This document summarizes Philip H. Geier Jr.'s 20-year tenure as Chairman and CEO of Interpublic. During his leadership, Interpublic grew from a company with $500 million in revenue, 8,000 employees, and a market capitalization of $500 million, to a global marketing communications company with over $5.6 billion in revenue, 48,200 employees, and operations in 127 countries. Geier is credited with shaping the modern advertising and marketing communications field and bringing the advertising holding company concept to life. He stepped down in 2000 after more than 40 years with Interpublic but will continue to advise the company as Chairman Emeritus.
The document is the 2002 annual report for FedEx. It highlights that in fiscal year 2002:
- Revenues increased 5% to a record $20.6 billion.
- Net income increased 22% to a record $710 million.
- Diluted earnings per share increased 18% to a record $2.34.
The report discusses how FedEx executed well despite a sluggish economy by containing costs, matching resources to demand, and capitalizing on opportunities through its diversified business units. It expresses confidence that ongoing efforts to improve productivity and focus on customers will help increase performance as the economy recovers.
Regions Financial reported a loss of $9.01 per share for the 4th quarter of 2008 due to a $6 billion goodwill impairment charge. Excluding this charge, earnings were $0.35 per share. Credit quality improved as non-performing assets declined by $3.1 billion from aggressive management. However, net charge-offs increased to 3.19% and the net interest margin declined. Regions remains well capitalized and has strong liquidity with customer deposits funding most assets.
Lincoln Financial Group has focused its business on wealth accumulation and wealth protection for the high-net-worth and retirement markets in the US. It has narrowed its focus through divesting businesses like its reinsurance operations and managed healthcare to concentrate on annuities, life insurance, and investment management. This focus has led to strong financial performance and earnings growth, though performance was impacted in 2001 by market declines. Lincoln's target markets in high-net-worth individuals and retirees have seen double-digit growth. Its life insurance and retirement products have strong positions in their target markets due to innovative product design and administrative services.
Sovereign Bancorp achieved strong financial results in 2000, with cash earnings per share increasing 10% and the balance sheet transforming into a more diversified commercial bank model. A key accomplishment was successfully integrating the largest branch divestiture in banking history from FleetBoston. Sovereign's goal is to achieve above average shareholder returns through consistent focus on critical success factors and implementing its growth strategy, with an aim to increase shareholder value 300% over the next five years by building on its strengthened foundation.
Capital One had a remarkable year in 1997, setting records for financial and operating performance. They added 3.2 million new customers, ending the year with 11.7 million accounts. Capital One's success demonstrates the power of their information-based strategy and innovation. Going forward, they see opportunity for continued growth in the US and internationally by applying their strategy of mass customization.
This document is BB&T Corporation's 2005 annual report. It provides financial highlights for 2005, noting that net income increased 6.1% to $1.654 billion and diluted earnings per share grew 7.1% to $3.00. Operating earnings rose 7.2% to $1.674 billion. Cash basis operating earnings, which exclude intangible assets and purchase accounting adjustments, increased 7.1% to $1.763 billion. The report discusses BB&T's strong loan, deposit and balance sheet growth in 2005 and notes the bank hired additional revenue producers and implemented strategies to boost organic account growth.
Progressive Corporation had a successful first quarter of 2004, with net income increasing 58% over the first quarter of 2003 to $460 million. Premiums written grew 14% due to continued low levels of automobile accidents. While investment income was slightly lower due to falling yields, realized security gains contributed to higher profits. The company expects slower growth rates than recent years as market conditions have stabilized, but growth remains strong and margins are higher than anticipated, allowing Progressive to build competitive advantages through retention strategies.
- Gross billings increased 1.7% year-over-year to $536.6 million driven by a 6.4% increase in loyalty units sold, partially offset by the loss of the Qantas program. On a constant currency basis, gross billings increased 1.2%.
- Adjusted EBITDA increased 22.5% year-over-year to $88.9 million due to improved margins and cost containment. On a constant currency basis, adjusted EBITDA growth was also 22.5%.
- Free cash flow before dividends paid was $18.3 million compared to negative $21.2 million in the prior year due to improved operating results.
The document is the 2002 annual report for FedEx. It highlights that in fiscal year 2002:
- Revenues increased 5% to a record $20.6 billion.
- Net income increased 22% to a record $710 million.
- Diluted earnings per share increased 18% to a record $2.34.
The report discusses how FedEx executed well despite a sluggish economy by containing costs, matching resources to demand, and capitalizing on opportunities through its diversified business units. It expresses confidence that ongoing efforts to improve productivity and focus on customers will help increase performance as the economy recovers.
Regions Financial reported a loss of $9.01 per share for the 4th quarter of 2008 due to a $6 billion goodwill impairment charge. Excluding this charge, earnings were $0.35 per share. Credit quality improved as non-performing assets declined by $3.1 billion from aggressive management. However, net charge-offs increased to 3.19% and the net interest margin declined. Regions remains well capitalized and has strong liquidity with customer deposits funding most assets.
Lincoln Financial Group has focused its business on wealth accumulation and wealth protection for the high-net-worth and retirement markets in the US. It has narrowed its focus through divesting businesses like its reinsurance operations and managed healthcare to concentrate on annuities, life insurance, and investment management. This focus has led to strong financial performance and earnings growth, though performance was impacted in 2001 by market declines. Lincoln's target markets in high-net-worth individuals and retirees have seen double-digit growth. Its life insurance and retirement products have strong positions in their target markets due to innovative product design and administrative services.
