Winn-Dixie is one of the largest supermarket chains in the US, operating 1,174 stores across 14 states. In 1997, Winn-Dixie saw sales increase 2% to $13.2 billion while earnings decreased 20% to $204 million due to investments in store renovations and openings. The company worked to improve the customer experience through remodeling and expanding stores, adding new services like pharmacies and banks, and focusing on low prices and quality products.
The document is Winn-Dixie's 1999 annual report which summarizes the company's financial performance for the fiscal year. It reports that earnings per diluted share were $1.23, taxes per diluted share were $2.07, and operating income decreased by 6.5% compared to the previous year. The report provides highlights on sales, gross profit, expenses, taxes, net earnings, capital expenditures, and other financial metrics. It indicates that the company operated 1,188 stores at the end of the fiscal year.
This annual report summarizes the financial performance of Winn-Dixie Stores, Inc. for the 1998 fiscal year. It operated 1,168 supermarkets across 14 states and the Bahamas. Key highlights include total sales of $13.6 billion, earnings per share of $1.33, taxes per share of $2.03, and a return on average equity of 14.7%. The report discusses Winn-Dixie's strategy of focusing on larger store formats and improving customer service to position itself for future success.
The 1996 annual report summarizes Southwest Airlines' financial and operational performance for the year. Key highlights include net income increasing 13.5% to $207.3 million, revenue passengers carried up 10.8% to 49.6 million, and operating revenues growing 18.6% to $3.4 billion. The report discusses challenges from higher fuel prices but notes Southwest's continued low cost leadership within the industry and initiatives to further reduce costs. It also covers system expansion, fleet upgrades, and the role of Employees (Southwest's "People") in driving the company's success.
This annual report summarizes Bed Bath & Beyond's financial performance for fiscal year 2000. Some key points:
- Net sales increased 29% to $2.397 billion compared to the previous fiscal year. Net earnings increased 31% to $171.9 million.
- The company opened 70 new stores and expanded 2 others, ending the year with 311 stores total across 43 states.
- Comparable store sales increased 5% and this was the 9th consecutive year of record earnings since the company's IPO in 1992.
Winn-Dixie Stores, Inc. saw disappointing financial results in 2000 with sales decreasing 3.1% from the previous year. The company underwent a major restructuring process in 2000 that resulted in $396 million in charges to earnings. The restructuring involved closing underperforming stores, consolidating operations, and eliminating over 11,000 jobs. The changes are expected to result in annual cost savings of $400 million once fully implemented.
VF Corporation reported record financial results in 1997, with net sales reaching $5.22 billion, a 2% increase over 1996. Operating income grew 9% to $605 million and net income increased 19% to $350 million. The company continued to invest heavily in brand marketing and new technology systems to support future growth goals, while maintaining a strong financial position. International sales were flat due to weak retail trends in some key markets, but profits increased despite this challenge.
Barnes & Noble's annual report summarizes the company's strong financial performance in 1997. Revenues increased 14% to $2.8 billion compared to 1996. Net earnings increased 27% to $64.7 million and diluted earnings per share increased 24% to $0.93. The company also saw growth in return on beginning equity to 14.2% from 12.8% in 1996. Barnes & Noble opened 65 new stores in 1997 and operated over 1,000 stores total by the end of the fiscal year.
Mohawk Industries is the second largest carpet manufacturer in the US. In 1999, Mohawk saw increases in net sales (12% to $3.1 billion), net earnings (23% to $157.2 million), and earnings per share (23% to $2.61 per share). Mohawk achieved strong growth through a combination of internal expansion and acquisitions, gaining market share despite only a 3% industry growth. While Mohawk's financial performance was strong, its stock price did not reflect this, leading the board to approve a share repurchase program to demonstrate confidence in the company's future.
The document is Winn-Dixie's 1999 annual report which summarizes the company's financial performance for the fiscal year. It reports that earnings per diluted share were $1.23, taxes per diluted share were $2.07, and operating income decreased by 6.5% compared to the previous year. The report provides highlights on sales, gross profit, expenses, taxes, net earnings, capital expenditures, and other financial metrics. It indicates that the company operated 1,188 stores at the end of the fiscal year.
This annual report summarizes the financial performance of Winn-Dixie Stores, Inc. for the 1998 fiscal year. It operated 1,168 supermarkets across 14 states and the Bahamas. Key highlights include total sales of $13.6 billion, earnings per share of $1.33, taxes per share of $2.03, and a return on average equity of 14.7%. The report discusses Winn-Dixie's strategy of focusing on larger store formats and improving customer service to position itself for future success.
The 1996 annual report summarizes Southwest Airlines' financial and operational performance for the year. Key highlights include net income increasing 13.5% to $207.3 million, revenue passengers carried up 10.8% to 49.6 million, and operating revenues growing 18.6% to $3.4 billion. The report discusses challenges from higher fuel prices but notes Southwest's continued low cost leadership within the industry and initiatives to further reduce costs. It also covers system expansion, fleet upgrades, and the role of Employees (Southwest's "People") in driving the company's success.
This annual report summarizes Bed Bath & Beyond's financial performance for fiscal year 2000. Some key points:
- Net sales increased 29% to $2.397 billion compared to the previous fiscal year. Net earnings increased 31% to $171.9 million.
- The company opened 70 new stores and expanded 2 others, ending the year with 311 stores total across 43 states.
- Comparable store sales increased 5% and this was the 9th consecutive year of record earnings since the company's IPO in 1992.
Winn-Dixie Stores, Inc. saw disappointing financial results in 2000 with sales decreasing 3.1% from the previous year. The company underwent a major restructuring process in 2000 that resulted in $396 million in charges to earnings. The restructuring involved closing underperforming stores, consolidating operations, and eliminating over 11,000 jobs. The changes are expected to result in annual cost savings of $400 million once fully implemented.
VF Corporation reported record financial results in 1997, with net sales reaching $5.22 billion, a 2% increase over 1996. Operating income grew 9% to $605 million and net income increased 19% to $350 million. The company continued to invest heavily in brand marketing and new technology systems to support future growth goals, while maintaining a strong financial position. International sales were flat due to weak retail trends in some key markets, but profits increased despite this challenge.
Barnes & Noble's annual report summarizes the company's strong financial performance in 1997. Revenues increased 14% to $2.8 billion compared to 1996. Net earnings increased 27% to $64.7 million and diluted earnings per share increased 24% to $0.93. The company also saw growth in return on beginning equity to 14.2% from 12.8% in 1996. Barnes & Noble opened 65 new stores in 1997 and operated over 1,000 stores total by the end of the fiscal year.
Mohawk Industries is the second largest carpet manufacturer in the US. In 1999, Mohawk saw increases in net sales (12% to $3.1 billion), net earnings (23% to $157.2 million), and earnings per share (23% to $2.61 per share). Mohawk achieved strong growth through a combination of internal expansion and acquisitions, gaining market share despite only a 3% industry growth. While Mohawk's financial performance was strong, its stock price did not reflect this, leading the board to approve a share repurchase program to demonstrate confidence in the company's future.
This document is Smithfield Foods' 2008 Annual Report. It discusses the company's global operations, financial highlights for fiscal year 2008, a message from the CEO addressing challenges in the hog markets and gains in packaged meats, and community outreach programs. Key points include increased sales but lower net income compared to 2007 due to unfavorable hog market conditions, expansion of international operations, and a strategic focus on value-added packaged meats products.
The document is Southwest Airlines' annual report for 1997. It discusses Southwest's continued profitability and growth over its 25-year history. Key points include:
- Net income increased 53.3% to $317.8 million in 1997.
- The airline took delivery of new Boeing 737-700 aircraft and ordered 59 additional planes to support future growth.
- Southwest aims to replicate its success over the past 25 years in the next 25 years.
- The report discusses Southwest's symbols of freedom including its flag, low fares, operating strategy, and culture.
This document is the 1999 annual report for Tricon Global Restaurants, Inc. (Tricon), which owns KFC, Pizza Hut, and Taco Bell. Some key highlights from 1999 include 4% combined same-store sales growth in the US, over $1.5 billion in cash flow generated, and a 24% return on assets employed. Looking ahead, Tricon expects continued same-store sales growth, systemwide sales growth of 6%, and ongoing operating earnings per share growth of 23-27% in 2000.
This document is the 1998 annual report of Gannett Co., Inc. It summarizes the company's strong financial performance in 1998, with operating revenues exceeding $5 billion for the first time. It also discusses strategic acquisitions that benefited shareholders, including expanding in New Jersey newspapers. While economic conditions may be uncertain, the company's tradition of consistent fiscal management has served it well.
- A $100 investment in Smithfield Foods in 1981 would be worth $8,511 today, representing strong returns for shareholders over the past 20 years.
