This document recognizes the "Best of the Best" performers of 2013 from Core-Mark. It provides summaries of several award winners, including the Division President of the Year (Carl Parker of Corona), General Sales Manager of the Year (Bryan Alger of Salt Lake City), Purchasing Manager of the Year (Randy Wayland of Portland), and others. It highlights their accomplishments and contributions to their divisions and the company's overall success in 2013.
This document summarizes the accomplishments of various employees at Core-Mark International, Inc. in 2014. It recognizes Bryan Alger as Division President of the Year for growing sales and profits at the Salt Lake City division. It also recognizes the accomplishments of other award winners, including Matt Ashley as General Sales Manager of the Year for the Kentucky division, Dan Pharand as Purchasing Manager of the Year in Burnaby, and others for their leadership and contributions to the company. In closing, it reflects on the importance of recognizing best performers annually.
Muffaddel Janjira is a business professional with over 13 years of experience in sales, marketing, distribution and brand management in the beverage industry. He currently serves as the Regulatory and National Sales Manager for Monster Energy India. Previously, he has held leadership roles with Glanbia Performance Nutrition and Narang Group managing brands like Red Bull, Twinings Tea and Orangina. He has a postgraduate degree in business management specializing in marketing and professional training from IIM Ahmedabad and abroad.
With more than 14 year of combined experience promoting sales and managing fast-paced sales and marketing operations, I have developed the type of skills that are particularly effective at satisfying customers, increasing revenues, and closing sales
Featured interview - Sarah Doyle, Brand Director at EAT.Nigel Wright Group
EAT. is a leading brand in the £3billion specialist food and
coffee ‘to go’ market. It sells a wide range of soups, hot pots, salads, toasties, sandwiches, baked goods and coffee, which are freshly prepared in-house by EAT. each day.
Scott Harding has over 25 years of experience in automotive sales and management. He founded Magnum Jewelers which expanded to 4 locations with over $1.2 million in annual revenue before selling and moving to Florida. In Florida, he began a successful career in automotive sales, quickly becoming a top salesman and accepting a management position. Throughout his career he has exceeded sales goals and led teams as a successful manager, trainer, and mentor.
Following its successful re-fi nancing in 2014, together with
the creation of the Hovis Limited Joint Venture, Premier Foods
Human Resources Director, David Wilkinson, takes time to tell
Nigel Wright why the business is now a great place for people
looking to develop a rewarding career in the food industry.
To create a niche for self in the arena of market-oriented product management and attendant promotional activity; management of sales and distribution teams, and corporate publicity; striking meaningful and purposive inter-personal relationships with market and investor links; and management of financial portfolio; and promotion of the ultimate interests of the employer with utmost dignity and self-respect.
Founded in 1886, C. E. Taylors & Sons, a Yorkshire based tea and coffee merchants, would have faded into history like countless other small regional tea and coffee importers – but for the fact that in 1962 it was purchased by Bettys, the iconic Yorkshire Tea Rooms.
This document summarizes the accomplishments of various employees at Core-Mark International, Inc. in 2014. It recognizes Bryan Alger as Division President of the Year for growing sales and profits at the Salt Lake City division. It also recognizes the accomplishments of other award winners, including Matt Ashley as General Sales Manager of the Year for the Kentucky division, Dan Pharand as Purchasing Manager of the Year in Burnaby, and others for their leadership and contributions to the company. In closing, it reflects on the importance of recognizing best performers annually.
Muffaddel Janjira is a business professional with over 13 years of experience in sales, marketing, distribution and brand management in the beverage industry. He currently serves as the Regulatory and National Sales Manager for Monster Energy India. Previously, he has held leadership roles with Glanbia Performance Nutrition and Narang Group managing brands like Red Bull, Twinings Tea and Orangina. He has a postgraduate degree in business management specializing in marketing and professional training from IIM Ahmedabad and abroad.
With more than 14 year of combined experience promoting sales and managing fast-paced sales and marketing operations, I have developed the type of skills that are particularly effective at satisfying customers, increasing revenues, and closing sales
Featured interview - Sarah Doyle, Brand Director at EAT.Nigel Wright Group
EAT. is a leading brand in the £3billion specialist food and
coffee ‘to go’ market. It sells a wide range of soups, hot pots, salads, toasties, sandwiches, baked goods and coffee, which are freshly prepared in-house by EAT. each day.
Scott Harding has over 25 years of experience in automotive sales and management. He founded Magnum Jewelers which expanded to 4 locations with over $1.2 million in annual revenue before selling and moving to Florida. In Florida, he began a successful career in automotive sales, quickly becoming a top salesman and accepting a management position. Throughout his career he has exceeded sales goals and led teams as a successful manager, trainer, and mentor.
Following its successful re-fi nancing in 2014, together with
the creation of the Hovis Limited Joint Venture, Premier Foods
Human Resources Director, David Wilkinson, takes time to tell
Nigel Wright why the business is now a great place for people
looking to develop a rewarding career in the food industry.
To create a niche for self in the arena of market-oriented product management and attendant promotional activity; management of sales and distribution teams, and corporate publicity; striking meaningful and purposive inter-personal relationships with market and investor links; and management of financial portfolio; and promotion of the ultimate interests of the employer with utmost dignity and self-respect.
Founded in 1886, C. E. Taylors & Sons, a Yorkshire based tea and coffee merchants, would have faded into history like countless other small regional tea and coffee importers – but for the fact that in 1962 it was purchased by Bettys, the iconic Yorkshire Tea Rooms.
Frank C. Riley is a senior sales executive with over 25 years of experience in consumer products and office equipment industries. He has a proven track record of exceeding sales goals and leading high performing teams. His most recent role was as Regional Sales Director for Office Depot where he grew the region by 3% and achieved #1 growth in key categories. Prior to that he held national sales management roles at American Pad and Paper, ACCO Brands, and Rubbermaid Office Products where he consistently increased sales and profitability.
Featured interview - John Stapleton, FMCG Entrepreneur and Co-Founder of New ...Nigel Wright Group
John Stapleton, a seasoned FMCG entrepreneur, chats to Nigel
Wright about his experiences growing and then selling New
Covent Garden Soup Company (NCGSC), as well as the learnings he has gained in his career since then, in the USA with Glencoe Inc., and through his current venture, Little Dish.
Featured interview - Chr. Hansen focuses on the consumerNigel Wright Group
Chr. Hansen is a global bioscience company that develops
natural ingredient solutions for the food, nutritional,
pharmaceutical and agricultural sectors. The business was
established in the 19th century and in 2013 celebrated its
140th anniversary.
Ricardo Green Lawns marketing plan by Joseph Joe Ricardo of OrlandoJoseph Ricardo
Ricardo's Green Lawns is a landscaping company located in Orlando, Florida that has been in business for over seven years. Their marketing plan aims to grow the company from a one crew operation to a five crew company by 2017. They plan to achieve this growth through targeted direct mail marketing campaigns in specific neighborhoods, as well as utilizing lawn signs and digital advertising. The owner has a business education background and is pursuing an MBA, which they believe gives the company an advantage over competitors that are primarily run by laborers. The marketing goals are to bring in 500-1000 new customers in the next three years through neighborhood-focused marketing tactics.
Gap Inc. owns several major apparel brands including Gap, Banana Republic, Old Navy, and Piperlime. In 2006, Gap Inc. saw flat net sales compared to 2005 but lower net earnings due to underperformance at Gap and Old Navy stores. The company outlined priorities for 2007 to improve performance, including stabilizing Gap and Old Navy by better understanding customers and providing the right product, putting the right leaders in place, and simplifying the organization.
Alliance in motion business opportunity presentationSamson Aliyu
This document presents a business opportunity with Alliance in Motion Global (AIM Global) that involves selling their products and recruiting others. The Global Package costs PHP 7,980 and provides benefits like product discounts, insurance, medical benefits, scholarships, and incentives. Members can earn income from direct sales commissions, bonuses for recruiting others, and reaching higher ranks in the network. The opportunity and products are described as legal and providing various ways to make money through sharing with others.
This document is The Home Depot's annual report for the year 2000. It includes letters from the founders and the new CEO, Robert Nardelli. It summarizes the company's financial performance for the year, with sales of $45.7 billion and net earnings of $2.6 billion. While it was a challenging year due to economic slowdown, the report emphasizes the company's continued growth opportunities through new stores, product expansion, and operational improvements. The CEO outlines five business imperatives to drive future success, including customer service, innovation, and leadership development.
Featured interview - Paal Hansem, Founder and CEO at Fresh Fitness ASNigel Wright Group
Fresh Fitness is a Norwegian gym franchise and national
success story, boasting 27 centres and over 77,000 members.
We caught up with CEO Paal Hansem, who explains how
his ten year career in the grocery industry has helped him
successfully grow the business to become Norway's leading
chain of discount gyms and why he believes Fresh Fitness's
'low cost high quality' proposition has the potential to make
the company the biggest fitness franchise in Scandinavia.
Jerry Pierce has over 30 years of experience in senior executive merchandising roles. He has a proven track record of building businesses, exceeding sales targets, and improving profit margins. Pierce has held leadership positions with several major retailers where he successfully launched new divisions, opened stores, negotiated supplier agreements, and managed multi-million dollar budgets and P&Ls.
With over 50 million consumers worldwide, eos – an acronym for Evolution of Smooth – has taken the health and beauty industry by storm. Founded in 2007, its journey began with a desire to avoid the traditional narratives of the beauty industry.
The document is a resume for Shodeinde Lanre Kazeem, who has over 25 years of experience in sales and marketing roles. He is currently a Regional Sales Manager for Deekay Group, where he leads a team and is responsible for sales targets and customer satisfaction in his region. Prior to this role, he held several sales and marketing positions of increasing responsibility, demonstrating a track record of achieving sales goals and expanding business. He has education including a master's degree and seeks to contribute professionally to achieve team objectives and rewards.
Jimmy Russell is a senior sales representative with 7 years of experience in medical device sales. He has a strong track record of success, including building a new sales territory from nothing to $800,000 in annual revenue. He is self-motivated with strengths in new business development, territory management, relationship building, and consultative selling. Russell has consistently exceeded sales goals and received numerous awards and recognition over his career.
If you are planning to start a new dropshipping business, the first thing you will need is a business plan. Use our sample Del Bird - Dropshipping Business Plan created using upmetrics business plan software to start writing your business plan in no time.
Before you start writing your business plan for your new dropshipping business, spend as much time as you can reading through some examples of transportation-related business plans.
Reading sample business plans will give you a good idea of what you’re aiming for and also it will show you the different sections that different entrepreneurs include and the language they use to write about themselves and their business plans.
We have created this sample Del Bird - Dropshipping Business Plan for you to get a good idea about how a perfect dropshipping business plan should look like and what details you will need to include in your stunning business plan.
Brian Hodge has over 20 years of experience in automotive and retail sales, including positions as a New Vehicle Client Advisor, Sales Manager, and Director of Sales Operations. He has a proven track record of consistently high sales performance and has received numerous awards and accolades. Hodge is looking for a new opportunity that provides a challenge and financial reward using his experience in sales, management, inventory control, and customer service.
Paul W. McIntyre is a senior sales executive with over 30 years of experience leading high-performing sales teams to consistently exceed revenue goals. He has a proven track record of building client relationships, developing sales strategies, and motivating teams. References highlight his abilities to inspire loyalty, collaborate effectively, and embrace changes in the industry.
This annual report summarizes Jarden Corporation's financial performance in 2005. It discusses the company's acquisition of American Household and The Holmes Group, which expanded its consumer solutions segment. It also highlights initiatives across its various business segments, including new product introductions, employee programs, and efforts to improve operations. The Chairman expresses pride in the company's strong growth and record results in 2005, with revenues reaching $3.2 billion, nearly halfway to its goal of doubling EPS within 3 to 5 years.
Learnings from working in centralised and decentralised organisations: implic...Nigel Wright Group
Nigel Wright speaks to TwiningsOvo International Markets (IM)
HR Director, Annekatrin Ott, about her experiences of operating
in centralised and decentralised business models.
Mark Chavarria has over 20 years of experience in sales and operations management. He is currently the District Sales Manager for Lawson Products in Los Angeles and Hawaii, where he is responsible for sales, talent acquisition, and developing relationships with support teams. Previously, he held several management roles with increasing responsibilities at DS Waters and Nestle Waters, overseeing sales, operations, and customer relationships in Southern California. He holds a Bachelor's degree in Business Management and Human Resources from the University of San Diego.
The document is a resume for Anthony Leach that highlights his experience in business development, executive management, sales, and marketing roles over 25 years. It summarizes his accomplishments launching and growing new startups, turning around struggling businesses, and increasing sales and market share in various industries. His background includes experience leading teams, developing strategic plans, managing budgets, and success selling major brands for companies in pharmaceuticals, consumer goods, insurance and other fields.
Cardinal Corp is facing declining sales and employee morale. A communications audit found employees are unaware of recent changes like mergers, layoffs, and new policies around ethics and the environment. The document outlines Cardinal Corp's plan to improve internal communications, including distributing and explaining a new Code of Conduct, Environmental Policy, and Cardinal Credo. Management will also hold weekly meetings and competitions to boost transparency, trust, and environmental sustainability.