Sovereign Bancorp achieved strong financial results in 2000, with cash earnings per share increasing 10% and the balance sheet transforming into a more diversified commercial bank model. A key accomplishment was successfully integrating the largest branch divestiture in banking history from FleetBoston. Sovereign's goal is to achieve above average shareholder returns through consistent focus on critical success factors and implementing its growth strategy, with an aim to increase shareholder value 300% over the next five years by building on its strengthened foundation.
Capital One had a remarkable year in 1997, setting records for financial and operating performance. They added 3.2 million new customers, ending the year with 11.7 million accounts. Capital One's success demonstrates the power of their information-based strategy and innovation. Going forward, they see opportunity for continued growth in the US and internationally by applying their strategy of mass customization.
This document is BB&T Corporation's 2005 annual report. It provides financial highlights for 2005, noting that net income increased 6.1% to $1.654 billion and diluted earnings per share grew 7.1% to $3.00. Operating earnings rose 7.2% to $1.674 billion. Cash basis operating earnings, which exclude intangible assets and purchase accounting adjustments, increased 7.1% to $1.763 billion. The report discusses BB&T's strong loan, deposit and balance sheet growth in 2005 and notes the bank hired additional revenue producers and implemented strategies to boost organic account growth.
Progressive Corporation had a successful first quarter of 2004, with net income increasing 58% over the first quarter of 2003 to $460 million. Premiums written grew 14% due to continued low levels of automobile accidents. While investment income was slightly lower due to falling yields, realized security gains contributed to higher profits. The company expects slower growth rates than recent years as market conditions have stabilized, but growth remains strong and margins are higher than anticipated, allowing Progressive to build competitive advantages through retention strategies.
- Gross billings increased 1.7% year-over-year to $536.6 million driven by a 6.4% increase in loyalty units sold, partially offset by the loss of the Qantas program. On a constant currency basis, gross billings increased 1.2%.
- Adjusted EBITDA increased 22.5% year-over-year to $88.9 million due to improved margins and cost containment. On a constant currency basis, adjusted EBITDA growth was also 22.5%.
- Free cash flow before dividends paid was $18.3 million compared to negative $21.2 million in the prior year due to improved operating results.
- Gross billings increased 1.7% year-over-year to $536.6 million driven by a 6.4% increase in loyalty units sold, partially offset by the loss of the Qantas program. On a constant currency basis, gross billings increased 1.2%.
- Adjusted EBITDA increased 22.5% year-over-year to $88.9 million due to improved margins and cost containment. On a constant currency basis, adjusted EBITDA growth was also 22.5%.
- Free cash flow was $18.3 million compared to negative $21.2 million in the prior year due to higher earnings and working capital improvements.
- The company held an earnings conference call to discuss its third quarter 2012 results
- Revenue was unchanged from the prior year, while operating revenue increased 2% driven by organic lease revenue growth
- Earnings per share from continuing operations were $1.26 compared to $1.10 in the prior year
- Fleet Management Solutions saw earnings growth of 21% due to lower costs and lease revenue growth
This annual report summarizes WPS Resources Corporation's financial highlights for 2002. Key highlights include consolidated revenues of $1.6 billion for nonregulated operations and $1.05 billion for utility operations. Income available for common shareholders was $109.4 million, a 41% increase from 2001. Earnings per share increased 25% from 2001. The report also provides an overview of WPS Resources Corporation and its two main subsidiary utilities, Wisconsin Public Service Corporation and Upper Peninsula Power Company.
BancorpSouth presented an investor presentation in November 2011. The presentation provided an overview of BancorpSouth, including its $13.2 billion in assets and presence across an 8-state region. It also summarized recent operating results, showing stable pre-tax, pre-provision earnings. Furthermore, the presentation highlighted BancorpSouth's diversified revenue stream, with over 35% of revenue historically coming from noninterest sources such as insurance commissions, mortgage lending, and card/merchant fees.
This document summarizes Baxter International's financial performance for the first quarter of 2007 compared to the first quarter of 2006. Some key points:
- Net sales increased 11% to $2.675 billion driven by growth in all business segments.
- Gross profit increased 20% and gross margin increased 3.6 percentage points to 47.3%.
- Net income increased 43% to $403 million.
- Sales grew faster internationally (14%) than in the US (8%).
Operating revenues for the company increased 5.9% to $14.36 billion in 2006 compared to $13.55 billion in 2005. Earnings were $1.573 billion, down 1.1% from $1.591 billion in the previous year. Basic and diluted earnings per share declined slightly from 2005 levels. The company's return on average common equity fell to 14.26% in 2006 from 15.17% in 2005. Total assets and market value of common stock both increased by over 7% year-over-year.
This document summarizes Bank of America's second quarter 2009 results. It reported net income of $3.2 billion and diluted EPS of $0.33. Revenue was $33.1 billion. Provision for credit losses was $13.4 billion as the allowance was strengthened for continued economic deterioration. Large items impacting earnings included gains from the sale of China Construction Bank shares and a merchant processing business, but losses from derivative adjustments and capital markets disruption charges. The company continued operating in a challenging economic environment.
