2005 Annual report - Virbac

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2005 Annual Report 18 The customer Customer focus, a competitive advantage Since the Group was founded in 1968, Virbac has always seen the strength of its customer relationships as its primary competitive advantage. This strength is based above all on an unswerving drive for the effectiveness and reliability of all products and services marketed by the brand, but also on the long-term and trusting relationships between customers and sales teams, which account for a third of the company’s workforce. The customer culture is thus both a value and a driver that the company tries to instil into all its activities: sales and marketing but also research and development, production, etc. Noted and appreciated by customers, it represents a true competitive advantage. Instilling the customer culture To order to maintain and instil the customer culture in all its employees, the Group regularly undertakes internal promotion and communication initiatives, such as, for example, organising an annual global challenge to reward the best sellers: the Virbac Sales Ambassadors Club. It represents a highpoint in the company’s year and one that is looked forward to. Virbac Sales Ambassadors Club 2006
19 FOCUS Interview with Brian Clark, Europe area director Another example of this effort to promote the customer culture: a major project, entitled “sales and marketing competitiveness”, was launched at the end of 2004. Undertaken by working groups of managers from a range of subsidiaries and fields within the company, the goal is to review customer service in order to highlight best practices within the Group and operational means of further improving customer satisfaction. At this point, one of the key issues for the Group is to harmonise practices within Europe, without necessarily standardising them. Currently underway in the Europe area, the project will subsequently be rolled out to other Group areas. Virbac’s spirit • Innovation • Market driven • Entrepreneurship • Empowerment • Teamwork “To further optimise customer satisfaction, Virbac introduced a programme in 2005 to get sales and marketing managers in the subsidiaries involved in a global marketing and sales effectiveness project. The goal of this programme is to involve local marketing departments and sales management at a very early stage and to have them work closely with the departments at head office. The contribution of local teams now starts two years prior to the product launch, in the form of regular workshops. This early involvement and experience sharing makes it possible to both better anticipate customer needs (veterinarians and owners) and adapt messages targeted at them. Ultimately, this early consultation is a guarantor of better planning, a true competitive advantage for the Group.”
Page 1 and 2: 2005 Annual report Passionate about
Page 3 and 4: Bringing our expertise and care to
Page 5 and 6: 1 Contents A message from the Chair
Page 7 and 8: 3 Éric Marée Chairman of the Exec
Page 9 and 10: 5 Breakdown of shareholders in term
Page 11 and 12: 7 In 2005, 30% of sales were genera
Page 13 and 14: 9 Cash flow (in € million) 39.9 2
Page 15 and 16: 11 • A new freeze-dryer with a ca
Page 17 and 18: 13 Finance and stock market Share p
Page 20 and 21: 2005 Annual Report 16 Innovation Mo
Page 24 and 25: 20 2005 Annual Report The Virbac-Pa
Page 26 and 27: 2005 Annual Report 22 Industrial co
Page 28 and 29: 2005 Annual Report 24 Human resourc
Page 30: 2005 Annual Report 26
Page 33 and 34: 29 Management report 2005 Virbac sa
Page 35 and 36: 31 ❖ Equine Equine products close
Page 37 and 38: 33 ❖ In Portugal 2005 sales at Vi
Page 39 and 40: 35 Acquisitions and disposals Virba
Page 41 and 42: 37 Consolidated balance sheet and f
Page 43 and 44: 39 A resolution will be submitted f
Page 45 and 46: 41 - Member of the Management board
Page 47 and 48: 43 ◆ Investors and analysts are w
Page 49 and 50: 45 ◆ checking air emissions, ◆
Page 51 and 52: 47 Virbac in France Workforce Virba
Page 53 and 54: 49 Report of the Chairwoman of the
Page 55 and 56: 51 financial information, execution
Page 57 and 58: 53 This organisation, put in place
Page 59 and 60: 55 the recognition of transactions
Page 61 and 62: 57 The Industrial operations depart
Page 63 and 64: 59 Consolidated financial statement
Page 69 and 70: 65 Translation of financial stateme
Page 71 and 72: 67 Inventories and work-in-progress
Page 73 and 74:
69 In the case of exchange rate hed
Page 75 and 76:
71 Notes to the consolidated financ
Page 77 and 78:
73 Property, plant and equipment by
Page 79 and 80:
75 Note B7 - Deferred income tax As
Page 81 and 82:
77 Note B12 - Employee benefits (
Page 83 and 84:
79 Note R1 - Sales Sales breakdown
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81 Note R6 - Breakdown of net incom
Page 87 and 88:
83 Note A4 - Composition of Virbac
Page 89 and 90:
85 Note A10 - Consolidation scope a
Page 91 and 92:
87 Transition to IFRS Consolidated
Page 93 and 94:
89 Transition to IFRS LIABILITIES A
Page 95 and 96:
91 Transition to IFRS Breakdown of
Page 97 and 98:
93 Supervisory board report The Exe
Page 99 and 100:
95 As required by law, details of t
Page 101 and 102:
97 ❖ to record the finalisation o
Page 103 and 104:
99 Index Page 5 ◆ Shareholder str
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Virbac 13 ème rue LID - BP 27 0651
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2005 Annual report - Virbac

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