The document provides an overview of Suddenlink Communications' Commercial & Advertising Operations (CAO) division for January 2014. It discusses financial performance for October 2013, with CAO exceeding revenue and cash flow budgets. It also lists the 2014 priorities and top performers for December 2013 and year-to-date. Updates are provided from different regions on initiatives and sales accomplishments for 2013.
Frank C. Riley is a senior sales executive with over 25 years of experience in consumer products and office equipment industries. He has a proven track record of exceeding sales goals and leading high performing teams. His most recent role was as Regional Sales Director for Office Depot where he grew the region by 3% and achieved #1 growth in key categories. Prior to that he held national sales management roles at American Pad and Paper, ACCO Brands, and Rubbermaid Office Products where he consistently increased sales and profitability.
Featured interview - John Stapleton, FMCG Entrepreneur and Co-Founder of New ...Nigel Wright Group
John Stapleton, a seasoned FMCG entrepreneur, chats to Nigel
Wright about his experiences growing and then selling New
Covent Garden Soup Company (NCGSC), as well as the learnings he has gained in his career since then, in the USA with Glencoe Inc., and through his current venture, Little Dish.
Featured interview - Chr. Hansen focuses on the consumerNigel Wright Group
Chr. Hansen is a global bioscience company that develops
natural ingredient solutions for the food, nutritional,
pharmaceutical and agricultural sectors. The business was
established in the 19th century and in 2013 celebrated its
140th anniversary.
Ricardo Green Lawns marketing plan by Joseph Joe Ricardo of OrlandoJoseph Ricardo
Ricardo's Green Lawns is a landscaping company located in Orlando, Florida that has been in business for over seven years. Their marketing plan aims to grow the company from a one crew operation to a five crew company by 2017. They plan to achieve this growth through targeted direct mail marketing campaigns in specific neighborhoods, as well as utilizing lawn signs and digital advertising. The owner has a business education background and is pursuing an MBA, which they believe gives the company an advantage over competitors that are primarily run by laborers. The marketing goals are to bring in 500-1000 new customers in the next three years through neighborhood-focused marketing tactics.
Gap Inc. owns several major apparel brands including Gap, Banana Republic, Old Navy, and Piperlime. In 2006, Gap Inc. saw flat net sales compared to 2005 but lower net earnings due to underperformance at Gap and Old Navy stores. The company outlined priorities for 2007 to improve performance, including stabilizing Gap and Old Navy by better understanding customers and providing the right product, putting the right leaders in place, and simplifying the organization.
Alliance in motion business opportunity presentationSamson Aliyu
This document presents a business opportunity with Alliance in Motion Global (AIM Global) that involves selling their products and recruiting others. The Global Package costs PHP 7,980 and provides benefits like product discounts, insurance, medical benefits, scholarships, and incentives. Members can earn income from direct sales commissions, bonuses for recruiting others, and reaching higher ranks in the network. The opportunity and products are described as legal and providing various ways to make money through sharing with others.
This document is The Home Depot's annual report for the year 2000. It includes letters from the founders and the new CEO, Robert Nardelli. It summarizes the company's financial performance for the year, with sales of $45.7 billion and net earnings of $2.6 billion. While it was a challenging year due to economic slowdown, the report emphasizes the company's continued growth opportunities through new stores, product expansion, and operational improvements. The CEO outlines five business imperatives to drive future success, including customer service, innovation, and leadership development.
Featured interview - Paal Hansem, Founder and CEO at Fresh Fitness ASNigel Wright Group
Fresh Fitness is a Norwegian gym franchise and national
success story, boasting 27 centres and over 77,000 members.
We caught up with CEO Paal Hansem, who explains how
his ten year career in the grocery industry has helped him
successfully grow the business to become Norway's leading
chain of discount gyms and why he believes Fresh Fitness's
'low cost high quality' proposition has the potential to make
the company the biggest fitness franchise in Scandinavia.
Jerry Pierce has over 30 years of experience in senior executive merchandising roles. He has a proven track record of building businesses, exceeding sales targets, and improving profit margins. Pierce has held leadership positions with several major retailers where he successfully launched new divisions, opened stores, negotiated supplier agreements, and managed multi-million dollar budgets and P&Ls.
With over 50 million consumers worldwide, eos – an acronym for Evolution of Smooth – has taken the health and beauty industry by storm. Founded in 2007, its journey began with a desire to avoid the traditional narratives of the beauty industry.
The document is a resume for Shodeinde Lanre Kazeem, who has over 25 years of experience in sales and marketing roles. He is currently a Regional Sales Manager for Deekay Group, where he leads a team and is responsible for sales targets and customer satisfaction in his region. Prior to this role, he held several sales and marketing positions of increasing responsibility, demonstrating a track record of achieving sales goals and expanding business. He has education including a master's degree and seeks to contribute professionally to achieve team objectives and rewards.
Jimmy Russell is a senior sales representative with 7 years of experience in medical device sales. He has a strong track record of success, including building a new sales territory from nothing to $800,000 in annual revenue. He is self-motivated with strengths in new business development, territory management, relationship building, and consultative selling. Russell has consistently exceeded sales goals and received numerous awards and recognition over his career.
If you are planning to start a new dropshipping business, the first thing you will need is a business plan. Use our sample Del Bird - Dropshipping Business Plan created using upmetrics business plan software to start writing your business plan in no time.
Before you start writing your business plan for your new dropshipping business, spend as much time as you can reading through some examples of transportation-related business plans.
Reading sample business plans will give you a good idea of what you’re aiming for and also it will show you the different sections that different entrepreneurs include and the language they use to write about themselves and their business plans.
We have created this sample Del Bird - Dropshipping Business Plan for you to get a good idea about how a perfect dropshipping business plan should look like and what details you will need to include in your stunning business plan.
Brian Hodge has over 20 years of experience in automotive and retail sales, including positions as a New Vehicle Client Advisor, Sales Manager, and Director of Sales Operations. He has a proven track record of consistently high sales performance and has received numerous awards and accolades. Hodge is looking for a new opportunity that provides a challenge and financial reward using his experience in sales, management, inventory control, and customer service.
Paul W. McIntyre is a senior sales executive with over 30 years of experience leading high-performing sales teams to consistently exceed revenue goals. He has a proven track record of building client relationships, developing sales strategies, and motivating teams. References highlight his abilities to inspire loyalty, collaborate effectively, and embrace changes in the industry.
This annual report summarizes Jarden Corporation's financial performance in 2005. It discusses the company's acquisition of American Household and The Holmes Group, which expanded its consumer solutions segment. It also highlights initiatives across its various business segments, including new product introductions, employee programs, and efforts to improve operations. The Chairman expresses pride in the company's strong growth and record results in 2005, with revenues reaching $3.2 billion, nearly halfway to its goal of doubling EPS within 3 to 5 years.