- The company has pursued a strategy of vertical integration, combining hog production with superior genetics and a large fresh pork and processed meats distribution business to gain competitive advantages.
- Smithfield Foods has merged several of its hog production subsidiaries into one organization, Murphy-Brown LLC, creating the world's largest pork production operation and helping ensure a consistent supply of high-quality raw materials.
1) Gannett Co. saw increases in operating revenues, operating income, and income from continuing operations before non-recurring gains in 1999 compared to 1998. However, net income and earnings per share declined slightly.
2) Major financial metrics like total assets, capital expenditures, shareholders' equity, and operating cash flow all increased substantially from 1998 to 1999.
3) Gannett Co. is a large, diversified media company involved in newspaper and magazine publishing, television broadcasting, marketing services, and commercial printing across the U.S. and internationally.
Tricon Global Restaurants' 2000 annual report summarizes the company's financial performance and business strategy. While the company achieved 16% earnings per share growth, same store sales declined 2% in the US, driven by 5% and 3% declines at Taco Bell and KFC respectively. The bankruptcy of their main food distributor, AmeriServe, presented challenges but the company was able to arrange interim financing and transition to a new distributor, McLane Company. Going forward, Tricon's focus is on achieving sustainable sales growth through increasing customer satisfaction worldwide and driving same store sales and new unit growth both domestically and internationally.
This annual report from Southwest Airlines provides an overview of their financial and operational performance in 1994. Some key points:
- Southwest achieved net income of $179 million, up 16% from 1993, with an operating margin of 12.2% and net margin of 6.9%.
- They completed negotiations on new aircraft contracts and technology investments to enhance safety and efficiency.
- Southwest integrated newly acquired Morris Air and expanded into 7 new cities while maintaining their low-cost structure.
- Challenges in the fourth quarter from capacity expansion, competition, and technology issues reduced earnings but Southwest expects a recovery in 1995 with initiatives to further reduce costs.
CVS Corporation reported strong financial results in its 1999 Annual Report. Total sales increased 18.5% to $18.1 billion and same-store sales grew 12.5%. CVS filled a record 281 million prescriptions and opened 433 new stores. CVS achieved a five-year compounded annual earnings growth rate of nearly 28% and operated 4,100 stores, maintaining its position as the largest drugstore chain in America. CVS has already attained a leading position in the fast-growing specialty pharmacy business with its CVS ProCare division.
This document provides an annual financial summary and letter to shareholders for Gannett Co., Inc. for the year 2000. Some key points:
- Revenues exceeded $6 billion for the first time, up 22% from 1999, due to strong advertising demand, the Olympics, and election spending.
- Operating cash flow rose 19% to $2.2 billion on strong results across businesses. Earnings increased 10% to $972 million despite higher costs.
- Gannett completed several major acquisitions in 2000, including Newsquest, Central Newspapers (adding the Arizona Republic and Indianapolis Star), and other newspapers.
- The company grew to 99 daily newspapers in the US and expanded its presence in fast
- Tricon Global Restaurants owns KFC, Pizza Hut, and Taco Bell restaurant chains. In 2001, the company saw increases in ongoing operating profit, net income, and earnings per share compared to 2000, though total revenues declined slightly.
- The company aims to improve customer satisfaction ratings by focusing on running great restaurants and improving the customer experience, which it recognizes is an area that needs significant improvement. It plans to train employees to have a "Customer Mania" mindset with the goal of becoming the best in the industry for customer service.
This document is Southwest Airlines' annual report for 1998. It discusses the company's financial performance for the year, highlighting record profits and continued growth. It also outlines Southwest's strategy of providing low fares, frequent flights, and good customer service. Examples are given of how this strategy provides customers freedom and flexibility to travel. The report discusses Southwest's continued expansion into new markets and acquisition of new planes. It emphasizes the company's strong financial position and employee culture that has led to ongoing success.
This annual report summarizes the financial performance and operations of Winn-Dixie Stores, Inc. for the 1998 fiscal year. Key highlights include sales reaching $13.6 billion, a 3% increase over the previous year, with net earnings of $198.6 million. The company continued expanding its store footprint, opening 84 new stores while enlarging or remodeling another 136 locations. Winn-Dixie also invested in new distribution centers and technology to improve operations and the customer shopping experience.
Winn-Dixie reported earnings per share of $1.23 and taxes per share of $2.07 in their 1999 annual report. The report also included a special tribute to retiring president James Kufeldt for his leadership and contributions to Winn-Dixie over 38 years. Highlights from the annual report showed sales increased 3.8% to $14.1 billion while net earnings decreased 7.5% to $1.23 per share.
Winn-Dixie Stores, Inc. saw disappointing financial results in 2000 with sales decreasing 3.1% from the previous year. The company underwent a major restructuring process in 2000, closing underperforming stores, consolidating operations, and eliminating over 11,000 jobs. These changes resulted in large one-time restructuring charges that contributed to a net loss for the year. However, the changes were expected to result in annual ongoing cost savings of approximately $400 million going forward to improve the company's competitive position.
The document summarizes the financial performance of Bed Bath & Beyond for fiscal years 2003, 2002, and 2001. Some key highlights include:
- Net sales increased 25.2% in fiscal 2003 and 22.2% in fiscal 2002.
- Gross profit increased 25.8% in fiscal 2003 and 22.4% in fiscal 2002.
- Operating profit increased 13.1% as a percentage of net sales in fiscal 2003, up from 11.8% in fiscal 2002 and 11.4% in fiscal 2001.
- Selling, general and administrative expenses decreased as a percentage of net sales, from 29.4% in fiscal 2002 to 28.3% in fiscal 2003.
The document summarizes the financial performance of Bed Bath & Beyond for fiscal years 2003, 2002, and 2001. Some key highlights include:
- Net sales increased 25.2% in fiscal 2003 and 22.2% in fiscal 2002.
- Gross profit increased 25.8% in fiscal 2003 and 22.4% in fiscal 2002.
- Operating profit increased to 13.1% of net sales in fiscal 2003, up from 11.8% in fiscal 2002 and 11.4% in fiscal 2001.
- The company saw continued sales and profit growth over the three year period presented in the document.
This document summarizes the financial performance of Burlington Northern Santa Fe Corporation for the years 1992-1996. It reports that in 1996:
- Operating income increased 14% to $1.75 billion compared to 1995 on a comparable basis.
- Revenues reached $8.19 billion despite a drop in agricultural commodities revenues.
- Operating expenses were $178 million below 1995 levels, lowering the operating ratio to 78.6%.
- Net income grew 21% to $889 million, or $5.70 per share, compared to $733 million in 1995.
Fiddle - Presidio MBA team project - M. Chic, E. Irvine, B. Mascioli, J. WiseMatthew Chic
The document discusses the growth of the sharing economy or collaborative consumption market. It provides data on the market size, which was valued at $8 billion in collective funding in 2012 and $110 billion in total market value in 2011. It also shares statistics on the opportunity for individuals, with the average person in New York City able to earn $21,000 per year in the sharing economy. The document outlines the key players in the sharing economy landscape and reviews Fiddle's business model, revenue projections, and financial statements, positioning Fiddle as a platform to connect individuals and companies in the sharing economy.
The document discusses the growth of the sharing economy or collaborative consumption market. It provides data on the market size, which was valued at $8 billion in collective funding in 2012 and $110 billion in total market value in 2011. It also shows a chart depicting strong growth in the number of sharing economy companies from 2011 to mid-2012. The document discusses opportunities in the sharing economy to earn extra income by renting out goods that would otherwise sit idle, such as cars. It presents the sharing economy as enabling more efficient use of resources.
This document is the 2003 Annual Report, Notice of Annual Meeting, and Proxy Statement for Bed Bath & Beyond Inc. It includes the following:
1) A letter to shareholders from the co-chairmen and CEO thanking shareholders and associates for the company's success in fiscal year 2003 and outlining plans for continued growth.
2) Selected financial data showing the company's strong growth over the past 12 years as a public company, including a 32.2% increase in net earnings in fiscal 2003.
3) Notice of the upcoming annual meeting and instructions for electronic voting and accessing annual reports online to save the company money on printing and mailing costs.
4) A management discussion and analysis section outlining
This document is the 2003 Annual Report, Notice of Annual Meeting, and Proxy Statement for Bed Bath & Beyond Inc. It includes the following:
1) A letter to shareholders from the co-chairmen and CEO thanking shareholders and associates for the company's success and growth. It highlights fiscal 2003 financial results including a 32.2% increase in net earnings.
2) Selected financial data from fiscal years 1993 to 2003 showing the company's growth over the past 12 years as a public company.
3) Information about electronic voting and delivery options for shareholders to save the company money.
