Who owns tupperware

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Home Our Story. Tupperware Brands changed its name from Tupperware Corp. Now the company's portfolio has seven brands: the namesake Tupperware line as well as beauty and personal care lines Avroy Shlain, BeautiControl, Fuller, NaturCare, Nutrimetics, and Nuvo.

The company says it has new concepts in its product-development pipeline, and so far, the new product strategy seems to be working, as about a quarter of its most recent annual sales were from products introduced in the past two years.

Many of the company's acquisitions and new products are focused on markets outside the U. Tupperware Brands CEO Rick Goings said during the most recent earnings call that the company has seen success with "demonstration studios" in China and is using these and other lessons from what's working in emerging markets to grow sales even faster.

What has remained as a cornerstone of the company, which helped to make the Tupperware brand a household name, is the business model of "relationship-based" selling -- i. That remains a model the company is following worldwide, and the company's 3. Yet even with that impressive growth, the stock is trading at less than 14 times earnings and just 12 times forward earnings estimates. The stock also pays out a nice 4. Management said during the earnings call that "we're very committed to our dividend," and even though management has guided for the same dividend in as it offered in , the company has raised its dividend five times in the past seven years, so there could be more growth in the years ahead.

The brand does face some headwinds, such as increased pressure from a strengthened U. In another management shift, Rick Goings, executive at direct sales leader Avon, took over as president of Tupperware in In an effort to halt the decline in U. In addition, the company moved into direct mail, for the first time sending out unsolicited catalogs in Sales representatives provided names and addresses and paid Tupperware 65 cents for each catalog sent to one of their customers.

Catalog customers then bought directly from their sales representatives. The company saw the catalog as yet another way to entice busy working women back into the Tupperware fold. Sales also continued to grow internationally, helping improve the company's image on Wall Street.

Overall sales continued to improve in the mids, in part fueled by massive product introductions. Tupperware brought out approximately new products between and , including entire new product lines and specialty items catering to particular needs internationally, such as Kimono Keepers in Japan. As had been the case for the s, international sales growth outstripped that in the United States.

As a result, by , Tupperware relied on international business for 85 percent of its revenues and 95 percent of its profits. Tupperware's finances continued to improve. By sales had reached 1. Premark shares were trading well below competitors as a result, and management felt Tupperware was being held back by the company's other businesses.

Consequently, in May , Premark International spun off Tupperware, making it an independent public company. Premark shareholders received one share of Tupperware stock for each Premark share they held. Certain analysts sang the company's praises, including David Boczar, who told Financial World, "There is a perception of higher quality with Tupperware as well as the multifunctionality of the products, and also the nature of the distribution.

The steady improvement in sales and earnings in the mids faltered in Several factors had contributed to the decline.

Domestically, a change in the company's sales plan led to a loss in its vital sales force. Quite a few sales representatives left Tupperware when the company raised the level of sales needed to qualify for a company minivan. Tupperware later renewed its recruiting efforts by offering subcompact company cars to sales representatives. Internationally, the Asian economic crisis significantly affected Tupperware's performance, which relied on Japan alone for 12 percent of its sales in In addition, a third party vendor delayed Tupperware's delivery of products to its Japanese sales representatives, causing a major customer service problem.

Although sales in the Far East continued to decline as the economic crisis there deepened, Tupperware hoped its expansion into India, Russia, and China in would offset the loss in sales. In Tupperware experienced further discord with some of its U. The company's crackdown included cutting off from their distributors consultants who refused to shut down their web sites. Consultants with web sites resented the intrusion into how they ran their businesses, for as independent franchise owners, Tupperware consultants are not employees.

By early , however, only six web sites remained in operation from a high of almost in Lawrie Hall, director of external affairs at Tupperware, explained the policy to Fortune : "We believe that the product-demonstration and customer services that our consultants offer face to face can't be adequately provided in an Internet environment. Sales and earnings fell further in Further erosion of the company's independent sales force in the United States was responsible in part for the decline in domestic sales.

Internationally, slipping sales in Latin America and Japan posed the greatest threat to overall growth. In the late s Tupperware pursued several strategies to combat persistent declines in sales in the United States. Diversifying its distribution channels was one strategy. Tupperware had plans for selling over the Internet, through television infomercials, and at shopping mall kiosks.

Diversifying its product line was another.