Esselte is privately held company headquartered in Stamford, Connecticut, USA. It is a holding company, specializing in office products. It owns several companies, including Pendaflex, Leitz, Oxford, Xyron, Rapid, and an operating company also called Esselte
The name Esselte is derived from the original thirteen graphics companies in Sweden that joined together in 1913 to form SLT (Sveriges Litografiska Tryckerier), later renamed Esselte (reflecting the pronunciation of the abbreviation).
In November 2005, Esselte sold Dymo to Newell Rubbermaid, for $730 Million USD
In December 2005, Gary J. Brooks was named President and CEO of Esselte
In March 2010, Esselte acquired Isaberg Rapid AB, Sweden. One of the world's leading companies in stapling.
In July 2010, Esselte acquired Ampad, manufacturer of branded and private label office and stationery products.
Just like fashion designers bring out new collections every year, new management trends are always being born. And, in the same way that not every latest fashion suits everyone, every management method does not suit every company. Accordingly, dozens of terms buzz through the room. And since no one likes to admit that they have lost track, everyone nods knowingly, without really being able to say what is actually meant. So that this does not happen to you, we would like to present the most important approaches to you here:
Shareholder Value
The shareholder value approach means that a company is to trade with the interests of the shareholders as the top priority. The primary aim is therefore the maximising of the company value and the increase of the share price - thus maximising profit and increasing equity. This one-sided orientation has advantages but also disadvantages. After all, a company should not just take into account the interests of the shareholders but also, for example, those of the employees or the environment.
Balanced Scorecard
In the balanced scorecard system, in addition to the interests of the shareholders, those of the employees and the customers and suppliers are also taken into consideration. The company strategy and the aims are translated into key figures that can be used to measure all performances, not just the financial aspects. Therefore, for example, in addition to the cost reduction and the increase of profit, the reduction of complaints or illness can be aims, and their achievement can be assessed by using the key figures once again.
Benchmarking
A ski-jumper reaches a new world record. The other sportspeople and their coaches closely observe how he lifts off from the jump-off platform, which posture he assumes in the air, how he lands and, finally, what kind of skis and clothing he uses. Then they try to imitate him, and perfect his technique even more. That is exactly what benchmarking is. Translated into the field of economics, this means that one observes and compares other companies or different departments in one's own company. Then, one tries to copy the best methods or the optimal processes (best practice) in each case.
Kaizen / CIP
CIP stands for continuous improvement process. Kaizen is, in principle, the Japanese variant of CIP. This does not refer to sudden improvement through the development of new products or processes, but the endeavour to aim for constant and gradual improvement. CIP instruments are, for example, the internal suggestion systems, quality management or further training of employees. In Japan, Kaizen also means change. Products or processes are always updated so that they always appear interested in the latest.
Change Management
Change management refers to the organisation of changes. When company areas are outsourced, restructured or merged, when a company is taken over by another or relocated to a new location, this always entails major changes for the employees. To avoid too much unrest in the operation, tongues wagging or dissatisfaction and "internal emigration” spreading, employees must always be informed in good time or even given further training accordingly. The targeted management of these communication processes is called change management.
Key Account Management
A key account is a major customer. Therefore, in key account management, the most important customers are looked after by corresponding managers. The aim is that the customer can turn to a single contact person with all its requests, even if different company areas are responsible for them (one face to the customer) At the same time, the key account manager concludes new orders, in which he makes the customer aware of products of the company that the customer does not yet use.
Supply Chain Management
Supply chain management refers to the company’s all-embracing organisation of the production of a product, sometimes from the obtaining of raw material to recycling. Supply chain management is particularly seen in the automotive and textile industry.
Lean Management
With lean management, one aims to increase efficiency through the least amount of hierarchical levels possible and lean structures. Small teams should allow a quick flow of information and avoid work being done twice. Short decision paths should reduce reaction times. Through the assessment of production methods and processes, the production times should be reduced and over-capacities gradually removed.
Business Reengineering
The business reengineering methods should reduce costs and increase quality. To take into account the way times quickly change, previous workflows are not taken as gospel, but completely called into question. Existing processes are not changed and optimised cautiously but assessed from a new viewpoint and, when appropriate, completely redefined.
Some companies are taking no chances when it comes to grooming new hires to become loyal and productive long-term workers.
Tours and introductions are just the beginning of employee orientation at Esselte, a manufacturer of office supplies in Melville. The company wastes no time immersing newcomers into its team-based approach. "New hires spend a week to two weeks with the various departments they'll be working with," said Ray Palen, the company's human resources and training manager.
In addition, Esselte hosts post-hire orientations for new employees at least once a quarter. "We gather them in a room and offer a refresher on benefits, training aspects, answer questions, get feedback and bring in management guest speakers to talk about their experiences and what their learning curve was," Palen said.
Businesses like Esselte regard in-depth orientations as tools for new hires to understand how they help employers achieve their mission. Companies with good programs decrease the likelihood of new hires committing potentially expensive errors. And good programs increase employee retention, saving a company the expense of re- staffing a position.
The CareerBliss community ranks Esselte employee benefits at 5.0 out of 5.0Esselte competitors, such as ACCO Brands has employee benefits ranked at 0.0 and Avery Dennison employee benefits ranked at 4.0.
Not enough information is available to rank Esselte's employee benefits for 2010.Not enough information is available to rank Esselte's employee benefits for this year.