4) A management discussion and analysis of the company's financial condition and results, noting a 22.2% increase
This document is Smithfield Foods' 2008 Annual Report. It discusses the company's global operations, financial highlights for fiscal year 2008, a message from the CEO addressing challenges in the hog markets and gains in packaged meats, and community outreach programs. Key points include increased sales but lower net income compared to 2007 due to unfavorable hog market conditions, expansion of international operations, and a strategic focus on value-added packaged meats products.
The document is Southwest Airlines' annual report for 1997. It discusses Southwest's continued profitability and growth over its 25-year history. Key points include:
- Net income increased 53.3% to $317.8 million in 1997.
- The airline took delivery of new Boeing 737-700 aircraft and ordered 59 additional planes to support future growth.
- Southwest aims to replicate its success over the past 25 years in the next 25 years.
- The report discusses Southwest's symbols of freedom including its flag, low fares, operating strategy, and culture.
This document is the 1999 annual report for Tricon Global Restaurants, Inc. (Tricon), which owns KFC, Pizza Hut, and Taco Bell. Some key highlights from 1999 include 4% combined same-store sales growth in the US, over $1.5 billion in cash flow generated, and a 24% return on assets employed. Looking ahead, Tricon expects continued same-store sales growth, systemwide sales growth of 6%, and ongoing operating earnings per share growth of 23-27% in 2000.
This document is the 1998 annual report of Gannett Co., Inc. It summarizes the company's strong financial performance in 1998, with operating revenues exceeding $5 billion for the first time. It also discusses strategic acquisitions that benefited shareholders, including expanding in New Jersey newspapers. While economic conditions may be uncertain, the company's tradition of consistent fiscal management has served it well.
- A $100 investment in Smithfield Foods in 1981 would be worth $8,511 today, representing strong returns for shareholders over the past 20 years.
- The company has pursued a strategy of vertical integration, combining hog production with superior genetics and a large fresh pork and processed meats distribution business to gain competitive advantages.
- Smithfield Foods has merged several of its hog production subsidiaries into one organization, Murphy-Brown LLC, creating the world's largest pork production operation and helping ensure a consistent supply of high-quality raw materials.
1) Gannett Co. saw increases in operating revenues, operating income, and income from continuing operations before non-recurring gains in 1999 compared to 1998. However, net income and earnings per share declined slightly.
2) Major financial metrics like total assets, capital expenditures, shareholders' equity, and operating cash flow all increased substantially from 1998 to 1999.
3) Gannett Co. is a large, diversified media company involved in newspaper and magazine publishing, television broadcasting, marketing services, and commercial printing across the U.S. and internationally.
Tricon Global Restaurants' 2000 annual report summarizes the company's financial performance and business strategy. While the company achieved 16% earnings per share growth, same store sales declined 2% in the US, driven by 5% and 3% declines at Taco Bell and KFC respectively. The bankruptcy of their main food distributor, AmeriServe, presented challenges but the company was able to arrange interim financing and transition to a new distributor, McLane Company. Going forward, Tricon's focus is on achieving sustainable sales growth through increasing customer satisfaction worldwide and driving same store sales and new unit growth both domestically and internationally.
This annual report from Southwest Airlines provides an overview of their financial and operational performance in 1994. Some key points:
- Southwest achieved net income of $179 million, up 16% from 1993, with an operating margin of 12.2% and net margin of 6.9%.
- They completed negotiations on new aircraft contracts and technology investments to enhance safety and efficiency.
- Southwest integrated newly acquired Morris Air and expanded into 7 new cities while maintaining their low-cost structure.
- Challenges in the fourth quarter from capacity expansion, competition, and technology issues reduced earnings but Southwest expects a recovery in 1995 with initiatives to further reduce costs.
CVS Corporation reported strong financial results in its 1999 Annual Report. Total sales increased 18.5% to $18.1 billion and same-store sales grew 12.5%. CVS filled a record 281 million prescriptions and opened 433 new stores. CVS achieved a five-year compounded annual earnings growth rate of nearly 28% and operated 4,100 stores, maintaining its position as the largest drugstore chain in America. CVS has already attained a leading position in the fast-growing specialty pharmacy business with its CVS ProCare division.
This document provides an annual financial summary and letter to shareholders for Gannett Co., Inc. for the year 2000. Some key points:
- Revenues exceeded $6 billion for the first time, up 22% from 1999, due to strong advertising demand, the Olympics, and election spending.
- Operating cash flow rose 19% to $2.2 billion on strong results across businesses. Earnings increased 10% to $972 million despite higher costs.
- Gannett completed several major acquisitions in 2000, including Newsquest, Central Newspapers (adding the Arizona Republic and Indianapolis Star), and other newspapers.
- The company grew to 99 daily newspapers in the US and expanded its presence in fast
- Tricon Global Restaurants owns KFC, Pizza Hut, and Taco Bell restaurant chains. In 2001, the company saw increases in ongoing operating profit, net income, and earnings per share compared to 2000, though total revenues declined slightly.
- The company aims to improve customer satisfaction ratings by focusing on running great restaurants and improving the customer experience, which it recognizes is an area that needs significant improvement. It plans to train employees to have a "Customer Mania" mindset with the goal of becoming the best in the industry for customer service.
This document is Southwest Airlines' annual report for 1998. It discusses the company's financial performance for the year, highlighting record profits and continued growth. It also outlines Southwest's strategy of providing low fares, frequent flights, and good customer service. Examples are given of how this strategy provides customers freedom and flexibility to travel. The report discusses Southwest's continued expansion into new markets and acquisition of new planes. It emphasizes the company's strong financial position and employee culture that has led to ongoing success.
This annual report summarizes the financial performance and operations of Winn-Dixie Stores, Inc. for the 1998 fiscal year. Key highlights include sales reaching $13.6 billion, a 3% increase over the previous year, with net earnings of $198.6 million. The company continued expanding its store footprint, opening 84 new stores while enlarging or remodeling another 136 locations. Winn-Dixie also invested in new distribution centers and technology to improve operations and the customer shopping experience.
Winn-Dixie reported earnings per share of $1.23 and taxes per share of $2.07 in their 1999 annual report. The report also included a special tribute to retiring president James Kufeldt for his leadership and contributions to Winn-Dixie over 38 years. Highlights from the annual report showed sales increased 3.8% to $14.1 billion while net earnings decreased 7.5% to $1.23 per share.
Winn-Dixie Stores, Inc. saw disappointing financial results in 2000 with sales decreasing 3.1% from the previous year. The company underwent a major restructuring process in 2000, closing underperforming stores, consolidating operations, and eliminating over 11,000 jobs. These changes resulted in large one-time restructuring charges that contributed to a net loss for the year. However, the changes were expected to result in annual ongoing cost savings of approximately $400 million going forward to improve the company's competitive position.
The document summarizes the financial performance of Bed Bath & Beyond for fiscal years 2003, 2002, and 2001. Some key highlights include:
- Net sales increased 25.2% in fiscal 2003 and 22.2% in fiscal 2002.
- Gross profit increased 25.8% in fiscal 2003 and 22.4% in fiscal 2002.
- Operating profit increased 13.1% as a percentage of net sales in fiscal 2003, up from 11.8% in fiscal 2002 and 11.4% in fiscal 2001.
- Selling, general and administrative expenses decreased as a percentage of net sales, from 29.4% in fiscal 2002 to 28.3% in fiscal 2003.
The document summarizes the financial performance of Bed Bath & Beyond for fiscal years 2003, 2002, and 2001. Some key highlights include:
- Net sales increased 25.2% in fiscal 2003 and 22.2% in fiscal 2002.
- Gross profit increased 25.8% in fiscal 2003 and 22.4% in fiscal 2002.
- Operating profit increased to 13.1% of net sales in fiscal 2003, up from 11.8% in fiscal 2002 and 11.4% in fiscal 2001.
- The company saw continued sales and profit growth over the three year period presented in the document.
This document summarizes the financial performance of Burlington Northern Santa Fe Corporation for the years 1992-1996. It reports that in 1996:
- Operating income increased 14% to $1.75 billion compared to 1995 on a comparable basis.
- Revenues reached $8.19 billion despite a drop in agricultural commodities revenues.
- Operating expenses were $178 million below 1995 levels, lowering the operating ratio to 78.6%.
- Net income grew 21% to $889 million, or $5.70 per share, compared to $733 million in 1995.
Fiddle - Presidio MBA team project - M. Chic, E. Irvine, B. Mascioli, J. WiseMatthew Chic
The document discusses the growth of the sharing economy or collaborative consumption market. It provides data on the market size, which was valued at $8 billion in collective funding in 2012 and $110 billion in total market value in 2011. It also shares statistics on the opportunity for individuals, with the average person in New York City able to earn $21,000 per year in the sharing economy. The document outlines the key players in the sharing economy landscape and reviews Fiddle's business model, revenue projections, and financial statements, positioning Fiddle as a platform to connect individuals and companies in the sharing economy.
