demonstrates the earnings potential of ericsson when customer demand commercial execution and cost discipline come together. Second, we are acting decisively on challenges ahead. We are addressing higher component costs and a broadly flat RAN market, while protecting the investments that underpin our technology leadership. Third, the opportunity ahead is significant. AI will increase the demand placed on mobile networks and create new opportunities for our customers. With our technology, customer relationships and the actions we are taking, Ericsson is well positioned to deliver sustainable profitable long-term growth across the group finally i'd like to give a big thank you to all of my ericsson colleagues for their contribution to the quarter and their commitment to our customers and with that daniel let us open up the line for questions thanks pat we'll now move to the q a portion of the presentation as usual to ask a question please press star one and one on your phone and wait for your name to be announced if you're streaming the webcast, please mute the webcast audio while asking a question to avoid any feedback. And as usual, if I can request one question per participant, so we have time to hear from as many of you as possible, please. Thank you. Operator, we're now ready to go to the first question. The first question today is going to come from the line of Simon Granath for ABG. Please go ahead, Simon. Thank you. Morning, Per, Lars and Daniel, and especially congrats on the new position, Per. I have a question around investment trends in light of recent news about satellite operators potentially looking into buying and building their own terrestrial network. Could you talk about whether you see this as an emerging opportunity for Ericsson and what is your assessment as to how operators are responding to this? Are they revising any CAPEX ran priorities due to this industry dynamics? Thank you. Thank you, Simon. It's a very good question. We discuss satellite with most of our customers at the moment, to be honest. First of all, for the end user, satellite communication will be a fantastic addition to terrestrial networks. What we see will be very important is to have a seamless connectivity between outdoor and indoor. Obviously, that's going to be one of the challenges for Satellite, how to take the outdoor coverage indoor. So we believe that for our customers, that seamless, high-performing experience is going to be very, very important. That's also one ofthe reasons now that we are consolidating our R&D efforts in the indoor segment, meaning that we then also move our activities from our enterprise wireless solution business area into networks. So overall, we would want to see this as it actually shows the importance of connectivity. There will be more players for connectivity, but you cannot rely on satellite alone. You're going to need the terrestrial coverage as well. So we basically see it as positive. Thanks for the question, Simon. Moving to the next question, please, operator. The next question is going to come from the line of Andreas Jolson at DNB. Andreas, please go ahead. Thanks a lot and good morning, everyone. A question on sales and the demand and how we should look at that going forward. It's very strong in the quarter, obviously, and the outlook for Q4 states that it will be normal seasonal patterns, also a quite strong end to the year. and then you say that the market is broadly flat. So how should we look at this into 2027? Is a flat market also the most likely going forward? And also how that impacts your long-term mitigating actions to the higher component costs. Can you be a little bit more sort of clear in what you do to further mitigate because you've obviously been quite successful so far. Thanks. Thank you Andreas, maybe I start. So what we are seeing is a strong quarter in sales. As you are alluding to, there is a lot of headwind on the cost side and we of course sit on fairly long contracts with our suppliers. We also sit with long contracts with our customers and that means in the short term what we can work with is tactical actions and that would be things like upselling making sure we do product substitution so we have products with a better cost profile in what we are selling those are the kind of tactical actions we are taking you could also probably see some some kind of signal that looking at the product mix because because there are less services, so maybe some of our customers are now trying to buy before price increases, because we are signaling that we do see that this AI demand will continue, meaning, of course, cost on the components will be high also next year. And you can only do tactical actions for so long, so that means we need to get some of these more long-term actions in place for next year, meaning we needto get prices up with our customers as, ofcourse, then contracts get renewed. Over time, this will, of course, ripple through the P&L. Our view is that this is, of cause, structural. Everyone is having the same challenge, meaning in the end, we as a supplier cannot absorb these costs. They have to be passed on. But, of coarse, there can be a transition period, and that's what we're saying, that 27 could be such a transition period, but obviously this quarter we have managed well with tactical actions. I don't know if there's anything you want to add to that, Lars. No, I think you asked on the demand and our ability to grow. And I think we live, we have not changed our view on the RAND market per se. Then, of course, we try, we work closely with our customers. How can we grow? How can with our technology gain market share, et cetera? What can we do in the adjacent, et cetera? So our clear ambition is, of cause, to capture some of that opportunity also in 2027, as we have done in 2026. Very good. Thank you. Thanks, Andreas. Moving on to the next question, please, Operator. The next question is going to come from Sandeep Deshpande at JPMorgan. Please go ahead, Sandeip. Yeah. Hi. Good