|
|
 | | | |
- close
- close
- close
- close
These excerpts taken from the SMG 10-K filed Dec 3, 2008. Supply Chain and
Sales Force
Because the Company sells a substantial majority of its products
to a small number of retail customers, it is critical to
maintain strong relationships with these partners. We believe
our supply chain and sales force are major competitive
advantages that have allowed us to build unrivaled relationships
with our key retail partners.
Major investments in technology have allowed the Company’s
supply chain to be a more efficient supplier to its key retail
accounts. The Company considers its order fill rate —
which measures the accuracy of shipments — to be an
important measure of customer service. In fiscal 2008, the
Company achieved a global order fill rate of 99.0 percent.
Additionally, the supply chain has helped the Company to improve
its inventory turns over the past several years, as well as
those of its retail partners. The Company has made substantial
investments to lower the cost structure of its supply chain
operations in Europe while simultaneously improving customer
service levels.
The Company’s U.S. sales force is another major
competitive advantage. By increasing the size of the sales force
over several years, the Company has taken a more proactive role
in helping our retail partners merchandise the lawn and garden
department and maximize the productivity of this space. In
addition to working closely with retailers, our nearly
2,000 person full-time and seasonal U.S. in-store
sales force also provides the Company with an opportunity to
interact face-to-face with consumers at-the-shelf. By helping
consumers answer their lawn and garden questions, we believe we
can drive higher sales of our products.
Supply Chain and Sales Force Because the Company sells a substantial majority of its products to a small number of retail customers, it is critical to maintain strong relationships with these partners. We believe our supply chain and sales force are major competitive advantages that have allowed us to build unrivaled relationships with our key retail partners. Major investments in technology have allowed the Company’s supply chain to be a more efficient supplier to its key retail accounts. The Company considers its order fill rate — which measures the accuracy of shipments — to be an important measure of customer service. In fiscal 2008, the Company achieved a global order fill rate of 99.0 percent. Additionally, the supply chain has helped the Company to improve its inventory turns over the past several years, as well as those of its retail partners. The Company has made substantial investments to lower the cost structure of its supply chain operations in Europe while simultaneously improving customer service levels. The Company’s U.S. sales force is another major competitive advantage. By increasing the size of the sales force over several years, the Company has taken a more proactive role in helping our retail partners merchandise the lawn and garden department and maximize the productivity of this space. In addition to working closely with retailers, our nearly 2,000 person full-time and seasonal U.S. in-store sales force also provides the Company with an opportunity to interact face-to-face with consumers at-the-shelf. By helping consumers answer their lawn and garden questions, we believe we can drive higher sales of our products. These excerpts taken from the SMG 10-K filed Nov 25, 2008. Supply Chain and
Sales Force
Because the Company sells a substantial majority of its products
to a small number of retail customers, it is critical to
maintain strong relationships with these partners. We believe
our supply chain and sales force are major competitive
advantages that have allowed us to build unrivaled relationships
with our key retail partners.
Major investments in technology have allowed the Company’s
supply chain to be a more efficient supplier to its key retail
accounts. The Company considers its order fill rate —
which measures the accuracy of shipments — to be an
important measure of customer service. In fiscal 2008, the
Company achieved a global order fill rate of 99.0 percent.
Additionally, the supply chain has helped the Company to improve
its inventory turns over the past several years, as well as
those of its retail partners. The Company has made substantial
investments to lower the cost structure of its supply chain
operations in Europe while simultaneously improving customer
service levels.
The Company’s U.S. sales force is another major
competitive advantage. By increasing the size of the sales force
over several years, the Company has taken a more proactive role
in helping our retail partners merchandise the lawn and garden
department and maximize the productivity of this space. In
addition to working closely with retailers, our nearly
2,000 person full-time and seasonal U.S. in-store
sales force also provides the Company with an opportunity to
interact face-to-face with consumers at-the-shelf. By helping
consumers answer their lawn and garden questions, we believe we
can drive higher sales of our products.
Supply Chain and Sales Force Because the Company sells a substantial majority of its products to a small number of retail customers, it is critical to maintain strong relationships with these partners. We believe our supply chain and sales force are major competitive advantages that have allowed us to build unrivaled relationships with our key retail partners. Major investments in technology have allowed the Company’s supply chain to be a more efficient supplier to its key retail accounts. The Company considers its order fill rate — which measures the accuracy of shipments — to be an important measure of customer service. In fiscal 2008, the Company achieved a global order fill rate of 99.0 percent. Additionally, the supply chain has helped the Company to improve its inventory turns over the past several years, as well as those of its retail partners. The Company has made substantial investments to lower the cost structure of its supply chain operations in Europe while simultaneously improving customer service levels. The Company’s U.S. sales force is another major competitive advantage. By increasing the size of the sales force over several years, the Company has taken a more proactive role in helping our retail partners merchandise the lawn and garden department and maximize the productivity of this space. In addition to working closely with retailers, our nearly 2,000 person full-time and seasonal U.S. in-store sales force also provides the Company with an opportunity to interact face-to-face with consumers at-the-shelf. By helping consumers answer their lawn and garden questions, we believe we can drive higher sales of our products. This excerpt taken from the SMG 10-K filed Nov 29, 2007. Supply Chain and
Sales Force
Because the Company sells a substantial majority of its products
to a small number of retail accounts, it is critical to maintain
strong relationships with these partners. We believe our supply
chain and sales force have become major competitive advantages
that have allowed us to build relationships with our key retail
partners that are unrivaled in the industry.
Major investments in technology have allowed the Company’s
supply chain to be a more efficient supplier to its key retail
accounts. The Company considers its order fill rate —
which measures the accuracy of shipments — to be an
important measure of customer service. In fiscal 2007, the
Company achieved a customer service rate of 98.9 percent in
its core North American business, its highest ever.
Additionally, the supply chain has helped the Company to improve
its inventory turns over the past several years, as well as
those of its retail partners.
The Company’s nationwide sales force is another major
competitive advantage. By increasing the size of the sales force
over several years, the Company has taken a more proactive role
in helping our retail partners merchandise the lawn and garden
department and maximize the productivity of this space. In
addition to working closely with our retail partners, our sales
force works directly with consumers. By serving as
“in-store counselors” on weekends, our associates help
consumers answer their lawn and garden questions, which, we
believe, drives higher sales of our products.
This excerpt taken from the SMG 10-K filed Dec 14, 2006. Supply Chain and
Sales Force
Because the Company sells a substantial majority of its products
to a small number of retail accounts, it is critical to maintain
strong relationships with these partners. We believe our supply
chain and sales force have become major competitive advantages
that have allowed us to build relationships with our key retail
partners that is unrivaled in the industry.
Major investments in technology have allowed the Company’s
supply chain to be a more efficient supplier to its key retail
accounts. The Company considers its order fill rate —
which measures the accuracy of shipments — to be an
important measure of customer service. In fiscal 2006, the
Company achieved a customer service rate of 99.2 percent in
its core North American business, its highest ever.
Additionally, the supply chain has helped the Company to
significantly improve its inventory turns over the past several
years, as well as those of its retail partners.
The Company’s nationwide sales force is another major
competitive advantage. By increasing the size of the sales force
over several years, the Company has taken a more proactive role
in helping our retail partners merchandise the lawn and garden
department and maximize the productivity of this space. In
addition to working closely with our retail partners on building
merchandising displays, taking orders, etc., our sales force
works directly with consumers as well. By serving as
“in-store counselors” on weekends, our associates help
consumers answer their lawn and garden questions, which, we
believe, drives higher sales of our products.
| EXCERPTS ON THIS PAGE:
|
| |||||||