The document discusses the growth of the sharing economy or collaborative consumption market. It provides data on the market size, which was valued at $8 billion in collective funding in 2012 and $110 billion in total market value in 2011. It also shows a chart depicting strong growth in the number of sharing economy companies from 2011 to mid-2012. The document discusses opportunities in the sharing economy to earn extra income by renting out goods that would otherwise sit idle, such as cars. It presents the sharing economy as enabling more efficient use of resources.
This document is the 2003 Annual Report, Notice of Annual Meeting, and Proxy Statement for Bed Bath & Beyond Inc. It includes the following:
1) A letter to shareholders from the co-chairmen and CEO thanking shareholders and associates for the company's success in fiscal year 2003 and outlining plans for continued growth.
2) Selected financial data showing the company's strong growth over the past 12 years as a public company, including a 32.2% increase in net earnings in fiscal 2003.
3) Notice of the upcoming annual meeting and instructions for electronic voting and accessing annual reports online to save the company money on printing and mailing costs.
4) A management discussion and analysis section outlining
This document is the 2003 Annual Report, Notice of Annual Meeting, and Proxy Statement for Bed Bath & Beyond Inc. It includes the following:
1) A letter to shareholders from the co-chairmen and CEO thanking shareholders and associates for the company's success and growth. It highlights fiscal 2003 financial results including a 32.2% increase in net earnings.
2) Selected financial data from fiscal years 1993 to 2003 showing the company's growth over the past 12 years as a public company.
3) Information about electronic voting and delivery options for shareholders to save the company money.
4) A management discussion and analysis of the company's financial condition and results, noting a 22.2% increase
Winn-Dixie Stores, Inc. reported declining financial results for fiscal year 2004, with sales and gross profit decreasing from the previous year. The company developed a strategic plan to strengthen its competitive position, focusing on rationalizing its store base, achieving $100 million in annual expense reductions, and improving its brand and customer experience. Key initiatives included closing underperforming stores, exiting non-core markets, reducing expenses, enhancing product offerings, and improving stores' appearance and customer service. The company aims to implement these changes to enhance its business and financial performance over the long run, though acknowledges that a turnaround will not happen overnight.
Winn-Dixie's sales and profits declined in fiscal year 2004 compared to 2003 due to challenging market conditions. To address these challenges, Winn-Dixie developed a strategic plan focused on rationalizing stores and facilities, achieving $100 million in annual expense reductions, and improving branding through better customer service, store appearances, and product offerings. Winn-Dixie aims to strengthen its position in its core markets in the Southeast U.S. and improve its competitiveness.
This document is Bed Bath & Beyond's 2005 Annual Report, which includes their Notice of Annual Meeting and Proxy Statement. It discusses Bed Bath & Beyond's financial highlights for fiscal year 2005, including a 16.4% increase in net earnings per share compared to 2004. It encourages shareholders to vote electronically to save the company money. It also provides instructions for electronic delivery of annual reports and proxy statements to further reduce costs.
The document is Bed Bath & Beyond's 2005 annual report, notice of annual meeting, and proxy statement. It summarizes the company's strong financial performance in fiscal 2005, with record net earnings of $1.92 per share, 12.9% sales growth, and 4.6% comparable store sales growth. It also discusses returning $600 million to shareholders through a share repurchase program, and expanding the store base to 809 total stores across the Bed Bath & Beyond, Christmas Tree Shops, and Harmon brands. The report aims to present shareholders with the required annual information in a straightforward and cost-efficient manner.
This document is Bed Bath & Beyond's 2006 annual report and proxy statement. It provides financial highlights from fiscal year 2006, which ended on March 3, 2007. Some key points include:
- Net earnings for FY2006 were $2.09 per diluted share, an increase of 8.9% from the previous year.
- Net sales increased 13.9% to approximately $6.6 billion.
- Comparable store sales increased 4.9% in FY2006.
- The company opened 74 new Bed Bath & Beyond stores and ended the year with 888 stores total.
This document is Bed Bath & Beyond's 2006 annual report and proxy statement. It provides financial highlights from fiscal year 2006, which ended on March 3, 2007. Some key points include:
- Net earnings for FY2006 were $2.09 per diluted share, an increase of 8.9% from the previous year.
- Net sales increased 13.9% to approximately $6.6 billion.
- Comparable store sales increased 4.9% in FY2006.
- The company opened 74 new Bed Bath & Beyond stores and ended the year with 888 stores total.
The document is Bed Bath & Beyond's 2004 Annual Report. It includes the letter to shareholders, highlights of fiscal year 2004 results, and an overview of management's discussion and analysis. Some key points:
- Net sales increased 15% to $5.1 billion and net earnings increased 26.4% to $505 million.
- The company opened 85 new Bed Bath & Beyond stores and expanded store space by 12.1%.
- Comparable store sales increased 4.5% and the company returned $350 million to shareholders through a share repurchase program.
The document is Bed Bath & Beyond's 2004 Annual Report. It includes the letter to shareholders, highlights of fiscal year 2004 results, and an overview of management's discussion and analysis. Some key points:
- Net sales increased 15% to $5.1 billion and net earnings increased 26.4% to $505 million.
- The company opened 85 new Bed Bath & Beyond stores and expanded store space by 12.1%.
- Comparable store sales increased 4.5% and the company returned $350 million to shareholders through a share repurchase program.
Omnicom's 2002 annual report summarizes the company's financial and operating highlights for the year. Some key points include:
- Revenue increased 9% to $7.5 billion, with domestic revenue up 15% and international revenue up 3%.
- Net income increased 10% to $643 million. Earnings per share were $3.44, up from $3.13 the prior year.
- Omnicom continued its strategy of targeted acquisitions, adding around $360 million in revenue.
- The company's businesses won $4.2 billion in new business billings, outpacing competitors despite a lackluster global economy.
- Creative agencies within Omnicom
Omnicom's 2002 annual report summarizes the company's financial and operating highlights for the year. Key points include:
- Revenue increased 9% to $7.5 billion, with net income up 10% to $643 million.
- Traditional media advertising grew 9% while CRM and specialty communications grew over 14% and 17% respectively.
- Omnicom continued its strategy of targeted acquisitions, adding around $360 million in revenue.
- The company's businesses won $4.2 billion in new business, outpacing competitors despite a lackluster global economy.
- Omnicom maintained its position as the most creative agency network in the world.
Similar to winn-dixie stores 1997_Annual_Report (20)
This document provides information about how shareholders should determine their tax basis in shares of Castle & Cooke, Inc. and Dole Food Company, Inc. following a spin-off distribution of Castle & Cooke shares. Shareholders' tax basis in the Castle shares is the $15.65 fair market value on the distribution date. Any cash received for fractional Castle shares results in short-term capital gain. Shareholders must reduce their tax basis in each Dole share by $5.22 to account for the value of the Castle shares received. The holding period for Castle shares begins on the distribution date.
Dole Food Company sent a letter to shareholders regarding tax information related to a stock dividend of Castle & Cooke, Inc. common stock. The letter notes that in addition to the stock dividend, Dole paid four quarterly cash dividends of $0.10 per share each. The first two quarterly dividends are taxable, while the last two are believed to not be taxable according to Dole's estimation.
Dole Food Company paid cash distributions of $.10 per share per quarter to shareholders in 1996. Forms 1099-Div initially reported these distributions as 100% taxable ordinary dividends. Dole has since determined that 100% of the 1996 cash distributions are non-taxable. As a result, shareholders may be entitled to a refund from the IRS and state tax authorities for taxes paid on the distributions in 1996.
Dole Food Company paid shareholders four quarterly cash distributions of $0.10 per share in 1997. According to the company, all four distributions were returns of capital and not taxable to shareholders. The document provides important tax information to Dole shareholders regarding 1997 cash distributions.
Dole Food Company paid shareholders four quarterly cash distributions of $0.10 per share in 1998. According to the company, all four distributions were returns of capital and not taxable to shareholders. No foreign taxes were paid on the distributions.
Dole Food Company paid four quarterly cash distributions of $0.10 per share in 1999. According to the company, all four distributions will be taxable as ordinary dividends, with no foreign taxes paid. The document provides important tax information for Dole Food Company shareholders regarding their 1999 cash distributions.
Dole Food Company paid four quarterly cash distributions of $0.10 per share in 2000 totaling $0.40 per share. According to the company, all four cash distributions paid to shareholders in 2000 will be taxable as ordinary dividends, with no foreign taxes paid.
Dole Food Company paid four quarterly cash distributions of $0.10 per share in 2001 totaling $0.40 per share. According to the company, these distributions will be taxed as ordinary dividends. No foreign taxes were paid on the distributions.
