Sunbeam 2010 Annual Report Download - page 4

As a result of our strategy to continue
to invest in our brands when our
competitors were pulling back due to
the recession, in 2010 Jarden grew its
share of retail shelf space and produced
record organic revenue, a greater than
the entire revenue of the Company
when I took office. This “investing
for the long term” approach is why
the strength of Jarden’s collection of
consumer brands is more powerful
than ever before. We have reached our
goal of having at least 30% of our sales
come from products introduced in the
last 36 months. Our increased scale
and presence at retail, and the strong
consumer takeaway of our authentic,
value-added brands, are the direct result
of go-to-market strategies implemented
over the last several years.
The strategic investments we made
during the economic downturn allowed
our businesses to offer the innovation
and creativity often lacking from other
category suppliers. We recognized early
that, while consumers had a heightened
desire for value, they would not be
fooled by items that were effectively
inferior versions of existing old product
at lower prices. We also recognized that
the increased competitive environment
and lower open-to-buys gave us the
opportunity to distinguish our brands
and products on what had often
become overcrowded shelves.
Over the last decade we have
allocated significant resources to try
to understand our consumers better
than our competitors, and in many
cases better than our retailers. With
these insights we are able to design a
pipeline of new products that meets
ever-changing needs and aspirations of
It has now been nearly a decade since
I became your Chairman and Chief
Executive Officer in September 2001.
Over that period, Jarden has developed
from a $300 million spinoff from Ball
Corporation to a $6 billion global
diversified consumer products company.
Perhaps most importantly, the value
of Jarden’s shares over that period has
increased over 1,000%.
Throughout this time, the core strategy
and thesis behind our development
of Jarden has remained absolutely
consistent. We set out to build a
diverse portfolio of consumer brands
that enjoy leading market positions
in niche markets with strong historical
cash flows and powerful brand equity.
We have built a cohesive platform that
today consists of over 100 leading
household brand names, a collection
of brands unrivaled in the consumer
products sector. Throughout, we have
held true to our core values, which
we call the eight strands of Jarden’s
DNA. These core values form the
heart of our operating platform that
encourages teamwork, excellence and
passion across business units. Jarden’s
DNA permeates each of the key
functional areas, including new product
development and innovation, marketing
and sales, procurement and supply chain.
The proof of the success of our
operating model is the growth our
brands have enjoyed as part of the
Jarden family. This success has
been achieved based on long term
investments in product innovation and
our brands, not by cutting investment
and infrastructure costs for short term
gain. In fact, brand investment and
research and development spending,
both in terms of total dollars spent and
as a percentage of sales, are at record
levels as we continue to differentiate
ourselves from our competitors.
Compared to most Fortune 500
companies we have a unique
entrepreneurial culture – our corporate
office is well aware that we exist to
service the needs of our operating
businesses, not the other way around.
OUTDOOR SOLUTIONS
is a market leading, global provider of
innovative recreational and high-performance
sporting and technical products designed to
maximize the enjoyment of the outdoors.
Our market leading brands include Abu
Garcia®, Aero®, Berkley®, Campingaz®,
Coleman®, deBeer®, ExOfficio®, Fenwick®,
5150®, Full Tilt®, Gait®, Gulp!®, Hodgman®,
K2®, Madshus®, Marker®, Marmot®, Miken®,
Mitchell®, Morrow®, Penn®, Pflueger®,
Planet Earth®, Rawlings®, Ride®, Sevylor®,
Shakespeare®, SpiderWire®, Stearns®,
Stren®, Trilene®, Tubbs®, Ugly Stik®,
Völkl®, Worth®and Zoot®, to name just a
few. Several of our brands have been in
continuous use for over 100 years and are
synonymous with their categories, including
Coleman®, Hodgman®, Madshus®, Pflueger®,
Rawlings®, Shakespeare® and Tubbs®.
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“roughout, we have held
true to our core values, which
we call the eight strands of
Jarden’s DNA.”
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