Since 2001, EBITA and ROIC have doubled due to integration efforts, strong expense control, improved execution to better position the business for growth

2001

2003 Progress

• Country organizations

• Lack of Integration (9 plants)

International integration

Business control & discipline

Improved execution

• Increasing expenses

• EBITA target missed

• Insufficient advertising investment

• Limited innovation

• Lack of good consumer marketing

• Average retailer relationship

• International Supply Chain, R&D, Category management

• International integrated business model (ie 5 plants)

• Tight expense control 

• EBITA achieved in 2002 & 2003

• Advertising increased (ie UK +45%, France +24% vs 2001)

• Flow of new products every year

• Successful advertising & promotions

• Category captain at main customers

2003 Summary

Previous slide

Next slide

Back to first slide

View graphic version