Incorporated: 1993 as Alltrista Corporation
NAIC: 335211 Electric Housewares and Household Fan Manufacturing; 326113 Unsupported Plastics Film and Sheet Manufacturing; 326199 All Other Plastics Product Manufacturing; 327213 Glass Container Manufacturing; 331491 Nonferrous Metal Rolling, Drawing, and Extruding; 332115 Crown and Closure Manufacturing; 339920 Sporting and Athletic Goods Manufacturing
SIC: 3634 Electric Housewares & Fans; 3081 Unsupported Plastics Film & Sheet; 3221 Glass Containers; 3356 Nonferrous Rolling & Drawing Nec; 3357 Nonferrous Wiredrawing & Insulating; 3466 Crowns & Closures; 3949 Sporting & Athletic Goods Nec
Jarden Corporation is primarily a supplier of consumer products and recreational equipment. The company makes a diverse range of consumer products, including Ball home canning products, Oster appliances, K2 skis and snowboards, Coleman outdoor equipment, and Bicycle playing cards. Jarden also makes plastic and zinc products, including zinc penny blanks, a facet of its business that dates from its existence as part of Ball Corporation. The company was spun off from Ball Corporation in 1993 as Alltrista Corporation and changed its name to Jarden in 2002.
The Ball Heritage: 1880-1993
Although Jarden's existence as a separate corporate entity began 1993 with the formation of Alltrista, its roots stretch to the late 1800s and the inception of the Wooden Jacket Can Company. The Wooden Jacket Can Company was founded in 1880 by five brothers in Buffalo, New York, to produce and sell wood-jacketed tin containers to hold paint, varnishes, and kerosene. Eventually, however, their product evolved into tin-jacketed glass containers, and the brothers--whose surname was Ball--rechristened the company Ball Brothers Glass Manufacturing Company. In 1884 the Ball brothers learned that the patent for sealed glass home canning jars, which had been held by John Mason, had expired. They began producing their own version of the jars, imprinted with the Ball name.
In 1887 the brothers moved their jar business to Muncie, Indiana. In the late 1880s, Indiana was in the middle of a natural gas boom, which made it an excellent location for Ball, whose glassmaking operation required great quantities of gas. Soon after the move, Ball began expanding its business by acquiring other small companies, including a zinc mill, a rubber manufacturing plant, and a paper packaging operation. The company continued to expand into the 1900s, further diversifying by acquiring a metal beverage container company, an aerospace research firm, a petroleum equipment maker, and a telecommunications division. By the mid-1980s, Ball Corporation had annual sales of more than $1 billion.
A New Old Company: Birth of Alltrista in 1993
In the early 1990s, Ball's management began assessing its large and extremely diverse portfolio of businesses to determine what direction the company should take. Its decision was to focus on its larger businesses and to shed smaller subsidiaries. The company established Alltrista Corporation, containing the assets of seven of these smaller subsidiaries. Alltrista was spun off in early April 1993, giving Ball shareholders one share of Alltrista stock for every four shares of Ball stock. The company began trading on the NASDAQ under the ticker symbol JARS.
Headquartered in Muncie, the newly formed Alltrista consisted of seven diverse businesses, some of which were more than 100 years old. The oldest was the Consumer Products Company, which consisted of the original Ball jar business along with a line of other canning-related products. Despite the corporate name change, Alltrista continued to use the well-known Ball script trademark on its canning products. Another of Alltrista's century-old businesses was the Zinc Products Company, which first produced zinc caps for Ball's canning jars in the 1880s. At the time of the Alltrista spinoff, Zinc Products was a major manufacturer of the zinc penny blanks used to make U.S. pennies. In addition, the company made battery cans, automotive trim, electrical fuse strip, and architectural materials.
Alltrista also held three plastics businesses: Industrial Plastics Company, Unimark Plastics Company, and Plastic Packaging Company. Industrial Plastics manufactured heavy-gauge thermoplastic sheet and thermoformed products, such as molded inner door liners for refrigerators. Unimark Plastics Company, which Ball had purchased in 1978, was a custom injection molder that sold mainly to the medical and consumer products markets. Plastic Packaging Company produced plastic sheet and containers for use in the food processing industry. Its plastic products featured barrier layers that reduced the oxygen and moisture that could pass through them, making them ideal for shelf-stable, aseptic food packaging applications.
The last two companies in Alltrista's portfolio were its Metal Services Company and The LumenX Company. Metal Services Company was a metal decorating operation that manufactured thin-gauge metal containers for various consumer products, such as canned goods. Alltrista's LumenX Company, which Ball had acquired in the late 1980s, built customized industrial inspection systems that used x-ray and machine vision technologies. LumenX products were used primarily by the automotive and automotive component industries.
Alltrista's president and CEO was William Peterson, who had for 27 years worked in various administrative capacities for Ball. Its senior vice-president and CFO was Thomas Clark, who had previously been Ball's vice-president for corporate planning and development. All seven of the spun-off subsidiaries retained the same management they had had while still under the Ball umbrella.
Divestitures and Acquisitions: 1994-99
When Alltrista was spun off, it was essentially a collection of companies that Ball no longer wanted. Some were profitable, some were not, and there was little coherence among the businesses or the markets they served. Alltrista's management was faced with the task of analyzing the businesses and deciding how to shape the unwieldy, patchwork-quilt company into a whole and profitable business. Because tax laws prohibited any significant divestitures for two years after the spinoff, the company first determined which areas it wanted to grow.
Its first step was to expand the home canning line. In 1994 Alltrista purchased Toronto, Canada-based Bernardin Ltd. Like Ball Corporation, Bernardin had a rich history in the canning products market; since 1881, the company had been producing metal lids for commercial and home canning containers. Alltrista also acquired the Fruit-Fresh brand product line in 1994. Fruit-Fresh, an agent used in canning and preserving to prevent browning and protect flavor, was marketed through Alltrista's Consumer Products division.
The company further grew its Consumer Products division with the March 1996 acquisition of Kerr Group, Inc., one of Alltrista's main competitors in the home canning products market. After completing the $14.6 million acquisition, Alltrista closed Kerr's manufacturing plant in Jackson, Tennessee, and consolidated its operations into Alltrista's plant in Muncie, Indiana.
The year 1996 also marked the end of the IRS-imposed divestiture moratorium, and Alltrista was ready to prune the weak areas of its portfolio. In April, the company made its first move in this direction with the sale of its Metal Services division. Although Metal Services was Alltrista's largest company in terms of sales, it earned little or no profit. Moreover, it had just lost its largest customer in 1995, which was bound to depress its top line.
In 1997 Alltrista's management turned their attention to expanding the Industrial Plastics division. On May 19, the company purchased the Arkansas-based Viking Industries, a producer of large thermoformed plastic products, such as tubs, showers, surrounds, and whirlpools. Viking's primary markets were the manufactured housing and recreational vehicle industries, new markets for Alltrista. The company believed that both industries, and manufactured housing especially, showed great growth potential. The Viking purchase also dovetailed well with Alltrista's existing plastics operation, creating operational synergies. For example, prior to its acquisition, Viking had relied on outside suppliers for the large plastic sheet it used in its thermoforming operations. Alltrista, however, produced the necessary sheet through its Industrial Plastics division, thereby reducing overall cost and improving efficiency.
According to Thomas Clark, who had become Alltrista's CEO in 1995, the sort of operational integration achieved with the Viking purchase was likely to be a hallmark of future acquisitions. "In the past we have looked at the three plastics businesses as separate organizations and separate activities," he said in a December 1997 interview with the Wall Street Corporate Reporter. "We will tend to take a more integrated view in the future."
The year 1997 also marked Alltrista's second divestiture, when the company sold the line of machine vision inspection equipment produced by its LumenX subsidiary. The following year, the company exited the LumenX business altogether, when it sold the subsidiary's remaining product line: x-ray inspection equipment. Alltrista also initiated plans to close down an unprofitable plastics plant located in Puerto Rico.
Alltrista ended 1997 with net sales of $255.2 million, a 10.8 percent increase over the previous year, and a net profit of $14.8 million. The increase in total sales was primarily attributable to the Kerr and Viking acquisitions within Alltrista's food containers and Industrial Plastics businesses: sales of food containers grew 39 percent, while Industrial Plastics' sales showed a 62 percent gain. As the year's final milestone, Alltrista moved from the NASDAQ to the New York Stock Exchange on December 31, trading under the ticker symbol ALC.