The document is Southern Company's 2003 annual report. It summarizes the company's strong financial and operational performance in 2003, with earnings of $1.47 billion, or $2.03 per share. It discusses the company's focus on its core businesses of power generation and delivery in the Southeast US. The report also announces that Chairman and CEO Allen Franklin will retire in July 2004, and that David Ratcliffe will succeed him as president in April and CEO in July. Ratcliffe expresses confidence in Southern Company's strategy and people to continue its record of success.
The Progressive Corporation announced financial results for December 2005 and the full year 2005. For December, net income was $122.9 million, down 32% from the previous year due to an additional week of results in 2004. For the full year, net income was $1.393.9 billion, down 15% from 2004 which had 53 weeks of activity compared to 52 weeks in 2005. The company also held a conference call in March 2006 to discuss the full year 2005 results and filed its annual report with the SEC.
Anheuser-Busch reported financial results for 2005. Worldwide sales of Anheuser-Busch brands increased 4.4% to 121.9 million barrels. However, net income decreased 17.9% to $1.839 billion and earnings per share decreased 15.2% to $2.35 due to an 8.3% decrease in gross profit margin and a 22% decrease in operating income. Return on shareholders' equity also decreased substantially to 61.2% from 83.3% in 2004.
Citigroup reported financial results for the first quarter of 2006. Income from continuing operations increased 9% compared to the first quarter of 2005 to $5.6 billion. Global Consumer revenues decreased 1% to $12 billion, with U.S. Consumer revenues decreasing 9% due to declines in cards, retail distribution, and consumer lending. Corporate and Investment Banking revenues increased with Capital Markets and Banking revenues up 20% and Transaction Services up 22%. Overall, Citigroup revenues remained strong with continuing growth in international markets helping to offset declines in the U.S.
The Progressive Corporation reported its financial results for July 2004. Net premiums written increased 7% to $1.298 billion compared to July 2003. Net income grew 18% to $168.1 million, while earnings per share rose 19% to $0.77. The combined ratio improved 3.3 percentage points to 82.6. Personal lines net premiums written grew 6% and commercial auto rose 19%. Progressive continued to experience strong profitability with only two unprofitable markets.
This document provides financial highlights and key metrics for Bank of America Corporation for the year 2000. It summarizes that the company had revenue of $33.25 billion and net income of $7.86 billion for the year. The Chairman also announces that he will retire in April 2001 and that Kenneth D. Lewis will assume the roles of Chairman and CEO upon his retirement, after having led the company through the merger transition period.
Allstate had a very successful year in 2004 despite incurring $2 billion in losses from hurricanes.
- Net income grew to $3.2 billion and operating income increased 16.1% to $3.1 billion. Revenues reached a record $33.9 billion.
- Return on equity was 15% and net income per share increased 18.5% while book value per share rose 9.2%. Allstate executed its strategy of becoming more efficient, driving top-line growth, and expanding into new markets.
Ken Lewis, Chairman, President and CEO of Bank of America, presented at the Citigroup Financial Services Conference on January 31, 2007. The presentation highlighted opportunities for growth at Bank of America and summarized key financial metrics for 2006, including 10% revenue growth and 16% growth in net income compared to the previous year. Lewis also outlined the company's short-term outlook and strategies to continue achieving attractive earnings growth in a challenging environment.
1. O documento discute estratégias para organização do tempo de gestores escolares, incluindo autorreflexão, conhecimento das dimensões da função, planejamento e registro de ações.
2. Um bom planejamento requer conhecimento da realidade escolar e registro e divulgação das ações para estabelecer comunicação.
3. O registro é importante para a rotina escolar e deve ser tratado com transparência e seriedade por se tratar de um espaço público.
O documento discute o estatuto da Associação de Pais e Mestres (APM) e as atribuições do Conselho de Escola. Explica que a APM tem como objetivo colaborar no processo educacional, na assistência aos alunos e na integração entre a família, escola e comunidade, sem fins lucrativos. Também detalha as principais atribuições do Conselho de Escola, como elaborar o projeto político-pedagógico e plano financeiro da escola e participar de conselhos educacionais maiores.
O documento descreve as principais características e diferenças entre o FUNDEF e o FUNDEB, os dois fundos que financiam a educação básica no Brasil. Em três frases: O FUNDEB substituiu o FUNDEF e ampliou sua abrangência para incluir toda a educação básica. Ele também aumentou o tempo de vigência dos fundos de 10 para 14 anos e progressivamente expandiu os recursos e fontes de financiamento. Ambos os fundos distribuem recursos aos estados e municípios com base no número de matrículas, mas
As práticas de organização e gestão da escola e a aprendizagem de professores...Maria Pro Info
1. As práticas de organização e gestão da escola influenciam significativamente a aprendizagem de professores e alunos. Uma perspectiva que alia requisitos organizacionais com práticas colaborativas e participativas pode ser benéfica.
2. Alargar o conceito de organização escolar para além de uma visão meramente administrativa, considerando a escola como um espaço educativo e de aprendizagem para todos.
3. A organização escolar pode ser vista como um lugar de práticas educativas e aprendizagem, onde as pessoas mud
O documento discute como países com poucos recursos naturais, mas altos investimentos em educação, como Cingapura e Finlândia, tendem a ter melhores resultados educacionais do que países ricos em petróleo. Educação gera maior riqueza e bem-estar a longo prazo do que depender de recursos naturais não renováveis.