Dole Food Company paid four quarterly cash distributions of $0.15 per share in 2002. According to the company, all four distributions will be taxable as ordinary dividends. No foreign taxes were paid related to these distributions.
Dole Food Company paid a quarterly cash distribution of $0.15 per share to shareholders in the first quarter of 2003. According to the company's estimate, this cash distribution will be considered a taxable ordinary dividend. The document provides important tax information to shareholders regarding Dole Food Company's 2003 cash distributions.
Dole Food Company provided information to shareholders about tax implications of the company's privatization transaction. The notice discusses that shareholders will recognize capital gains or losses for tax purposes equal to the difference between the cash received and their tax basis in the shares. Gains or losses will be long-term if the shares were held for over 12 months. Shareholders are advised to consult their own tax advisors to understand how this transaction may affect their individual tax situation.
The annual report summarizes Dole Food Company's operations and financial performance in 1995. Some key points:
- Dole successfully separated its real estate and resorts business into a new publicly-traded company, Castle & Cooke, enhancing shareholder value.
- Dole's food business saw revenue grow 14% to $3.8 billion in 1995. Operating income increased 40% to $193 million due to improved performance across banana, vegetable, and pineapple operations.
- Dole expanded its value-added salad business in Europe and entered new joint ventures and acquisitions to grow in European markets.
- Financially, Dole paid down over $700 million in debt,
Dole Food Company's annual report discusses its commitment to providing safe, high quality food products while protecting the environment. It highlights that Dole focuses on growing its core food businesses globally through expansion, joint ventures, and maximizing returns by downsizing non-profitable operations. The report also discusses Dole's efforts in nutrition education to encourage healthy lifestyles and consumption of fruits and vegetables.
This annual report summarizes Dole Food Company's financial performance in 1997. Some key points:
- Revenues grew 13% to $4.3 billion and cash flow from operations grew 10% to $372 million.
- Net income grew 23% to $160.2 million, excluding a 1996 charge. Net debt was reduced by $154 million.
- The company focused on growing its core fresh fruit and vegetable business while liquidating underperforming assets.
- Looking forward, the company aims to continue expanding globally, particularly in Asia, to take advantage of new opportunities for growth.
Dole Food Company's 1998 annual report summarizes the company's operations, financial results, and outlook. The year was challenging due to adverse weather conditions affecting production and economic crises slowing some markets. Despite these difficulties, most core businesses performed well. The report notes two special charges taken in Q4 1998 relating to damage from Hurricane Mitch in Honduras and a citrus freeze in California. It provides an overview of the company's worldwide operations, acquisitions in the flower industry, and positive outlook as business returns to normal in 1999 with the new headquarters facility nearing completion.
Dole Food Company reported strong financial results in its 1999 Annual Report. Revenue exceeded $5 billion for the first time, up 14% from 1998. Net income was $49 million, though it would have been $68 million excluding special charges. Cash flow from operations remained strong at $308 million. The company focused on its core businesses of fresh fruits, vegetables and flowers, maintaining low costs, and investing in its people. It undertook various restructuring and cost-cutting measures following challenges like hurricanes and citrus freezes. Dole entered 2000 with renewed purpose to profitably grow its brands and enhance shareholder returns.
This annual report summarizes Dole's financial performance in 2000. It shows that revenue was $4.76 billion, net income was $68 million, and diluted EPS was $1.21. Total assets were $2.845 billion. The report discusses business segment results, with fresh vegetables posting record earnings. It also notes leadership changes, including a new president and COO.
The document is Dole Food Company's 2001 annual report. It provides an overview of Dole's worldwide operations, financial highlights for 2001-1997, and a letter from the Chairman and CEO. Some key points:
- Dole has operations in over 90 countries worldwide focused on sourcing, ripening, distribution and marketing of food.
- In 2001, Dole divested its Honduran beverage business and used the proceeds to pay down debt.
- Net income for 2001 was $150 million, an increase over 2000, driven by the beverage divestiture gain and improved continuing operations performance.
- Dole focused on cost reductions in 2001 and aims to complete divestitures of non-
This annual report summarizes Dole's financial performance from 1998-2002. It shows that while revenues have remained relatively steady, income from continuing operations increased substantially in 2002 after declining in 2001. Total shareholders' equity also increased steadily over this period. The report discusses Dole's continued focus on expanding its value-added packaged foods business and improving costs. It highlights new product introductions in fruit bowls and salad blends that have contributed to revenue growth. Messages from the Chairman and President emphasize their commitment to improving health and nutrition worldwide through Dole's products and the new Dole Nutrition Institute.
The document summarizes plans for a new Dole Wellness Center, Spa and Hotel complex to be built in Westlake Village, California. The complex will include a 267-room luxury hotel, full-service spa and fitness facility, comprehensive medical clinic and diagnostic center, wellness center, and television production studio focused on health and wellness programming. The goal is to provide visitors tools and treatments to improve their health and quality of life through nutrition, fitness, and preventative healthcare. The $150 million complex is expected to open in March 2006.
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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.
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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.
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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?
Ending stagnation: How to boost prosperity across Scotland
winn-dixie stores 1997_Annual_Report
1. Winn-Dixie 1997 Annual Report http://ewwwhdq02/company/1997/1997.asp
Business Description
Winn-Dixie is one of the nation's largest retail food chains, with more than 136,000
associates, dedicated to enhancing our position as the Low Price Leader and providing our
customers with the best quality, variety and service. As of June 25, 1997, the Company
operated 1,174 supermarkets in 14 states and in the Bahama Islands. The Company also
operated a network of distribution centers, processing and manufacturing plants and a fleet
of trucks, providing a comprehensive support system.
Table of Contents
Highlights
Message to Shareholders
Customer First
Financial Review
Winn-Dixie at a Glance
Management
Shareholder Information
Highlights
June 25, June 26, Percentage June 28, June 29, June 30,
For the Fiscal Year
1997 1997 Change 1995 1994 1993*
SALES $13,218,715 12,955,488 + 2.0 11,787,84311,082,16910,831,535
Percent of sales 88 85 + 3.5 79 74 71
GROSS PROFIT 3,315,853 3,093,244 + 7.2 2,723,307 2,534,488 2,446,123
Per Share 25.1 23.9 23.1 22.9 22.6
OPERATING AND
ADMINISTRATIVE
EXPENSES 3,093,767 2,802,712 + 10.4 2,461,883 2,269,803 2,196,721
Percent of sales 23.4 21.6 20.9 20.5 20.3
TAXES
Federal, state and
local 284,737 287,758 - 1.0 260,885 261,319 254,974
Per share 1.89 1.90 1.75 1.75 1.68
NET EARNINGS $204,443 255,634 - 20. 232,187 216,117 236,385
Per share 1.36 1.69 - 19.5 1.56 1.45 1.56
Precent of sales 1.5 2.0 2.0 2.0 2.2
EBITDA $632,757 656,857 - 3.7 569,256 520,162 522,936
EBITDAR 1,015,587 1,009,703 + 0.6 890,720 890,720 797,204
DIVIDENDS PAID
ONCOMON STOCK $144,165 134,042 + 7.6 116, 506 107,384 100,518
1 of 12 6/25/2007 10:02 AM
2. Winn-Dixie 1997 Annual Report http://ewwwhdq02/company/1997/1997.asp
Per share (present
annula rate $1.02) .96 .885 + 8.5 .78 .72 .66
NET CAPITAL
EXPENDITURES $423,105 361.961 + 16.9 371,563 277,657 194,786
DEPRECIATION
AND
AMORTIZATION 291,236 248,287 + 17.3 200,931 157,392 141,136
At Year End
Working capital $195,358 388,712 - 49.7 414,923 486,242 540,007
Current ratio 1.1 to 1 1.4 to 1 1.4 to 1 1.4 to 1 1.6 to 1
Shareholders' equity $1,337,494 1,342,296 - 0.4 1,230,592 1,055,685 980,318
Percent of equity to
total capitalization 96.1 95.7 94.1 92.5 91.8
Total shares
outstanding (000's) 148,876 151,685 - 1.9 151,122 148,352 149,912
Stores in operation 1,174 1,178 - 0.3 1,175 1,159** 1,151
Return on average
equity (%) 15.3 19.9 20.3 21.2 24.6
* 53 weeks
** Includes 14 stores from the Bahamas consolidation
At June 25, 1997, we operated 1,174 stores of which 283 were less than 35,000 square feet, 498 were 35,000 to
45,000 square feet and 393 were more than 45,000 square feet.
76 percent of our stores now have at least 35,000 wquare feet, compared with 46 percent in 1993.
Our average square footage per store increased to 40,700 this year, compared to 33,900 in 1993.