New Vision: 1998
Alltrista marked its fifth anniversary as an independent company in 1998 by redefining its vision, strategy, and growth goals. The company set its sights high, aiming for $500 million in sales and $50 million in operating earnings by the year 2002. To meet this ambitious goal, Alltrista, which had grown an average of 7 percent yearly since the spinoff, would have to double its growth rate in the ensuing years. The new company vision brought with it various other changes. Alltrista reorganized its business into two distinct segments: metal products and plastic products. The metals segment included the zinc operation and the consumer products division, including the home canning products business. Group vice-presidents were named to oversee the two segments.
To help drive growth, Alltrista began seeking new opportunities for its metals division. Already the primary supplier of one-cent zinc blanks to both the U.S. and Royal Canadian mints, the company tapped European markets in 1998. One of its earliest wins was a three-year contract to supply the Birmingham Mint in Britain with 55 metric tons of zinc blanks for the new unified euro coins. Alltrista also initiated negotiations with mints in Poland and South Korea to supply blanks for their coins.
The company looked to overseas markets to boost sales of its home canning lines as well. It began preparing to test market its canning jars in Hungary, with the plan to expand into Poland and the Czech Republic if Hungarian sales were promising. Because home canning was far more prevalent in Eastern Europe than in the United States, Alltrista believed that the targeted markets had tremendous growth potential. The home canning products business also expanded its U.S. and Canadian product lines in 1998, introducing a decorative "elite" line of canning jars and closures. In addition, the company added a new housewares line, called Golden Harvest, which included tumblers and other glassware products.
In September 1998, Alltrista moved its corporate headquarters from Muncie to Indianapolis, Indiana. According to Clark, the main impetus behind the relocation was the need to be near a major airport as the company grew more geographically far-flung. Alltrista did not bring its manufacturing business with it to Indianapolis; both the consumer products and plastics packaging operations remained in Muncie.
Triangle Plastics Acquisition: 1999
In March 1999, the company proved itself serious about achieving its growth goal when it announced plans to purchase Triangle Plastics Inc. for $148 million. Triangle was an Iowa-based thermoforming company with 1998 sales of $114 million, a growth rate of around 15 percent, five production facilities, and 1,100 employees. It produced heavy-gauge components for a whole slew of industries, several of which were new to Alltrista. Through its subsidiary, TriEnda Corp., Triangle also manufactured thermoformed materials-handling products, such as plastic pallets. TriEnda, which contributed around 40 percent of Triangle's total sales, had a customer base that included the U.S. Postal Service, and grocery, printing, textile, chemical, and pharmaceutical companies. Alltrista planned to consolidate Triangle's five production facilities with its own plastics group.
The Triangle acquisition, which was completed in late April 1999, made Alltrista the largest industrial thermoformer in North America. It also stood the company in good stead as it worked to quicken its growth rate. "Triangle Plastics is a key step in achieving our goal to grow our company to $500 million in sales with $50 million in operating earnings by the year 2002," Clark said in a March 15, 1999, press release. "To meet this goal we must grow by 15 percent annually, and the Triangle Plastics business fits this criteria." The scope of the Triangle acquisition made investors edgy, however; the company's stock dropped 16 percent in the two weeks after Alltrista announced the purchase.
In May, Alltrista stated that it planned to sell its plastics packaging business to a Missouri-based maker of sheet plastic. As Alltrista positioned its plastics segment to grow in the areas of thermoforming and injection molding, the packaging division, which used different manufacturing processes and served a different market, was no longer a good fit. The division, which had 1998 sales of $28 million, was sold for approximately $30 million.
A Focus on Plastics for the 21st Century
As the 1990s wound down, Alltrista geared up for substantial growth in the new century. The company's main area of focus was expected to be its plastics division, where it planned to add capabilities and new markets to its portfolio by way of both acquisition and internal growth. One potential area of growth in the plastics segment was an expanded geographic coverage, which would allow Alltrista to serve a wider customer base. Another likely rapid growth area was the company's newly acquired Triangle Plastics subsidiary, TriEnda. Alltrista's management believed that there was a growing and largely untapped market for TriEnda's main product: thermoformed plastic pallets for materials handling. In a March 15, 1999, press release, Clark said that only in recent years have plastics begun to displace wood and corrugated packaging and pallets. Noting that plastic pallets account for only 4 to 6 percent of the U.S. market, he said, "We are at an early point of plastics penetrating this market, therefore growth opportunities should be significant."
