Rayovac 2004 Annual Report Download - page 10
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Please find page 10 of the 2004 Rayovac annual report below. You can navigate through the pages in the report by either clicking on the pages listed below, or by using the keyword search tool below to find specific information within the annual report.Theseresults,whileimpressiveinanyyear,areparticularlyrewardinginthecontextoffiscal
2004’s challenging global economy, which was characterized by low economic growth,
andpoliticalinstabilityandcurrencydevaluationinanumberofworldmarkets.Ourability
to overcome these obstacles, expand our global operations, and deliver strong financial
performancewasdulyrecognizedbytheinvestmentcommunity:Ourstockpricerosefrom
$14.60pershareatfiscalyear-end2003to$26.35atthecloseoffiscal2004,againof80
percent—animpressiveincreaseinshareholdervaluebyanymeasure.
RefiningOurGrowthStrategy
Rayovac’s record of success has been predicated on our highly effective growth strategy.
SinceourmanagementteamtookthehelmatRayovacin1996,wehavemorethantripledour
annualnetsales,andwehavetransformedourbusinessintoaglobalenterprisewithabroad
portfolioofproductsandaworldwidecustomerbase.Wehaveachievedthisgrowthprimarily
throughacquisitions that advanced ourgeographicexpansionandgaveuspremier brand
positions—atimelystrategyinlightoftheglobalnatureofretailingtoday.Wearenowableto
offertheworld’slargestretailerstheinnovativeproductsandthestringentcustomerservice
levels they requiretocompeteonaworldwide basis.Our vision is to grow alongsidethese
large customers so that we can support them virtually anywhere in the world they choose
tooperate.
Rayovachasenjoyedanexcellenttrackrecordinachievingsymbioticgrowthwithourcustomers,
andweareconfidentthatwecanrealizeourvision.Rayovac’sproducts,forexample,were
offered inSam Walton’s firstWal-Martand inevery Wal-Martsince then.Our resounding
successinsupportingsophisticatedretailersisreflectedinourqualityrelationshipswith19of
theworld’stop20retailers,includingAhold,Aldi,Albertsons,Carrefour,Costco,Intermarche,
Kroger,Metro,Sears,Target,Tesco,andTheHomeDepot,amongothers.Ourgoalistomaintain
mutuallyrewardingrelationshipswith100percentoftheworld’stopretailers,makingourbranded
consumerproductsubiquitouswithintheworld’smassretailchannels.
Infiscal2004,wesuccessfullypositionedourselvestoachievethisgoal.ByacquiringMicrolite
andNingboBaowang,wecompletedourglobalexpansionandextendedourfootprinttoevery
geographicmarketwherewewishtooperate.Ourpowerfulnewinfrastructurenowspansthe
worldwithanintegratedglobalmanufacturing,distributionandinformationservicesplatform,
supported by a worldwide sales and marketing organization that is managed regionally and
T O O U R S H A R E H O L D E R S
(Continued)
Strategy
Ourgoalistomaintainmutuallyrewardingrelationshipswith
100percentoftheworld’stopretailers,makingourbranded
consumerproductsubiquitouswithintheworld’smassretailchannels.
T h e P o w e r B e h i n d O u r B r a n d s . G r o w t h . D i s c i p l i n e . F o c u s . S t r a t e g y . I n n o v a t i o n . E x p e r i e n c e .