[Return to Top]
Message To Shareholders
1997 was a year of positioning Winn-Dixie for the future. As we approach the millennium, we are better prepared than
ever for the years ahead.
To better serve our customers, we have been rebuilding and improving our facilities. Over 68% of our stores are new,
enlarged or remodeled in the last five years. Our average store size is now 40,700 square feet. And we are continuing to
add services to give our customers the finest one-stop shopping experience in the supermarket industry.
We are creating a Winn-Dixie unlike any before. An exciting place to shop with sparkling new store interiors, expanded
services, abundant variety, friendly individual attention and real value, based on high quality and low prices.
While this affected our earnings for 1997, we remain excited and confident about our direction.
Our results for 1997 reflect our underlying strength. Record sales of $13.2 billion. Net earnings of $204.4 million. And a
54th year of consecutive dividend increases, maintaining our New York Stock Exchange record.
Customer First
2 of 12 6/25/2007 10:02 AM
3. Winn-Dixie 1997 Annual Report http://ewwwhdq02/company/1997/1997.asp
The supermarket business is a customer satisfaction business. The satisfied customer is the key to everything we do, no
less today than when the Davis family founded Winn-Dixie 72 years ago.
We call this philosophy quot;Customer First.quot; And it means exactly what it says. Satisfying customers is our first order of
business, the driving force for all we do.
The New Winn-Dixie
To attract and keep customers, we are upgrading our services and facilities companywide. This investment for the future
is part of our strategy to encourage all shoppers to visit our stores, whether or not they have previously shopped at
Winn-Dixie. People who visit our locations today after being away for a while are often pleasantly surprised by what they
encounter. The milestones we reached in 1997 tell the story.
Winn-Dixie opened 83 new stores during the year. We enlarged or remodeled another 79 stores. And we closed 87
smaller stores. As a result, at year end, we had 1,174 stores with retail space of more than 47.8 million square feet, an
increase of 4.6 percent over 1996.
More than 80 percent of our business is now done in our Marketplace locations. Over 72 percent of our stores have the
new teal/rose decor. Only 283 stores are less than 35,000 square feet. And in 1998 we plan to open another 80 new
stores and enlarge or remodel 90 more.
In 1997 we also opened our 544th pharmacy, one more sign of the array of services conveniently available to Winn-Dixie
customers. At year end, 167 of our stores had banks, and we expect to open another 150 in-store banks in the next two
years. Today, more stores have one-hour photo labs, dry cleaning services, floral shops and other services than ever
before. And we are continually introducing new services - such as UPS parcel drop-off and cellular phone booths at
some locations - to keep current with our customers' busy lifestyles.
Today's Winn-Dixie shoppers can make purchases with both debit and credit cards. We also have implemented
electronic benefit transfer (EBT) systems in four states to help customers who depend on food stamps and other
assistance programs, with five more states scheduled to be added in 1998.
To support our new and improved stores, we continued to strengthen our entire operation in 1997. Another 100 new
trucks and almost 250 trailers were added to our fleet during the year. We increasingly used advanced technology to
make our retail support centers (warehouses) more efficient - with new centers being built in Raleigh, North Carolina, and
Montgomery, Alabama, and an enlarged center already operating in Orlando, Florida. To help keep expenses down, we
are enlarging our corporate headquarters facilities in Jacksonville, Florida, to allow us to bring all departments into one
building that will have state-of-the-art automated information and communication systems.
To keep our customers first, we are building for the future.
Winn-Dixie Volunteers
We are proud of the thousands of Winn-Dixie associates who volunteer their time to improve their communities. The work
they do to mentor young people, to promote good health, to strengthen education and to pitch-in during natural disasters
is often done quietly, without fanfare.
A salute goes to our outstanding associates who received our annual Founders Awards as Associate Good Citizens of
the Year in their divisions: Imagene Earwood, Atlanta; Ruth Taylor and Calvin Barr, Charlotte; Don Kleinosky,
Jacksonville; Larry Lemoine, New Orleans; Alfred Rudolph, Miami; Amy Sue Bradbury and Carolyn Tuttle-Mueller,
Midwest; James Rupp, Tampa; LaSayde Crew, Orlando; Carl Petway, Raleigh; and James Fitzgerald, Ft. Worth.
We also want to extend special thanks to our associates who provided relief to families affected by the hurricanes,
tornadoes and floods during the past year. When their friends and neighbors were most in need, these associates came
through.
This year Winn-Dixie gave more than $11.5 million to support customer and associate efforts on behalf of their
communities. Included in this amount were matching grants which effectively doubled our associates' own generous
donations of $1.9 million to their favorite civic and charitable organizations.
Construction was begun in the spring of 1997 for the new Winn-Dixie Hope Lodge in Atlanta, Georgia. Our Hope Lodges
- including those in Miami and Gainesville, Florida - give cancer outpatients and a family member a home-like place to
stay at no charge near the site of treatment.
Our associates make a difference in many ways. Through their individual good deeds. And through the time they
volunteer to organized programs like food banks, blood drives, the Special Olympics and recreation for inner city areas.
To all of them, we say: You make us proud!
In Recognition
3 of 12 6/25/2007 10:02 AM
4. Winn-Dixie 1997 Annual Report http://ewwwhdq02/company/1997/1997.asp
We want to acknowledge the valuable service of two members of the Winn-Dixie management team who retired in 1997.
E. T. Walters, Senior Vice President and Regional Director of our Miami and Orlando Divisions and our Bahamian
operations, retired after 38 years of service. J. R. Pownall, President of our Atlanta Division, retired after 42 years of
service. We thank them for their loyalty and dedication to Winn-Dixie.
Our heartfelt sympathy goes to the family and friends of R. D. (Ron) Buday, President of our Orlando Division, who
passed away on November 14, 1996. Ron was a devoted colleague we will always fondly remember.
Our Future
Putting the customer first is not just the way we do business today. It is a sound strategy for our future. It will continue to
be the foundation for all we do.
We thank all of our associates, shareholders, business partners and customers for their support in 1997 as we achieved
our 63rd straight year of sales increases. With our improved facilities, our dedicated associates, our strong financial
position and our commitment to the customer, we have never been better poised to reach new heights.
Powerful consumer and market trends are reshaping today's supermarket industry. And thanks to all of you, we believe
our future as a leader in that industry is bright!
A. Dano Davis, Chairman, Principal Executive Officer
James Kufeldt, President
Charles H. McKellar, Executive Vice President
[Return to Top]
Customer First
Every day, more than 2 million customers shop with us. And each one of them comes
first in everything we do - from the design of the store they enter to the friendly smile
on the face of the cashier who completes their shopping experience.
Putting the customer first is part of our quot;culture.quot; Our associates learn this in the
training they receive. Our management associates are committed to customers in the
decisions they make. And our customers experience this commitment when they visit
our locations.
Putting the customer first means opening and operating attractive stores, including our
Marketplace (44,000 square feet) and our Marketplace & Food Pavilion (50,000 - 60,000 square feet), serving
high-population areas.
Customers who visit our stores today, for the first time or after being away for a while, are often surprised by the dazzling
assortment of services and product offerings they see. We are not the same Winn-Dixie their parents and grandparents
knew.
Our stores have greater variety than ever. Harvest Fresh fruits and vegetables. Melon
bars. International cheese shops. Hot and cold deli foods. Prepared entrees and meals for
take-out or dine-in. Oven Fresh baked goods. Fisherman's Wharf seafood. Prestige Meat
Shoppes with oven-ready pork, poultry and our ever-popular WD Brand U.S. Choice aged
beef which made us quot;The Beef People.quot; Soup and salad bars. Farm Fresh dairy products.
Literally thousands of products, national brands and private label, are stocked on our
4 of 12 6/25/2007 10:02 AM
5. Winn-Dixie 1997 Annual Report http://ewwwhdq02/company/1997/1997.asp
shelves at everyday low prices so that customers can complete their shopping list and
leave our stores with 100 percent satisfaction, real value and savings on their total food
bill.
Our customers also enjoy more convenient in-store services than ever before. Pharmacies
that offer patient counseling with prescriptions. Floral shops with freshly cut flowers and
gift items. One-hour photo labs. Customer service centers providing everything from money orders and phone cards to
postage stamps and key making. Dry cleaning drop-off and pickup service. Banks and other financial services, including
ATMs, debit and credit card transactions, and electronic benefit transfers. More services at more locations so all our
customers can enjoy the convenience of one-stop shopping with associates who are dedicated to customer service.
We believe everyone who shops with us deserves courtesy, friendliness and personal
attention. A warm greeting upon entering the store. Assistance in finding an item on a
shelf. Special help for a senior citizen. Decorating a child's birthday cake with a little extra
flair. A friendly smile and thank-you at the checkout lane. All the small things that let our
customers know how much we appreciate their shopping with us. More choices. Low
prices. Greater variety. Friendly service. Exciting new stores. And more than 136,000
associates working diligently every day to keep our customers totally satisfied.
