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Business Elite 2010 The world’s leading businesspeople

The search for the “new normal …”. Business Elite 2010 The world’s leading businesspeople. Anita Hague & Robert Jolliffe October 2010. Today we will look at …. How did we get here? How is the global business person thinking? The Global Business Elite – business lives

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Business Elite 2010 The world’s leading businesspeople

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  1. The search for the “new normal …” Business Elite 2010The world’s leading businesspeople Anita Hague & Robert Jolliffe October 2010

  2. Today we will look at …. • How did we get here? • How is the global business person thinking? • The Global Business Elite – business lives • The Global Business Elite – top-end earners and spenders • BE:Europe media results

  3. How did we get here?

  4. 2008 …

  5. 2009 …

  6. 2010 …

  7. Government orregulatory approval Access to cash Loans via debt markets Share capital via equity markets Strong image inmedia/ good reputation Private sector Potential customers New markets Current andnew staff 2011 – two choices … Cautious Dynamic Thank God that’s over.Let’s just sit quietly and recover tillthe world returns to ‘normal’. Phew that was some ride. But …just look at all the opportunities we can seize.The world has changed - this is the new normal. • New companies to buy • New premises to build • New staff to hire • New products to launch • New markets to break Will eventually be taken over bythe companies on the right>>>>

  8. Business success means communicationStrong message in suitable environment Cautious Dynamic Stress your credentials -your growth/ innovation/ expansion strategy& your approach to risk management/ control Thank God that’s over.Let’s just sit quietly and recover tillthe world returns to ‘normal’. Phew that was some ride. But …just look at all the opportunities we can seize.The world has changed - this is the new normal. • New companies to buy • New premises to build • New staff to hire • New products to launch • New markets to break Will eventually be taken over bythe companies on the right>>>> Less money around – why you should get it not your competitors Regulators/ Governments – why should they approve your projects? New customers –why should they buy from you?New staff – why should they work for you? Government orregulatory approval Strong image inmedia/ good reputation Access to cash Loans via debt markets Share capital via equity markets Private sector Potential customers New markets Current andnew staff

  9. How is the global business person thinking? FT Global Business Sentiment survey 2010

  10. Greatest optimism for global economy and company results Score for improvement in Global conditions the same as in 2009 Q. In the next six months, what changes do you expect in ... Source: C-Suite Sentiment Survey 2010 529 Global respondents

  11. Cutting costs has decreased as a top priority while developing products, expanding into new markets and talent have increased in priority level Q. Overall, which 2-3 of the following are the most important goals/priorities for your organization this year? (global) Source: C-Suite Sentiment Survey 2010 529 Global respondents

  12. Economic conditions (globally and locally) have waned as an external challenge since 2009. Meanwhile, govt regulation and new competitors have increased (Top 5) Q. Overall, which 2-3 of the following are the biggest external challenges to meeting your goals for the year? (global) Source: C-Suite Sentiment Survey 2010 529 Global respondents

  13. Overall investments holding steady in majority of categories (Top 5) Q. Over the next 12 months, is your organization increasing or decreasing investment in each of the following areas compared to the past 12 months? Source: C-Suite Sentiment Survey 2010 529 Global respondents

  14. Over half say performance, trustand innovationare key messages to communicated to stakeholders through recovery Q. Which of the following corporate messages will be important for your company to communicate to stakeholders through the recovery? Source: C-Suite Sentiment Survey 2010 529 Global respondents

  15. Large, international and private sector companies provide best opportunities post recession Q. Which market segments do you see as providing the best opportunities for your company as it emerges from the global recession and manages through the recovery? Source: C-Suite Sentiment Survey 2010 529 Global respondents

  16. What is it like to walk in the shoes of a Global Business Elite? To answer this, we can look at the BE range of surveys

  17. BE surveys across the globe

  18. Why you should trust this survey • Longest running international survey(since 1973) • Multi media(print, TV, web) • Large sample(robust sampling of ‘top-end’) • Annual (tracking shifts more closely) • Covers 26 countries globally(BE:Asia,US & Europe) • Unique survey- only one of its type(Most senior person in organisation (VP of Finance @ Google would not be eligible!). BE:E sample are responsible for 2/3 or Europe’s workforce!) BE Survey suite 2010

  19. BE strongly supported across the globe adding weight to the survey

  20. BE:Europe respondents conduct business internationally -4% +4% +10% -8% +23% +15% Source: BE:Europe 2008 and 2010 only data

  21. …as do BE:US respondents +14% -5% - 4% No change +22% Source: BE:USA 2008 and 2009/10 only data

  22. BE:Asia respondents also look further a field +14% +9% No change +7% Source: BE:Asia 2009 and 2010 only data

  23. They are heavy business air travellers 81% (up 4% yr-on-yr) Source: BE:Asia, Europe and US

  24. They work in the largest companies… Source: BE:Europe 2010 High value flyers: 11+ flights AND business/first

  25. And are the most senior Source: BE:Europe 2010 High value flyers: 11+ flights AND business/first

  26. €10.3 trillion Combined Global expenditure budgets Source: BE:Asia, Europe and US

