EPS

“Some of us will do our jobs well and some will not, but we will be judged by only one thing—the result.”—Vince Lombardi THE MEETING had just broken up between a commercial printer and a group of Moore Corp. senior executives, led by Robert Burton, and some subordinates. Burton had come to town to discuss acquiring this particular commercial printer, and was preparing for his trip back home to Stamford, CT. Before leaving, a thirsty Burton asks one of his lower-level subordinates to go back into the facility for a soda. So the employee heads back inside and ambles into the conference room, where

ENGLEWOOD, CO—Mail-Well has announced some sweeping changes that are projected to help the company realize a financial goal of achieving 15 to 20 percent annual EPS growth over the next five years, a plan that includes selling some plants and closing others. The company has decided to concentrate its resources on the envelope and commercial printing segments, and will sell its smaller label and printed office products segment. Proceeds from the divestitures, which are slated to transpire over a 12-month period, will be used to decrease Mail-Well's debt, with a debt-to-total capital goal of less than 55 percent by the end of 2003. Excluding