This is today's Winn-Dixie. Putting the Customer First!
[Return to Top]
Financial Review
Results of Operations
Fiscal year 1997 was a year in which we focused our attention on preparing our retail stores for not only today's
customer, but for our customers in the years to come. Though our sales increases were modest and our profitability
declined, we believe that we have made the right decisions for the future economic well-being of our Company.
Sales for 1997 totaled $13.2 billion, a 2.0% increase over 1996. The Company experienced a 0.9% decrease in
comparable store sales in 1997, as compared to increases of 4.4% and 3.0% in 1996 and 1995, respectively. These
results reflect the repositioning of our retail store base and the increased competitive activity in our operating area.
During 1997, our Company opened and acquired 83 additional stores, averaging 49,700 square feet and closed 87
smaller and older stores, averaging 29,300 square feet. We also enlarged or remodeled 79 store locations. On June 25,
1997, we operated 1,174 stores, averaging 40,700 square feet, as compared to 1,178 stores, averaging 38,800 square
feet in 1996 and 1,175 stores, averaging 37,300 square feet in 1995. Total retail store square footage has increased from
43.8 million in 1995, to 45.7 million in 1996, to 47.8 million in 1997.
Our marketing strategy continues to be the Low Price Leader in our operating area. Our investment buying program and
our computerized merchandise acquisition programs supplement our Low Price Leader concept and allow us to
purchase merchandise for resale at a lower cost and pass these savings on to our customers. During 1997, our gross
profit dollars increased $222.6 million, and our gross profit margin increased from 23.9% in 1996 to 25.1% in 1997. This
increase is the result of an improved inventory mix in our larger stores and an increase in retail prices necessitated by
rising store operating expenses attributable to our larger stores.
Approximately 90% of our inventories are valued under the LIFO (Last-In, First-Out) method. Our LIFO valuations of
inventories resulted in a decrease in gross profit of $2.7 million, as compared to a decrease of $9.9 million in 1996. In
1997, our Company experienced very little inflation in product costs, due primarily to our buying programs mentioned
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6. Winn-Dixie 1997 Annual Report http://ewwwhdq02/company/1997/1997.asp
earlier.
Increases in depreciation expense, occupancy costs and a higher payroll percentage in our larger stores were the major
contributing factors of our increase in operating and administrative expenses in 1997. Operating and administrative
expenses, as a percent of sales, were 23.4% in 1997, as compared to 21.6% in 1996 and 20.9% in 1995.
Cash discounts and other income totaled $119.4 million, $118.0 million and $106.9 million in 1997, 1996 and 1995,
respectively. The increases are due primarily to an increase in cash discounts earned on increased purchases of
merchandise for resale.
Interest expense, which consists primarily of a computation of interest on capital lease obligations and from short-term
borrowings, totaled $22.1 million in 1997, as compared to $21.2 million in 1996. The increase in interest expense reflects
the increase in short-term borrowings.
Earnings before income taxes decreased from $387.3 million in 1996 to $319.4 million in 1997. This decrease is primarily
due to the increased capital expenditures and operating costs of repositioning our store base during 1997.
As a result of a lower earnings before income taxes, income tax expense decreased from $131.7 million in 1996 to
$115.0 million in 1997. Our effective income tax rate increased from 34.0% in 1996 to 36.0% in 1997. The effective tax
rate reflects a change made by the Health Insurance Portability and Accountability Act of 1996, whereby certain
deductions for interest relating to indebtedness with respect to certain corporate owned life insurance (COLI) policies are
being phased out over a three-year period.
Net income for 1997 totaled $204.4 million, as compared to $255.6 million in 1996, a 20.0% decrease. Earnings per
share totaled $1.36 in 1997, as compared to $1.69 in 1996, a decrease of $0.33 per share.
Our Company experienced a relatively low inflation rate in 1997. Our LIFO inventory computation resulted in a decrease
in net earnings of $1.6 million, or $0.01 per share in 1997, as compared to a decrease in net earnings of $6.0 million, or
$0.04 per share in 1996.
The Company's goal of a 20.0% return on average equity was not attained in 1997 or in 1996. Our return on average
equity was 15.3% in 1997 and 19.9% in 1996. For the past 5 years, our return on average equity has averaged 20.3%.
Liquidity and Capital Resources
The Company's financial condition remains sound and strong. Excluding obligations under capital leases, we have no
financial long-term debt. Since our obligations under capital leases decreased by $6.8 million, our equity to total
capitalization ratio increased from 95.7% in 1996 to 96.1% in 1997.
Cash and cash equivalents decreased from $32.2 million in 1996 to $14.1 million in 1997. Cash provided by operating
activities amounted to $413.9 million in 1997 and $556.9 million in 1996. This decrease resulted from an increase in
short-term borrowing that was necessitated by our capital expenditure program and our acquisition of Company stock
during 1997. During 1997, our capital expenditures increased $61.1 million, inventories increased $72.7 million and we
purchased 2.9 million shares of our Company stock. Cash provided by operations totaled $413.9 million in 1997, down
from $556.9 million in 1996.
Capital expenditures totaled $423.1 million, a $61.1 million increase over 1996. This increase is attributable to opening
83 stores, averaging 49,700 square feet and the enlargement of our Orlando, Florida distribution center. When
considering the capital investment of our landlords for leased premises, the capital investment in 1997 relating to facilities
operated by our Company is estimated to be $750.0 million. Total capital investment for 1998 is estimated to be $850.0
million. There are no material construction or purchase commitments outstanding as of June 25, 1997.
Since the timing of cash inflows and outflows is not always the same, the Company has authorized a $500.0 million
commercial paper program. In support of this program, or as an independent source of short-term funds, the Company
also has available $445.0 million in short-term bank lines of credit, which are renewable on an annual basis. These
immediately available financing programs can be used for any general corporate purpose. On June 25, 1997, $380.0
million was outstanding under these credit facilities, as compared to $110.0 million on June 26, 1996.
The Company believes that both its short-term and long-term capital needs will be sufficiently provided through the cash
flow generated by its normal business operations and its available credit facilities.
Cautionary Statement Regarding Forward-Looking Information and Statements
This Annual Report contains certain information that constitutes quot;forward-looking statementsquot; within the meaning of the
Private Securities Litigation Reform Act, which involves risks and uncertainties. Actual results may differ materially from
the results described in the forward-looking statements. When used in this document, the words, quot;estimate,quot; quot;project,quot;
quot;intendquot; and quot;believequot; and other similar expressions, as they relate to the Company, are intended to identify such
forward-looking statements. Such statements reflect the current views of the Company and are subject to certain risks
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7. Winn-Dixie 1997 Annual Report http://ewwwhdq02/company/1997/1997.asp
and uncertainties that include, but are not limited to, growth, competition, inflation, pricing and margin pressures, law and
taxes. Please refer to discussions of these and other factors in this Annual Report and other Company filings with the
Securities and Exchange Commission. The Company disclaims any intent or obligation to update publicly these
forward-looking statements, whether as a result of new information, future events or otherwise.
