Downers Grove, Ill., Nov. 5 - Sara Lee Corp.'s senior management today outlined the strategies and specific growth opportunities during its annual “Meet the Management” meeting with analysts.
Held at Sara Lee headquarters in Downers Grove, Ill., Chairman and Chief Executive Officer Brenda C. Barnes and her team provided detailed overviews of each of its businesses, as well as the corporation’s overall financial, procurement and supply chain strategies.
“We have entered the next stage of our journey, and have established a strong organizational foundation to build upon, including achievements in our organizational structure, people and culture, processes and infrastructure,” said Barnes. “I am very optimistic about the future of Sara Lee and look forward to building on our momentum.”
In a series of presentations today, Sara Lee Corp. senior management described how the company is building on leading market share positions, leveraging opportunities in emerging markets and driving efficiencies to spur worldwide growth. In addition, Theo de Kool, chief financial and administrative officer, Sara Lee Corp., presented overall fiscal 2009 and long-term guidance for each business segment.
Sara Lee executives provided information to more than 50 analysts, investors and journalists and broadcast the presentations via the web. In addition to Barnes and de Kool, presenters included CJ Fraleigh, chief operating officer, North America; Monty Pooley, president, North American Retail; George Chappelle, senior vice president, chief supply chain officer; Tom Hayes, president, North American Foodservice; Jim Nolan, chief executive officer, North American Fresh Bakery; Vincent Janssen, chief executive officer, International Household & Body Care; Frank van Oers, chief executive officer, International Beverage and Bakery; and Esteban Farrero, senior vice president, International Bakery.
The speakers detailed the following corporate strategies to drive depth in key categories.
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Focus resources to achieve leading positions in core categories and geographies through innovation, customer excellence and acquisitions and/or joint ventures.
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Expand beverage and household businesses in high-growth developing countries where a sustainable competitive position is achievable.
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Exit businesses that are low-margin, low-growth, and provide no opportunity for competitive advantage.
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Relentlessly execute improvement of North American businesses.
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Simplify organization, achieve scale in cost and skill through process discipline, functional centers of excellence, integrated supply chains and outsourcing work when and where capabilities and cost justify.
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Create a culture of high performance that engages all employees, attracts the best talent and develops driven leaders.
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Use mergers and acquisitions as a strategic tool.