morning. My question is regarding, you know, you've had a third quarter which was much better than seasonal. And now you're guiding the fourth quarter to be seasonal levels of growth uh i mean is this uh showing some kind of share gains by ericsson or something else happening in the market given uh given that you know you continue to say that the market is flat so this doesn't seem like a a normal sort of behavior or it was that because q2 was below seasonal that you had q3 which was well above seasonal so i'm just trying to understand the dynamics of the guidance at this point sure yeah so i think you're right in that sandeep that as you said we were a bit weak in q2 as we said and we were coming out stronger in q3 as we also said and and then looking at where we are year to date in networks we are around four percent up year to day so i Think that that is stabilizing again and to measure share gains in just one single quarter i think that is too short term to think like that we have some improvements in some markets where we are prioritizing so we see that happening for example in japan which is good but it's not the big driver in that sense and especially not in a single quarter thank you thanks andy moving to the next question please operator the next person is going to come for the line of daniel geoburg at handles banken Please go ahead Daniel. Thank you Daniel and good morning Per and Lars. My question would be on if you can comment a little bit more on the actions you do in the enterprise business area and how soon we should expect the remaining parts of the global communication platform to to show profitability thanks thanks daniel let me start i um so what we're announcing today is then the enterprise wireless solutions which we have had as a business area and we will dissolve the business area as such but of course continue with the portfolio and the solutions we are taking what we call neutral host and ep5g and we are actually then moving them to networks where we believe we can get a better R&D muscle and we can then also accelerate the journey towards profitability. There will still be parts left so what actually used to be cradle point we will keep as a standalone unit and that unit will be headed up by Yossi Cohen who is also our head of Americas. That business is actually showing strong improvements and we are getting to black numbers so that will then stay in what today is the enterprise segment what is then the other big part is of course what used to be Vonage when it comes to Vonage we made one change in the quarter in leadership and Christoph just coming on board have of course the target not just to grow the business but we have also been very clear that we need to look at the cost on the cost side of of owners business it is absolutely my experience in this company that we rarely succeed by just having growth we also need to look at the cost side so that is the target at hand for kristoff and of course we will come back and report progress as we as we go along but it's absolutely a priority to get to black numbers quicker on the enterprise segment thank you thanks daniel Moving to the next question, please, operator. Next question comes from the line of Jacob Bloonserone at BNP. Please go ahead, Jacob. Thanks, Daniel. Could I ask you about the magnitude of the pull-ins that you're seeing? So you mentioned that you are seeing customers kind of responding, behavioral changes ahead of potential price hikes. and just sort of if you can help us understand how big a contributor was that actually to your growth just so we can kind of break down what are more underlying sort of structural growth drivers and what's maybe perhaps a little bit more phasing related. Yeah, thanks. No, I mean, as I mentioned there in the beginning, we talked about three areas of growth drivers in this quarter and this is one of the three. We don't quantify each of them, But as we bring up those three, you can drive a bit of conclusions from that, I think. And so it's there. It's not super big. That's why I also try to talk a little bit on the year-to-date growth in networks of around 4% to give it more flavor of how it's performing. So there is some pull-ins coming. But it's not that it's a big material impact going for 2027 from one quarter of this. Great, thank you. Thanks, Jacob. Moving to the next question, please, operator. The next question will come from the line of Felix Hendriksen from Nordea. Please go ahead, Felix. Hi, guys. Thanks for taking my question and good morning. I'd like to double-click on the near-term tactical commercial measures that you've used in offsetting the component cost inflation, especially when it comes to upsetting. what kind of products have you been successful in upselling and how sustainable you see this sort of as a lever for offsetting the component cost inflation that you're witnessing. Thanks. Thanks, Felix. And so maybe I'll elaborate a bit on what kind of contracts we typically have. So we write frame agreements maybe three or five years out. And of course, in those contracts, we can only include what we know at the time. Of course, as we develop new products, we can set the right price on those products as they become available. And with Tactical, you could see it as you try to sell, of course. The newer products, because obviously they have the right cost structure. You could also look There's always differences across the portfolio. If the cost of certain memory is going up, you might have more or less memory in different type of products in your portfolio. So you might try to steer sales towards those that are better. And of course, you can always try to find upsell or do upselling, trying to find, I don't know, opportunities on software side or in other areas that will actually help the margin. So those are what we would call as tactical activities. is. And of course, you cannot continue to do that forever. In the end, you need to get the right prices in your price book. Got it. That's