American Home Shield 2005 Annual Report Download - page 11

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P. 9 SERVICEMASTER 2005 ANNUAL REPORT
Chairman’s Letter
Objectives as the context for basic, regular decisions. By the end of
the year, some 3,000 leaders in the company had received training in
making our Objectives a practical guide for everyday decisions. The
initiative continued into 2006, with a goal of raising awareness of the
Objectives for all of our 39,000 employees.
Each of these transformational programs were developed through the
active participation of our top 250 leaders – who were aggressively
tasked with doing more than driving 2005’s revenues and earnings
growth. We are leading with an aligned team that moves with speed,
flexibility, consistency, integration, effectiveness and a total commitment
to creating shareholder value.
Earning Your Confidence
How should ServiceMaster be viewed by investors?
We started several years ago with the question, “Has our business
model run its course?” We said no, far from it, and proceeded to identify
the substantial growth potential in our positioning as America’s Service
Brands for Home and Business.
Then we were asked if we were capable of capitalizing on that potential.
We said yes, and we committed to grow faster than our markets,
faster than the economy as a whole and to do it in a sustainable way.
Since mid 2003, we have, in fact, outgrown our markets and the
economy as a whole.
Which leaves us now with the sustainability question. Can we grow
revenues and earnings at an investment-worthy rate year-after-year,
until we can talk about sustainability as an accomplishment rather than
as an ideal? Again we say yes, based on what we know about the
wants and needs of our customers, about the dynamics of our market-
place and about our own abilities to perform as we transform.