Learnings from working in centralised and decentralised organisations: implic...Nigel Wright Group
Nigel Wright speaks to TwiningsOvo International Markets (IM)
HR Director, Annekatrin Ott, about her experiences of operating
in centralised and decentralised business models.
Mark Chavarria has over 20 years of experience in sales and operations management. He is currently the District Sales Manager for Lawson Products in Los Angeles and Hawaii, where he is responsible for sales, talent acquisition, and developing relationships with support teams. Previously, he held several management roles with increasing responsibilities at DS Waters and Nestle Waters, overseeing sales, operations, and customer relationships in Southern California. He holds a Bachelor's degree in Business Management and Human Resources from the University of San Diego.
The document is a resume for Anthony Leach that highlights his experience in business development, executive management, sales, and marketing roles over 25 years. It summarizes his accomplishments launching and growing new startups, turning around struggling businesses, and increasing sales and market share in various industries. His background includes experience leading teams, developing strategic plans, managing budgets, and success selling major brands for companies in pharmaceuticals, consumer goods, insurance and other fields.
Cardinal Corp is facing declining sales and employee morale. A communications audit found employees are unaware of recent changes like mergers, layoffs, and new policies around ethics and the environment. The document outlines Cardinal Corp's plan to improve internal communications, including distributing and explaining a new Code of Conduct, Environmental Policy, and Cardinal Credo. Management will also hold weekly meetings and competitions to boost transparency, trust, and environmental sustainability.
The document provides an overview of Suddenlink Communications' Commercial & Advertising Operations (CAO) division for January 2014. It discusses financial performance for October 2013, with CAO exceeding revenue and cash flow budgets. It also lists the 2014 priorities and top performers for December 2013 and year-to-date. Updates are provided from different regions on initiatives and sales accomplishments for 2013.
TD Bank had a successful year in 2005, achieving strong financial results and executing on its strategy of building franchise businesses with a focus on customers, excellence in operations, prudent risk management, and investing for future growth. Key highlights included double-digit earnings growth at TD Canada Trust and wealth management. TD Securities outperformed competitors while reducing risk. The bank is well positioned for continued growth in Canada and the US through its retail banking platforms.
West 49 Inc.'s 2009 Annual Report. West 49 Inc. is a leading Canadian specialty retailer of fashion and apparel, footwear, accessories and equipment related to the youth action sports lifestyle. The Company’s common shares are listed on the Toronto Stock Exchange under the symbol WXX.
This issue of Agency Spotlight magazine focuses on prospecting best practices from top agents, tips for managing slow periods, new tools for client relationship management, and improving office impressions. It also provides updates on company programs and recognition of top producers. Key articles discuss the systematic prospecting approach of Robert Edgin and how Brian Hayden achieves success through meticulous attention to detail.
The document provides an overview of Goldman Sachs' performance and priorities for the past year. Some key points:
- Goldman Sachs generated solid results in 2013, with net revenues of $34.2 billion and net earnings of $8.0 billion, up 8% from 2012.
- Over the past 5 years since the financial crisis, Goldman Sachs has taken significant steps to strengthen its balance sheet, allocate capital efficiently, and manage costs prudently to adapt to the new regulatory environment.
- Going forward, Goldman Sachs is committed to improving shareholder returns while focusing on revenues, expenses, and capital efficiency to generate operating leverage for shareholders.
West 49 Inc.'s 2009 annual report. Provides a summary of the Company's business strategy, growth plans and outlook as well as the financial statements for its fiscal 2009 year ended January 31, 2009.
The world needs us all to rethink how we’re doing business — now more than ever. As an independent creative idea company, we’re on a mission to build a world with more whole brands — those that see everything they do as a creative opportunity to have a positive impact. A brand has never been about logos and advertising — it’s the sum of every action it takes, from how it treats its employees to how it speaks to the world.
That starts with us.
More at barkleyus.com.
The Campbell North America division had sales of $5.2 billion in fiscal 2004. Its portfolio includes leading brands like Campbell's, Pace, Prego, Swanson, Pepperidge Farm, and Godiva. The division sees opportunities to grow the U.S. soup business through convenient ready-to-serve soups and expanding production capacity. It will also continue investing in growth drivers like V8, Pepperidge Farm, Prego, Pace, and Godiva while supporting the core soup franchise.
The document summarizes Procter & Gamble's (P&G) strategies and goals for environmental and social sustainability between 2007-2012. P&G established five strategies with goals in areas like developing sustainable product innovations, reducing environmental impacts of operations, and improving children's lives. The document provides updates on progress made towards goals in areas like cumulative sales of sustainable products, reductions in energy/water usage and waste, and numbers of children impacted by social programs. It emphasizes P&G's commitment to continuous improvement and raising goals over time to make a meaningful difference through its sustainability efforts.
This document provides information about pursuing a sales career with Reserve National Insurance Company. It highlights lucrative commissions, recognition programs, an outstanding lead system, advancement opportunities, superior support, and a family-focused culture. Reserve National offers a variety of health, life, and accident insurance products. In 2015, 40% of producing agents earned an average income of $98,737 and 20% earned an average of $138,437. The document promotes Reserve National's proven program for sales success and invites the reader to learn more.
This document summarizes an interview with Gale Klappa, Executive Vice President and CFO of Southern Company, about the company's strong financial performance in 2002 and outlook for 2003. Some of the factors contributing to 2002 results were regional growth, favorable weather, a strong balance sheet, and successful competitive generation business. The company expects earnings of $1.84 per share in 2003, assuming no significant industrial demand growth. Investors can be confident in Southern Company's financial reporting and dividend history. Progress on a $35 million annual goal for the products and services business by 2004 was also discussed.
In fiscal year 2016 Parker team members implemented the new Win Strategy™ and delivered unprecedented financial performance during a global market downturn.
Momentum from the new Win Strategy has positioned Parker for another year of margin improvements and increased earnings as sales stabilize in fiscal year 2017.
Looking ahead, the powerful combination of Parker’s highly engaged people, unique motion and control capabilities and the new Win Strategy will generate positive results for our customers, shareholders and Parker team members.
Download your copy of the annual report here:
http://phx.corporate-ir.net/phoenix.zhtml?c=97464&p=irol-irhome
This resume is for Kelly Boyle, who has over 15 years of experience in sales management and business development roles. She has a proven track record of growing sales significantly through managing sales teams, developing new accounts, and fostering strong relationships across various industries. Her expertise includes sales supervision, territory management, presentations/proposals, and closing strategies. She holds a Bachelor's degree in Organizational and Corporate Communications from Northern Illinois University.
This letter summarizes the company's strong financial performance in fiscal year 2006. Key points include:
- Sales increased 19% to $5.6 billion with 11% comparable store sales growth.
- The company repurchased $100 million in stock and had $256 million in cash with low debt.
- They announced a dividend increase and implemented their third stock split.
