Advance Auto Parts 2005 Annual Report Download - page 16

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SERVING OUR STOCKHOLDERS
Serving our Customers well keeps them coming back, which
in turn drives continued strength in sales and profits—two of
the key metrics Stockholders monitor as they size up an
investment in Advance Auto Parts.
Our philosophy is to invest for the future while returning
capital to Stockholders. In addition to investments in 2010
remodels, we have invested significantly in our store relocation
program and the rollout of commercial delivery programs to
our stores. These investments are producing strong returns
for our company and our Stockholders. In terms of returning
capital, our stock repurchase program has proved very suc-
cessful since its genesis in August 2004. Through year-end
2005, Advance repurchased approximately 8.5 million
shares at an average price of $29 per share.
Advance is in the enviable and flexible financial
position of being able to make the right
decisions today, invest for the future and
return capital to Stockholders through share
repurchases and now a cash dividend—all
self-funded, with no need to take on
additional debt in order to do so. It is our goal to
maintain this flexibility going
forward. Our financial future is
bright and we control it.
SERVING OUR TEAM
Providing Legendary Customer
Service to our internal Customers,
our stores, is the role of our
Store Support Center in
Roanoke, Virginia. By providing
timely, friendly and accurate service to our almost
2,900 stores and more than 42,000 Team Members, we
free up their valuable time to focus more attention on
their Customers.
The nerve center of our company is the Customer Contact
Center, which fields millions of phone calls and e-mails each
year from both Customers and our stores. Our contact
center is the first line of help for a wide variety of questions.
In 2005, the contact center fielded 2.4 million Customer
interactions on a variety of issues, ranging from routing
callers to the appropriate department to assisting with
special order parts availability
and technical support solutions.
One of the most noticeable
enhancements we made last
year to provide better internal
Customer service was the
consolidation of our Store Support
Center. In November, our
accounting, finance, operations,
“Commercial Customers don’t have a
lot of time to wait for parts. And they
know they can depend on me to process
their order quickly and have it delivered
fast. My Commercial Customers rely
on me to give them prompt and
personal service.”
Jake Hoback,
Division Commercial Sales Manager
—Continued from page 13
14
2.4
million
Customer Contact
Center interactions
in 2005: