Family Dollar is a chain of over 6,500 neighborhood stores located across 44 states that offer quality merchandise at low prices. The stores range in size from 7,500-9,000 square feet and are located in rural, small town, and urban areas. Family Dollar is headquartered in North Carolina and operates distribution centers across the United States.
Family Dollar is one of the fastest growing discount store chains in the US. Over the past 10 years, Family Dollar has added over 4,000 new stores, with over half being opened in the last 5 years. Family Dollar provides customers good values on basic merchandise for families and homes at everyday low prices in small neighborhood stores. Most merchandise is priced under $10.
This document provides information about Gifting Happiness, an Indian company that specializes in gift delivery. It offers a wide range of gift options including cakes, flowers, chocolates, personalized items, and experiential gifts. It prides itself on delivering emotions through gifts and has delivery available to over 325 cities across India. The company aims to spread happiness through gifting.
Gifting Happiness is a company that provides retail, corporate, and online gifting solutions. It offers a wide range of gift items at various price points. The document provides pricing and minimum order quantities for different gift products like keychains, mugs, apparel, stationery, and more. It also lists the company's contact information for inquiries.
Paw Prints is developing an organic dog food delivery service that will provide customized dog food delivered weekly to customers' doors in reusable glass containers. The company aims to target young professional women ages 18-34 in the Western US who value eco-friendliness and convenience due to busy lifestyles. Paw Prints believes its personalized and sustainable service addresses the needs of its target demographic for nutritious and convenient dog food without extra errands. The company will promote its brand focusing on attributes like customization, eco-friendliness, and the emotional connection of ensuring dogs get the best nutrition.
This document provides a report on a charity drive conducted by a group of students. It includes an executive summary highlighting the importance of teamwork. The objectives section outlines the charity's goals of donating proceeds to an orphanage to buy football equipment. A target market analysis describes the student customers and their preferences for coconut products over cookies. Competition from other student groups selling drinks and cookies is also analyzed.
Retro is a store opening in Tampa, Florida that will specialize in urban fashion from local and upcoming designers. It will feature brands like Ed Hardy, LRG, Rock & Republic, and Frankie B. The owners want to educate their staff about the products and fashion trends so they can keep the business successful. They will advertise through various local media and work to make customers feel welcome and encourage repeat visits. The store is located in International Mall and will target customers aged 18-30 primarily but also teens and older customers interested in self-expression through artistic styles.
Family Dollar is one of the fastest growing discount store chains in the US. Over the past 10 years, Family Dollar has added over 4,000 new stores, with over half being opened in the last 5 years. Family Dollar provides customers good values on basic merchandise for families and homes at everyday low prices in small neighborhood stores. Most merchandise is priced under $10.
This document provides information about Gifting Happiness, an Indian company that specializes in gift delivery. It offers a wide range of gift options including cakes, flowers, chocolates, personalized items, and experiential gifts. It prides itself on delivering emotions through gifts and has delivery available to over 325 cities across India. The company aims to spread happiness through gifting.
Gifting Happiness is a company that provides retail, corporate, and online gifting solutions. It offers a wide range of gift items at various price points. The document provides pricing and minimum order quantities for different gift products like keychains, mugs, apparel, stationery, and more. It also lists the company's contact information for inquiries.
Paw Prints is developing an organic dog food delivery service that will provide customized dog food delivered weekly to customers' doors in reusable glass containers. The company aims to target young professional women ages 18-34 in the Western US who value eco-friendliness and convenience due to busy lifestyles. Paw Prints believes its personalized and sustainable service addresses the needs of its target demographic for nutritious and convenient dog food without extra errands. The company will promote its brand focusing on attributes like customization, eco-friendliness, and the emotional connection of ensuring dogs get the best nutrition.
This document provides a report on a charity drive conducted by a group of students. It includes an executive summary highlighting the importance of teamwork. The objectives section outlines the charity's goals of donating proceeds to an orphanage to buy football equipment. A target market analysis describes the student customers and their preferences for coconut products over cookies. Competition from other student groups selling drinks and cookies is also analyzed.
Retro is a store opening in Tampa, Florida that will specialize in urban fashion from local and upcoming designers. It will feature brands like Ed Hardy, LRG, Rock & Republic, and Frankie B. The owners want to educate their staff about the products and fashion trends so they can keep the business successful. They will advertise through various local media and work to make customers feel welcome and encourage repeat visits. The store is located in International Mall and will target customers aged 18-30 primarily but also teens and older customers interested in self-expression through artistic styles.
This document discusses strategies for farmers to successfully sell produce to upscale restaurants. It profiles several farmers who have found success in this niche market. The key points are:
1) Celebrity chef Odessa Piper of L'Etoile restaurant in Madison, Wisconsin works closely with local farmers to source seasonal ingredients. She advises farmers to communicate professionally and be knowledgeable about industry trends.
2) Farmer Dean Okimoto of Nalo Farms in Hawaii supplies salad greens and herbs to many top restaurants. He cites quality, consistency in delivery, and customer service as the keys to his successful niche marketing approach.
3) The document provides tips for farmers, including developing a "fresh sheet" listing available
Through three years of being the "Diversity Champion" for the state of Florida, appointed tittle for being a committed advocate for Diversity And Inclusion, conducting over 20 different seminars and training for sales associates and managers. Also, fostering strong relationships within the community and participating in countless community service events. My store earned the highest recognition for community service in the company with the Inaugural Culture Award in 2017.
This document is a newsletter from the Dunwoody Place Publix store (#514) providing information to associates for January 2016. It discusses upcoming events like the Super Bowl and Valentine's Day, the associate of the month, inventory taking, and department updates. It also includes the company mission statement challenge and information about an upcoming dividend payment for stockholders.
Tiffany & Co. was founded in 1837 and is a leading luxury jewelry retailer. While Tiffany & Co. has a positive brand image of elegance and quality, the recommendations note inconsistencies across store locations in aesthetics and customer service. It is suggested that Tiffany & Co. improve the consistency of the customer experience by standardizing store designs and service expectations. Communicating the handcrafted nature of the jewelry and the company's values could also help enhance brand perception. Additionally, opening a second store in affluent Orange County could capture new customers.
David’s Bridal is the largest bridal chain in the United States with over 300 stores. However, the company faces challenges in reaching younger generations of brides who shop differently than in the past. The document analyzes David's Bridal's marketing strategies, segmentation, targeting, and positioning. It recommends that David's Bridal focus on brides willing to spend under $1,000, target women aged 25-34 through digital marketing, and revamp promotions to align with how new brides connect and shop.
This document outlines Walmart's brand guidelines, including information about their target customers, brand identity, positioning, and personality traits. It provides direction on proper usage of their logo, colors, typefaces, and other branding elements. The guidelines describe three main customer segments - price-value shoppers, brand-aspirational shoppers, and price-sensitive affluent shoppers. It also establishes Walmart's purpose as "Saving people money so they can live better" and identifies their brand traits as caring, real, innovative, straightforward, and positive.
This document provides an overview of the In-N-Out Burger fast food chain. Some key points:
1) In-N-Out Burger focuses on fresh, high-quality ingredients for its burgers, fries, and shakes. They do not freeze or microwave foods and prepare each meal fresh per customer order.
2) The family-owned company has remained small in scale, operating primarily in Western states, to maintain control over its supply chain and preparation methods.
3) Customers demonstrate strong loyalty to In-N-Out Burger and its simple menu. They are eager to work for the company and excitedly await new location openings.
4) In-N-
The document is a presentation for a proposed dispensary called Sin Semilla Botanica. It will grow and sell cannabis products organically and indoors to provide high quality options. It will address the need for medical cannabis and attract customers with knowledgeable staff and California-style products. The business model involves selling branded flower and extracts at both wholesale and retail levels. Financial projections estimate $2 million in revenue the first year growing to $10 million by year 5. The team is seeking $1 million in funding to purchase land and facilities and establish inventory.
Samy Harford has over 5 years of experience as a graphic designer at Boutique Coffee Brands LTD. He has led the creative process for numerous branding and design projects including The Caffeine Club, Barista Brothers, The Americano Coffee House, and American Fruity. His roles have included concept creation, branding, packaging, print, and motion graphic design.
This document provides details about a charity drive event organized by students to raise money for the Spastic Children's Association of Selangor & Federal Territory. The event involved selling snacks like Pepero and Hello Panda biscuits. Sections include objectives, target market analysis, product details, pricing, promotion strategies used, sponsors who supported with donations, distribution of products from suppliers to customers at the campus booth, and green measures taken. An evaluation of sales and each member's role is also included at the end.
My Miny Me is a boutique that sells high-fashion children's clothing and accessories. It is proposing to open a store in Greenbelt, Maryland. The store will target mothers who want their daughters to wear runway fashions and cultivate their taste. The proposed location has good foot traffic and nearby demographics of professionals and families with income averaging $82,000. The store will focus on limited inventory of select designer brands to channel trends and offer private shopping and birthday party experiences.
This white paper discusses how living arrangements and generations have changed consumer purchasing behavior in India. It identifies 7 modern living structures that have replaced traditional joint families, such as nuclear families and unmarried young professionals living independently. Younger generations called "Zappers" born after 1980 now influence family purchasing decisions across different product categories. As influencers, buyers, and consumers, Zappers are driving changes in the consumer market that businesses need to understand to better market and sell their products according to evolving customer lifestyles and demands.
Carte D'Or is a frozen dessert brand that aims to increase its market share and brand favorability. It has an iconic heritage of crafting high-quality desserts. However, it faces challenges from price sensitivity and increased competition. STAMMP proposes a strategy to position Carte D'Or as a tool that allows creative home cooks and "original foodies" to easily prepare delicious desserts for friends and family, despite not being experts. This will be done by communicating Carte D'Or's dedication to quality ingredients and endless possibilities for flavors.
A & I Sauces seeks $600,000 in financing to expand operations and distribution of its flagship Hillbillie Salsa product nationally. The company was founded 4 years ago and produces a line of unique sauces and salsas. Hillbillie Salsa has experienced strong sales growth since launching, currently available in grocery stores in Ohio and along the East Coast. The funds will support inventory growth, marketing, hiring new personnel, product innovation, and developing new client relationships as the company scales up production and distribution across the United States.
Aggieland Carpet One (ACO) is struggling with high shipping costs from various suppliers and is considering consolidating freight with a single company. ACO was founded in 1990 and joined the Carpet One co-op in 1997. While Carpet One provides many benefits, it does not offer an established freight program. ACO's owner, Claudia, must decide whether to use a freight broker or less-than-truckload (LTL) carrier to improve costs. Her options are three brokers or three LTL companies, including JB Hunt, which offers discounts and services in addition to consistent pricing.
Owens & Minor is a leading distributor of medical supplies and a healthcare supply chain management company. In 2005, the company reported $4.8 billion in revenue. Owens & Minor serves hospitals, healthcare systems, government organizations, and individuals through a network of distribution centers. The company focuses on improving efficiency and lowering costs for customers through innovative supply chain management solutions focused on product, process, and people.
The document is MeadWestvaco's 2005 Annual Report which outlines their transformation from a paper manufacturer to a global packaging leader. It discusses how customer demands have changed and how MeadWestvaco is responding by focusing on innovation, partnerships, and solutions beyond traditional paperboard. The report also details MeadWestvaco's new strategic plan and packaging platform to better serve global customers and leverage their capabilities, as well as their progress in 2005 towards their goal of packaging leadership.
The document is MeadWestvaco's 2006 annual report. It summarizes how in 2006, MeadWestvaco became a stronger company by taking steps to shift strategically toward being a global packaging solutions provider. This included acquiring new businesses, developing new customer relationships and solutions, creating a new headquarters, and reinventing its culture and business practices. As a result, MeadWestvaco emerged with a combination of capabilities and relationships that has led it to a new position of competitiveness in defining itself as the power behind consumer packaging.
Owens & Minor reported its 3rd quarter 2007 financial results, with revenue increasing slightly from the previous quarter to $1.687 billion. Gross margins remained steady at 10.6% of revenues. Selling, general and administrative expenses decreased to 7.8% of revenues. As a result, operating earnings improved to 2.4% of revenues, up from 1.5% in the previous quarter. Diluted earnings per share increased to $0.52 from $0.36 in the prior quarter.
The document outlines MeadWestvaco's strategy to improve returns through growing their packaging business, maximizing the value of their forestlands, maintaining leading market positions, and executing actions to improve operating results. It discusses priorities like continuing price and productivity improvements, generating earnings growth in consumer packaging, and leveraging a recent acquisition. The presentation also details plans to evaluate forestland properties and pursue entitlements to capture higher values through sales, partnerships, and development opportunities.
Owens & Minor reported their 4th quarter 2007 financial results, with revenue increasing 7% year-over-year to $1.748 billion, gross margin remaining steady at 10.6% of revenue, and earnings per share growing 20% to $0.55. For 2008, the company expects revenue to increase 5-7% outpacing industry growth, earnings per share to rise 23-28% to $2.20-$2.30, and capital expenditures to be $25-35 million.
This document discusses strategies for farmers to successfully sell produce to upscale restaurants. It profiles several farmers who have found success in this niche market. The key points are:
1) Celebrity chef Odessa Piper of L'Etoile restaurant in Madison, Wisconsin works closely with local farmers to source seasonal ingredients. She advises farmers to communicate professionally and be knowledgeable about industry trends.
2) Farmer Dean Okimoto of Nalo Farms in Hawaii supplies salad greens and herbs to many top restaurants. He cites quality, consistency in delivery, and customer service as the keys to his successful niche marketing approach.
3) The document provides tips for farmers, including developing a "fresh sheet" listing available
Through three years of being the "Diversity Champion" for the state of Florida, appointed tittle for being a committed advocate for Diversity And Inclusion, conducting over 20 different seminars and training for sales associates and managers. Also, fostering strong relationships within the community and participating in countless community service events. My store earned the highest recognition for community service in the company with the Inaugural Culture Award in 2017.
This document is a newsletter from the Dunwoody Place Publix store (#514) providing information to associates for January 2016. It discusses upcoming events like the Super Bowl and Valentine's Day, the associate of the month, inventory taking, and department updates. It also includes the company mission statement challenge and information about an upcoming dividend payment for stockholders.
Tiffany & Co. was founded in 1837 and is a leading luxury jewelry retailer. While Tiffany & Co. has a positive brand image of elegance and quality, the recommendations note inconsistencies across store locations in aesthetics and customer service. It is suggested that Tiffany & Co. improve the consistency of the customer experience by standardizing store designs and service expectations. Communicating the handcrafted nature of the jewelry and the company's values could also help enhance brand perception. Additionally, opening a second store in affluent Orange County could capture new customers.
David’s Bridal is the largest bridal chain in the United States with over 300 stores. However, the company faces challenges in reaching younger generations of brides who shop differently than in the past. The document analyzes David's Bridal's marketing strategies, segmentation, targeting, and positioning. It recommends that David's Bridal focus on brides willing to spend under $1,000, target women aged 25-34 through digital marketing, and revamp promotions to align with how new brides connect and shop.
This document outlines Walmart's brand guidelines, including information about their target customers, brand identity, positioning, and personality traits. It provides direction on proper usage of their logo, colors, typefaces, and other branding elements. The guidelines describe three main customer segments - price-value shoppers, brand-aspirational shoppers, and price-sensitive affluent shoppers. It also establishes Walmart's purpose as "Saving people money so they can live better" and identifies their brand traits as caring, real, innovative, straightforward, and positive.
This document provides an overview of the In-N-Out Burger fast food chain. Some key points:
1) In-N-Out Burger focuses on fresh, high-quality ingredients for its burgers, fries, and shakes. They do not freeze or microwave foods and prepare each meal fresh per customer order.
2) The family-owned company has remained small in scale, operating primarily in Western states, to maintain control over its supply chain and preparation methods.
3) Customers demonstrate strong loyalty to In-N-Out Burger and its simple menu. They are eager to work for the company and excitedly await new location openings.
4) In-N-
The document is a presentation for a proposed dispensary called Sin Semilla Botanica. It will grow and sell cannabis products organically and indoors to provide high quality options. It will address the need for medical cannabis and attract customers with knowledgeable staff and California-style products. The business model involves selling branded flower and extracts at both wholesale and retail levels. Financial projections estimate $2 million in revenue the first year growing to $10 million by year 5. The team is seeking $1 million in funding to purchase land and facilities and establish inventory.
Samy Harford has over 5 years of experience as a graphic designer at Boutique Coffee Brands LTD. He has led the creative process for numerous branding and design projects including The Caffeine Club, Barista Brothers, The Americano Coffee House, and American Fruity. His roles have included concept creation, branding, packaging, print, and motion graphic design.
This document provides details about a charity drive event organized by students to raise money for the Spastic Children's Association of Selangor & Federal Territory. The event involved selling snacks like Pepero and Hello Panda biscuits. Sections include objectives, target market analysis, product details, pricing, promotion strategies used, sponsors who supported with donations, distribution of products from suppliers to customers at the campus booth, and green measures taken. An evaluation of sales and each member's role is also included at the end.
My Miny Me is a boutique that sells high-fashion children's clothing and accessories. It is proposing to open a store in Greenbelt, Maryland. The store will target mothers who want their daughters to wear runway fashions and cultivate their taste. The proposed location has good foot traffic and nearby demographics of professionals and families with income averaging $82,000. The store will focus on limited inventory of select designer brands to channel trends and offer private shopping and birthday party experiences.
This white paper discusses how living arrangements and generations have changed consumer purchasing behavior in India. It identifies 7 modern living structures that have replaced traditional joint families, such as nuclear families and unmarried young professionals living independently. Younger generations called "Zappers" born after 1980 now influence family purchasing decisions across different product categories. As influencers, buyers, and consumers, Zappers are driving changes in the consumer market that businesses need to understand to better market and sell their products according to evolving customer lifestyles and demands.
Carte D'Or is a frozen dessert brand that aims to increase its market share and brand favorability. It has an iconic heritage of crafting high-quality desserts. However, it faces challenges from price sensitivity and increased competition. STAMMP proposes a strategy to position Carte D'Or as a tool that allows creative home cooks and "original foodies" to easily prepare delicious desserts for friends and family, despite not being experts. This will be done by communicating Carte D'Or's dedication to quality ingredients and endless possibilities for flavors.
A & I Sauces seeks $600,000 in financing to expand operations and distribution of its flagship Hillbillie Salsa product nationally. The company was founded 4 years ago and produces a line of unique sauces and salsas. Hillbillie Salsa has experienced strong sales growth since launching, currently available in grocery stores in Ohio and along the East Coast. The funds will support inventory growth, marketing, hiring new personnel, product innovation, and developing new client relationships as the company scales up production and distribution across the United States.
Aggieland Carpet One (ACO) is struggling with high shipping costs from various suppliers and is considering consolidating freight with a single company. ACO was founded in 1990 and joined the Carpet One co-op in 1997. While Carpet One provides many benefits, it does not offer an established freight program. ACO's owner, Claudia, must decide whether to use a freight broker or less-than-truckload (LTL) carrier to improve costs. Her options are three brokers or three LTL companies, including JB Hunt, which offers discounts and services in addition to consistent pricing.
Owens & Minor is a leading distributor of medical supplies and a healthcare supply chain management company. In 2005, the company reported $4.8 billion in revenue. Owens & Minor serves hospitals, healthcare systems, government organizations, and individuals through a network of distribution centers. The company focuses on improving efficiency and lowering costs for customers through innovative supply chain management solutions focused on product, process, and people.
The document is MeadWestvaco's 2005 Annual Report which outlines their transformation from a paper manufacturer to a global packaging leader. It discusses how customer demands have changed and how MeadWestvaco is responding by focusing on innovation, partnerships, and solutions beyond traditional paperboard. The report also details MeadWestvaco's new strategic plan and packaging platform to better serve global customers and leverage their capabilities, as well as their progress in 2005 towards their goal of packaging leadership.
The document is MeadWestvaco's 2006 annual report. It summarizes how in 2006, MeadWestvaco became a stronger company by taking steps to shift strategically toward being a global packaging solutions provider. This included acquiring new businesses, developing new customer relationships and solutions, creating a new headquarters, and reinventing its culture and business practices. As a result, MeadWestvaco emerged with a combination of capabilities and relationships that has led it to a new position of competitiveness in defining itself as the power behind consumer packaging.
Owens & Minor reported its 3rd quarter 2007 financial results, with revenue increasing slightly from the previous quarter to $1.687 billion. Gross margins remained steady at 10.6% of revenues. Selling, general and administrative expenses decreased to 7.8% of revenues. As a result, operating earnings improved to 2.4% of revenues, up from 1.5% in the previous quarter. Diluted earnings per share increased to $0.52 from $0.36 in the prior quarter.
The document outlines MeadWestvaco's strategy to improve returns through growing their packaging business, maximizing the value of their forestlands, maintaining leading market positions, and executing actions to improve operating results. It discusses priorities like continuing price and productivity improvements, generating earnings growth in consumer packaging, and leveraging a recent acquisition. The presentation also details plans to evaluate forestland properties and pursue entitlements to capture higher values through sales, partnerships, and development opportunities.
Owens & Minor reported their 4th quarter 2007 financial results, with revenue increasing 7% year-over-year to $1.748 billion, gross margin remaining steady at 10.6% of revenue, and earnings per share growing 20% to $0.55. For 2008, the company expects revenue to increase 5-7% outpacing industry growth, earnings per share to rise 23-28% to $2.20-$2.30, and capital expenditures to be $25-35 million.
This document is Owens & Minor's 2008 proxy statement. It provides notice of the company's upcoming annual shareholder meeting to be held on April 25, 2008. The primary business of the meeting will be to elect six directors, approve amendments to declassify the board of directors, approve amendments to eliminate provisions authorizing a preferred stock series that is no longer outstanding, and ratify the appointment of KPMG LLP as the independent registered public accounting firm for 2008.
Prinspecialty is an online store that sells home accessories and furniture at affordable prices. They offer group purchases that provide discounts on coordinating home decor items. The purpose of these groups is to allow budget-conscious shoppers to save money. Prinspecialty also has a host reward program where customers can earn cash by hosting home parties to showcase product catalogs.
The document is a newsletter from a real estate agent promoting their services and encouraging referrals. It discusses:
1) The real estate agent offering a guarantee to get homeowners a cash offer within 24 hours for their home at an acceptable market price, in an effort to help homeowners enjoy the holidays without worries of selling their home.
2) They thank existing clients and ask for referrals from happy clients, as a portion of their commissions go to supporting the SickKids Foundation.
3) The real estate agent stresses that referrals really do help kids by supporting the important work of the SickKids Foundation in providing specialized healthcare.
The Nature Talks started operations in April 2013 with the aim of providing high quality farm fresh produce to modern Indian families through their store. The company is located in Mumbai, Maharashtra and is run by Mr. Mankesh Subhash Mishra. They believe in health first and ensuring families have access to healthy, quality food by sourcing from local small farmers and delivering directly to customers.
This document summarizes an advertisement from a real estate team that donates a portion of their proceeds to SickKids Hospital. The team offers homeowners guaranteed cash offers within 24 hours to help them sell quickly to enjoy the holidays in a new home. They are currently offering free consultations. Referring friends and family can benefit from the team's services and award-winning results, while also helping support SickKids Hospital through the portion of referral fees donated.
This document is Elizabeth Ann Molitor's resume. It summarizes her career history working in retail management roles at Walmart and Watson's Vending and Food Service. Her most recent role was as Lawn and Garden/Seasonal Department Manager at Walmart where she oversees associates and manages inventory. Previous roles included Overnight Supervisor/Support Manager and Customer Service Manager at Walmart, as well as Deli Associate, Route Sales, and Commissary roles at Watson's Vending.
The document describes plans to open a new bakery called Amprithayna's Bakeshop in Intramuros, Manila. The bakery aims to provide healthy and delicious baked goods at competitive prices to local residents and tourists. It will offer items like bread, pastries, and cakes. The owners have outlined visions, missions, and goals for the new business, which include establishing a good reputation, providing jobs, and earning a profit while promoting Filipino products.
This document outlines the benefits and culture of an employer. It provides benefits such as 100% coverage of insurance premiums, paid vacation and sick time accruing from day one of employment. It emphasizes a healthy work-life balance and flexibility. The employer also offers professional development funds, discounts through AnyPerk, a fitness fund, flexible schedules and opportunities for career advancement. The core values include caring about employees, attention to detail, investing in employee growth, and giving back to the community.
This document summarizes a student group's charity drive business project. The group's goal was to raise RM2500 to donate to Angle's Children's Home, an orphanage in Klang Valley. They sold pastries and onigiri rice balls on their university campus over several days. They received sponsorships from local companies and donations from friends and family totaling over RM1300. After completing sales and collections, they exceeded their fundraising goal and donated all profits to the orphanage.
At White Stuff, they believe in putting people at the heart of what they do. They are a multi-channel brand established in 1985 that has grown to over 100 shops internationally selling women's and men's clothing as well as accessories and homeware. Their shops are unique locations that are warm, welcoming environments designed to feel like homely hangouts for customers.
This document provides an overview of a franchise opportunity with Multi Menu, a Canadian pet food and accessories home delivery company. It describes Multi Menu's franchise model, territories and pricing, marketing support provided, products offered, and the growth opportunities in the pet industry. Franchisees are invited to contact Multi Menu for more information on starting their own franchise.
This document summarizes the services offered by My Everyday P.A., a personal assistant company based in New York City. They provide personalized assistance with tasks like scheduling, errands, shopping, and more. Their services are available 24/7 by phone, email or website. Hiring a personal assistant from My Everyday P.A. can help clients gain back valuable time by handling daily to-dos and allowing them to focus on more important priorities. Fees start at under $100 per week for general assistance and they aim to treat all clients with priority.
Watch what happens when social entrepreneurs buy a village shop, crowdfund the start-up capital from their community and reinvest in the next generation of micro entrepreneurs. Please share to help us find good people to invest in our rapid growth.
This document provides branding guidelines for Walmart. It outlines the company's brand identity, including its target customers of price-value, brand-aspirational, and price-sensitive affluent shoppers. It defines Walmart's purpose as "saving people money so they can live better" and establishes core brand personality traits of caring, real, innovative, straightforward, and positive. Finally, it specifies rules for proper usage of Walmart's logo, colors, typefaces, imagery and other visual elements to ensure consistent branding across all communications.
This document discusses defining a brand's voice and provides tips for doing so. It emphasizes speaking the language of customers, being authentic, consistent, and appropriate for the audience. The document outlines a process for determining a brand voice, including knowing the audience, why the brand exists, examining current materials, competitors, desired customer feelings, and admired brand voices. It provides examples of brand traits and writing guidelines to develop a distinctive yet fitting voice. The overall message is that an effective brand voice builds trust and connects with customers.
This document discusses a business plan for a seasonal food business called Dimas Seasonal Foods. The business will sell paletas (popsicles) from a cart. It is anticipated that demand will be high, as there are few similar businesses in the area and the Hispanic population will be familiar with the foods. Advertising will be done through word of mouth and by keeping prices low. Competition will come from other small, similar businesses. The costs will include supplies for food preparation and production. The business aims to be equal and fair to both customers and other local businesses.
Hope Amos is an enthusiastic Tourism and Event Management graduate seeking a career in event planning and guest services. She has experience working for organizations such as the Conrad Indianapolis, Walt Disney World Resort, and Carmel Consignment. Her areas of expertise include effective communication, team building, creative problem solving, and exceptional guest services. She holds certificates in Events Management and Lodging Management from Indiana University-Purdue University Indianapolis.
Minh Nguyen's portfolio document summarizes several of his graphic design projects. It includes a welcome introduction and then briefly describes projects done for a toy wholesale company involving photo shoots and print work, a restaurant chain involving various promotional projects, and a nonprofit serving people with disabilities which involved designing a brochure for them. It also mentions design work done for an activewear clothing company including clothing layouts and website designs.
Minh Nguyen's portfolio summarizes his work experience in graphic design. He has worked for several clients including a toy and home goods wholesaler called New Star Wholesale, a restaurant group called Good Stuff Restaurants designing marketing materials, and a nonprofit called ICAN designing brochures. He also does website design and layout for an activewear company called Four Athletics. The portfolio showcases samples of his graphic design work and provides brief descriptions of the clients and projects.
The McGraw-Hill Companies 2006 Annual Report summarizes the company's strong financial performance and positions it for continued growth.
1) McGraw-Hill achieved record revenue of $6.3 billion and net income of $882 million in 2006. It also returned $1.8 billion to shareholders through dividends and share repurchases, with a total shareholder return of 33.5%.
2) The company's strategy focuses on expanding globally, developing digital and technology-driven solutions, and investing in its businesses. All business segments are expected to contribute to continued growth in 2007.
3) McGraw-Hill is well-positioned to capitalize on trends in global capital markets, education
1) The McGraw-Hill Companies achieved record financial results in 2007, with revenue growing 8.3% to $6.8 billion and net income rising 14.9% to $1 billion, however challenges emerged as the US housing bubble burst.
2) The company remains focused on providing high-quality information and insights to help customers succeed, while generating superior shareholder value through consistent earnings growth and returning $2.5 billion to shareholders in 2007.
3) While the current market turmoil is difficult to predict, the long-term prospects for the company's markets remain strong due to enduring global trends of needing capital, knowledge, and transparent business information.
The document is McGraw-Hill's 2008 annual report which discusses the financial challenges faced by the company that year due to the global recession. It summarizes that revenue declined 6.2% to $6.4 billion while net income fell 21.1% to $799.5 million. However, the company remained profitable and had a strong balance sheet which positioned it well to weather the economic storm. The report discusses questions around what caused the financial crisis, the role of credit ratings, and trends that will shape future capital markets and opportunities.
This document outlines the bylaws of Owens & Minor, Inc. regarding meetings of shareholders and directors.
It specifies details such as the timing and notification requirements for annual shareholder meetings, what constitutes a quorum, voting procedures, and the process for nominating directors or proposing other business. Shareholders must give advance notice to the Secretary of any intent to nominate directors or propose other business to be considered at the annual meeting. The Chairman of the Board has the power to determine if any nominations or proposals were made in accordance with the bylaw procedures.
This document outlines the bylaws of Owens & Minor, Inc. regarding meetings of shareholders and the board of directors. It discusses where shareholder and board meetings will take place, how notice will be provided, what constitutes a quorum, voting procedures, and rules regarding nominating directors and proposing other business. It also establishes committees like the executive committee and allows the board to form other committees. Finally, it specifies that the officers will consist of a CEO, President, Secretary, and Treasurer and allows for other officers to be elected.
This document outlines the code of honor and standards of conduct for Owens & Minor, a supply chain management company. It establishes their mission, vision, and values which center around integrity, ethics, customer service, community support, and shareholder value. The code of honor applies to all employees and directors and is designed to ensure compliance with laws and the highest ethical standards. It addresses topics like diversity, harassment, conflicts of interest, gifts, and financial reporting. Employees are responsible for understanding and upholding the code, and can report any suspected violations without fear of retaliation. Violating the code can result in disciplinary action up to termination.
This document outlines the code of honor and standards of conduct for Owens & Minor, a supply chain management company. It establishes their mission, vision, and values, which center around integrity, ethics, customer service, community support, and shareholder value. The code of honor applies to all employees and directors and is designed to ensure compliance with laws and the highest ethical standards. It addresses topics like diversity, harassment, conflicts of interest, gifts, and financial reporting. Employees are responsible for understanding and upholding the code, and can report any suspected violations without retaliation through multiple confidential channels. Violations will be investigated and disciplined accordingly.
This document outlines the Corporate Governance Guidelines of Owens & Minor, Inc. It discusses the board composition and structure, including director qualifications and independence standards. It also covers director responsibilities, such as basic responsibilities and separation of chairman and CEO roles. Additionally, it addresses board committees, director access to officers, director compensation, and the annual evaluation of the CEO and board performance. The guidelines are intended to ensure strong corporate governance and an effective and independent board.
This document outlines the Corporate Governance Guidelines of Owens & Minor, Inc. It discusses the board composition and structure, including director qualifications and independence standards. It also covers director responsibilities, such as basic responsibilities and separation of chairman and CEO roles. Additionally, it addresses board committees, director access to officers, director compensation, and the annual performance evaluation process.
The document outlines the Audit Committee Charter for Owens & Minor, Inc. It establishes the purpose, authority, and responsibilities of the Audit Committee, which includes assisting the Board of Directors in oversight of financial reporting, internal controls, compliance, and the independent auditor. The Audit Committee is required to be comprised of at least 3 independent directors who are financially literate, with at least one member being a financial expert. The Charter details the Committee's responsibilities related to financial statements, the independent auditor, internal auditing, legal/ethical compliance, and receiving/investigating complaints.
The document outlines the Audit Committee Charter for Owens & Minor, Inc. It establishes the purpose, authority, and responsibilities of the Audit Committee, which includes assisting the Board of Directors in oversight of financial reporting, internal controls, compliance, and the independent auditor. The Audit Committee is required to be comprised of at least 3 independent directors who are financially literate, with at least one member being a financial expert. The Charter provides that the Audit Committee will meet regularly with management and the independent auditor to review the company's financial reporting, accounting policies, internal controls, legal/regulatory compliance, and auditing matters.
The document outlines the charter for the Governance & Nominating Committee of Owens & Minor, Inc. It establishes that the committee will be comprised of at least 3 independent directors appointed annually by the board. The committee is responsible for identifying and nominating qualified board candidates and committee members and overseeing corporate governance policies. It is also tasked with annually evaluating board performance and CEO performance, succession planning, and reviewing its own charter. The charter provides the framework for the committee's composition, objectives, authority, responsibilities, and procedures.
The document outlines the charter for the Governance & Nominating Committee of Owens & Minor, Inc. It establishes that the committee will be comprised of at least 3 independent directors appointed annually by the board. The committee is responsible for identifying and nominating qualified board candidates and committee members and overseeing corporate governance policies. It is also tasked with annually evaluating board performance and CEO performance, succession planning, and reviewing its own charter. The charter provides the framework for the committee's composition, objectives, authority, responsibilities, and procedures.
The document outlines the charter for the Compensation & Benefits Committee of Owens & Minor, Inc. It establishes that the committee will be comprised of at least 3 independent directors who are responsible for overseeing compensation plans and policies, evaluating executive performance, determining compensation for officers including the CEO, and ensuring compliance with regulatory requirements. The charter grants the committee authority to retain outside advisors as needed and sets expectations for regular meetings and annual reviews of committee performance and charter.
The document outlines the charter for the Compensation & Benefits Committee of Owens & Minor, Inc. It establishes that the committee will be comprised of at least 3 independent directors who are responsible for overseeing compensation plans and policies for the company's officers. The committee's primary objectives are to independently review and approve officer compensation. Key duties include annually evaluating the CEO's performance and compensation, administering compensation plans, and preparing required disclosures regarding executive pay.
Owens & Minor reported financial results for the 1st quarter of 2007. Revenue grew 33.6% to $1.7 billion including $282.5 million from the recently acquired McKesson business. Diluted earnings per share were $0.27, impacted by $0.12 per share dilution from the McKesson transition. The outlook for 2007 remains unchanged with revenue growth of 15-20% and diluted EPS between $1.85-$1.95, with stronger revenue growth expected in the first three quarters due to the timing of the McKesson acquisition.
This document summarizes Owens & Minor's 2007 Investor Day presentation. The presentation discussed Owens & Minor's value proposition to customers, which includes a nationwide distribution footprint, experienced workforce, long-standing customer relationships, and 125 years of expertise in healthcare supply chain management. It also outlined opportunities to expand relationships through supply chain management services, using technology and data to improve visibility and reduce costs, and providing expertise in areas like inventory management, logistics, and clinical support services. The presentation noted the large market opportunity in the healthcare supply chain sector and Owens & Minor's goal of being a strategic partner to customers.
The Johns Hopkins Health System consists of several hospitals and provides over 3 million meals and services to over 82,000 patients annually. It aims to achieve "best in class" status through consolidating procurement, building an efficient receiving facility, redesigning distribution facilities, implementing supply chain metrics, and partnering with suppliers. Challenges include standardizing processes while supporting small businesses and ensuring adequate staffing and training.
The document outlines Owens & Minor's 2007 Investor Day presentation which discusses the company's strategic direction and financial outlook. It provides an overview of Owens & Minor's market position as a leading distributor of medical supplies, its focus on customer service excellence and partnerships with suppliers. The presentation also reviews the company's financial performance, goals to expand into new product lines and markets, and outlook for continued revenue growth and margin improvement in 2008.
The document summarizes Owens & Minor's 1Q 2008 financial results conference call. It begins with safe harbor statements noting risks and uncertainties that could impact projected results. Key highlights include revenue of $1.748 billion for 1Q 2008, gross margin of 10.67% of revenues, SG&A expenses of 8.47% of revenues, and operating earnings of 2.46% of revenues. CEO Craig Smith reaffirmed 2008 annual revenue growth guidance of 5-7% and earnings per share guidance of $2.20 to $2.30, representing 23-28% earnings growth.
OJP data from firms like Vicinity Jobs have emerged as a complement to traditional sources of labour demand data, such as the Job Vacancy and Wages Survey (JVWS). Ibrahim Abuallail, PhD Candidate, University of Ottawa, presented research relating to bias in OJPs and a proposed approach to effectively adjust OJP data to complement existing official data (such as from the JVWS) and improve the measurement of labour demand.
Economic Risk Factor Update: June 2024 [SlideShare]Commonwealth
May’s reports showed signs of continued economic growth, said Sam Millette, director, fixed income, in his latest Economic Risk Factor Update.
For more market updates, subscribe to The Independent Market Observer at https://blog.commonwealth.com/independent-market-observer.
A toxic combination of 15 years of low growth, and four decades of high inequality, has left Britain poorer and falling behind its peers. Productivity growth is weak and public investment is low, while wages today are no higher than they were before the financial crisis. Britain needs a new economic strategy to lift itself out of stagnation.
Scotland is in many ways a microcosm of this challenge. It has become a hub for creative industries, is home to several world-class universities and a thriving community of businesses – strengths that need to be harness and leveraged. But it also has high levels of deprivation, with homelessness reaching a record high and nearly half a million people living in very deep poverty last year. Scotland won’t be truly thriving unless it finds ways to ensure that all its inhabitants benefit from growth and investment. This is the central challenge facing policy makers both in Holyrood and Westminster.
What should a new national economic strategy for Scotland include? What would the pursuit of stronger economic growth mean for local, national and UK-wide policy makers? How will economic change affect the jobs we do, the places we live and the businesses we work for? And what are the prospects for cities like Glasgow, and nations like Scotland, in rising to these challenges?
"Does Foreign Direct Investment Negatively Affect Preservation of Culture in the Global South? Case Studies in Thailand and Cambodia."
Do elements of globalization, such as Foreign Direct Investment (FDI), negatively affect the ability of countries in the Global South to preserve their culture? This research aims to answer this question by employing a cross-sectional comparative case study analysis utilizing methods of difference. Thailand and Cambodia are compared as they are in the same region and have a similar culture. The metric of difference between Thailand and Cambodia is their ability to preserve their culture. This ability is operationalized by their respective attitudes towards FDI; Thailand imposes stringent regulations and limitations on FDI while Cambodia does not hesitate to accept most FDI and imposes fewer limitations. The evidence from this study suggests that FDI from globally influential countries with high gross domestic products (GDPs) (e.g. China, U.S.) challenges the ability of countries with lower GDPs (e.g. Cambodia) to protect their culture. Furthermore, the ability, or lack thereof, of the receiving countries to protect their culture is amplified by the existence and implementation of restrictive FDI policies imposed by their governments.
My study abroad in Bali, Indonesia, inspired this research topic as I noticed how globalization is changing the culture of its people. I learned their language and way of life which helped me understand the beauty and importance of cultural preservation. I believe we could all benefit from learning new perspectives as they could help us ideate solutions to contemporary issues and empathize with others.
STREETONOMICS: Exploring the Uncharted Territories of Informal Markets throug...sameer shah
Delve into the world of STREETONOMICS, where a team of 7 enthusiasts embarks on a journey to understand unorganized markets. By engaging with a coffee street vendor and crafting questionnaires, this project uncovers valuable insights into consumer behavior and market dynamics in informal settings."
In a tight labour market, job-seekers gain bargaining power and leverage it into greater job quality—at least, that’s the conventional wisdom.
Michael, LMIC Economist, presented findings that reveal a weakened relationship between labour market tightness and job quality indicators following the pandemic. Labour market tightness coincided with growth in real wages for only a portion of workers: those in low-wage jobs requiring little education. Several factors—including labour market composition, worker and employer behaviour, and labour market practices—have contributed to the absence of worker benefits. These will be investigated further in future work.
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family dollar stores ar2008
1.
2. corporate profile Family Dollar is a chain of more than 6,500 stores. Our merchandise
strategy is simple: offer quality merchandise at everyday low prices in easy-to-shop
neighborhood locations.
Family Dollar stores are located in a 44-state area ranging northeast to Maine, southeast
to Florida, as far northwest as Idaho and southwest to Arizona. On average, our stores
range in size from 7,500 square feet to 9,000 square feet and most are operated in leased
facilities. This relatively small size enables us to open new stores in rural areas, small
towns and large urban neighborhoods.
Our headquarters are located in Matthews, North Carolina, just outside of Charlotte.
We operate automated, full-service distribution centers in Matthews; West Memphis,
Arkansas; Front Royal, Virginia; Duncan, Oklahoma; Morehead, Kentucky; Maquoketa,
Iowa; Odessa, Texas; Marianna, Florida; and Rome, New York.
Family Dollar has been a publicly held corporation since 1970 and its Common Stock is
listed on the New York Stock Exchange under the ticker symbol: FDO.
family dollar mission statement For Our Customers: A compelling place to
shop – by providing convenience and low prices. For Our Associates: A compelling
place to work – by providing exceptional opportunities and rewards for achievement.
For Our Investors: A compelling place to invest – by providing outstanding returns.
3. My Family. My Family Dollar.
Since opening our first store in 1959, Family Dollar has provided our customers with value and convenience.
For nearly a half a century, we have invested considerable resources to increase our understanding of our
customer to better meet her needs. To better reflect our commitment to our customer, we set out to refresh the
Family Dollar brand. Our new logo and tag line,
reinforce our promise of providing customers with value and convenience and emphasize our focus on families.
Our new brand illustrates our customer’s emotional tie with Family Dollar and our commitment to meeting
her needs. Our customers love our stores and consider us to be part of their families. When Mom walks into
her neighborhood Family Dollar, we know she’ll find what she needs for her home and family.
In the face of tough economic headwinds, our mission to be a compelling place to shop, work and invest is
more important than ever. Our customer knows she can count on us for value and convenience, so we’re
focused on making sure we’re stocking the things she uses everyday. Family Dollar is developing talented
teams focused on delivering strong performance. It takes the right people working together to effectively rise
to the challenges we face in today’s environment. Although we’re not immune to external economic pressures,
we are committed to managing risk and containing costs while also maintaining our commitment to investing
in the people, process and technology that move our business forward.
As we begin our 50th year of providing value and convenience to our customers, we will
continue to focus our efforts to be a compelling place to shop for our customers, to work
for our Associates and to invest for our shareholders.
Howard R. Levine
Chairman and Chief Executive Officer
OCTOBER 2008
4. My Family. My Family Dollar.
Our customer takes great pride in providing for her family, and we want her
to feel good about where she shops. Whether she’s buying school supplies and
snacks for her kids or splurging on some new Bugle Boy® apparel, we have
everything she needs. We’re working hard to make our stores easier to shop so
Mom can get in and out quickly and spend more time with her family. She likes
2 shopping at Family Dollar so much she refers to it as “My Family Dollar.”
In 2008, we introduced a new logo and tagline to build on our strong brand
image. This new logo conveys our commitment to providing value and
convenience and the importance we place on serving the needs of families.
At Family Dollar we help customers care for their families. With a broad range of
products from food and household products to housewares and apparel, Family
Dollar helps Mom get everything she needs for her home and family.
The manager
at my Family Dollar knows my children
and me. She treats us like family. The
store is clean and the Associates are
friendly and helpful. When I shop at my
Family Dollar I can get the things I need
to take care of my family.
5. 3
Seasonal Apparel Automotive
Something for every season. From Bugle Boy®, an authentic American Car care products that won’t break
back-to-school to Valentine’s Day, brand that offers quality, value and the bank. Find what you need to keep
you can count on Family Dollar for style for the entire family. your automobile looking good and
the items you need to celebrate the running great.
season at everyday low prices.
6. 4
Expanded Food Household Paper Household Cleaners
Feed the whole family and don’t Paper towels, bath tissue and more. Whether it’s a nasty spill or your
spend a lot of money to do it. Family Dollar stocks the products regular spring cleaning, you’ll
Family Dollar carries trusted national you need at a fraction of the cost of find the products you use daily at
brands as well as top quality private other retailers. Family Dollar.
label products.
7. Value For Our Customers
At Family Dollar, providing both value and convenience sets us apart from
other retailers. We know our busy customer works hard to take care of her family.
She wants to provide them with quality products and not spend a lot to do it, so
she shops at Family Dollar.
Today, value is more important than ever. In a challenging economy, people need
5
their money to go a little further. At Family Dollar, we know our customers
shouldn’t have to give up the quality they deserve. That’s why we work with our
vendor partners to ensure that the products our customers use every day can be
purchased at the lowest prices. Whether Mom needs food, cleaning products or
clothing for her family, she knows she can shop at Family Dollar and be confident
that she’s getting quality products at a great price.
I know
when I shop at Family Dollar I can
get everything I need for my family
without spending a lot of money.
Even my mom can get a toy for her
granddaughter. I’m looking for good
values, and I know I can find them at
my Family Dollar.
8. Convenience For Our Customers
At Family Dollar, our vision is to be the best small-format convenience and value
retailer serving the needs of families in our neighborhoods. Convenience plays
an important role in our success. We want our customers to be able to get in,
get what they need and get out of our stores quickly. With small, neighborhood
stores, we’re able to provide our customers with quality merchandise at affordable
6 prices right where they live. From pet supplies to snacks for a day in the park,
it’s easy to get what you need… when you need it… from your local Family Dollar.
Our customer wants to spend more time with her family and less time
shopping. Being convenient means providing our customers with easy access
from home or work. It also means a quick in and out shopping experience.
Our easy-to-shop neighborhood locations make it easy for Mom to get
what she needs, close to home, to take care of her family.
When Riley’s
ready for his walk, we always stop by my
Family Dollar on the way to the park.
He gets a treat, and I refresh the minutes
on my prepaid cell phone. Family Dollar is
right around the corner, so it’s easy
to run in and get what I need.
9. 7
Pet Food Electronics Snack Foods
Cats and dogs deserve quality at low Stay in touch with friends and family. Looking for a quick bite to tide
prices, too. Family Dollar has food, At Family Dollar we sell prepaid you over or just some munchies?
toys and other pet care essentials that phone services and other consumer Family Dollar has what you need
won’t break the bank. electronics. right around the corner.
10. 8
Talent Teamwork Career Paths
At Family Dollar we recognize the From the corporate headquarters Developing talent with clear career
contributions individuals can make to to distribution and the stores, paths helps ensure the future growth
the overall success of the Company. we’re all a team working to make and success of the Company.
Family Dollar successful in the
neighborhoods we serve.
11. My Future. My Family Dollar.
At Family Dollar, our mission is to be a compelling place to work for our Associates.
This means we strive to hire, train, develop and retain a highly talented team
that’s focused on delivering strong performance. Through succession planning,
expanded training, job readiness and leadership development, we’re working to
increase retention of our Associates while building a stronger culture.
9
The growth and success of the Company depend on the individual contribution
of each and every Associate. Whether you work in a store, at the distribution
center or at the corporate office, you’ll have the opportunity to work as a team
member supporting the goals of our growing Fortune 500 Company.
I’m the
Store Manager and this is my team.
Customer service is our focus. We
take pride in the way we run our
store. We know our customers
and are proud to provide them
with great value and convenience.
Because we all live in the area, this
is truly a neighborhood store. I love
working with my team, and I love
working at Family Dollar.
12. Investing For Our Shareholders
Providing value and convenience is what sets Family Dollar apart from other retailers and what positions us well
in today’s environment of rising unemployment, strong inflationary pressures and volatile energy prices.
Being a compelling place to invest means delivering sustainable shareholder value through income growth and effective capital
deployment. We are investing to build long-term capabilities and lower our cost structure. Through our supply chain optimization
initiative, Project Accelerate, we’ve enhanced our merchandising capabilities and improved the return on one of our largest assets –
10 inventory. By leveraging our buying power and merchandising capabilities and by more effectively using new technology and
new analytical tools, we intend to lower administrative expenses and maintain everyday low prices for our customers.
To deliver financial returns to our shareholders, we intend to continue to invest aggressively to increase our relevancy to
our customers while mitigating risk and managing costs. Hiring the right people, working to refine how we do business and
harnessing the power of the latest technology have prepared us well for the challenges we face in this new economy.
