April 28, 2006
Jean-Marie Laborde: "The Chinese love cognac" (photo: Bert Bostelmann)
Just one glance at the business card of Jean-Marie Laborde betrays where his main interest lies: the front is in English and the reverse in Chinese. In fact, the eyes of the urbane and cosmopolitan CEO of Rémy Cointreau S.A. light up at the mere mention of the Middle Kingdom. Small wonder when business in the People's Republic of China is powering the global growth of this highly-profitable spirits & champagne group (2008/09 revenues: €714m). Warming to his subject with evident relish, Laborde (59) gives an enthusiastic tour d'horizon of the potential he sees in South-East Asia and reveals how the French family company intends to harness it.
February 17, 2006
Enzo Visone: "We are hunters" (photo: Campari)
If Enzo Visone, CEO at Gruppo Campari, wants to celebrate a 40 per cent rise in the share price over the last year, he doesn't have far to go. A few strides along the corridor from his office and he can fix himself a drink at the company bar. Should he wish to relax, he can take a stroll outside Milan headquarters. There he can choose from any number of glamorous coffee shops and restaurants in the famous La Galleria Vittorio Emanuele II. And if ever he feels the need for inspiration, he could always visit the opera at nearby La Scala or say a prayer in the cathedral. After all, Enzo Visone has a hard act to follow. He succeeds statesman-like Marco Perelli-Cippo who enjoyed the confidence of the Garavoglia owner-family. Visone intends to pursue the acquisitions trail mapped out by his illustrious predecessor. But will he also be able to grow the spirits group in a disciplined way that will continue to create value for shareholders?
January 13, 2006
Klaus Hiltrop: "Customers want a story" (photo: Ludwig Heimrath)
Sometimes it is worth looking over the fence of one's own industry in order to gain cross sector insight. When food retailers meet, all too often it is only to commit intellectual incest. For this reason, we asked Klaus C. Hiltrop, sales & marketing director at Mönchengladbach-based fashion company gardeur ag, how he views food retailing. Hiltrop (57) has been active in the fashion industry since the 1970's and is an eloquent commentator on retailing and brands. The charismatic manager was one of the first to predict the demise of Marks & Spencer when it came to Germany in 1996. He was bitterly disappointed after a visit to their first store on the Schildergasse in Cologne. Klaus Hiltrop is also no friend of the factory or designer outlet centre. He sees this distribution channel as a dangerous dilution to brands. As a fashion manager who has always lived by the power of labels, his comments on retail brands are therefore doubly instructive.
October 21, 2005
Philip Clarke: "We don't just plant flags" (photo: Mark Mackenzie)
Philip Clarke, Asia, Europe & IT director at Tesco Plc, works for a global retailer which arrived relatively late on the international playing field. Since the mid-90s, the UK's leading grocer has more than made up for lost time with multiple entries in eastern Europe and south-east Asia. Last year, international operations in Asia and Europe were added to Phil Clarke's managerial responsibilities. The 45-year-old Tesco veteran first started work for the company in 1974. After college, he rose through the ranks to become a store manager, product buyer, marketer and, as from 1998, a board member responsible for the group's supply chain and IT operations. Recently, this down-to-earth Liverpudlian has exited Taiwan. Could this be the harbinger of a major realignment overseas?
February 4, 2005
John F. Brock: "The challenge is to be the best with the highest ebitda margin" (photo: InBev)
John F. Brock, the American CEO of Belgian brewery giant InBev S.A., is never happier than when talking figures. More than just bits and bytes flow through the man's blood, however. He's also a surprisingly good sport. Merely to oblige our photographer, he climbed with astonishing agility up a fire ladder onto the corporate roof in the snow and ice of a Belgian February. Our newspaper went to corporate HQ in beautiful Louvain (Leuwen) in order learn more about Brock's global strategic priorities after the recent jumbo-marriage of Interbrew and AmBev. The tankard-sized brewer is such a prolific deal-maker that its name grows longer and longer as the years go by. We therefore wanted to know from sprightly John Brock whether the challenges arising from all this relentless merger activity are merely orthographical...