Esselte's employee benefits are ranked 1.6 higher than the Business Services industry average of 3.4.
The name Esselte is derived from the original thirteen graphics companies in Sweden that joined together in 1913 to form SLT (Sveriges Litografiska Tryckerier), later renamed Esselte (reflecting the pronunciation of the abbreviation).
In November 2005, Esselte sold Dymo to Newell Rubbermaid, for $730 Million USD
In December 2005, Gary J. Brooks was named President and CEO of Esselte
In March 2010, Esselte acquired Isaberg Rapid AB, Sweden. One of the world's leading companies in stapling.
In July 2010, Esselte acquired Ampad, manufacturer of branded and private label office and stationery products.
Just like fashion designers bring out new collections every year, new management trends are always being born. And, in the same way that not every latest fashion suits everyone, every management method does not suit every company. Accordingly, dozens of terms buzz through the room. And since no one likes to admit that they have lost track, everyone nods knowingly, without really being able to say what is actually meant. So that this does not happen to you, we would like to present the most important approaches to you here:
Shareholder Value
The shareholder value approach means that a company is to trade with the interests of the shareholders as the top priority. The primary aim is therefore the maximising of the company value and the increase of the share price - thus maximising profit and increasing equity. This one-sided orientation has advantages but also disadvantages. After all, a company should not just take into account the interests of the shareholders but also, for example, those of the employees or the environment.
Balanced Scorecard
In the balanced scorecard system, in addition to the interests of the shareholders, those of the employees and the customers and suppliers are also taken into consideration. The company strategy and the aims are translated into key figures that can be used to measure all performances, not just the financial aspects. Therefore, for example, in addition to the cost reduction and the increase of profit, the reduction of complaints or illness can be aims, and their achievement can be assessed by using the key figures once again.
Benchmarking
A ski-jumper reaches a new world record. The other sportspeople and their coaches closely observe how he lifts off from the jump-off platform, which posture he assumes in the air, how he lands and, finally, what kind of skis and clothing he uses. Then they try to imitate him, and perfect his technique even more. That is exactly what benchmarking is. Translated into the field of economics, this means that one observes and compares other companies or different departments in one's own company. Then, one tries to copy the best methods or the optimal processes (best practice) in each case.
Kaizen / CIP
CIP stands for continuous improvement process. Kaizen is, in principle, the Japanese variant of CIP. This does not refer to sudden improvement through the development of new products or processes, but the endeavour to aim for constant and gradual improvement. CIP instruments are, for example, the internal suggestion systems, quality management or further training of employees. In Japan, Kaizen also means change. Products or processes are always updated so that they always appear interested in the latest.
Change Management
Change management refers to the organisation of changes. When company areas are outsourced, restructured or merged, when a company is taken over by another or relocated to a new location, this always entails major changes for the employees. To avoid too much unrest in the operation, tongues wagging or dissatisfaction and "internal emigration” spreading, employees must always be informed in good time or even given further training accordingly. The targeted management of these communication processes is called change management.
Key Account Management
A key account is a major customer. Therefore, in key account management, the most important customers are looked after by corresponding managers. The aim is that the customer can turn to a single contact person with all its requests, even if different company areas are responsible for them (one face to the customer) At the same time, the key account manager concludes new orders, in which he makes the customer aware of products of the company that the customer does not yet use.
Supply Chain Management
Supply chain management refers to the company’s all-embracing organisation of the production of a product, sometimes from the obtaining of raw material to recycling. Supply chain management is particularly seen in the automotive and textile industry.
Lean Management
With lean management, one aims to increase efficiency through the least amount of hierarchical levels possible and lean structures. Small teams should allow a quick flow of information and avoid work being done twice. Short decision paths should reduce reaction times. Through the assessment of production methods and processes, the production times should be reduced and over-capacities gradually removed.
Business Reengineering
The business reengineering methods should reduce costs and increase quality. To take into account the way times quickly change, previous workflows are not taken as gospel, but completely called into question. Existing processes are not changed and optimised cautiously but assessed from a new viewpoint and, when appropriate, completely redefined.
Some companies are taking no chances when it comes to grooming new hires to become loyal and productive long-term workers.
Tours and introductions are just the beginning of employee orientation at Esselte, a manufacturer of office supplies in Melville. The company wastes no time immersing newcomers into its team-based approach. "New hires spend a week to two weeks with the various departments they'll be working with," said Ray Palen, the company's human resources and training manager.
In addition, Esselte hosts post-hire orientations for new employees at least once a quarter. "We gather them in a room and offer a refresher on benefits, training aspects, answer questions, get feedback and bring in management guest speakers to talk about their experiences and what their learning curve was," Palen said.
Businesses like Esselte regard in-depth orientations as tools for new hires to understand how they help employers achieve their mission. Companies with good programs decrease the likelihood of new hires committing potentially expensive errors. And good programs increase employee retention, saving a company the expense of re- staffing a position.
The CareerBliss community ranks Esselte employee benefits at 5.0 out of 5.0Esselte competitors, such as ACCO Brands has employee benefits ranked at 0.0 and Avery Dennison employee benefits ranked at 4.0.
Not enough information is available to rank Esselte's employee benefits for 2010.Not enough information is available to rank Esselte's employee benefits for this year.
Esselte's employee benefits are ranked 1.6 higher than the Business Services industry average of 3.4.
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