O documento descreve o que é um grêmio estudantil, sua história no Brasil e como criar um grêmio na escola. O grêmio representa os interesses dos estudantes e permite que eles discutam e criem ações na escola e comunidade. Sua criação envolve aprovar estatutos, eleger coordenadores e conselho fiscal, e definir áreas de atuação como cultura, esportes, política e comunicação.
Um gestor ideal deve respeitar e confiar em sua equipe, saber ouvir e orientá-los, e ter empatia para entender suas necessidades. Ele também deve ser motivado, dar e receber feedback, e motivar a equipe a atingir resultados enquanto busca novas formas de trabalhar. Além disso, um bom gestor precisa ser flexível, bom planejador, e saber delegar tarefas.
- Gross billings increased 1.7% year-over-year to $536.6 million driven by a 6.4% increase in loyalty units sold, partially offset by the loss of the Qantas program. On a constant currency basis, gross billings increased 1.2%.
- Adjusted EBITDA increased 22.5% year-over-year to $88.9 million due to improved margins and cost containment. On a constant currency basis, adjusted EBITDA growth was also 22.5%.
- Free cash flow was $18.3 million compared to negative $21.2 million in the prior year due to higher earnings and working capital improvements.
- The company held an earnings conference call to discuss its third quarter 2012 results
- Revenue was unchanged from the prior year, while operating revenue increased 2% driven by organic lease revenue growth
- Earnings per share from continuing operations were $1.26 compared to $1.10 in the prior year
- Fleet Management Solutions saw earnings growth of 21% due to lower costs and lease revenue growth
This annual report summarizes WPS Resources Corporation's financial highlights for 2002. Key highlights include consolidated revenues of $1.6 billion for nonregulated operations and $1.05 billion for utility operations. Income available for common shareholders was $109.4 million, a 41% increase from 2001. Earnings per share increased 25% from 2001. The report also provides an overview of WPS Resources Corporation and its two main subsidiary utilities, Wisconsin Public Service Corporation and Upper Peninsula Power Company.
BancorpSouth presented an investor presentation in November 2011. The presentation provided an overview of BancorpSouth, including its $13.2 billion in assets and presence across an 8-state region. It also summarized recent operating results, showing stable pre-tax, pre-provision earnings. Furthermore, the presentation highlighted BancorpSouth's diversified revenue stream, with over 35% of revenue historically coming from noninterest sources such as insurance commissions, mortgage lending, and card/merchant fees.
This document summarizes Baxter International's financial performance for the first quarter of 2007 compared to the first quarter of 2006. Some key points:
- Net sales increased 11% to $2.675 billion driven by growth in all business segments.
- Gross profit increased 20% and gross margin increased 3.6 percentage points to 47.3%.
- Net income increased 43% to $403 million.
- Sales grew faster internationally (14%) than in the US (8%).
Operating revenues for the company increased 5.9% to $14.36 billion in 2006 compared to $13.55 billion in 2005. Earnings were $1.573 billion, down 1.1% from $1.591 billion in the previous year. Basic and diluted earnings per share declined slightly from 2005 levels. The company's return on average common equity fell to 14.26% in 2006 from 15.17% in 2005. Total assets and market value of common stock both increased by over 7% year-over-year.
This document summarizes Bank of America's second quarter 2009 results. It reported net income of $3.2 billion and diluted EPS of $0.33. Revenue was $33.1 billion. Provision for credit losses was $13.4 billion as the allowance was strengthened for continued economic deterioration. Large items impacting earnings included gains from the sale of China Construction Bank shares and a merchant processing business, but losses from derivative adjustments and capital markets disruption charges. The company continued operating in a challenging economic environment.
The document is Southern Company's 2003 annual report. It summarizes the company's strong financial and operational performance in 2003, with earnings of $1.47 billion, or $2.03 per share. It discusses the company's focus on its core businesses of power generation and delivery in the Southeast US. The report also announces that Chairman and CEO Allen Franklin will retire in July 2004, and that David Ratcliffe will succeed him as president in April and CEO in July. Ratcliffe expresses confidence in Southern Company's strategy and people to continue its record of success.
The Progressive Corporation announced financial results for December 2005 and the full year 2005. For December, net income was $122.9 million, down 32% from the previous year due to an additional week of results in 2004. For the full year, net income was $1.393.9 billion, down 15% from 2004 which had 53 weeks of activity compared to 52 weeks in 2005. The company also held a conference call in March 2006 to discuss the full year 2005 results and filed its annual report with the SEC.
Anheuser-Busch reported financial results for 2005. Worldwide sales of Anheuser-Busch brands increased 4.4% to 121.9 million barrels. However, net income decreased 17.9% to $1.839 billion and earnings per share decreased 15.2% to $2.35 due to an 8.3% decrease in gross profit margin and a 22% decrease in operating income. Return on shareholders' equity also decreased substantially to 61.2% from 83.3% in 2004.
Citigroup reported financial results for the first quarter of 2006. Income from continuing operations increased 9% compared to the first quarter of 2005 to $5.6 billion. Global Consumer revenues decreased 1% to $12 billion, with U.S. Consumer revenues decreasing 9% due to declines in cards, retail distribution, and consumer lending. Corporate and Investment Banking revenues increased with Capital Markets and Banking revenues up 20% and Transaction Services up 22%. Overall, Citigroup revenues remained strong with continuing growth in international markets helping to offset declines in the U.S.
