EVA: about working during the war, E-commerce development and new store formats
25.09.2025
Olha Shevchenko, Executive Director of EVA and EVA.UA
EVA’s Recovery After the Full-Scale Invasion and Future Plans
We started this year with 1,109 stores, and now we have over 1,140. In the first half of the year, we opened 29 new outlets. Overall, we planned to open 65–70 for the year, and so far, we are sticking to the plan. Under current conditions, this is quite active growth.
Unfortunately, we had to close 11 stores. Some because of relocation to better sites and rebranding, and some for sad reasons. For example, the store in Kherson — because of the difficult situation there, population outflow, and no longer a need for the same number of stores. The store in Dobropillia was closed due to the advance of Russian troops, with the final straw being a shell strike that hit a neighboring building. Two stores in Kyiv were completely destroyed by enemy attacks. Another store in the village of Mezhova, Dnipropetrovsk region, was forced to shut down due to constant missile and drone attacks, population evacuation, and almost complete inability to operate.
On Regional Presence and Opening New Stores
Missile and drone attacks do not affect our plans to open stores — sadly, no city in Ukraine is safe from them. We only close stores when it becomes completely impossible to operate. We try to stay with people until the very last moment because EVA is not just about access to essentials, but also a symbol that life in the city goes on. This is not just rhetoric — we hear this from real people. It’s true not only for us, but also for other big businesses like ATB, Nova Poshta, Ukrposhta, banks, etc.
On EVA BEAUTY Format and Scaling Prospects
This format is designed for spacious locations with high traffic in top shopping malls of big cities. For example, the store in Respublika Park Mall covers almost 700 sq. m. While it is not easy to find ideal locations for this format, we plan to open two more EVA BEAUTY stores in 2025. Overall, the plans for this format are ambitious but limited by the real estate market situation.
We have managed to attract a new audience — people who were not previously EVA customers. We are not afraid of competition between formats because they target different audiences and needs. The assortment overlap is only 30–35%. Thanks to the assortment and service-oriented approach at EVA BEAUTY, we managed to increase the average purchase value by 2.5 times compared to a standard Kyiv EVA store.
We even have a great case: in Respublika Park Mall, we also have a regular EVA store in the central gallery. It has been operating there since the beginning of 2023. Together with EVA BEAUTY, they complement each other perfectly.
Investments in the New “EVA Nearby” Format
The introduction of this experimental format is our response to current market needs and customer demand. The idea behind “EVA Nearby” is to enter small spaces — in locations where there is demand but not enough room to open a standard EVA store.
We hope this format will become a successful addition to our network, helping increase coverage density and the number of loyal offline and online customers. Each such store will have an EVA.UA parcel pickup point and the ability to place an online order using a special tablet, even with the help of a salesperson if needed. This will be useful for customers who require extra assistance with online shopping.
By the end of the year, we plan to open 10 “EVA Nearby” stores in total. We will decide the future of this format after evaluating the experiment in 2026.
On the Success of a Drogerie Retailer in Ukraine and Trends Shaping Demand
The success of any retailer is defined by how close they are to the consumer — both physically (with stores near home) and in service (when customers can quickly get what they need offline or online, with competent service). The three most important factors are accessibility, a relevant assortment, and a fair pricing policy. People are now very sensitive to the price-to-quality ratio.
As for trends, the first is probably rationality. Customers are counting money carefully and looking for the best deals. Convenience is also crucial, especially omnichannel service, when customers can order online, pick up in-store, or arrange delivery. And of course — service. Customers expect more than just shelves with goods: they want helpful advice from consultants, polite service, and additional services — from basic testers to a personalized approach with skin and hair tests, virtual try-ons of makeup, etc. Every retailer is now coming up with their own approach to meet the needs of their audience.
On E-Commerce and Growth Prospects
E-commerce is a strategic direction for the company, and we are actively developing it. EVA.UA traffic in the first half of 2025 grew by 26% compared to the same period in 2024, the number of orders increased by 35%, and turnover grew by 56%. In 2024, we fully implemented the marketplace model. EVA.UA now offers over 160,000 proprietary products and additional assortments from over 160 partner sellers.
We expect further growth and are actively driving it by investing in this area. Earlier this year, we purchased a new distribution center in Brovary. After repairs and re-equipment, we plan to move the retail warehouse there and fully dedicate the current distribution center to servicing e-commerce.
EVA’s Goals for the Coming Year
We are now entering the period of strategy planning for the next year. Given how fragile the balance is, our key goal is to maintain business stability. Of course, we will continue to scale the network and develop new formats. I hope the experiment with compact stores will be successful. We will keep growing e-commerce. We have already started work on the new warehouse and plan to finish it next year. We will continue improving our services — that process never stops in our company.
Supporting Ukraine will also remain among our priorities. Since the beginning of the full-scale invasion, the company has implemented 27 projects to help the Defense Forces and those affected by Russian aggression. Together with customers, we have directed over UAH 117 million to these initiatives. We will continue to be socially active.
Personally, I am not a fan of publicly sharing plans, especially now, in times of turbulence. I would love to return to a life where we can build and confidently present 5-year strategies. I know it looks great in interviews and makes for good headlines. But under current conditions, it is more reasonable to first act and then talk.