Graco 2012 Annual Report Download - page 10

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4
The Growth Game Plan encompasses the following aspects:
Business Model
A brand-led business with a strong home in the United States and global ambition.
Consumer brands that win at the point of decision through excellence in performance, design and innovation.
Professional brands that win the loyalty of the chooser by improving the productivity and performance of the user.
Collaboration with our partners across the total enterprise in a shared commitment to growth and creating value.
Delivering competitive returns to shareholders through consistent, sustainable and profitable growth.
Where To Play
Win Bigger — Deploying resources to businesses and regions with higher growth opportunities through investments in
innovation and geographic expansion.
Win Where We Are — Optimizing the performance of businesses and brands in existing markets by investing in innovation
to increase market share and reducing structural spend within the existing geographic footprint.
Incubate For Growth — Investing in businesses that have unique opportunities for growth, with a primary focus on
businesses that are in the early stages of the business cycle.
5 Ways To Win
Make The Brands Really Matter — Sharpening brand strategies on the highest impact growth levers and partnering to
win with customers and suppliers.
Build An Execution Powerhouse — Realigning the customer development organization and developing joint business
plans for new channel penetration and broader distribution.
Unlock Trapped Capacity For Growth — Delivering savings from ongoing restructuring projects, working capital
reductions and simplification of business processes.
Develop The Team For Growth — Driving a performance culture aligned to the business strategy and building a more
global perspective and talent base.
Extend Beyond Our Borders — Accelerating investments and growth in emerging markets.
During 2012, the Company executed against the delivery phase of the Growth Game Plan. In this phase, the Company implemented
structural changes in the organization while ensuring consistent execution and delivery. The Company expects 2013 to be a
transition year from the delivery phase to the strategic phase. In the strategic phase, the Company expects to expand investment
behind its Win Bigger businesses to drive accelerated growth.
In 2013, the Company will continue implementing changes to drive the Growth Game Plan into action. These changes are the
foundation of the expansion of Project Renewal and are organized into the following five workstreams:
Organizational Simplification: The Company has de-layered its top structure by eliminating the two groups (Newell
Consumer and Newell Professional) and further consolidating its businesses from nine GBUs to six business segments.
EMEA Simplification: The Company will focus its resources on fewer products and countries, while simplifying go-to-
market, delivery and back office support structures.
Best Cost Finance: The Company will deliver a simplified approach to decision support, transaction processing and
information management by leveraging SAP and the streamlined business segments to align resources with the Growth
Game Plan.
Best Cost Back Office: The Company will drive “One Newell Rubbermaid” efficiencies in customer and consumer
services and sourcing functions.
Supply Chain Footprint: The Company will further optimize manufacturing and distribution facilities across its global
supply chain.
In implementing the tenets of its strategy and its change agenda, the Company is focused on Every Day Great Execution, or EDGE,
to capitalize on and maximize the benefits of investment and growth opportunities and to optimize the cost structure of the business.