Why Helen of Troy

  • Globe Icon
    Powerful Global Brands; Many Market Leaders

    Powerful Global Brands; Many Market Leaders

    Through our diligent stewardship, many of our owned and licensed brands have achieved #1 or #2 market share positions, including Braun, PUR, Vicks, Honeywell, OXO, Hydro Flask and Hot Tools. We believe these brands represent a strategic advantage and are driving sales around the globe.

  • Light Bulb Chart Icon
    Accelerating Innovation and Market Share

    Accelerating Innovation and Market Share

    In fiscal 2018 we plan to make incremental investments to support our Leadership Brands; those that have #1 or #2 positions in their categories and are among our highest volume, highest margin, and most asset -efficient businesses. Overall, we expect to launch over 300 new products across all business segments in fiscal 2018, many with higher margins. We also continue to invest in our digital capabilities as consumer shopping preferences shift more to online. In fiscal 2017 our sales to online retailers and our direct-to-consumer online sales grew by more than 30% versus fiscal 2016 to represent approximately 13% of consolidated net sales, up from approximately 10% in the prior year.

  • Money Icon
    Outstanding Cash Flow and Financial Flexibility

    Outstanding Cash Flow and Financial Flexibility

    • Strong Operating Cash Flow: In fiscal 2017 our businesses generated $228.5 million in operating cash flow, representing a 22.5% increase over fiscal 2016.
    • Efficient Tax Structure: Due to our Company’s organization in Bermuda and the ownership structure of our foreign subsidiaries, many of which are not owned directly or indirectly by a U.S. parent company, an immaterial amount of our foreign income is subject to U.S. taxation on a permanent basis under current law. Additionally, our intellectual property is largely owned by foreign subsidiaries of the Company, resulting in proportionally higher earnings in jurisdictions with lower statutory tax rates, which decreases our overall effective tax rate.
    • Strong Balance Sheet: As of the end of Fiscal 2017, our total short and long-term debt decreased approx. 22% to $485.6 million year-over-year. We ended fiscal 2017 with a leverage ratio of 2.1 times compared to 2.95 times at the end of fiscal 2016.
  • Diagram Icon
    Proven Ability to Acquire and Integrate

    Proven Ability to Acquire and Integrate

    Helen of Troy has grown organically as well as through acquisition. Since 2003 we have acquired eleven brands including Brut, OXO, Belson, Ogilvie, Infusium, Sure/Pert, Kaz, PUR, Healthy Directions, VapoSteam, and Hydro Flask. Acquisitions include bolt-ons that add new categories, geographies and channels, as well as tuck-ins that add new brands and adjacencies for additional growth, and always striving for the right balance of integration and independence. These acquisitions helped drive net sales revenue to $1.537 billion for fiscal 2017. We are actively evaluating accretive acquisition targets.

  • Cogwheel Icon
    Global Shared Services Infrastructure

    Global Shared Services Infrastructure

    In fiscal 2015 we began our transformation from a Holding Company to an Operating Company, leading to a more efficient, collaborative operating structure, with resources and best practices shared throughout our organization.

  • People Icon
    Upgraded & Elevated Management Talent

    Upgraded & Elevated Management Talent

    Since our transformation commenced in fiscal 2015, a considerable amount of exciting change has been implemented across our organization covering new talent recruitment, programs designed to retain and motivate top talent, and powerful, new digital people-management systems. These have all served to reinforce our inclusive, collaborative culture designed to help us achieve our growth objectives. We are committed to excellence in everything we make and market, providing the highest quality products with an unyielding commitment to be the very best.

  • Tree Icons
    Transformational New Strategy & Culture

    Transformational New Strategy & Culture

    Our strategic priorities have cascaded through all departments, regions and business segments, ensuring we are focused on achieving the full potential of our transformation strategies for the future. Since launching our strategic initiatives in March of 2014 through the end of Fiscal 2017 we have increased net sales revenue by 16.7% and are much more profitable with adjusted diluted earnings per share up 50%. And we believe there is more progress to come.

Our Strategic Initiatives

In fiscal 2015, we launched a transformational strategy designed to improve the performance of our business segments and strengthen our shared service capabilities. This strategy drives our decisions on where we will operate and how we will achieve our goals in markets around the world. The overall design of our business and organizational plan is intended to create sustainable and profitable growth and improve organizational capability. This strategy encompasses the following initiatives:

  • Globe Icon
    Invest in our core businesses

    Invest in our core businesses

    We have developed a portfolio of brands that are market leaders or have a path to grow their market position in attractive categories. We continue to invest behind our most productive brands, which represented approximately 60% of net sales revenue in fiscal 2017. We believe that strategic investment in new products, go-to-market plans and marketing activities will continue to accelerate the organic growth of these brands.

  • Light Bulb Chart Icon
    Strategic, disciplined mergers and acquisitions

    Strategic, disciplined mergers and acquisition

    We are continually looking for new businesses and opportunities to expand in categories and geographies where we believe we have critical mass and can develop or sustain a competitive advantage. We will also increase our brand reach through new licensing opportunities when and where it makes sense. We frequently assess our portfolio of products and businesses to ensure each has a role to support our long-term plans.

  • Money Icon
    Invest in consumer-centric innovation

    Invest in consumer-centric innovation

    We have a long history of developing or acquiring new technologies, new products that improve consumers’ lives and new designs to differentiate our products from competitors. We continue to focus on innovation, both in our core categories and product adjacencies. We also focus on initiatives that create commercial value for existing products in order to increase their appeal and accelerate their organic growth. Consumer shopper preferences and behaviors have transformed the retail landscape from in-store to omni-channel purchasing experiences. As the retail consumer evolves, we continue to upgrade our digital talent and capabilities and operational capacity to thrive no matter how consumers choose to buy.

  • Diagram Icon
    Upgrade our organization and people systems

    Upgrade our organization and people systems

    We believe our employees are our most valuable assets. Attracting, retaining and developing talent is a key focus of our company to ensure we can continue to deliver strong business results.

  • Cogwheel Icon
    Best in class shared services

    Best in class shared services

    We have developed a quality, diversified base of suppliers in North America and China. Through our shared service structure, we strive to improve our existing supplier base and infrastructure, develop new manufacturing partners, leverage scale, reduce lead times and apply best practices to ensure our products are innovative, on time, on cost and on quality. We also continue to invest in our distribution center capabilities and information technology systems while applying discipline and best practices to leverage scale and achieve supply chain excellence. We use a similar approach across all our shared service functions.

  • People Icon
    Attack waste

    Attack waste

    We continue to adopt more efficient and effective approaches to managing people, teams and projects to best respond to today’s complex business environment. We believe that combining the best people and practices with the right technology provides a foundation for stable growth. We promote a culture of attacking waste to improve the quality of our products and services, reduce costs and enhance our capacity to handle increased volume in order to exceed the expectations of our customers and consumers.

  • Tree Icons
    Asset efficiency and shareholder friendly policies

    Asset efficiency and shareholder friendly policies

    As we manage our businesses for long-term growth and success in the marketplace, we are also looking to manage our overall base of assets and capital structure to increase shareholder value. We focus on maximizing cash flow, controlling our costs, return on investment, increasing the efficiency of the capital we deploy, and optimizing working capital. We also seek to invest in accretive and strategic acquisitions and, where appropriate, provide a return of capital to shareholders.