- The company expanded square footage by 10% and opened 13 new stores.
- Robust sales helped drive healthy returns including a 40% return on invested capital.
[1] The chairman reports that while 2001 presented challenges from mild weather and a weak economy, the company delivered solid financial results including $1.12 billion in net income and 6.6% growth in earnings per share.
[2] Key accomplishments in 2001 that positioned the company for continued success included focusing on their Southeast region after the Mirant spinoff, concluding major rate reviews with regulators, and strengthening executive management.
[3] Going forward, the company will continue concentrating on their regulated utilities in the Southeast and growing their competitive generation business, which produces reliable returns. The outlook for 2002 and beyond remains excellent due to the company's strong fundamentals and focus on shareholders and customers.
Procter & Gamble (P&G) is a 179-year-old multinational consumer goods company founded in 1837 by William Procter and James Gamble. P&G's goals include powering all plants with renewable energy, using renewable/recycled materials for all products and packaging, and achieving zero waste to landfills. P&G has a presence in over 180 countries and is ranked highly both nationally as the top grossing company, and internationally in various categories including sales, profits, and market value. P&G focuses on consumer understanding, innovation, branding, distribution capabilities, scale, and productivity.
This document provides information on the top restaurant chains in the fast casual segment for 2013. It begins by highlighting Fazoli's as the #1 chain, noting their 5.1% sales increase in 2012 and longest sustained sales growth streak. McAlister's Deli comes in at #2, with plans to open 20 new locations by the end of 2013. Freebirds World Burrito is #3, having quadrupled in size since 2007 with plans for double digit growth in 2013.
2011 ANNUAL REPORTInnovating for Everyday Life$82..docxeugeniadean34240
2011 ANNUAL REPORT
Innovating for Everyday Life
$82.6
$78.9
$76.7
$79.3
$72.4
11
09
08
07
10
Net Sales ($ billions)
30%
4%
19%
9%
14%
24%
By business segment
Beauty
Grooming
Health Care
Snacks & Pet Care
Fabric Care & Home Care
Baby Care & Family Care
2011 Net Sales
9%
14%
16%
41%
20%
By geographic region
North America
Western Europe
Central & Eastern Europe,
Middle East & Africa
Latin America
Asia
35% 65%
By market maturity
Developed
Developing
$13.2
$16.1
$14.9
$15.0
$13.4
11
09
08
07
10
Operating Cash Flow ($ billions)
$3.93
$4.11
$4.26
$3.64
$3.04
11
09
08
07
10
Diluted Net Earnings (per common share)
Contents
Letter to Shareholders................................. 1
Leadership Brands.......................................9
Innovating for Everyday Life...................... 14
Gillette Guard ........................................ 16
Brazil...................................................... 18
Crest 3D White ......................................20
Gain Dishwashing Liquid ........................22
Head & Shoulders ..................................24
Old Spice ...............................................26
Disaster Relief ...........................................28
Financial Contents ....................................29
Global Leadership Council......................... 75
Board of Directors..................................... 75
Financial Summary.................................... 76
Company and Shareholder Information..... 78
Financial Highlights (unaudited)
Amounts in millions, except per share amounts 2011 2010 2009 2008 2007
Net Sales $82,559 $78,938 $76,694 $79,257 $72,441
Operating Income 15,818 16,021 15,374 15,979 14,485
Net Earnings 11,797 12,736 13,436 12,075 10,340
Net Earnings Margin from Continuing Operations 14.3% 13.9% 13.9% 14.2% 13.3%
Diluted Net Earnings per Common Share from Continuing Operations $3.93 $3.53 $3.39 $3.40 $2.84
Diluted Net Earnings Per Common Share 3.93 4.11 4.26 3.64 3.04
Dividends Per Common Share 1.97 1.80 1.64 1.45 1.28
Dear Shareholders,
Last year, I described P&G’s Purpose-inspired Growth Strategy, which is to
touch and improve more consumers’ lives in more parts of the world more
completely. I told you that we intend to deliver total shareholder return
that consistently ranks P&G among the top third of our peers — the best-
performing consumer products companies in the world. To do this, we
must deliver the Company’s long-term annual growth goals, which are to:
Grow organic sales 1% to 2% faster than
market growth in the categories and countries
where we compete
Deliver core earnings per share (core EPS) growth
of high single to low double digits
Generate free cash flow productivity of
90% or greater
Robert A. McDonald
Chairman of the Board, President and
Chief Executive Officer
We made meaningful progress toward these long-term goals
for fiscal 2011, despite significant external chal.
JCPenney's mission statement and culture are unclear and unstable. The company lacks a clear dominant selling idea. Internally, JCPenney has a strict hierarchy and lack of communication between levels. Financially, JCPenney has seen declining sales, profits, and efficiency. Customer satisfaction was average but declined after changes upset loyal customers and failed to attract new customers due to inconsistent branding.
1. Best of the Best 2013
BEST OF THE BEST 2013
The holidays are behind us
and a new year has begun.
It is at this time I sit back and
take stock of our Company and
the industry we service. The
number of C-Stores in the U.S.
grew by 1.4%, to over 151,000
stores in 2013. C-Stores account
for over 36% of all retail stores
in the US. Keep in mind our
market share is only 5% of all
the products purchased and
sold in the industry. At the end
of the day, Core-Mark has a small share of the C-Store Industry with
great opportunity to grow.
2013 was also a year of growth for
the Company. We continue to be
the supplier of choice to the major
convenience retailers in the US and
Canada. We had three large chains
select Core-Mark to be their supply
partner. We offer a sustainable
competitive advantage which helps
our customers achieve their goals and grow their sales profitably.
In addition, our more recent acquisition, JT Davenport, became our
30th Core-Mark division (the Carolina division) and embarked on
the successful completion of converting their systems and work
processes onto Core-Mark’s platform.
I am, as always, very optimistic about our future. We will continue
to Grow our Market Share by differentiating ourselves from our
competitors, focus on Making our Independent Retailers Relevant
and More Profitable and at the end of the day, by doing the above,
we will grow our Income Faster than Expenses. We do this by
executing our Core-Strategies, Vendor Consolidation Initiative, Fresh
Initiative, Focused Marketing Initiative and Acquisitions.
All of the above sounds easy when you say it fast, but it takes the
dedication, commitment and desire for Excellence from each and
every member of the Core-Mark family. A perfect lead in to our
theme for 2014: Cultivating Excellence.
At the recent Division President meeting, we broke from tradition
and had a guest speaker, Coach Bob Ladouceur (“Coach Lad”).
Coach Lad coached football at De La Salle High School located in
Northern California for over 30 years and holds a record 151 game,
12 year run of consecutive wins. Coach Lad is a humble and soft
spoken gentleman (unusual for a coach). His leadership style is not
about winning but about a desire to Cultivate Excellence within his
players and his team. At the end of the day, by Cultivating Excellence
throughout his organization he compiled the winning statistics
mentioned above. Core-Mark is a very large team with each “player”
fulfilling a role which is critical to the success of the total Company.