The Progressive Corporation reported its financial results for July 2004. Net premiums written increased 7% to $1.298 billion compared to July 2003. Net income grew 18% to $168.1 million, while earnings per share rose 19% to $0.77. The combined ratio improved 3.3 percentage points to 82.6. Personal lines net premiums written grew 6% and commercial auto rose 19%. Progressive continued to experience strong profitability with only two unprofitable markets.
This document provides financial highlights and key metrics for Bank of America Corporation for the year 2000. It summarizes that the company had revenue of $33.25 billion and net income of $7.86 billion for the year. The Chairman also announces that he will retire in April 2001 and that Kenneth D. Lewis will assume the roles of Chairman and CEO upon his retirement, after having led the company through the merger transition period.
Allstate had a very successful year in 2004 despite incurring $2 billion in losses from hurricanes.
- Net income grew to $3.2 billion and operating income increased 16.1% to $3.1 billion. Revenues reached a record $33.9 billion.
- Return on equity was 15% and net income per share increased 18.5% while book value per share rose 9.2%. Allstate executed its strategy of becoming more efficient, driving top-line growth, and expanding into new markets.
Ken Lewis, Chairman, President and CEO of Bank of America, presented at the Citigroup Financial Services Conference on January 31, 2007. The presentation highlighted opportunities for growth at Bank of America and summarized key financial metrics for 2006, including 10% revenue growth and 16% growth in net income compared to the previous year. Lewis also outlined the company's short-term outlook and strategies to continue achieving attractive earnings growth in a challenging environment.
1. O documento discute estratégias para organização do tempo de gestores escolares, incluindo autorreflexão, conhecimento das dimensões da função, planejamento e registro de ações.
2. Um bom planejamento requer conhecimento da realidade escolar e registro e divulgação das ações para estabelecer comunicação.
3. O registro é importante para a rotina escolar e deve ser tratado com transparência e seriedade por se tratar de um espaço público.
O documento discute o estatuto da Associação de Pais e Mestres (APM) e as atribuições do Conselho de Escola. Explica que a APM tem como objetivo colaborar no processo educacional, na assistência aos alunos e na integração entre a família, escola e comunidade, sem fins lucrativos. Também detalha as principais atribuições do Conselho de Escola, como elaborar o projeto político-pedagógico e plano financeiro da escola e participar de conselhos educacionais maiores.
O documento descreve as principais características e diferenças entre o FUNDEF e o FUNDEB, os dois fundos que financiam a educação básica no Brasil. Em três frases: O FUNDEB substituiu o FUNDEF e ampliou sua abrangência para incluir toda a educação básica. Ele também aumentou o tempo de vigência dos fundos de 10 para 14 anos e progressivamente expandiu os recursos e fontes de financiamento. Ambos os fundos distribuem recursos aos estados e municípios com base no número de matrículas, mas
As práticas de organização e gestão da escola e a aprendizagem de professores...Maria Pro Info
1. As práticas de organização e gestão da escola influenciam significativamente a aprendizagem de professores e alunos. Uma perspectiva que alia requisitos organizacionais com práticas colaborativas e participativas pode ser benéfica.
2. Alargar o conceito de organização escolar para além de uma visão meramente administrativa, considerando a escola como um espaço educativo e de aprendizagem para todos.
3. A organização escolar pode ser vista como um lugar de práticas educativas e aprendizagem, onde as pessoas mud
O documento discute como países com poucos recursos naturais, mas altos investimentos em educação, como Cingapura e Finlândia, tendem a ter melhores resultados educacionais do que países ricos em petróleo. Educação gera maior riqueza e bem-estar a longo prazo do que depender de recursos naturais não renováveis.
O documento descreve o que é um grêmio estudantil, sua história no Brasil e como criar um grêmio na escola. O grêmio representa os interesses dos estudantes e permite que eles discutam e criem ações na escola e comunidade. Sua criação envolve aprovar estatutos, eleger coordenadores e conselho fiscal, e definir áreas de atuação como cultura, esportes, política e comunicação.
Um gestor ideal deve respeitar e confiar em sua equipe, saber ouvir e orientá-los, e ter empatia para entender suas necessidades. Ele também deve ser motivado, dar e receber feedback, e motivar a equipe a atingir resultados enquanto busca novas formas de trabalhar. Além disso, um bom gestor precisa ser flexível, bom planejador, e saber delegar tarefas.
O documento discute o papel do gestor como líder de equipe. Apresenta as diferenças entre liderança e gerência, destacando que liderança é a habilidade de influenciar pessoas para atingir objetivos comuns, enquanto gerência se refere a gerir processos e não pessoas. Também discute características essenciais de um líder como autocontrole, empatia, busca de consenso e dar exemplo.
O documento discute as dimensões da gestão escolar. Identifica dez dimensões principais, divididas em duas categorias: dimensões de organização e dimensões de implementação. Também analisa quais dimensões recebem mais atenção dos diretores escolares, com foco em gestão de pessoas, participação democrática e planejamento.
O documento discute a organização e estrutura de gestão em escolas. Apresenta as diferenças entre gestão, administração e direção, e descreve os níveis de gestão nas escolas - de topo, intermédio e operacional. Também explica os órgãos de gestão intermédia como departamentos, coordenações de ciclo e conselhos de turma.