  27. In Europe budgets have been affected 2010 Vs 2009 2009 Vs 2008 8% 38% Source: BE:Europe 2009 & 2010 only data

  28. Budgets are still tightly controlled Source: BE:Europe 2008, 2009 & 2010 only data

  29. The Global Business Elite- a highly desirable market for high-end consumer goods and personal finance companies

  30. €1.05 trillion Combined Global net worth Source: BE:Asia, Europe and US

  31. Their personal fortunes have been affected Net worth Source: BE:Asia, Europe and US 2007, 2008, 2009 and 2010 only data

  32. Some retrieve their wealth quicker Source: BE:Europe 2008, 2009 and 2010 only data

  33. The richest get richer Net worth up 22% <€90,000 >€370,000 Net worth down 33% Source: BE:Europe 2008, 2009 and 2010 only data

  34. Average Income €256,975 Europe +5% ASIA +14% US +3% Source: BE:Asia, Europe and US

  35. Luxury is back in fashion! Europe: A watch worth more than 4,500 euros - UP 25% A holiday/second home – UP 14% In Asia: Fine wine/Champagne/Premium liquors – UP 36% A piece of Jewellery >US$5,000 –UP 24% In the US A boat or yacht – UP 22% A health club/spa/sport club membership – UP 26% Source: BE:Asia, Europe and US 2008 and 2010 only data

  36. BE:Europe - media results

  37. Business success means communicationStrong message in suitable environment Cautious Dynamic Stress your credentials -your growth/ innovation/ expansion strategy& your approach to risk management/ control Thank God that’s over.Let’s just sit quietly and recover tillthe world returns to ‘normal’. Phew that was some ride. But …just look at all the opportunities we can seize.The world has changed - this is the new normal. • New companies to buy • New premises to build • New staff to hire • New products to launch • New markets to break Will eventually be taken over bythe companies on the right>>>> Less money around – why you should get it not your competitors Regulators/ Governments – why should they approve your projects? New customers –why should they buy from you?New staff – why should they work for you? Government orregulatory approval Strong image inmedia/ good reputation Access to cash Loans via debt markets Share capital via equity markets Private sector Potential customers New markets Current andnew staff

  38. Business success needs information Cautious Dynamic Thank God that’s over.Let’s just sit quietly and recover tillthe world returns to ‘normal’. Phew that was some ride. But …just look at all the opportunities we can seize.The world has changed - this is the new normal. • New companies to buy • New premises to build • New staff to hire • New products to launch • New markets to break Will eventually be taken over bythe companies on the right>>>> Which companies to target? Where to build / relocate? Who to seek out to hire?Which new products will succeed?Which markets should we target?

  39. Business success needs information … Cautious Dynamic Thank God that’s over.Let’s just sit quietly and recover tillthe world returns to ‘normal’. Phew that was some ride. But …just look at all the opportunities we can seize.The world has changed - this is the new normal. • New companies to buy • New premises to build • New staff to hire • New products to launch • New markets to break Will eventually be taken over bythe companies on the right>>>> But which companies to target? Where to build / relocate? Who to seek out to hire?Which new products will succeed?Which markets should we target? Effective, regularly updated, credible, actionable information

  40. For the Global Business Elite, worlds collide withinternational media COMMUNICATION INFORMATION International media

  41. Net Readership of All International Titles- BE respondents are increasingly reliant on International media % Base: 2010: 8,245 2009: 11,222

  42. Media consumption is increasing +4% +5% +11% Source: BE:Europe 2008, 2009 and 2010; Measurements: AIR print, daily TV and monthly web

  43. Most reliable source of Business news remains newspapers and internet Most reliable source for Business news. Source: BE:Europe Sample (8,245) Universe (453,353)

  44. A digital week in the life of the Business Elite Access online content via a Blackberry/Mobile phone: 47% Use Wi-Fi networks: 39% Watch a HD TV channel: 39% Use a netbook computer: 35% Stream / watch a video from a website: 29% Visit a social networking site: 26% Use RSS feeds / email alerts: 20% Listen to music on their mobile: 17% Source: BE:Europe 2010; Weekly digital usage

  45. The FT brand: Going from strength to strength The FT’s product portfolio is now more diverse than ever, with the launch of howtospendit.com, the iPhone app and the iPad app, to name but a few

  46. BE: Europe 2010 – Print Publications % Coverage Number one +4% (survey on survey) Source: BE: Europe 2010

  47. BE: Europe – International websites monthly reach +10% (survey on survey) Source: BE: Europe 2010 BBC.com excludes UK non-commercial sample

  48. FT newspaper combined with FT.com delivers even more of Europe's business elite audience +12% (survey on survey) Source: BE: Europe 2010

  49. Most Important Business Read +16% (survey on survey) Please note that this was an open-ended question Source: BE: Europe 2010

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