Alltrista also anticipated increased sales in its zinc products division. Part of that growth was likely to be driven by a higher demand for U.S. penny blanks, as well as a continued demand for blanks used to produce the euro one-cent and five-cent coins. Another avenue of growth in the zinc business was the increasing substitution of zinc for other materials in various industrial applications. The company's sales of battery cans, however, was likely to decline greatly in the coming years, as two of its main buyers of the cans decided to relocate their operations to foreign companies.
Beginning of the Franklin Era: 2001
Few individuals could have anticipated the dramatic transformation Alltrista would experience in the first decade of the new century. Nearly every expectation about what the future held in store--growth from plastics, growth from Triangle, growth from zinc products--was rendered moot by the intervention of a young British dealmaker named Martin Franklin. The effect of Franklin's influence on Alltrista was profound. Within roughly five years, a company generating nearly $250 million in annual sales was collecting nearly $4 billion in annual sales. A company with 2,000 employees saw its payroll swell exponentially, eclipsing 25,000 employees. Alltrista, a company struggling to find its identity, became Jarden, a company that controlled a bevy of well-known consumer brands.
Born in London, England, in 1964, Franklin was the son of Roland Franklin, who spent 25 years working alongside famed British corporate raider Sir James Goldsmith. The duo specialized in hostile takeovers, accumulating fortunes by buying and breaking apart massive conglomerates such as Crown Zellerbach and Diamond International. Martin Franklin followed in his father's footsteps. After earning an undergraduate degree in political science at the University of Pennsylvania, he served a stint at the New York office of investment banker Rothschild Inc. before joining his father in the $1.3 billion leveraged buyout of British paper and packaging conglomerate DRG. Franklin, 24 years old when the deal was completed, spent two years selling DRG's assets piecemeal. "I did more deals in two years than most investment bankers will probably do in a lifetime," Franklin remarked in an October 27, 2003, interview with Forbes.
After dissecting DRG, Franklin began building his own conglomerate. He teamed up with an executive named Ian Ashken and purchased a small chain of eye care stores owned by General Electric's pension fund. He and Ashken paid $2.3 million for the chain and merged it with a shell company trading on the American Stock Exchange. They christened the public company Benson Eyecare and used it as a vehicle to acquire a slew of optical products businesses. Once they had patched together a mini-empire in vision wear, the pair turned to the auction block. They sold Benson Eyecare in 1996 for $300 million. In 1998, a spinoff of their acquisitive efforts, Lumen Technologies, a manufacturer of specialized short-arc lamps, was sold for $250 million. Another spinoff, branded eyewear marketer Bolle, was sold for $96 million in 2000.
By the time Franklin's involvement in the eye-care business was winding down, he had set his sights on Alltrista. The company was struggling mightily at the time, facing declining sales of canning jars and plastic parts to the truck industry. Its stock value was declining as well, triggering unrest from shareholders, one of whom was Franklin. Franklin, through his Rye, New York-based company, Marlin Partners, had taken a 9.9 percent stake in Alltrista, which he used to make an offer for the company in March 2000, submitting a $30-per-share bid for all of its assets. Alltrista's board of directors rejected his offer and a second offer in early 2001. After being denied for a second time, Franklin took another approach, demanding two seats on the company's board. Alltrista's board members, convinced Franklin would win the seats if he launched a proxy fight, agreed to give him the two seats. "We assumed that with only two seats on the board he would be reasonably manageable," a board member said in an October 27, 2003, interview with Forbes. "We miscalculated." By September 2001, Marlin Partners had acquired Alltrista, which was led by its new chairman and chief executive officer, Martin Franklin, and his colleague, Ian Ashken, who became Alltrista's chief financial officer. Franklin soon relocated Alltrista's headquarters to Rye, New York, where Marlin Partners was based.
Acquisition Spree: 2002-07
"I frankly don't know what previous management's strategy was," Franklin said in a September 6, 2002, interview with Investor's Business Daily. "Whatever it was, it didn't work." His strategy with Alltrista was clear: shed assets such as the thermoformed plastics division and focus on branded businesses such as the company's home canning operations. Franklin's strategy hinged on acquisitions, the first of which was the May 2002 purchase of Tilia International, the manufacturer of the FoodSaver vacuum-packaging food system. He paid $160 million for Tilia and aimed to make a series of similar acquisitions. "We're looking for other branded domestic consumables with similar distribution requirements-a brand either No. 1 or No. 2 in a niche market," Franklin explained in his September 6, 2002, interview with Investor's Business Daily.