O documento discute a importância da rotina escolar para organizar as atividades, proporcionar segurança e autonomia aos alunos, e ensinar valores. Uma rotina bem definida melhora o aprendizado, enquanto uma rotina implícita transmite lições não intencionais. É essencial planejar a rotina considerando as necessidades dos alunos e a organização do tempo, espaço e conteúdos.
O plano de trabalho propõe promover a participação da comunidade escolar, valorizar a autonomia e pluralismo, e defender uma escola de qualidade. Ele objetiva implementar práticas que promovam a independência dos alunos, fortalecer a integração com a comunidade, e minimizar a infrequência escolar. As estratégias incluem revitalizar ambientes, promover eventos culturais e reuniões para engajar pais, alunos e funcionários.
This document summarizes Interpublic's 2001 annual report. It saw challenging economic conditions that year due to a recession in the US exacerbated by 9/11. Revenue declined 6% to $6.7 billion and net income declined significantly. However, excluding restructuring costs, pro forma net income was $359.2 million. The Chairman notes 2001 was a transition year where they substantially upgraded financial disciplines and infrastructure to better serve clients.
This document provides an overview of Interpublic and its performance in 2001, a challenging year marked by an economic downturn.
The annual report summarizes Interpublic's financial results, including a 6% decline in revenue to $6.7 billion and a net loss of $505.3 million. Excluding restructuring and other charges, pro forma net income was $359.2 million.
It describes steps taken by Interpublic in 2001 to improve its integrated marketing offering and streamline operations, including reorganizing its agencies into four groups and acquiring True North Communications. The chairman expresses confidence that these changes have strengthened Interpublic's position for future growth despite current economic conditions.
C.H. Robinson achieved strong success in 2007 despite challenging market conditions. The company grew gross profits 14.9% to $1.2 billion through its diverse mix of transportation services and customer relationships. Its non-asset based model and over 7,300 employees enabled it to efficiently manage over 6.5 million shipments. Looking ahead, C.H. Robinson is well positioned for continued growth given industry trends, its financial strength with no debt and $455 million in cash, and opportunities to expand internationally and through acquisitions.
C.H. Robinson achieved strong success in 2007 despite challenging market conditions. The company grew gross profits 14.9% to $1.2 billion through its diverse mix of transportation services and customer relationships. Its non-asset based model and over 7,300 employees enabled it to efficiently manage over 6.5 million shipments. Looking ahead, C.H. Robinson is well positioned for continued growth given industry trends, its financial strength with no debt and $455 million in cash, and opportunities to expand internationally and through acquisitions.
C.H. Robinson achieved strong success in 2007 despite economic challenges. The company grew gross profits 14.9% to $1.2 billion through its diverse business lines and relationships with customers and carriers. Its non-asset based model allowed it to efficiently manage costs. The company continued investing in its business by expanding its office network and adding employees. C.H. Robinson is well positioned for future growth given ongoing trends driving demand for third party logistics.
Constellation Energy Group saw a difficult year in 2001 due to factors like the decline in power prices and collapse of Enron. The company cancelled plans to separate, terminated its relationship with Goldman Sachs, brought on a new CEO, cut costs, streamlined operations, and intensified risk management. While 2001 was tough, the company emerged stronger and is well positioned for growth going forward due to its generation assets, marketing expertise, and strong balance sheet. Financial highlights show earnings per share declined significantly year-over-year due to special costs recognized in the fourth quarter as the company monetized non-core assets and improved its balance sheet.
Emerson delivered strong financial results in 2008 despite economic challenges. Net sales reached a record $24.8 billion, up 12% over 2007. Earnings per share grew 15% to $3.06. Emerson remains well positioned for long-term success through innovation, focusing on customer needs, and anticipating trends. The company continues to invest in strategic technologies and new products to drive growth.
- WESCO achieved record financial results in 2005, with net sales reaching $4.42 billion, a 18.2% increase over 2004. Income from operations was $209 million and net income was $103.5 million, both record highs.
- WESCO's strong performance is driven by its over 6,000 employees and their commitment to operational excellence and continuous improvement. The company's size, scale, and focus on customer service has helped achieve positive momentum.
- WESCO completed two acquisitions in 2005, Fastec Industrial Corp. and Carlton-Bates Company, which strengthened the company's product and service offerings. WESCO expects continuous improvement initiatives and a strong organization to
- WESCO achieved record financial results in 2005, with net sales reaching $4.42 billion, a 18.2% increase over 2004. Income from operations was $209 million and net income was $103.5 million, both record highs.
- WESCO's success is driven by its over 6,000 employees and their commitment to operational excellence and continuous improvement. The company's "extra effort" culture has helped generate above-average growth.
- WESCO completed two acquisitions in 2005, Fastec Industrial Corp. and Carlton-Bates Company, which strengthened the company's product and service offerings.
- The company aims to continue its positive momentum in 2006 by sustaining
emerson electricl Proxy Statement for 2009 Annual Shareholders Meeting finance12
Emerson has delivered outstanding financial results in 2008 through its focus on customer needs, innovation, and integrating resources across businesses. Emerson's technology expertise, understanding of industry trends, and passion for progress allow it to provide innovative solutions for customers worldwide. This drives strong financial performance with 7% sales growth and 15% EPS growth in 2008. Emerson remains committed to its promise of solving customers' needs through powerful innovation.
