Sysco 2011 Annual Report Download - page 6

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Sysco Corporation // COR E STR ENGTHS / 2011 Annual Report
4
relationships to create Supplies on the Fly, which
makes online purchases of small wares easier
forour customers, and supportingour customers
by oering back-of-the-house solutions such as
Hot Schedules for sta scheduling. To further
this strategy, we have established Sysco Ventures
specifically to pursue business solutions for
our customers. In conjunction with this move,
Brian Beach has joined Sysco as president of
Sysco Ventures to advance these eorts.
Explore, assess and pursue new businesses
andmarkets. We have enhanced our acquisition
strategy by refining our process of finding appro-
priate businesses to acquire. As a result, over the
last year, we’ve developed a more robust pipeline
of potential growth opportun ities. This year,
wewelcomed several quality operations in the
U.S. and Canada to the Sysco family, including
Lincoln Poultry, Goldberg & Solovy Foods and
Bedell’s Frozen Foods. We also continue to
explore and assess opportunities forpotential
expansion beyond our core.
Develop and eectively integrate a comprehen-
sive, enterprise-wide talent management process.
Reflecting the importance of this strategy, dur-
ing fiscal 2011, Paul Moskowitz joined Sysco as
senior vice president of Human Resources to
lead our talent management eorts. He and his
team are developing afoundation to support
ourexe cution of this strategy through steps such
as implementing amore robust performance
management system, developing comprehensive
succession planning and promoting diversity
throughout our business.
Executing Our Strategy
Executing our five-point strategy will allow us
tooptimize our core business and expand it for
the future.
Sysco’s core business is to serve the food away-
from-home segment. Our Broadline, SYGMA
and specialty meat, produce and lodging indus-
try companies provide a wide range of quality
products and services to the market supported
by a large and experienced sales force, premier
customer service and broad geographic coverage.
We are committed to making capital invest-
ments that will improve upon these core
strengths and create new growth opportunities,
and we have the financial strength to back up
this commitment.
Strengthening our core business also includes
continuing to enhance customer retention. Our
vision and our strategies put the customer rela-
tionship front and center. Even our productivity
initiatives are designed to support customer
service while at the same time reducing oper-
ating costs. Other changes to better integrate
our business also meet this standard, such as
ourrecent integration of our specialty meat
operations into our Broadline business.
TO S
...continued...
“While we work to grow our business profitably each day, we also
take a long-term view and see tremendous opportunity to grow
our 17 percent market share in the $220 billion food-away-from-
home market.”