Shortly after purchasing Tilia, Franklin decided it was time to change the name of his company. Franklin combined "jar," reflective of the company's leading market position in the home canning market, with "den," reflective of the company's focus on products used in the home, and came up with "Jarden," a name that also had the connotation of the French word for garden, jardin.
Franklin's acquisition campaign proceeded at a brisk pace under the Jarden banner. In early 2003, he purchased Diamond Brands, a maker of toothpicks, kitchen matches, and plastic cutlery. Before the end of the year, he brokered deals for VillaWare, a high-end kitchen products manufacturer, and Lehigh Consumer Products, a seller of rope, cord, and twine. Sales increased 60 percent in 2003, reaching $587 million. In July 2004, he paid $232 million for United States Playing Card Co., a leading manufacturer of playing cards, children's card games, collectible tins, puzzles, and card accessories. Several months later, Franklin made his boldest move, paying $746 million for Sunbeam Products Inc., a company that had declared bankruptcy three years earlier and had reorganized as American Household Inc. The acquisition, expected to triple Jarden's annual sales, gave the company a stable of well-known brands such as Mr. Coffee, Coleman outdoor gear, and Oster appliances.
Addition of K2 Sports: 2007
Franklin and his management team continued to look for acquisition candidates after the Sunbeam acquisition. In 2005, Jarden paid $420 million plus stock for The Holmes Group, a deal that gave the company ownership of brands such as Bionaire, Crock-Pot, Rival, and White Mountain. Next, in early 2007, the company acquired Pure Fishing Inc., a maker of fishing lures and tackle, for roughly $400 million, securing brands such as Berkley, Abu Garcia, Mitchell, Stren, Trilene, and Gulp. The biggest acquisition in Franklin's first six years as chief executive officer followed, the August 2007 purchase of K2 Sports, a designer, manufacturer, and marketer of 16 brands of snowboards, skis, and related footwear. Franklin paid a staggering $1.2 billion for K2 Sports. In the years ahead, further acquisitions were expected as Franklin looked to build a powerhouse of consumer branded products. His efforts in the previous five years had led to a 443 percent increase in Jarden's share price, a record of performance that would be difficult to improve upon in the coming five years.
Principal Subsidiaries
Alltrista Limited (Canada); Alltrista Newco Corporation; Alltrista Plastics Corporation; American Household, Inc.; Application des Gaz, S.A.S. (France); Australian Coleman, Inc.; Bafiges, S.A.S. (France); Beacon Exports, Inc.; Bernardin, Limited (Canada); Bicycle Holding, Inc.; BRK Brands, Inc.; BRK Brands Europe Limited (U.K.); BRK Brands Pty. Ltd. (Australia); Camping Gaz CD Spol S.R.O. (Czech Republic); Camping-Gaz International (Deutschland) GmbH (Germany); Camping Gaz International Portugal Lda. (Portugal); Camping Gaz Italia S.r.l. (Italy); Camping Gaz Suisse A.G. (Switzerland); Canadian Playing Card Company, Ltd. (Canada); CC Outlet, Inc.; Coleman Benelux B.V. (Netherlands); Coleman Brands Pty. Limited (Australia); Coleman Country, Ltd.; Coleman (Deutschland) GmbH (Germany); Coleman EMEA, S.A.S. (France); Coleman International Holdings, LLC; Coleman Japan Company Ltd.; Coleman Latin America, LLC; Coleman UK Holdings Limited (U.K.); Coleman UK Limited (U.K.); Coleman Venture Capital, Inc.; Coleman Worldwide Corporation; Desarrollo Industrial Fitec, S. de RL. De C.V. (Mexico); Dicon Global, Inc. (Canada); Dicon Safety Products (Europe) Limited (U.K.); Dongguan Holmes Electrical Products Co., Ltd. (China); Dongguan Huixun Electrical Products Co., Ltd. (China); Dongguan