The annual report summarizes Southwest Airlines' financial performance in 2000. It was another profitable year for the company, with net income increasing 31.8% to $625.2 million. The company saw increases in operating revenues, passengers carried, and load factor. Southwest has now posted 28 consecutive years of profitability. The company expects continued financial success in 2001, aided by its fuel hedging program and position as the dominant low-fare airline in the US market.
emerson electricl Proxy Statement for 2009 Annual Shareholders Meeting finance12
- Emerson Electric Co. reported net sales of $24.8 billion in 2008, up from $22.1 billion in 2007 and $19.7 billion in 2006. Earnings from continuing operations were $2.45 billion in 2008, up from $2.13 billion in 2007 and $1.84 billion in 2006.
- Return on average stockholders' equity was 27.0% in 2008, up from 25.2% in 2007 and 23.7% in 2006. Diluted earnings per share from continuing operations were $3.11 in 2008, up from $2.65 in 2007 and $2.23 in 2006.
- Total assets increased to $21 billion in 2008 from
Dover's annual report outlines its consistent business philosophy of achieving and maintaining market leadership in every market it serves. The report discusses Dover's goals of perceiving customers' needs, providing better products/services than competitors, investing to maintain competitive advantages, and expecting a fair price. It emphasizes focusing on quality, innovation, service, and long-term orientation. Dover enhances leadership through acquisitions that strengthen existing markets or offer new ones. Intrinsic to Dover's success is decentralized management that gives autonomy to company presidents.
World Fuel Services Corporation reported strong financial results for 2003 with revenue increasing 40% to $2.7 billion compared to 2002. Net income increased 52.5% to $21.9 million resulting in diluted earnings per share rising 48.5% to $1.96. Both the aviation and marine fuel divisions experienced increased revenue and income from operations. Looking forward, the company expects continued growth with the recent acquisition of Tramp Oil, one of the largest marine fuel services groups.
World Fuel Services Corporation reported strong financial results for 2003 with revenue increasing 40% to $2.7 billion compared to 2002. Net income increased 52.5% to $21.9 million resulting in diluted earnings per share rising 48.5% to $1.96. Both the aviation and marine divisions experienced growth in revenue and income from operations. The company also strengthened its balance sheet and acquired Tramp Oil, one of the largest marine fuel services groups. World Fuel Services expects continued growth and success in the future driven by its global presence and service offerings.
1. Group 1 Automotive had another record year in 2000, with revenues growing 43% to over $3.5 billion and net income increasing 21% to $40.8 million. Their business model of decentralized dealership operations and consolidated corporate functions has driven strong financial performance.
2. Their acquisition strategy focuses on building regional platform operations through large, multi-franchise dealerships, and supplementing these with smaller "tuck-in" acquisitions. Acquisitions create synergies through cost reductions from consolidated functions and revenue enhancements from products like finance and insurance.
3. While new vehicle sales are expected to slow in 2001, Group
omnicom group Q4 2007 Investor Presentationfinance22
Omnicom Group reported its fourth quarter and full year 2007 results. Revenue for the fourth quarter increased 12.7% to $3.6 billion compared to $3.2 billion in the prior year period. Full year revenue grew 11.6% to $12.7 billion. Growth was driven by a 5% benefit from foreign exchange rates, 1.1% from acquisitions, and 6.6% organic growth in the fourth quarter. Earnings per share for the fourth quarter increased 18.5% to $0.97 compared to $0.82 in the prior year.
Mike Wagner Presentation on Pension PlansRobert Lee
Mike Wagner, of JP Morgan, discusses pension plans, pension planning and reform at the first Independent Retired Football Players Summit held at the South Point Resort & Casino in Las Vegas, May 2009.
The document is FedEx Corporation's 2000 Annual Report. It summarizes that in FY2000, FedEx saw a 9% increase in revenue to $18.3 billion and a 9% increase in net income to $688 million. Earnings per share grew 10% to $2.32. It also outlines FedEx's new strategic plan called "Project ARISE" to strengthen the FedEx brand and provide more integrated services and solutions for customers. The plan aims to drive revenue and profit growth through cross-selling services, expanding international business, leveraging e-commerce, and providing supply chain solutions.
Omnicom reported strong financial results for 1994, with worldwide billings growing 16% and net income increasing 27%. All of Omnicom's major advertising agencies - BBDO Worldwide, DDB Needham, and TBWA - experienced significant new business wins and creative successes. Looking ahead, Omnicom expects continued growth fueled by increased brand building expenditures and an improved global economic environment.
Robert G. Bohn, Chairman, President and CEO of Oshkosh Truck Corporation, and Charles L. Szews, Executive VP and CFO, reported record financial results for the first quarter of fiscal year 2006. Sales increased 22.5% to $790.3 million and operating income grew 28.6% to $87 million. EPS increased 28.6% to $0.72. For fiscal year 2006, the company estimates sales between $3.3-3.4 billion, operating income between $316.5-329 million, and EPS between $2.55-2.65, representing growth of 17-21.6%.
1) Oshkosh reported record second quarter fiscal year 2006 results with sales up 25.6% and operating income up 27.3% driven by strong performance in the defense segment.
2) The defense segment results nearly doubled compared to the previous year due to growth in remanufactured and new truck sales, however challenges remain in locating used vehicle carcasses for remanufacturing.
