Polaris 2014 Annual Report Download - page 7
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33%
6%
11%
7%
12%
8%6%
12%15%
21%
14%
41%42%42%42%
2010 2011 2012 2013 2014
POLARIS // RETURN ON INVESTED CAPITAL
2014 // OPERATING INCOME
UP
TO
MILLION
24 715
%$
*FROM CONTINUING OPERATIONS
2014 // EARNINGS PER SHARE*
UP
TO
23 6.65
%$
PEER AVERAGE
ARCTIC CAT, BRUNSWICK CORP., DEERE & CO., HARLEY-
DAVIDSON, WINNEBAGO INDUSTRIES AND TORO CO.
S&P 500 AVERAGE
2014 // RECORD SALES
UP
TO
BILLION
19 4.48
%$
powertrain technology, the new 9-passenger,
game-changing Dagor™ military vehicle, and our
existing stable of Work & Transportation vehicles,
Matt has a broad base from which to build.
We will also continue to rely on our AGILITY, which
has been a core element of Polaris success since
the Company was founded in 1954. We can no
longer depend on small, determined teams to get
major tasks completed quickly, so we will make
our proven ability to innovate even more valuable
by coupling it with ecient systems and an
infrastructure that can rapidly bring trendsetting
new products to market. We are intensifying
our Lean manufacturing eorts, and expanding
our successful Retail Flow Management (RFM)
program into ORVs, to provide our customers with
faster service and more choice. Simultaneously,
we are manufacturing vehicles in our new plant
in Poland, preparing to launch a new vehicle and
a new facility in India, and constructing a new
North American plant in Huntsville, Alabama. By
increasing our global footprint, we are creating
localized capacity and building a manufacturing
organization that can match the pace of our growth.
But for Polaris, AGILITY does not only refer to time
to market. We are also diversifying our businesses
by adding adjacencies that enable us to quickly
identify and capture opportunities while aording
2014 //
HIGHLIGHTS
us flexibility to respond to shifts in our markets.
And even as our business becomes more complex,
we work to simplify our internal processes. I have
a personal passion to lead a large, successful
growth company that “acts small yet plays big,” but
beating back bureaucracy requires structure and
focus, not just desire. We have them all, and plan to
win the war against red tape.
One of the best ways to stay agile is to ALIGN our
people and resources around customers. As we
rapidly expand our sales, number of employees,
brands and business units, customer focus and
ALIGNMENT become increasingly important
to our continued success. We created a new
position —Executive Vice President of Operations,
Engineering and Lean —and hired corporate
heavyweight Ken Pucel to fill it because we needed
to ALIGN our resources and create leadership
capacity to become an $8 billion global enterprise.
With Ken and Bennett Morgan, we have the
executive horsepower to deliver industry-leading
profitable growth for years to come. Likewise, Tim
Larson and his Customer Excellence team are
intent on collaborating with our dealers to ALIGN us
all with our value streams and create a consistent,
and consistently excellent, customer experience.
All our stakeholders win when our dealers grow
profitably, and helping them better serve our