Despite the continuing controversy surrounding today's corporate executives, leadership still shapes a company's destiny. A new global study conducted by Burson-Marsteller with the Economist Intelligence Unit (EIU) names Bill Gates, Microsoft's chairman and chief software architect, the world's most admired business leader. The 2005 CEO Capital(TM) study asked more than 600 global business influentials in 65 countries to write in which CEO or chairman they admire most in the business world today. The CEO/chairman rankings appear below. -0-
*T 2005 World's Most Admired Chief Executives Rank CEO/Chairman Company Country
1 Bill Gates Microsoft U.S.
2 Steve Jobs Apple U.S.
3 Warren Buffett Berkshire Hathaway U.S.
4 Michael Dell Dell U.S.
5 Richard Branson Virgin Group U.K.
6 John Browne BP U.K.
7 Carlos Ghosn Nissan Motor & Renault Japan/France
8 N. R. Narayana Murthy Infosys Technologies India
9 Jeffrey Immelt General Electric U.S.
10 Rupert Murdoch News Corporation Australia
11 John Bond HSBC Holdings U.K.
12 John Chambers Cisco Systems U.S.
13 Jorma Ollila Nokia Finland
14 Terry Leahy Tesco U.K.
15 Lakshmi Mittal Mittal Steel Netherlands
Source: Understanding CEO Capital(TM), 2005, Burson-Marsteller. *T
"The selection of Bill Gates as the 2005 world's most admired leader not only recognizes his ongoing stewardship at the company he founded but it also acknowledges the powerful effect that the Bill & Melinda Gates Foundation has had on Bill Gates' reputation," remarked Dr. Leslie Gaines-Ross, Burson-Marsteller's chief knowledge & research officer worldwide and the study's architect. "Leaders and their companies can no longer safely ignore the value placed on corporate responsibility and commitment by 21st century citizens."
Several interesting characteristics about the world's top 15 most admired leaders surfaced: -0- *T 1. Despite the predominance of American companies among the top four most admired leaders, more than half (nine of 15 or 60 percent) represent other regions -- UK (4), Finland (1), Netherlands (1), Japan/France (1), India (1) and Australia (1). 2. Eight of the top 15 leaders (53 percent) are company founders. 3. All of the global most admired are insider CEOs (CEOs who have been with the same company for three years or more). 4. No female CEOs or chairmen were chosen. *T
"Business decision-makers clearly voted for long-term performance and proven track records over fleeting success," said Patrick Ford, Burson-Marsteller's Global Corporate/Financial Practice chair. "The tenures of these top-ranking CEOs are not short-lived. They had an average tenure of 21 years to repeatedly prove themselves."
About the 2005 CEO Capital Study
Burson-Marsteller has been conducting landmark research on CEO and corporate reputation since 1997. The new 2005 CEO Capital study was conducted in 65 countries online with the Economist Intelligence Unit (EIU) between May and July 2005. It was completed by 685 business influentials -- CEOs, senior executives, financial analysts, business media and government officials. Roughly one-third of respondents came from North America (26 percent), Europe (32 percent) and Asia-Pacific (32 percent), and one-tenth from Latin America (10 percent). Participants were drawn from a cross-section of 19 industries. Please visit www.ceogo.com for more information.
About Burson-Marsteller
Burson-Marsteller (www.burson-marsteller.com), established in 1953, is a leading global public relations and public affairs firm. It provides clients with strategic thinking and program execution across a full range of public relations, public affairs, advertising and web-related services. The firm's seamless worldwide network consists of 50 wholly owned offices and 43 affiliate offices, together operating in 57 countries across six continents. Burson-Marsteller is a part of Young & Rubicam Brands, a subsidiary of WPP Group plc (NASDQ: WPPGY), one of the world's leading communications services networks.
About the Economist Intelligence Unit
The Economist Intelligence Unit (EIU) (www.eiu.com) is the world leader in global business intelligence. It is the business-to-business arm of The Economist Group, which publishes The Economist newspaper. The EIU provides geopolitical, economic and business analysis on more than 200 countries, as well as strategic intelligence on key industries and management practices. With over 300 full-time professionals in 40 offices around the world, supported by a global network of more than 700 contributing analysts, the EIU is widely known for its unparalleled coverage of major and emerging markets.