Leadership Team Joshua R. Jewett Elizabeth M. Austin Joseph A. Hayes, III Marilyn M. Morse
Senior Vice President – Vice President – Information Assistant General Counsel, Vice President –
Howard R. Levine Information Technology and Technology Operations and Corporate and Compliance Facilities Management
Chairman of the Board and Procurement, CIO Infrastructure
James H. Hays Mtu W. Pugh
Chief Executive Officer
Janet G. Kelley Raina L. Avalon Vice President – Vice President –
R. James Kelly Senior Vice President – Vice President – Transportation Internal Audit Business Development
President and General Counsel and Secretary
Samuel J. Bernstein Dennis A. Heskett Kiley F. Rawlins
Chief Operating Officer
Michael S. Kvitko Vice President – Vice President – Vice President –
Dorlisa K. Flur Senior Vice President – General Merchandise Manager Store Operations Investor Relations and
Executive Vice President – Merchandising Corporate Communications
Earl C. Bonnecaze Billy W. Jones, Jr.
Strategy and Marketing
Wook Lee Richard P. Siliakus
Vice President – Vice President – Distribution
Robert A. George Senior Vice President – Store Operations Vice President – General
Michael E. Laurenti
Executive Vice President – Global Sourcing Merchandise Manager
James R. Bowen Vice President –
Chief Merchandising Officer
Thomas M. Nash Donald G. Smith
Vice President – Distribution Information Technology
Charles S. Gibson, Jr. Senior Vice President – Vice President – Marketing
Timothy R. Brokaw Timothy A. Matz
Executive Vice President – Real Estate Development
R. Jeffrey Thomas
Vice President – Vice President – General
Supply Chain
John J. Scanlon Decision Support Merchandise Manager Vice President –
Barry W. Sullivan Senior Vice President – Replenishment
Mark S. Chidester Lonnie W. McCaffety
Executive Vice President – Merchandising
Jerome G. Vickers
Vice President – Human Vice President –
Store Operations
Kenneth T. Smith Resources, Store Operations Store Operations Vice President –
Bryan P. Causey Senior Vice President – Store Operations
Charles D. Curry Colin P. McGinnis
Senior Vice President – Chief Financial Officer
Boris Zelmanovich
Vice President – Vice President –
Planning, Allocation and
C. Martin Sowers Store Planning and Store Operations Support Vice President – General
Replenishment
Senior Vice President – Store Development Merchandise Manager, Food
Dennis C. Merriam
Keith Gehl Finance and Merchandise Innovation
Allen W. Fields Vice President – Human
Senior Vice President –
Bryan Venberg Scott T. Zucker
Vice President – Resources, Distribution
Real Estate and Facilities
Senior Vice President – Store Operations Vice President –
Jacob J. Modla
Human Resources Merchandise Operations
Marianne P. Fiorucci Vice President –
Michael J. Zuege
Vice President – Deputy General Counsel
Planning and Allocations Vice President –
Loss Prevention
13. People
Hire, train and
develop a highly
talented team,
building a solid
foundation of
talent with an eye
on the future.
11
Technology
Our Store of the
Future technology
initiative is
designed
to offer the
customer greater
convenience.
We’re expanding
our payment
types to help our
shoppers move
through the
checkout process
more quickly.
Process
Project Accelerate
helps us make
decisions around
our processes
for category
management,
assortment
planning,
merchandise
financial planning
and space
planning.
14. Family Dollar Financial Highlights
August 30, 2008
Years Ended (In thousands, except per share amounts) September 1, 2007 August 26, 2006
$ 6,983,628
Net sales $ 6,834,305 $ 6,394,772
4,637,826
Cost of sales 4,512,242 4,276,466
2,345,802
Gross margin 2,322,063 2,118,306
1,980,496
Selling, general and administrative expenses 1,933,430 1,756,001
—
Litigation charge — 45,000
365,306
Operating profit 388,633 317,305
3,544
Interest, net 6,737 6,161
361,762
Income before income taxes 381,896 311,144
12 128,689
Income taxes 139,042 116,033
$ 233,073
Net income $ 242,854 $ 195,111
$ 1.66
Net income per common share – basic $ 1.63 $ 1.26
$ 1.66
Net income per common share – diluted $ 1.62 $ 1.26
$ 68,537
Dividends declared $ 66,361 $ 62,757
$ 0.49
Dividends declared per common share $ 0.45 $ 0.41
$ 158,502
Cash and investment securities $ 284,671 $ 216,232
$ 2,661,782
Total assets $ 2,624,156 $ 2,523,029
$ 275,106
Working capital $ 406,977 $ 432,737
$ 250,000
Long-term debt $ 250,000 $ 250,000
$ 1,254,083
Shareholders’ equity $ 1,174,641 $ 1,208,393
1.2%
Comparable store sales gain 0.9% 3.7%
205
Stores opened 300 350
64
Stores closed 43 75
6,571
Number of stores – end of year 6,430 6,173
Return
on Average
Comparable Store Net Income Shareholders’
Net Sales Sales Gains Net Income Per Diluted Equity
Common Share
(millions of dollars) (percent) (millions of dollars) (percent)
5,282
5,825
6,395
6,834
6,984
19.6
15.7
14.8
20.4
19.2
1.50
1.30
1.26
1.62
1.66
258
218
195
243
233
1.9
2.3
3.7
0.9
1.2
’04 ’05 ’06 ’07 ’08 ’04 ’05 ’06 ’07 ’08 ’04 ’05 ’06 ’07 ’08 ’04 ’05 ’06 ’07 ’08 ’04 ’05 ’06 ’07 ’08
15. Stores and Distribution Centers
(as of fiscal year end)
Rome
Maquoketa
Distribution
Distribution
Center
Center
46
Morehead
11
Distribution
12
Center 22
71
99
31 290
140
20
22
51
348
20
264
80
32
31
24 92
411
21
3
195
238
Front Royal
60
115 Distribution
104 214
Center
35 96
186
364
204
128 Matthews
198 Corporate Offices
130 98
90
and Distribution
Center
303
145
118
Marianna
817 229
Distribution
Center
Odessa 363
Distribution
Center
West Memphis
Duncan Distribution
Distribution Center
Center
Distribution Service Areas
Number of Stores
(as of fiscal year end)
Front Royal, Virginia
Maquoketa, Iowa
Rome, New York
907,000 Sq. Ft. / Opened ’98
907,000 Sq. Ft. / Opened ’02
907,000 Sq. Ft. / Opened ’06
West Memphis, Arkansas
Morehead, Kentucky
Marianna, Florida
850,000 Sq. Ft. / Opened ’94
907,000 Sq. Ft. / Opened ’00
907,000 Sq. Ft. / Opened ’05
3,324
3,689
4,141
4,616
5,027
5,466
5,898
6,173
6,430
6,571
Matthews, North Carolina
Duncan, Oklahoma
Odessa, Texas
’99 ’00 ’01 ’02 ’03 ’04 ’05 ’06 ’07 ’08
890,000 Sq. Ft. / Opened ’74
907,000 Sq. Ft. / Opened ’99
907,000 Sq. Ft. / Opened ’03
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