Consolidated Statement of Earnings
Year Ended June 25, 1997 and June 26, 1996 1997 1996
Net sales $13,218,715 12,955,488
Cost of sales, including warehousing and delivery expense 9,902,862 9,862,244
Gross profit on sales 3,315,853 3,093,244
Operating and administrative expenses 3,093,767 2,802,712
Operating income 222,086 290,532
Cash discounts and other income, net 119,435 118,038
341,521 408,570
Interest expense 22,079 21,245
Earnings befor income taxes 319,442 397,325
Income taxes 114,999 131,691
Net earnings $204,443 255,634
Earnings per share $ 1.36 1.69
Consolidated Balance Sheets
June 25, 1997 and June 26, 1996
Assets 1997 1996
Currnet assets:
Cash and cash equivalents 14,116 32,208
Trade and other receivables, net 175,679 158,445
Merchandise inventories at lower of cost or market less
1,249,215 1,179,126
LIFO reserve of $224,999,000 ($222,341,000 in 1996)
Prepaid expenses 148,961 131,161
Total current assets 1,587,971 1,500,940
Investmensndoter assets 182,628 126,091
Deferred income taxes 22,129 22,732
Net property, plant and equipment 1,128,681 998,849
$2,921,409 2,648,612
Liabilities and Sareholders' Equity
Current liabilities $1,392,613 1,112,228
Obligations unde capital leases 54,026 60,853
Defined benefit plan 33,452 29,533
Reserve for insurance claims and self-insurance 94,783 97,209
Other liabilities 9,041 6,493
Shareholders' equity 1,337,494 1,342,296
$2,931,409 2,648,612
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8. Winn-Dixie 1997 Annual Report http://ewwwhdq02/company/1997/1997.asp
Winn-Dixie at a Glance
Year Founded - 1925
New York Stock Exchange Listing (2/18/52) WIN
54 consecutive annual dividend increases, a NYSE
record
Sales - $13.2 Billion
63 consecutive years of sales increases
Average annual sales per store - $11.3 Million
Federal, state and local taxes - $284.7 Million
Taxes per share - $1.89
Earnings per share - $1.36
Dividends per share - $0.96 (Present annual rate - $1.02)
Number of Associates - 136,000
Number of Stores - 1,174
Total square footage - 47.8 million
Average square footage per store - 40,700
Number of communities served - over 700
Real Estate Development
New Enlarged/Remodeled
1997 83 79
1998 80 90
(Projected)
22 Manufacturing Facilities
Ice cream and milk bottling
Coffee, tea and spices
Detergents
Meat processing
Jams, jellies, peanut butter and condiments
Canned and bottled carbonated beverages
Egg processing
Cheese products
Crackers, cookies and snacks
Oleomargarine
Frozen pizza
Cottage cheese and yogurt
Paper bags
17 Warehouse and Distribution Centers
Items stocked - 33,700
Tonnage - 6,135,000
Transportation
Number of tractors - 1,100
Number of trailers - 2,100
Number of drivers - 1,300
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9. Winn-Dixie 1997 Annual Report http://ewwwhdq02/company/1997/1997.asp
Miles traveled - 72 million
Amount of merchandise delivered - 6.1 million tons
Retail Automation
Mini computers are in all retail locations
Labor scheduling
Check verification
Computer-assisted ordering
Time and attendance
Work planning
Interviewing
Electronic mail
Electronic scale monitoring
Direct-delivery receiving
In-store accounting
Electronic payment system
Environmental Statement
Recycling is important to our environment and to our Company. Last year we supplied more than 200,000 tons of
paper and cardboard to recycling companies. The Company also collects plastic and paper bags from our
customers for recycling.
Major Contributions to Our Community
Winn-Dixie presented Good Citizenship Awards, along with more than $6.0 million, to hundreds of civic, youth,
service and educational organizations.
Winn-Dixie Stores Foundation contributed over $3.8 million to community organizations, including $1.9 million in
associate matching grants. Individual stores gave another $1.7 million in financial and in-kind contributions.
Winn-Dixie Raleigh donated $100,000 to the American Red Cross for Hurricane Fran relief and provided free
water and ice to area residents.
Winn-Dixie Texas helped the Tarrant Area Food Bank collect over 10,000 pounds of food during the Fort Worth
Stock Show and Rodeo, and donated $10,000 to the Texas Speedway Children's Charities serving Texas and
Oklahoma.
Winn-Dixie Charlotte sponsored its 7th annual Golden Apple Awards with WYFF-TV honoring 28 teachers.
Our Thriftway Stores' Ribbons for Relief program in the Cincinnati area raised $53,000 and Winn-Dixie Midwest
donated another $50,000 to the American Red Cross for flood relief efforts.
Winn-Dixie Jacksonville sponsored the Winn-Dixie River City 500 go-cart race, raising over $120,000 for the
American Diabetes Association.
Winn-Dixie Celebrity Baggers Day in our Miami, Midwest and Jacksonville divisions raised another $357,000 for
Winn-Dixie Hope Lodges and the American Cancer Society.
Winn-Dixie Louisiana participated in the Second Harvesters Food Bank drive in New Orleans and the Acadiana
Food for Families drive, collecting over 200 tons of food for the needy.
Summer blood drives supported by Winn-Dixie Tampa helped to replenish critical blood reserves.
Winn-Dixie Montgomery has made many contributions to area charities including the Christmas Clearing House,
Boys & Girls Clubs of Montgomery, Salvation Army, Family Sunshine Center, and the Girls Scouts Alabama
Council.
[Return to Top]
Management
Board of Directors
A. Dano Davis C. H. McKellar
Chairman and Principal Executive Executive Vice President
Officer +
David F. Miller
Robert D. Davis Private Investor
Chairman, DDI, Inc.
Julia B. North
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10. Winn-Dixie 1997 Annual Report http://ewwwhdq02/company/1997/1997.asp
President of Consumer Services,
Armando M. Codina BellSouth Telecommunications, Inc.
Chairman, Codina Group, Inc.
Carleton T. Rider
T. Wayne Davis Continuous Improvement Officer,
Chairman, General Parcel, Inc. Mayo Foundation
James Kufeldt Charles P. Stephens
President Vice President,
Norman W. Paschall Co., Inc.
Radford D. Lovett
Chairman, Commodores Point
Terminal Corporation
Executive Committee
A. Dano Davis, 52, 29 R. A. Sevin, 54, 36
Chairman and Principal Executive Senior Vice President, Regional Director of
Officer Tampa, New Orleans and Fort Worth
Divisions
James Kufeldt, 58, 36
President and Chairman of Executive C. E. Winge, 52, 34
Committee Senior Vice President, Regional Director of
Jacksonville, Orlando, Miami, and Bahama
Charles H. McKellar, 59, 40 Divisions
Executive Vice President
L. H. May, 52, 32
H. E. Hess, 57, 39 Vice President
Senior Vice President, Regional Director of Associate Relations/Human
Director of Atlanta, Midwest, and Resources
Montgomery Divisions
R. P. McCook, 44, 13
T. E. McDonald, 60, 42 Financial Vice President and Principal
Senior Vice President, Regional Financial Officer
Director of Raleigh and Charlotte
Divisions E. E. Zahra, Jr., 50, 3
Vice President General Counsel
Division Presidents and Corporate Vice Presidents
R. J. Brocato, 53, 33 H. E. Miller, 65, 41
President, Atlanta Division President, Montgomery Division
100 Stores 121 Stores
W. C. Calkins, 58, 38 L. J. Sadlowski, 56, 40
President, Jacksonville Division President, Fort Worth Division
96 Stores 76 Stores
J. W. Critchlow, 50, 29 J. A. Schlosser, 48, 30
President, Raleigh Division President, Midwest Division
88 Stores 85 Stores
R. J. Ehster, 56, 39 M. A. Sellers, 43, 24
President, Miami Division President, Tampa Division
120 Stores 111 Stores
D. G. Lafever, 48, 30 B. B. Tripp, 60, 43
President, Orlando Division President, Charlotte Division
101 Stores 178 Stores
R. C. Lunn, 45, 28
President, New Orleans Division
85 Stores
Corporate Officers
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11. Winn-Dixie 1997 Annual Report http://ewwwhdq02/company/1997/1997.asp
B. C. Baxter, 51, 31 D. J. Ledford, 61, 44
Vice President Vice President
Director of Marketing Director of Meat Merchandising
D. H. Bragin, 53, 36 T. M. Moon, 47, 29
Treasurer Vice President
Director of Deli/Bakery Merchandising
W. F. Brim, 61, 44
Vice President C. R. Raulerson, 54, 37
Director of Seafood Merchandising Vice President
Director of Information Systems
J. H. Childers, 58, 41
Vice President D. J. Richardson, 47, 31
Director of Grocery Merchandising Director of Produce and Floral Operations
G. E. Clerc, Jr., 62, 36 W. H. Sutton, 50, 26
Vice President Vice President
Director of Public Relations Director of General Merchandise
J. L. Cooper, 63, 44 A. C. Webb, 56, 37
Vice President Vice President
Director of Manufacturing Director of Services
J. W. Dixon, 55, 33
Secretary
[Return to Top]
Shareholder Information
Shareholder Communications
Please address any inquiries or comments to:
First Chicago Trust Company of New York
Transfer Agent and Registrar
Winn-Dixie Stores, Inc.
P. O. Box 2500
Jersey City, New Jersey 07303-2500
Toll Free Number: 1-888-U-CALL-WD (1-888-822-5593)
For Hearing Impaired: 1-201-222-4955
E-mail Address: fctc@em.fcnbd.com
Internet Address: http://www.fctc.com
or
Shareholder Relations
Winn-Dixie Stores, Inc.
P. O. Box B
Jacksonville, Florida 32203-0297
The Company's annual report to the Securities and Exchange Commission on Form 10-K may be obtained by any
shareholder, free of charge, upon written request to the Company.
Stock Market Listing New York Stock Exchange Symbol: WIN
Annual Shareholders' Meeting
You are cordially invited to attend the meeting to be held Wednesday, October 1, 1997, 9:00 A.M. at the headquarters
office of the Company at 5050 Edgewood Court, Jacksonville, Florida.
Formal notice of the meeting, a proxy and proxy statement are being mailed to shareholders of record at the close of
business on July 31, 1997.
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