Deere & Co. (DE) 2009财年年度报告「NYSE」.pdf

1、Deere&Company Annual Report 2009GROWINGA BUSINESS AS GREAT AS OUR PRODUCTSVertis QCA1300 19th Street,Suite 200East Moline,IL 61244Cyan Magenta Yellow Black John Deere 2009 Annual Report Page 12Senior Management TeamFrom left:Jim Jenkins,Jim Israel,Dave Everitt,Jean Gilles,Sam Allen,Jim Field,Mark vo

2、n Pentz,and Mike Mack at the John Deere Forum in Mannheim,Germany.His aim was to build a business at John Deere as great as its products.By the end of Bob Lanes nine-year tenure as chief executive offi cer,most would agree that his vision had been realized to a great extent.With a strategy of except

3、ional operating performance,disciplined growth and aligned high-performance teamwork,Lane led the company to fi ve straight years of record earnings.Net income topped$2 billion in 2008.Revenues more than doubled between 2000 and their 2008 peak.Even so,Lane was quick to point out that fi nancial res

4、ults are the product of other things done right.Under his guidance,the company adopted standardized processes and practices,from product development to quality,that helped Deere achieve world-class status in asset effi ciency.The company grew globally as well,making major investments in Brazil,Russi

5、a,China and India,among other markets.Lane felt strongly that the way to improve performance on a sustained basis was through the efforts of employees,dealers and suppliers working together in pursuit of a common end.Aligned teamwork,he said,was the glue that held the strategy together and,further,p

6、roduced a hard-to-copy edge in the marketplace.“Talent that works well together is the ultimate competitive advantage,”Lane stated.“Companies that prosper and grow are ones that listen to,engage and guide their employees.”Perhaps Lane was best known for his unrelenting passion for doing things right