very helpful. Thanks for the question, Felix. Moving on to the next question, please, operator. The next question comes from a line of Francois Bovigny from UBS. Please go ahead, Francois. Thank you very much. I have a quick question on OPEX. I mean, you are doing a lot of work on the OPEC side. You talk about inflation of components. And obviously, you have OPEx down this quarter. I means, this year, you could have a good cost control. How should we think about the OPEX next quarter and next year, more importantly? I mean, do you expect some inflation there or the cost measure would lead to flattish or maybe down OPEx? Just directionally, how should we thing about OPEC from here, given all the work you are doing? Yeah, when it comes to OPECs, if we think next quarter, there is always a bit of seasonality in Q4. So I think that you can expect also this year. But when it comes to the more, and there is a continuous that we have with salary increases that we need to work with. And I think we have had the intention and the hard work that we should offset any of these inflationary impacts that we see coming into OPEX. And that journey continues going forward as well. And I feel that this quarter we have done pretty okay. And you have seen the restructuring measures that we've done. impacting both OPEC and the cost of sales, of course. And that journey will need to continue because we live in this, as we talk about the flat red market. And as long as we don't see any change there, we need to continu that work. Any direction for next year? Flat, up, down? Just direction? No, I think the direction is that we need continue to offset any salary increases. And then with the component cost impact, we need to rethink also, is there more that we need to do? But I think as for now on, it's still to offset and then continue work. Thank you. Thanks, Francois. Moving to the next question, please. The next question comes from Stefan Hury from Odo. Please go ahead, Stefan. Yes. Hello. Good morning. Thank you very much. The question is about the market and the pricing, because in a flat round market, how much pricing do you think you can realistically pass through to the operators? And do you expect to fully offset the component inflation in 2027, or is there some gross margin dilution built into your thinking? Thank you. Thanks. Thank you. Maybe I start and then Lars can pitch in. So we are talking about headwind in 27. And that is, of course, because as I tried to say in the beginning, it takes some time for this to ripple through with all customers and in the full P&L. Our view is that over time, we need to pass on this cost. And our customers in the end will have to pass on the cost, the increased capex they get to their end users. So this is more a timing question on how it plays out. And of course, while you have that, you try to mitigate as much as possible with the more short-term tactical actions I said, right? But we are flagging that 27 is probably somewhat of a transition year, but we will, of course work to mitigate. And I don't know if you want to. I think you capture it well. And when it comes to, I think everyone understands this and you meet a lot of customers and they understand the situation. Of course, nobody likes it, and our operators in large parts of the world are struggling with return on capital employed. So that's why it takes a bit of time to get this through, but everyone understands it. Okay, and just one short follow-up. How do you work with your component manufacturers or suppliers? Do you have regular meetings to update prices, or do you fix the prices for a certain period as much as you can? We have a lot of meetings with our suppliers, I can tell you. Everyone, of course, wants to increase their prices, similar to us wanting to increase prices with our customers. I don't think there's an easy answer or a universal answer to the question you have. Of course, in some areas, we have to work with committing on volumes in order to simply have the supply resilience. But there is not one simple answer to that. But I would say the supply and sourcing organization is having an intense year. Okay, thank you. Thanks, Stefan. Moving to the next question, please. Next question is coming from the line of Sami Sarkomedes at Danske Bank. Please go ahead, Sami. Hi, I have a broader question for you as a new CEO. Could you highlight the areas where Ericsson needs to improve the most and summarize the changes you are now implementing as CEO? I guess you know the company well. It will not take that much time for these changes to happen. Thanks for that question, Sami. We are performing well in our core business, so in BCSS and BNU. We, of course, have to make sure that we stay in the strong position we have and defend our leadership. And I think many of the questions today are around that part. The area where we, of course, have more work to do is in the enterprise segment. And we announced some changes today. And as I mentioned before, we are also going to be focusing on trying to get to black numbers faster for Vonage. So working with cost. With the changes, we make some changes to the market area structure today. So while doing that, we believe we can support our customers better and also get some cost synergies. It also means that I will get a somewhat leaner executive team, which I think is important because it means we can be faster and more agile in a very dynamic environment that we operate in. Having said all this, I think the largest challenge at hand is, of course, that we cooperate in a market that is very flattish. So if you ask me what is the more long-term challenge we have, it's, of cause, to find growth. And I would say you can put the growth in different type of buckets. You could put the group in more than working with what you have. I mean, we have already talked about market share gains whenever it makes sense. You can put another bucket where we help our customers, of course, to get deploying new use cases, increasing