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FEATURETHE ROCK ’N’ ROLL YEARSGoergen didn’t start out planning to be an entrepreneur. Hegrew up in a working class suburb of Buffalo to parents whodivorced shortly after he was born. His mother’s firm beliefin the importance of education, plus his own aptitude formath and science, led him to a scholarship at the Universityof Rochester where his initial plan was to study nuclearphysics. It took a summer job researching the field of airborneradioactivity to convince him that he wanted a careerwith more people interaction.“Friends suggested I might like to be president of a company.Okay, I said, how do I do that? The answer was getan MBA.” With the bulls-eye determination that wouldcharacterize his later business dealings, Goergen applied toWharton, was granted a fellowship, finished the courseworkin 18 months and landed a job with Procter & Gamble for$7,600 a year.At P&G, after taking a long look up the brand managementcareer ladder, he decided to move on to TheMcCann-Erickson advertising agency. Among his successesas a senior account executive for Coca-Cola was persuadingthe company to switch its ad music from the sedate rhythmof The Limelighters to the rock ’n’ roll beat of Diana Ross,Tom Jones and the Beach Boys.In 1966, Goergen joined McKinsey & Co. and worked primarilywith large consumer goods companies like Heublein,PepsiCo and Mobil Oil. Within four years, he was made aprincipal, one of a select group that included, among others,future IBM chairman/CEO Louis V. Gerstner, Jr. andAmerican Express chairman/CEO Harvey Golub. Three yearslater, he was ready to move again.“McKinsey tended to work with big companies. I wasinterested in small companies,” says Goergen. “And at McKinsey,no matter how well you did, you were paid a salary. Iwanted significant equity.”At age 35, Goergen landed a venture capital position withDonaldson, Lufkin & Jenrette and after several years becamethe managing general partner of three private equitycapital partnerships. He did so well on one of his firstinvestments — putting $500,000 into a fledgling citizensband radio company early in 1973 and selling out two yearslater at a profit of nearly $7.5 million — that Forbes magazinewrote a two-page feature on his successes in 1977.Ironically, by the time the Forbes article appeared, Goergenhad already made decisions that, unbeknownst to him,would result in his leaving Wall Street and his home inGreenwich for a new job in Chicago and a room at theChicago Athletic Club.LOOKING FOR EQUITYWhile still at DLJ, Goergen had begun a series of “hobby”investments with several partners who, like himself, were itchingto make money on their own. He put $7,000 into DeltaFilter Corp. of Albany, N.Y., and $35,000 into the HammerBlowCorp., a Wisconsin manufacturer of couplers foragricultural and off-road vehicles.Sandwiched between those two was Valley Candle Co., amanufacturer of church and grocery candles based in Brooklyn,N.Y. Goergen, his attorney and two entrepreneurs eachcontributed $25,000, borrowed the rest and bought the companyfor approximately $1 million.Goergen spent his weekends advising Valley Candle management,and within one year the company had acquiredCandle Corp. of America (CCA), a Chicago-based manufacturerserving the restaurant and Hispanic markets.The deal changed Goergen’s life. Valley Candle borrowed$3 million to meet the purchase price and, in a characteristicallybold move, Goergen personally guaranteed the loan.Back then, it didn’t seem like much of a risk. “Every timewe made an acquisition and had to borrow more money,”Goergen says, “I guaranteed it. I was confident these companieswere so mismanaged that we could turn themaround.” CCA, however, was different.Within several months, it became clear to Goergen thatthe management team in Chicago was not up to runningwhat was now an $11 million company. Suddenly it lookedas if the whole operation might fail. “I went to the boardof directors and offered, under certain conditions, to comein full-time as CEO,” Goergen says, noting that the $3 millionguarantee was a “significant motivating factor” in hisdecision. “But I also saw this as an opportunity to turnaround the company and build up equity. My theory — andI have nuclear physics examples of what I mean — is thatreal freedom and independence is a function of net worth,not salary or income. And so I left Sprout to focus onCandle Corp.”Goergen moved into a rented room at the Chicago AthleticClub and began the long, slow business of “doing whatmanagement is supposed to do.”THE LEAN TEAMThe headquarters of Blyth Industries is spare. A no-frillsindustrial carpet winds throughout plainly decorated officesand ends up in a conference room furnished with a tablebought at Drexel Burnham’s bankruptcy auction. The officesite was chosen primarily for its proximity to the Greenwich,Conn., train station 200 yards away.Blyth Industries has 1,700 employees, 800 of them locatedin and around Chicago, the seat of the company’sfinancial and administrative functions and major manufacturingand distribution centers.The Greenwich headquarters, by contrast, houses a leanteam of five professionals and three support staff. Its locationreflects Goergen’s desire to stay in the community wherehe and his family have lived since 1977.17W HARTON ALUMNI MAGAZINE