From maintaining a safe and clean environment, to ordering the
right product, to selecting the right product, to delivering the right
product, we strive to provide Excellent and Unparalleled Service to
our customers, day in and day out. We can only do this if we are all
committed to making this the
best Distribution Company in the
industry. We must continue to
develop ourselves and each other
so we can all provide the best
products, solutions and services
to our customers.
The future is bright for your
company and I look forward to our
journey together.
With Deepest Regards and Respect,
Tom Perkins
A MESSAGE FROM
THE PRESIDENT
2014
Excellence
CULTIVATING
2. Each year, we recognize the “Best of the Best”. From Driver of the Year to Controller of the Year to Division President of
the Year, it is very important to not only give recognition but to take note of what great performers do and how they do it.
Carl Parker, Corona, Division President of the Year
Carl Parker was named the Division President
of Corona in January 2010. He was living a very
comfortable life in Bakersfield, where he had already
earned a Division President Best of the Best award
in 2004, but accepted the challenge of running
“the Mothership”. He accepted this challenge largely
due to the company’s need, rather than his family’s.
Carl’s family stayed in Bakersfield for his children to
not have to change schools and Carl began a 4 year
sojourn of commuting “home” on the weekends,
while living in an apartment in Corona. To make
matters worse, at least initially, Corona had taken a significant unplanned price
reduction to their largest customer at about the exact same time as Carl’s arrival.
2010 was a tough year for Corona and the other California divisions that shared
this customer. Staff Meetings were replaced by Margin Meetings. It was virtually
impossible to recover the margins that were lost and very difficult to cut expenses
when the sales and work were still there. Corona finished 2010 at 43% of their
business plan. Carl had to have been second-guessing his decision to accept
the challenge of running Corona.
Flash forward to 2013.
•Corona has grown their non-cigarette sales by 31% since 2010, 10% of this
was in 2013 alone
•Corona grew their margin NSI 53 basis points in 2013
•Despite a $483K negative swing in Worker’s Comp charges vs PY, Corona
grows it’s PTNP by 25.8% and finishes the year over 16% above Plan
All of this was accomplished with a new Purchasing Manager, who in fact
contributed half of the margin gain, and significant expenses incurred
in preparing to onboard a major new customer. Carl led the team in Corona
to reassert themselves not just among Core-Mark’s top operating divisions,
but to once again be the flagship of the fleet.
The company salutes Carl Parker’s dedication in assuming the Captaincy
of Corona and congratulates Carl and his team on an outstanding 2013.
Before being named 2013’s Best of the Best, Carl accepted an opportunity
to return “home” to Bakersfield. Job very well done!
Bryan Alger, Salt Lake City, General Sales Manager of the Year
Bryan Alger, this year’s Best of the Best General Sales
Manager, wasn’t originally nominated by his Division
President. That’s because, as of December 15, 2013,
upon Bryan’s promotion to Division President,
modesty prevented him from nominating himself.
However, when the results were analyzed, the
conclusion was undeniable.
Bryan and his team had an outstanding year
finishing almost 100% to plan in overall sales and
growing their non-cigarette sales by 13% to prior
year. As stated in our mission statement of being
the most valued marketer in “fresh”, the SLC division believes growing fresh sales
is one core-strategy that will differentiate us and ultimately help our customers be
more relevant in the marketplace. By partnering with both the local fresh vendor
community and with their customers, Bryan and his team grew their fresh sales to
11.4% of their overall non-cigarette sales which exceeded plan and is the second
highest in the company. A second core-strategy they believe will help them
sustain long-term sales and profits are the Vendor Consolidation Initiatives. They
added almost $8M in incremental VCI Fresh sales this year which was also among
the best results in the company. A third core-strategy and a key driver of their
overall 2013 sales came from market share growth. SLC added 92 net new accounts
in 2013 or 11% market share growth. Bryan also understood the importance of
managing his selling expenses finishing at 95% to plan. With the contributions of
the SLC division’s sales team under Bryan’s leadership, the division finished the year
with their highest PTNP ever and one of the best overall PTNP in the company. It is
no surprise that he was promoted to be the new Division President of the Salt Lake
City division in January of 2014, when Jim Thompson retired. We know he will do
an outstanding job leading a great SLC team into the future.
Randy Wayland, Portland, Purchasing Manager of the Year
Randy Wayland is this year’s Purchasing Manager of
the Year. Once again, Randy has had an exemplary
year. He was also awarded Best of the Best in 2000
and 2007. He truly manages the purchasing for both
the Portland and Grants Pass divisions by actively
seeking ways to improve merchandise income
opportunities through forward purchasing, deal
buying and marketing while managing inventory
control. In addition, Randy is an intricate contributor
in the relationship with Portland’s largest customer,
Plaid Pantry.
Randy has a great relationship with all departments at both divisions. He attends
sales meetings, rides with sales people, and negotiates with vendors to provide
optimum marketing and promotional opportunities. Randy works diligently with
operations, always keeping in mind the limitations associated with a finite space.
As usual, Randy’s fill rate was exceptional. NSI has increased by $1.3M from prior
year. Also, Non-Cig DCOS has improved by 1 full day since 2012.
This year Randy improved his non-cigarette MI percentage by 23 basis points in
Portland and by 10 basis points without the help of inflation. Randy accomplished
this by attending the Candy Show, the DOT Show and doing non-traditional
promotions with vendors which enhanced their sales and distribution of product
in ways that had not been tried before.
Congratulations Randy!
Janine Brooks, Tampa, Controller of the Year
We always have a number of quality candidates who
stand out for many different reasons or in particular
areas of influence. In evaluating the nominations this
year, the tipping point came down to Leadership and
Attitude, traits that cultivate excellence throughout
the organization. Tampa’s metrics were solid as well,
DSO 0.8 days less than plan and Inventory 2.5 days
less than plan driving interest to 57% of plan. SGA
labor 93% of plan, bad debt 62% of plan, AR 97% in
terms, and dry room only 0.61% of inventory – all
supporting PTNP that was 270% over plan and 146%
over prior year, not to mention a 500 basis point RONA improvement over prior
year. Based on feedback from those that interact with Janine – what people said
3. about her resonated with our current year theme of cultivating excellence. Janine
has a passion to work with managers to control expenses. She is detailed and
thorough, providing timely analyses to set priorities or make course corrections.
She runs sensitivity reports and scenario analyses to base pricing decisions and
support presentations when looking at customer profitability. Forward thinking
and thoughtful about reducing potential exposures. She holds herself and her
team accountable to excel in every company objective, always available to help
her peers become successful and work at their optimal level. Dedicated, loyal,
responsive, resourceful, courteous, helpful, enthusiastic, professional and smart.