their revenue, also meaning more money should be flowing our direction. And there's also an element of business development. so what can we do in adjacent fields, what could we do with the mission critical networks, how to leverage sensing technologies for different type of industries including also defense. And I also put enterprise in that bucket because we haven't really gotten the growth or the benefit from what you could do more in the enterprise segment and with network APIs. So I would say trying to find long-term growth will of course be something we are working with but they will They will also come in different type of buckets. Thank you. Thanks for the question, Sami. Moving to the next question, please. Next question will come from the line of Robert Sanders from Deutsche Bank. Please go ahead. Yeah, good morning. Maybe you could just update us on your views around putting GPUs into the base brand. Have you completely closed the door to doing that, given you seem to be working more on the custom silicon side? Is there a scenario perhaps where you reconsider that point of view if T-MOS, for example, demonstrates significant jumps in spectral efficiency over the next sort of year? Or do you see yourself just philosophically just against that approach altogether? Thank you. Thank you for that question. We are not philosophically against anything. We always try to do what makes business sense. We have disaggregated our software and hardware, meaning we have a lot of flexibility on what path to embark on in the future. Having said that, right now, we see that it's an extraordinary asset to have your own ASICs. That really makes it possible for us to get out functionality fast. It makes it impossible for us, to be very cost competitive. I also want to mention, so you might have heard us talking about us getting new features out there based on AI functionality. We have one of my favorite features. It's called AI Native Link Adaptation. It's been around in the industry for as long as I've been, so it's more than three decades. I know we've been trying to optimize it. And now replacing that with an AI model, we get 10% gain in spectrum efficiency. Today, we have that deployed commercially, commercial deployment with three operators, and we have more than 60,000 base stations running this functionality. So we are reaping these AI gains today. So reaping gains from AI is not about what platform you execute on. It's actually to get the functionality out there, of course, to create these innovative models and reap the benefits. So we're leading in this space, but of course we're not ruling out any other platform, and of course, we continuously evaluate what is more cost efficient to run on. But AI is not something that will happen 2028, it's happening here and now in our networks. Thanks for the question, Rob. Moving to the next question, please, operator. The next question comes from the line of Ulrik Ratha from Bernstein. Please go ahead, Ulrik. Thanks very much. I wanted to ask about free cash flow. In Q2, I think you said free cash flow was affected by inventory building for the deliveries in the third quarter. Now you're mentioning deliveries, sorry, you're mentioning inventory build up again, also in the context of component cost. Could you elaborate on that a little bit? And in this context, could you also So please clarify whether the IPR catch-up revenue were already collected in free cash flow in the third quarter or whether that's like a stretched out collection. Thank you. Yeah, first of the IPA, it's not in this quarter. It's coming in coming quarters primarily. And when it comes to inventory build-up, as you see over this year, we have had quite a big build-ups over the quarters. And that is partly through building inventories. And as I said, and as you mentioned, therefore the deliveries coming out for Q4, but also the cost increase. We have been talking about component cost increases and they are impacting inventories as well. So that's, you see it in both ends, so to say. And it's coming into the inventory side as well and there is, we are working on ensuring that we have the stability in the supply chain and that means that we will have inventories coming up a bit and also a bit on the market mix impacts with lead times. So in some markets we have longer lead times and that is also what you see in this inventory build-up. Thank you. Thanks Ulrik. Moving to the next question, please operator. The next question will come from the line of Oliver Wong at Bank of America. Please go ahead, Oliver. Hi, thanks for taking my question. I wanted to also ask about AI RAN. I was curious to what extent you think that AI RAND could be driving revenues today, maybe in terms of market share, and also whether there's any dynamics related to the custom silicon we're focusing on versus the GPUs from a customer standpoint that you could flag? Thank you. Sure. Thank you It is a revenue opportunity because it's obvious we are providing value so the example I just gave with 10% more in spectrum efficiency we could put it in the context of SpaceX buying spectrum last week for 8 billion U.S. dollars. Obviously, if suddenly you get 10% more out of that spectrum, you could very quickly, of course, translate that to 800 million U.s. dollars of value. So, of cause, that value, we feel, of coarse, some of that should come back to Ericsson. So we definitely see it as a potential upsell with customers. We absolutely see that that will be a differentiator when you're competing in the market. Again, we are doing this on custom silicon. The feature I mentioned earlier today, that one can be executed on basebands out there deployed today already. I mean obviously we will always come with next generation hardware, who knows, maybe we will be deploying on GPUs in the future, but then you need to go out to the site and deploy that new hardware. Here you have an area where we can actually start deploying these models already today and reap the