January 14, 2005
Nils Andersen: "I don't see myself as a tough guy" (photo: Jerry Bergmann)
From his office in the historic brewing tower at the headquarters of Carlsberg Breweries A/S in Copenhagen, CEO Nils S. Andersen can look over the Öresund strait to the coast of nearby Sweden. Perhaps it is not without significance that his room faces east towards the new demand for premium beer in traditionally vodka-loving Russia. This modest, polite man at the helm of the world's fifth-largest brewer can afford to make a long-term commitment to developing premium brands without short-term shareholder pressure. Carlsberg is majority owned by a charitably-minded foundation. The world being as it is, however, this doesn't mean that 47-year-old Nielsen, dubbed "the hatchet" by his critics, doesn't have to take some very tough decisions...
November 26, 2004
Serge Weinberg: "There is no ideal corporate structure" (photo: Baxter)
You can walk to Serge Weinberg's office from the Printemps department store on prestigious boulevard Haussmann in the centre of Paris. As one might have expected, the CEO of Pinault-Printemps-Redoute SA (PPR) is an elegant, cosmopolitan Frenchman with considerable charm. Although he describes himself as a "mild authoritarian", his staff seem to like him. PPR, with revenues last year of €24.4bn, clearly wants to increase its exposure to the luxury and fashion business. Think the purchase of Gucci in 2001. In view of the high margins involved, this is obviously an enticing proposition. The more PPR moves in this direction, however, the more its unwieldy structure as a conglomerate seems out of place. This most obviously applies to furniture retailer Conforama. But, if one pursues things through to their logical conclusion, then even consumer electronics retailer Fnac doesn't look a good fit. Of course, all this is taboo when PPR talk with the media, but who knows what its managers think when they sleep in their bed at night? At any rate, Weinberg doesn't strike one as a man without imagination.
October 22, 2004
Roger Deromedi: "We must accelerate innovation" (photo: Peter Rondholz)
Roger Deromedi, CEO of Kraft Foods, Inc., is a pleasant man with a big task on his hands. Deromedi (51) knows that he has to reorganise the world's second-largest food group (2003 revenues: €25.2bn) in order to create a new growth model and to regain market share. In a sense, Deromedi also has to fight history. Kraft Foods is a huge conglomerate resulting out of General Foods, Kraft, Jacobs Suchard and Nabisco. Now, that's a lot to focus. Since 1998, the Northfield/Illinois-based company belongs to US tobacco giant Philip Morris which was renamed Altria Group, Inc. in January last year. Although Kraft Foods managers will never admit it openly, one could well imagine them secretly yearning to free themselves from the yoke of Big Tobacco. The lawyers, however, maintain that this would constitute fraudulent conveyance. Now, don't they call this being between a rock and a hard place?
October 1, 2004
Gareth Davis: "No one wins a price war" (photo: Imperial Tobacco)
Primed with films like 'The Initiative" and 'Thank You for Smoking', one might expect a representative of Big Tobacco to be a mixture between the Godfather and Gordon Gekko. Gareth Davis, chief executive of Imperial Tobacco Group Plc (2008 revenues: €22.3bn), had none of these allures. Under the long tenure of Mr Davis (59), Imperial Tobacco has undergone significant expansion – not least through its acquisition of Reemtsma in Germany. The Bristol/UK-based company's major international competitors have also grown, however, taking the industry to what many observers see as the end-game phase of global consolidation. Meanwhile, Big Tobacco has been hit by a wave of litigation in the US and a huge flourish in international contraband. Tough times for a high-margin industry?
August 13, 2004
David Reid: "Don't bet against Tesco" (photo: Tesco)
He would probably be the first to quibble with the characterisation. However, quiet-spoken non-executive Chairman David Reid is generally regarded as one of the brains behind the international success story that is Tesco Plc. Like his board colleague, Lucy Neville-Rolfe, Reid also represents a friendlier, kinder side to Tesco than some of the more hard-ball players around CEO Sir Terry Leahy. This doesn't mean that he is any less ambitious for the company though. Reid's pose with hand on globe at head office in Cheshunt, near London, looks significant for the future: Tesco intends to conquer the world. Rhodesian-born David Reid is quietly proud of Tesco's achievements. The 57-year-old top manager clearly feels that the UK's leading grocer has successfully contained Aldi and Lidl at home, while out-competing global retail titans Carrefour and Wal-Mart in South-East Asia. Significantly, he carefully sidesteps, but does not deny an interest in expanding the business to the US. That said, Reid warns against arrogance. This particularly applies to his younger managers "because they have never known hard times or our earlier difficulties".