FEATUREBlyth is, in fact, the parent company of two subsidiaries— Candle Corp. of America and PartyLite Gifts. It designs,makes and sells candles, scented candles, outdoor citronellacandles and fragrance products, including potpourri, andmarkets a broad range of related accessories. Products aresold under the brand names Colonial Candle of Cape Cod,Mrs. Baker, Carolina Designs, Ltd., Old Harbor, Gardens &Groves, Aromatics, PartyLite Gifts, Candle Corp. of Americaand Eternalux.The company’s operating strategy has been, and continuesto be, growing through new product development aswell as acquisitions.Over the past 18 years, that strategy has gone throughfour phases, beginning in 1977 with Goergen’s decisionto camp out in Chicago for as long as it took to turnCCA around.“At the time we were very bootstrapped. One of our vendorsannounced to me in 1978 that he had more money viaaccounts payable in the company than I did. But that yearwe managed to acquire a $2 million high-end candle companycalled Charmwick based in Santa Cruz, Calif., and in1981 bought $1 million Best Candles Florida in Miami.”Candle Corp. of America (formerly Valley Candle) began toexpand into the mass market.From 1982 to 1985 — phase two — CCA focused mainlyon new products, including the development of outdoorpatio candles (citronella). “The key was introducing newproducts with relatively high gross margins, increasing salesvolume, lowering manufacturing and purchasing costs, andat the same time constantly adding new people in sales,manufacturing, marketing and the creative end.”Meanwhile phase two also coincidedwith what Goergen calls “adiversion,” referring to athree-year period when he“I ESTABLISHED MARKETINGPROFIT CENTERS SO THAT PEOPLEWORKING IN FOOD SERVICE CONCEN-TRATED THEIR EFFORTS ONLY IN THATAREA AND DIDN’T WORRY ABOUTWALMART OR BLOOMINGDALE’S ORTHE CATHOLIC CHURCH.”and two partners boughtand ran Rayovac Corp.,a $160 million batterymanufacturer thatwas then losing about$25 million a year.Unlike other investments,however,Rayovac called for afull-time commitment.Goergen and his two partnersdivided and conquered —Goergen in charge of Rayovac’s Europeanoperations plus the financial and human resourcedivisions, another partner in charge of the U.S. operation anda third partner in charge of Japan and Mexico. Within sixmonths operations were at break even and Rayovac was wellon its way to becoming a profitable battery company.In 1986, Goergen and his partners sold the company tothe management team, and Goergen spent the next year asinterim CEO of Clopay, a household consumer productscompany based in Cincinnati that had been one of theSprout deals back in the 1970s. Clopay was sold that yearthrough a tender offer.“There I was in 1986. My partners and I had made a lotof money in Rayovac. I could have retired,” Goergen says.“I thought about working on my squash game and becominga regional amateur.” Instead, he decided to direct hisenergies back to the candle business.Enter phase three. From 1986 to 1991, Blyth acquiredthree companies, all in the consumer area, all of them losingmoney. The expansion brought CCA to $50 million insales and added growth in the mass market area, in independentgift stores and department stores and, withPartyLite, in the direct selling area. “We picked the bestmanagers and built up strong teams. That was the key,”Goergen says.All along the way, Goergen was continuing his philosophyof converting from low gross margins to high grossmargins in order to have money for marketing and advertising,and in order to keep bringing out new products.“While I was doing that, I had to build up critical mass,which meant we always had to bootstrap and leverage.”It was around this time that Goergen started selling stockin the company at book value to senior managers and plantmanagers. “We offered options that were very affordablebecause we wanted to encourage people to participate. Ithink it’s important to have stock in something you go toevery day,” Goergen says. Since the company’s IPO in 1994,all the management stockholders have become millionaires,in some cases several times over.Goergen was also emphasizing his market segmentationphilosophy of selling candles. “I established marketing profitcenters so that people working in food serviceconcentrated their efforts only in that area and didn’t worryabout Walmart or Bloomingdale’s or the Catholic church.”In 1990 he started a brand management system, workingwith his managers to create pricing policies, product policiesand distribution strategies. “I feel that most peopledon’t start out as superstars. So if you can channel themwith a strategy and help them focus on certain goals, thechances of their becoming a superstar are much higher.”The road to stardom for Blyth employees is clearly linedwith market fundamentals, including constant marketresearch into what consumers — both the retailer and enduser — want in terms of color, price, fragrance andpackaging. “Our strategy has always been to have the rightproduct at the right price in the right channel of distribution,”says Goergen.THE ROARING ‘90SPhase four, from 1992 until the present, has brought anotherround of expansions. Among them, $12 millionAromatic Industries in Rancho Cucamonga, Calif., a pot-18W INTER 1996
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