Raider Motor Corporation, Ltd. (China); Electronica BRK de Mexico, S.A. de C.V.; Esteem Industries Limited (Hong Kong); First Alert, Inc.; First Alert Holdings Inc.; Hearthmark, LLC; Holmes Motor Corporation; Holmes Products (Europe) Limited (U.K.); Holmes Products (Far East) Limited (Bahamas); International Playing Card Company, Ltd. (Canada); Jarden Acquisition ETVE, S.L. (Spain); Jarden Acquisition I, Inc.; Jarden Plastic Solutions Limited (U.K.); Jarden Receivables, LLC; Jarden Zinc Products, Inc.; Jarden Products Corporation; Kansas Acquisition Corp.; L.A. Services, Inc.; Laser Acquisition Corporation; Lehigh Consumer Products Corporation; Loew-Cornell, Inc.; Naipes Heraclio Fournier, S.A. (Spain); Nippon Coleman, Inc.; Oster GmbH (Germany); Oster de Chile Comercializadora Ltda. (Chile); Oster de Colombia, Ltda. (Colombia); Oster de Venezuela, S.A.; Pine Mountain Corporation; Productos Coleman, S.A.U. (Spain); Quoin, LLC; Raider Motor Corporation (Bahamas); Rival Consumer Sales Corporation; Rival de Mexico, S.A. de C.V.; Servicios Sunbeam-Coleman de Mexico, S.A. de C.V.; SI II, Inc.; Sunbeam Americas Holdings, LLC; Sunbeam Corporation (Canada) Limited; Sunbeam Holdings, S.A. de C.V. (Mexico); Sunbeam International (Asia) Limited (Hong Kong); Sunbeam Latin America, LLC; Sunbeam Mexicana, S.A. de C.V. (Mexico); Sunbeam-Oster de Acuna, S.A. de C.V. (Mexico); Sunbeam Products, Inc.; SunCan Holding Corp. (Canada); The Coleman Company, Inc.; The United States Playing Card Company; THL-FAIP Corp.; USPC Holding, Inc.
Principal Divisions
Branded Consumables; Consumer Solutions; Outdoor Solutions; Process Solutions.
Principal Competitors
Universal Security Instruments Inc.; Applica Incorporated; Igloo Corporation; Kellwood Company; NACCO Industries, Inc.; VF Corporation.
Further Reading
Allen, Mike, "Jarden Acquires K2," San Diego Business Journal, August 27, 2007, p. 16.
Brady, Diane, "Household Name?" Business Week, November 29, 2004, p. 106.
Cariaga, Vance, "Jarden Corp. Rye, New York, CEO Gives His Company a Needed Face Lift," Investor's Business Daily, September 6, 2002, p. A7.
DeWitte, Dave, "N.Y. Company Buys Pure Fishing," Cedar Rapids (Iowa) Gazette, April 11, 2007.
Elstein, Aaron, "Acquisitive Jarden Faces a Tougher Road Ahead," Crain's New York Business, April 23, 2007, p. 4.
Gallagher, Leigh, "Master of the Mundane," Forbes, October 27, 2003, p. 158.
Heikens, Norm, "Indianapolis-Based Alltrista to Move Headquarters to New York," Indianapolis Star, October 17, 2001.
Jefferson, Greg, "Alltrista Gets Legs," Indiana Business Journal, March 29-April 4, 1999.
Koenig, Bill, "Plastic, Metal Products Maker Alltrista Opens Indianapolis Headquarters," Indianapolis Star and News, September 15, 1998.
Lauzon, Michael, "Alltrista Corp. Acquiring Triangle," Plastics News, March 22, 1999, p. 1.
Lieber, Tammy, "First a Move, Now a Name Change for Alltrista," Indianapolis Business Journal, May 6, 2002, p. 4.
Linecker, Adella Cellini, "Jarden Corp. Rye, New York; Home Canning Supplier Plays Its Cards Right," Investor's Business Daily, March 1, 2004, p. A8.
"President & CEO of Alltrista," Wall Street Corporate Reporter, December 2, 1997.
Swiatek, Jeff, "Diverse Indianapolis Manufacturer Alltrista Puts Itself Up for Sale," Indianapolis Star, October 11, 2000.
White, Jennifer, "Jarden Shopping for More Ways to Keep Growing," HFN: The Weekly Newspaper for the Home Furnishing Network, August 8, 2005, p. 60.
------, "Jarden's Growth Spurt," HFN: The Weekly Newspaper for the Home Furnishing Network, September 25, 2006, p. 24.
------, "Sunbeam Products Transitions into Jarden Division," HFN: The Weekly Newspaper for the Home Furnishing Network, April 4, 2005, p. 44.
— Shawna Brynildssen; Updated by Jeffrey L. Covell