benefits, and of course that is a fantastic value for our customers and some of that value should as i said come our way okay thank you thanks for the question oliver moving to the next question please operator next question is coming from the line of sebastian stabovitz at kepler shrivero please go ahead sebastian yeah hi everyone thanks for taking my question on the midterm view on 6g even though we remain quite far away from first deployment. Do you expect a normal upgrade cycle with 6G with a tangible hardware refresh cycle or there is a risk to see more software upgrade cycle this time given the reluctance of many large operator around to embark on a major capex cycle when it comes to 6G? I'm just curious about your sentiment with the next cycle. Thank you. sure it's a good question we of course discuss this intensely with our customers as well it's always difficult to say exactly what will be the case until the standard is set our ambition for sure is that most of our portfolio should be upgradable to 60 meaning of course that you can reuse base bands you can use radius also for 60 there will for sure be some new spectrum bands coming with 6G and then obviously you need to deploy new radios. So we're not so different from when 5G came about. We see that there will be some additional capex but also you'll be able to reuse the legacy or the equipment you have out in the field today. Of course in the end it depends what services will run on top of the network and I think that That is really the million-dollar question, because you can today have much more advanced services and use cases on top of 5G networks as well. So I think the more difficult question is, when will that start materializing? When will we see more AI devices out in the networks that probably will generate much more uplink traffic? The way we see, of course, 60 will help in this. For example, in 60, you will be able to have a more dynamic allocation between uplink and downlink. But of course, we will support 6G on many of our existing products, but also, of course have new 6G products. Thanks for the question, Sebastian. We have time just for one or two more follow-up questions. So moving to the next question, please, operator. We have a follow- up from Daniel Joberg at Handelsbanken. Please go ahead, Daniel. Thank you, Daniel, I will be brief here. On these growth green shots, you know, you mentioned first responders, DEAF and hybrid SETCOM and potentially enterprise as well. And we know that China, India, US is a little bit ahead, but we've also seen some, you knows, forward-leaning European operators going for quality on demand and recently also 5G slicing in Germany, Italy, etc. Can you comment if this is a bit of a trend towards the program and network that you have spoken about for years. Thanks, Daniel. I think it is. And that is part of the challenge we have. We start talking about what is possible so long in advance that when it actually starts happening, it becomes old news. But we actually start seeing now that some of our customers are making use of the 5G standalone functionality. And that's, of course, something we've been talking about for a long time. Having said that, we don't see it happening in volume yet. Then you also bring in mission critical, and it's quite different in nature because mission critical for example, the blue light networks, of course if you sell a new blue light network, it's an entire network and it becomes a bit black or white. Either you have one or you don't have one. So that is a very good business order today, but really what we are waiting for are of course the kind of use cases you are alluding to with, I mean, making use of the quality-on-demand type of functionality that we now have in modern 5G SA networks. And again, think of AI applications. I'm convinced that we will have people so dependent on AI agents that you will want to be guaranteed that you have access to that agent always. That means you cannot have what you have today because today is the best effort paradigm. you're not guaranteed that you will be able to watch your favorite video whenever but if you have an ai agent that in my mind speaks for having this kind of network slicing where you have different quality on different services so this will happen it's a matter of time and and as you also saying we see good examples of this being implemented worldwide even if the volume is not there perfect thanks thanks for the question daniel and we have time just for one brief final follow-up. So we take one more question, please, operator, from Andreas Jolson from DNB. Please go ahead, Andreas. Thanks a lot for taking my question again. And sorry, you will hate this question. But if you would see 2027, and if you didn't do anything or be successful in mitigating the the component price increase how much would that impact the gross margin if 2027 would be this transition year that you talked about earlier thanks yeah you do not give numbers on that i i don't know if lord wants to have a go at it but otherwise i'll just say you could look at just on the server business to get the feel for how much the memory cost increase i mean we're talking about so it would have dilution effect significant if we're not taking action. I think that's what we are saying but as you see we have also been very successful in this quarter with tactical action so again you should see this over time that it could be an intermediate year 27 but we will of course make sure and try to minimize the impact. I mean I think that's That's right. And it's a question, as you said, on phasing. How much will the tactical mitigations, how will they phase out and how will we replace by the more structural activities that we implement? And that is actually not easy to answer today. But there will be some impact and we have highlighted that also in the report. Thanks a lot. And sorry, I had to try. Thanks, Andreas. Thank you, everyone, for joining. that concludes the conference call today. Thank you.