Excellence is not a skill. It is an attitude. Congratulations to Janine Brooks, Controller
of the Year – 2013!
Stacy Kuntz, Portland, Operations Manager of the Year
Stacey Kuntz assumed the Operational Management
of the Portland division at the end of March 2013,
after performing a remarkable job in our Grants Pass
division. At that time Portland’s operational results
were sub-par, suffering from excessive warehouse
overtime and shrink. He sought employee input
and “needs” versus “wants”. With his staff he
educated them on Snapshot and PL statements
while concentrating on creating a safe and
efficient warehouse.
The result was a total operating (Warehouse,
Delivery Facility) expense of 94.6% to Plan or $571,826 better than planned
expectations. A decrease in Shrink of $91,165 versus prior year and a better than
half the reduction of OSHA Recordable Incident Rate which created an additional
$331,244 to the Portland PTNP versus prior year.
Stacy’s work ethic, job knowledge, determination and charismatic
leadership has created an environment where success is expected and
superb execution is delivered.
Congratulations, Stacy, on being awarded Best of the Best!
Fred Sisneros, Albuquerque, Merchandising Manager of the Year
We are very excited to announce that Fred
Sisneros has been chosen as the Merchandising
Manager of the Year. Fred began his career with
Core-Mark International, Inc. in October 2004
as a Route Delivery Driver. In October 2006, Fred
moved into an Operations role as a Supervisor
and soon after as the Day Warehouse Manager.
In February 2011, Fred entered into the Sales side
of the business as Merchandising Manager.
Fred has proven his leadership abilities while
managing over 85 Merchandisers and leading
one of the largest SmartStock® Divisions throughout Core-Mark.
This is evident in the 2013 measurable results summarized below:
• 128 merchandised dairy, fresh and bread accounts added in 2013
• 2nd largest division for SmartStock Sales at approx. $1.2m in 2013
• 2nd largest division for SmartStock Merchandising Funds at approx.
$101k in 2013
• 3rd largest division for SmartStock GP at approx. $120k in 2013
• SmartStock merchandising income 7.4% of Food/Non Food NSI not
including local service funds generated in mark ups totaling approx.
$150k
•Total Spoil Dollars equal to prior year while adding 128 guaranteed
product accounts
• Service Salaries 85% to plan
• Helped manage re-sets for over 350 accounts in 2013
Thank you, Fred, for your contributions and congratulations
on a well-deserved award.
Merrill Rasmussen, Salt Lake City, Foodservice Manager of the Year
Merrill is now a two time winner of this award and
well deserved. In 2013, Merrill worked extremely well
with the sales department by collaborating to find
ways to increase marketing programs and drive
additional food service and fresh sales. Merrill and
the sales team grew fresh and food service
marketing programs by adding a net new 188 total
programs which was 125% of their goal. Some key
program additions in 2013 were 28 new Coffee
Programs, 60 new Quick Eats Grill and 31 new Grab
Heat Eat programs. Another successful program
that Merrill added in 2013 was the Champs Chicken program. Currently, we have
20 customers on the Champs Chicken program with annual sales of over $1M. The
success in the overall program additions helped the division grow fast food sales
and GP by 113% to prior year. Merrill was also instrumental in helping present FMI’s
with the TM’s and assisting in the FMI follow-up. As part of the FMI follow-up,
Merrill and the TM’s helped develop and conduct a mini fresh and food service
trade show in several of the territories inviting FMI customers and potential new
customers to attend. They set up fresh and food service programs so that
customers could sample products and view the programs before signing up.
As a result of these mini-shows, the team added 43 new fresh and foodservice
programs in 2013.
Congratulations, Merrill, on being the best of the best in the company and
we look forward to another stellar performance in 2014 and beyond.
Barbara Canard-Raymond, Los Angeles, Office Employee of the Year
Having Barbara J. Canard-Raymond in LADC is like
having an encyclopedia of Core-Mark’s history going
back to her time with Glaser Brothers in 1970. Barbara
started out as a Key Punch Operator with the Glaser
Brothers at Leonis Blvd, a few streets away from our
current LADC location. When the Leonis facility
closed down, Barbara moved to the LA division. She
worked as an AR clerk for chain accounts until the AR
functions were relegated to the divisions. Barbara is
currently the AP clerk in the LADC.
As a senior lead member of her team, Barbara
has played many roles, vis-à-vis - mentor, trainer, coach, motivator, and even
a confidante. She is accessible to all levels of management, gets along well
with everyone, conscientious, and always keeps things in perspective. She has
tremendously good rapport with her peers in LADC, as well as those of other
divisions. The younger generations, as she likes to put it, are quickly drawn to her
maternal embrace, not just as co-workers but also someone whom she cares
about as a person. She definitely cares about her work and more importantly,
about Core-Mark. These qualitative attributes sets her apart from a lot of
employees in LADC, if not in Core-Mark as a whole.
Quantitatively, Barbara’s contribution to the AP department is significant too.
LADC’s aged CDUs as compared to other divisions has always been one of the
cleanest and most current. The monthly average cdu reserve in 2013 is only at
$4.9K and the year-end DPO is at 7.63 days vs a plan of 7.72 days. Unmatched
Inventory Reconciliation Transaction Listing has always been current throughout
the year in 2013.
Barbara, thank you for your 44 years (and counting) with Core-Mark. You are a
Core-Mark icon in your own right. Congratulations!
4. Ted Hanson, Salt Lake City, Warehouse Manager of the Year
Ted Hanson is the Warehouse Manager of the Year
for 2013. He started his Core-Mark career in 2006
and has made his mark in both the Salt Lake City
and Hayward divisions. Ted’s strong suit has always
been his attention to detail with extremely successful
results. Last year, Ted oversaw a 14% increase in sales
while only realizing a 6% rise in expenses.
Ted has adopted the Core-Mark philosophy
of leveraging his assets and his numbers
consistently prove this. His attention to detail
is his hallmark, maintaining a clean and productive
warehouse. This year, Ted has focused on revenue generation and has been an
important player in an expanded lumping program that, in a few short months,
has seen additional income approaching $100K.
Ted has been married to Julie for seventeen years and has 4 children and
2 grandchildren, whom he enjoys spending his time with. In addition to his
family, Ted enjoys the Utah climate and spends his free time out in his garden.
Congratulations, Ted!!
