Snapple 2013 Annual Report Download - page 5
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Please find page 5 of the 2013 Snapple 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.We’re working closely with our partners and retail customers to create and execute programs that drive sales. In 2013, we
teamed up with Sam’s Club and our boling partners to oer new and exclusive Dr Pepper packages in more than 40 Sam’s
Clubs in Texas, increasing Dr Pepper trademark volume nearly 4 percent at this retailer.
The dollar channel connues to be one of the fastest-growing channels for liquid
refreshment beverages (LRB), and we’re leveraging that explosive growth for the
benet of our brands. In 2013, we increased the availability of our avor lineup
across a large dollar retailer, driving a volume increase of more than 14 percent in
the account. Likewise, in the drugstore channel, we increased volume for Canada Dry
and Schweppes 21 percent and 20 percent, respecvely, and grew Snapple volume
21 percent in measured accounts.
In 2014, we’ll build on these execuon successes by using rapid connuous improvement (RCI) to simplify processes
and eliminate waste, resulng in more me to focus on shelf opmizaon, increasing points of interrupon and closing
distribuon and availability gaps.
RCI connues to provide nancial exibility and increase our ability to compete in a tough market. Within RCI, we focus on
ve key areas – safety, quality, delivery, producvity and growth – to free up crical resources that we can redirect toward
our business priories.
To drive breakthrough change in 2013, we targeted our RCI
eorts on seven areas within our direct-store delivery (DSD)
business, parcularly related to producvity, which could be
replicated across our locaons. In one of these Lean leadership
tracks, we drove eciencies by aligning our merchandisers
with research on customer trac paerns, and in another, we
implemented centralized regional ordering for all of our DSD
point-of-sale programs to eliminate waste.
We’ve also improved producvity without sacricing service
to our customers or the safety of our employees, idenfying
more than $169 million in cash producvity over the last three
years, achieving a 99.9 percent ll rate for our warehouse
direct clients and reducing our accident frequency rate by
14 percent since 2011. In addion, our 350 Kaizen events have
contributed to a reducon in capital spend of 41 percent since
2008. Going forward into 2014, we’ll connue to use these
capabilies to create exibility across the business for the long
term, which will enable addional nancial improvements.
Since becoming a public company more than ve years ago, our board of directors has connued to set high standards for
our employees, ocers and directors. Going forward, we will miss the contribuons of one of our directors, Terry Marn,
who rered from the board eecve May 16, 2013. We thank Terry for his leadership during his ve years of service to DPS.
VOLUME
CSD
8.4%
IN DRUGSTORE
DRIVING EXECUTIONAL EXCELLENCE
CREATING SHAREHOLDER VALUE
BOARD OF DIRECTORS UPDATE
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