Scotts Company (SMG)

 

We continue to believe in the long-term growth potential of our Global Consumer business internationally. In order to maximize shareholder value in this business, we have sharpened our focus by: (i) reducing costs in the business to improve profitability and to allow for marketing investments; (ii) aligning the organization by category rather than by geography to better leverage our knowledge of the marketplace and the consumer; and (iii) better leveraging the Company’s innovation competencies. We have implemented a global supply chain to provide our smaller, international market segments with the benefits of the larger Company, such as lower packaging costs and the ability to source products from any Company-owned plant globally. The first steps of the organizational realignment have taken place, and as part of a broader corporate initiative, they will continue to evolve in fiscal 2009 and beyond. Finally, we are combining global scale with locally tailored products to streamline our technology platform in the international Global Consumer business. As an example, when the Company introduced LiquaFeed^® Plant Food to a variety of European countries in fiscal 2008, each label carried the same design and branding while the claims and instructions were displayed in the local language. At the same time, the European business doubled sales of natural products in fiscal 2008 by launching Naturen^® sub-branded products as a locally driven effort.

 

 

We continue to believe in the long-term growth potential of our
Global Consumer business internationally. In order to maximize
shareholder value in this business, we have sharpened our focus
by: (i) reducing costs in the business to improve
profitability and to allow for marketing investments;
(ii) aligning the organization by category rather than by
geography to better leverage our knowledge of the marketplace
and the consumer; and (iii) better leveraging the
Company’s innovation competencies. We have implemented a
global supply chain to provide our smaller, international market
segments with the benefits of the larger Company, such as lower
packaging costs and the ability to source products from any
Company-owned plant globally. The first steps of the
organizational realignment have taken place, and as part of a
broader corporate initiative, they will continue to evolve in
fiscal 2009 and beyond. Finally, we are combining global scale
with locally tailored products to streamline our technology
platform in the international Global Consumer business. As an
example, when the Company introduced
LiquaFeed^®

Plant Food to a variety of European countries in fiscal 2008,
each label carried the same design and branding while the claims
and instructions were displayed in the local language. At the
same time, the European business doubled sales of natural
products in fiscal 2008 by launching
Naturen^®

sub-branded products as a locally driven effort.

 

 

We continue to believe in the long-term growth potential of our Global Consumer business internationally. In order to maximize shareholder value in this business, we have sharpened our focus by: (i) reducing costs in the business to improve profitability and to allow for marketing investments; (ii) aligning the organization by category rather than by geography to better leverage our knowledge of the marketplace and the consumer; and (iii) better leveraging the Company’s innovation competencies. We have implemented a global supply chain to provide our smaller, international market segments with the benefits of the larger Company, such as lower packaging costs and the ability to source products from any Company-owned plant globally. The first steps of the organizational realignment have taken place, and as part of a broader corporate initiative, they will continue to evolve in fiscal 2009 and beyond. Finally, we are combining global scale with locally tailored products to streamline our technology platform in the international Global Consumer business. As an example, when the Company introduced LiquaFeed^® Plant Food to a variety of European countries in fiscal 2008, each label carried the same design and branding while the claims and instructions were displayed in the local language. At the same time, the European business doubled sales of natural products in fiscal 2008 by launching Naturen^® sub-branded products as a locally driven effort.

 

 

We continue to believe in the long-term growth potential of our
Global Consumer business internationally. In order to maximize
shareholder value in this business, we have sharpened our focus
by: (i) reducing costs in the business to improve
profitability and to allow for marketing investments;
(ii) aligning the organization by category rather than by
geography to better leverage our knowledge of the marketplace
and the consumer; and (iii) better leveraging the
Company’s innovation competencies. We have implemented a
global supply chain to provide our smaller, international market
segments with the benefits of the larger Company, such as lower
packaging costs and the ability to source products from any
Company-owned plant globally. The first steps of the
organizational realignment have taken place, and as part of a
broader corporate initiative, they will continue to evolve in
fiscal 2009 and beyond. Finally, we are combining global scale
with locally tailored products to streamline our technology
platform in the international Global Consumer business. As an
example, when the Company introduced
LiquaFeed^®

Plant Food to a variety of European countries in fiscal 2008,
each label carried the same design and branding while the claims
and instructions were displayed in the local language. At the
same time, the European business doubled sales of natural
products in fiscal 2008 by launching
Naturen^®

sub-branded products as a locally driven effort.