Michele Walter, Spokane, Credit Manager of the Year
Michele Walter is Core-Mark’s Credit Manager
of the Year for 2013. Michele just celebrated 20 years
with Core-Mark in August of 2013. She does more
to support the Spokane organization than just
manage the credit function. Michele is at her desk,
with a smile, at 4:30 every morning to run Warehouse
end of day and to ensure any credit issues are
resolved in time for the customers to receive their
deliveries. In addition, Michele is the first to volunteer
when someone needs assistance and is always
willing to share her knowledge. Michele and her
AR team were able to improve DSO to 8.79, compared to Plan of 9.81 and prior
year of 9.90. The division’s bad debts in 2013 were minimal and in fact Michele
assisted in the significant recovery of a previously written off account resulting
in a pick up to the division.
Spokane is proud to have Michele Walter as the Credit Manager of the Year.
Congratulations Michele!
Eve York, Salt Lake City, Human Resources Manager of the Year
Eve started at the Salt Lake division five years ago and
has worked in Human Resources most of her career.
Eve’s greatest qualities are her positive attitude and
willingness to help others succeed. Eve has been
charged with the training and development of the
division and has worked with Career Management
of Organizational Effectiveness (CMOE) to help
provide employees with the skills necessary for
succession planning. Our employees know that
Core-Mark is a place where they can receive proper
training and advance their careers. As a result, our
attrition rate is the lowest it’s been in years. Eve also played an active role in our
worker compensation claims to ensure we achieved maximum return. We had zero
lost time claims in 2013 which can be contributed to our safe working environment
and safety bonus program that Eve helped develop. Eve makes sure we all
remember safety first and conducts meetings often to go over areas of safety
concerns and follows up.
We would like to congratulate Eve on being selected as the “Best of the Best” in her
respective field and know she will continue to look for opportunities to make the
SLC Division the best place to work.
Oscar Morones, Bakersfield, Driver of the Year
Oscar Morones started with Core-Mark Bakersfield
in October of 2004 as a driver in our northern region
including the Tulare, Visalia, and Fresno areas. During
his 9 years of service, Oscar has developed a very
successful, customer service driven approach to the
delivery of our products, which has allowed him to
develop positive customer relationships. He is very
organized and his accuracy is unchallenged when
dealing with customer issues. Oscar has earned the
respect and admiration of his customers, peers and
managers with his can do positive approach when
dealing with challenging situations. Oscar is a professional at all times and meets
or exceeds the expectations of our customers on a daily basis. While maintaining
perfect attendance, Oscar delivers 1000+ cubes a day during our peak season and
is able to safely stay on course with on time deliveries. Oscar’s dedication and work
ethic are the two key components that have propelled him to the Driver of the
Year for 2013. Congratulations, Oscar, on a job well done, you deserve it!
Billy Andonaras, Tampa, Territory Manager of the Year
Billy Andonaras joined the Tampa division
in April 2012, coming from the Dr. Pepper/Snapple
group. From day one, Billy has had endless energy
and passion to grow his territory. His confidence,
decision making, and his ability to articulate the
Core-Mark message is paying dividends for the
division. Billy started with 63 total stores in January
2013 and 1 full time merchandiser covering a third
of the state of Florida. With a divisional focus to
gain market share Billy excelled. He drove from
one end of the state to the other developing
relationships, gaining new business and putting together market strategies
for continued growth. In 2013, he kicked it into overdrive when it came to picking
up new business and growing his team. Billy ended December of 2013 netting
33 new accounts, adding 2 more merchandisers and 1 SDR to his team. He hit his
FMI, sales and profit plan. Here are some of Billy’s impressive stats for 2013: sales
YOY at 169.10% and 101.10% to Plan with profit YOY at 181.90% and 108.5% to plan.
Billy has great work ethic, good understanding of our business, and has a great
future within the Core-Mark organization.
We are proud to have Billy as part of the Tampa division and enjoy watching
him mature into one of our top performing TM’s.
Shaun Cretsinger, Tampa, Transportation Manager of the Year
Shaun is an exceptional manager, who leads
by example, setting and maintaining high
standards of conduct, performance, efficiency,
and productivity. He built the department with
a common mission of efficiency, driver support,
and customer service, emphasizing teamwork
and driver retention over driver attrition. Shaun
instituted a personalized driver recognition
program that includes performance, training,
division assistance, and even birthdays, that has
brought a professional feel with a family touch
to the Transportation Department. In 2013, transportation cost per cube was
$1.15 vs. a planned $1.25. Shaun and his department accomplished this while
absorbing a 21.2% increase in overall cube, and 9,719 additional deliveries over
prior year. Shaun’s team successfully coordinated and executed a backhaul
program that increased revenue by 210% over prior year, and surpassed
Tampa’s 2013 planned backhaul income by $54,848! Shaun’s management
of the department resulted in OTD of 95%; the organization, planning, and
successful execution of several special delivery projects for our largest customer;
assimilation and delivery of diverse new products such as wine and fresh flowers;
Continued on page 5
5. THE
Presidents’ Club
and the delegation of responsibilities amongst his supervisory staff to ensure that
no customer request is denied. Shaun also saw to it that our own sister divisions in
PA, NC, and CO – were supported with drivers and management team members
when needed. Shaun has set the standard in training, DOT and safety policy
compliance amongst his staff and drivers. This resulted in no DOT reportable
vehicle accidents in 2013, and an outstanding internal DOT audit score of 990 /1000
in 2013. Through his personal and departmental performance, the Tampa division
has enjoyed improved customer service, and a greatly recharged and cohesive
transportation team. This team is the face of our Company to our customers at
every delivery, and Shaun, as well as the Tampa division, is proud that they are.
Chio Saelee, Sacramento, Warehouse Employee of the Year
Chio joined Core-Mark Sacramento in June 2005 as an
Order Selector. Today, he continues to assemble orders,
assist the operations in tote order stacking, and load
trailers. He is enthusiastic about his job and looks
forward to coming to work each day. He prides himself
in being a role model for others by demonstrating
collaborative teamwork and proactively seeking
opportunities to assist his coworkers with completing
daily assignments. His manager is very pleased to have
Chio on his team and shared the following statement:
“Chio can be counted on to make excellent decisions. He is capable of working at a
high level of productivity within all warehouse positions and he shows great
initiative toward accomplishing goals.”
Chio enjoys spending his time outside of work with his son and nephews. He
enjoys watching professional football and is very happy that his favorite team won
this year’s Super Bowl, the Seattle Seahawks. He credits his parents for his work
ethics and family values.
From the Sacramento team, “Congratulations Chio! Great Job and Thank You!”
Top Row, Left To Right: Matt Gerhard, Darrell Hall, Shawn Morgan,
Daniel Williams, Scott Clark, Brian Barry, Jerry Bell
Front Row, Left To Right: Mike Dunn, Chad Beck, Tom Perkins,
Carl Parker, Alan Thomas
Not Pictured: Jim Thompson (retired)
6. The Core-Mark Advantage
Grow customer sales profitably.
Make it easier for our customers
to do business with us.
Do the fundamentals well.