Friday, December 16, 2005
Nokia Capital Market Days 2005: Nokia Defines Strategy and Targets for Continued Profitable Growth
NEW YORK, December 1 /PRNewswire-FirstCall/ -- At the annual Nokia Capital Market Days in New York, Nokia (NYSE: NOK) presented its expectations for overall industry developments and set out its targets for the next one to two years. In their presentations, Nokia senior executives highlighted the company's broader product portfolio and renewed customer focus. They showed how Nokia's products, scale, manufacturing capability, logistics network and IPR portfolio are expected to continue to drive its leadership and market share gains in an increasingly complex and consolidating industry environment. Nokia now expects: - Mobile device industry volumes in 2006 to grow more than 10% from the 780 million units we estimate for 2005, and the mobile device market to also grow in value in 2006 - The number of mobile subscriptions to surpass three billion in 2008, rather than in 2010 as we stated in February this year - Slight to moderate growth in the mobile infrastructure market in 2006 Nokia financial targets for the next one to two years: - Nokia operating margin target remains at 17% - An operating margin of 17%-18% for Mobile Phones and Multimedia devices combined - An infrastructure operating margin of 13%, rather than 14% as we stated last year - As we said last year, by the end of 2006 to reduce overall R&D expenditure to 9%-10% of net sales; reduce Nokia mobile device R&D expenditure to 8% of net sales; and reduce Nokia infrastructure R&D expenditure to 14% of net sales In his keynote address, Nokia Chairman and CEO Jorma Ollila said: "Last year we committed to increasing the competitiveness of our product portfolio and focusing more on our customers. Today, I'm pleased to say that we've made excellent progress in both of these key areas," said Ollila. "I'm particularly happy with advancements in our product portfolio. The competitive features, design, usability and quality of our products mean Nokia will continue to be recognized as a globally-leading brand and the top industry driver." Nokia's device portfolio offers a variety of form factors and competitive feature sets at all price points. The company's objective now is to broaden its 3G product portfolio, as evidenced by its release of three new WCDMA phones during the Capital Market Days event. This takes the total number of Nokia models launched this year to 56, including 15 WCDMA models with applications and hardware for music, imaging and business. Increasing the range of choice for consumers is key to Nokia's brand renewal strategy. By giving people the products they want, addressing early adopters and improving the retail experience, the company aims to further elevate the Nokia brand - the sixth most valuable in the world today*. This brand renewal strategy comes at a time when the dynamics of the mobile communications industry are shifting, as Nokia President and COO Olli-Pekka Kallasvuo outlined in his keynote address. "The industry is consolidating around a few key players. At the same time it is increasing in complexity, as both devices and customer demands grow more sophisticated," said Kallasvuo. "The winners will be the ones that can master this complexity and offer appealing products to a broad range of customers. On both these counts, we believe Nokia has the elements key to success." * Source: Interbrand The first day of presentations at Nokia Capital Market Days will be webcast at: www.nokia.com/press/cmd2005 It should be noted that certain statements herein which are not historical facts, including, without limitation, those regarding: A) the timing of product and solution deliveries; B) our ability to develop, implement and commercialize new products, solutions and technologies; C) expectations regarding market growth, developments and structural changes; D) expectations regarding our mobile device volume growth, market share and prices, E) expectations and targets for our results of operations; F) the outcome of pending and threatened litigation; and G) statements preceded by "believe," "expect," "anticipate," "foresee," "target," "designed" or similar expressions are forward looking statements. Because these statements involve risks and uncertainties, actual results may differ materially from the results that we currently expect. Factors that could cause these differences include, but are not limited to: 1) the extent of the growth of the mobile communications industry and the new market segments in which we have recently invested; 2) price erosion; 3) timing and success of the introduction and roll-out of new products and solutions; 4) competitiveness of our product portfolio; 5) our failure to identify key market trends and to respond timely and successfully to the needs of our customers; 6) the impact of changes in technology and the success of our product and solution development; 7) the intensity of competition in the mobility industry and changes in the competitive landscape; 8) our ability to control the variety of factors affecting our ability to reach our targets and give accurate forecasts; 9) the availability of new products and services by network operators and other market participants; 10) general economic conditions globally and in our most important markets; 11) our success in maintaining efficient manufacturing and logistics as well as the high quality of our products and solutions; 12) inventory management risks resulting from shifts in market demand; 13) our ability to source quality components without interruption and at acceptable prices; 14) our success in collaboration arrangements relating to technologies, software or new products and solutions; 15) the success, financial condition, and performance of our collaboration partners, suppliers and customers; 16) any disruption to information technology systems and networks that our operations rely on; 17) our ability to have access to the complex technology involving patents and other intellectual property rights included in our products and solutions at commercially acceptable terms and without infringing any protected intellectual property rights; 18) our ability to recruit, retain and develop appropriately skilled employees; 19) developments under large, multi-year contracts or in relation to major customers; 20) exchange rate fluctuations, including, in particular, fluctuations between the euro, which is our reporting currency, and the US dollar, the UK pound sterling and the Japanese yen; 21) the management of our customer financing exposure; and 22) the impact of changes in government policies, laws or regulations; as well as 23) the risk factors specified on pages 12-22 of the company's Form 20-F for the year ended December 31, 2004 under "Item 3.D Risk Factors." www.nokia.com SOURCE Nokia -0- 12/01/2005 /CONTACT: Media and Investor Contacts: Corporate Communications, tel. +358-7180-34495 or +358-7180-34900; Investor Relations Europe, tel. +358-7180-34289; Investor Relations US, tel. +1-914-368-0555/ (NOK) CO: Nokia ST: New York, Finland IN: CSE TLS SU: ERP UK -- UKTH014 -- 1075 12/01/2005 11:52 EST http://www.prnewswire.com
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