3) The fire and emergency segment saw a temporary dip in earnings as anticipated due to heavily weighted airport product sales in the second half of the year and two component issues that delayed revenue recognition.
Robert G. Bohn, Chairman, President and CEO of Oshkosh Truck Corporation, discussed the company's strong third quarter fiscal year 2006 results and provided an outlook for fiscal years 2006 and 2007. Some highlights included record sales and operating income for Q3 2006. The company also announced two acquisitions, AK Specialty Vehicles and Iowa Mold Tooling, expected to be accretive to earnings in fiscal 2007. For fiscal 2006, Oshkosh estimates sales growth of 14.9-16.6% and EPS growth of 24-26%. Fiscal 2007 estimates include sales of $3.65-$3.75 billion and EPS of $3.05-$3.15.
Oshkosh Truck Corporation presented an investor presentation on its proposed acquisition of JLG Industries, Inc. The presentation discussed Oshkosh's track record of successful acquisitions and shareholder value creation. It also outlined the objectives of acquiring JLG to support growth above 15%, diversify into the fast-growing aerial work platform market, and execute its long-term acquisition strategy. Finally, the presentation provided an overview of Oshkosh Truck Corporation and its proven strategy of new product leadership, operational excellence, and strategic acquisitions that have fueled strong sales and earnings growth.
Robert Bohn, Chairman of Oshkosh Truck Corporation, discussed the company's strong fiscal 2006 financial results and outlook for fiscal 2007. Key points include:
1) Fiscal 2006 sales increased 15.8% and operating income grew 22%, with EPS up 26.6%.
2) The acquisition of JLG Industries was announced, which will diversify the company and support growth of over 15%.
3) Fiscal 2007 stand-alone estimates include sales of $3.65-$3.75 billion and EPS of $3.05-$3.15, with the JLG acquisition expected to be modestly accretive.
In this earnings call, Oshkosh Truck Corporation discusses its first quarter 2007 results. Sales increased 27.4% to $1.01 billion due to the acquisition of JLG Industries. Operating income decreased 3.9% to $83.6 million and EPS decreased 23.6% to $0.55. The company increased its full-year 2007 EPS estimate range to $3.15 to $3.25 per share. JLG is meeting expectations and integration is progressing well. Defense sales were lower compared to strong prior year results while fire and emergency and commercial saw strong performance.
This document summarizes an earnings conference call for Oshkosh Truck Corporation for the second quarter of fiscal year 2007. Sales increased 96.6% to $1.66 billion and operating income grew 69.1% to $134.8 million. For fiscal year 2007, the company estimates sales of $6.1-6.2 billion and operating income of $568-580 million. It also provides segment-level results and highlights for access equipment, defense, fire & emergency, and commercial.
1) Oshkosh reported strong third quarter 2007 results with sales increasing 108% to $1.85 billion and operating income up 133% to $192.7 million.
2) Access equipment and defense led the growth in sales and operating income. The acquisition of JLG was accretive to EPS by $0.35 per share.
3) For fiscal year 2007, Oshkosh estimates sales between $6.3-6.35 billion and EPS between $3.35-3.40, and for fiscal year 2008 estimates sales between $7-7.2 billion and EPS between $4.15-4.35.
The document summarizes Oshkosh Truck Corporation's fourth quarter fiscal 2007 earnings conference call. It discusses record sales and operating income for fiscal 2007. Projections are provided for fiscal 2008, estimating sales between $7.1-7.3 billion and operating income between $690-715 million. Segment performances are reviewed, with access equipment and defense highlighted as key growth drivers. Estimates are also given for interest expense, tax rates, capital expenditures and debt levels for fiscal 2008.
Oshkosh Corporation held an earnings conference call to discuss its first quarter fiscal year 2008 results. Sales increased 49% to $1.5 billion due to strong growth in access equipment and defense, while earnings per share declined 9.1% to $0.50. For fiscal year 2008, the company estimates revenue of $7.1-7.3 billion, operating income of $675-700 million, and earnings per share of $4.15-4.35. Challenging economic conditions are impacting commercial and fire & emergency segments, but global initiatives and cost reductions will support the full-year outlook.
The document summarizes Oshkosh Corporation's earnings conference call for the second quarter of fiscal year 2008. Key highlights include sales increasing 6.7% to $1.8 billion and operating income rising 24.8% to $168.2 million. EPS grew 42.6% to $0.97. While access equipment and defense saw strong demand, commercial and fire & emergency faced challenging market conditions. The company maintained its fiscal year 2008 EPS estimate range of $4.15 to $4.35.
The document summarizes Oshkosh Corporation's earnings conference call for the third quarter of fiscal year 2008. It discusses increases in sales revenue but decreases in operating income and earnings per share compared to the previous year. Several initiatives are mentioned to manage costs and cash flow in changing market conditions. Business segment results are provided, with strength in access equipment and defense but challenges in commercial and fire & emergency sectors.
This document is the transcript from Oshkosh Corporation's earnings conference call for the fourth quarter of fiscal year 2008. It discusses Oshkosh's financial results for Q4 and fiscal year 2008, including sales, operating income, earnings per share, and debt reduction. It also provides an outlook for fiscal year 2009, estimating revenues of $6.3-6.7 billion, operating income of $350-400 million, and EPS of $1.65-2.05. The transcript reviews performance and outlook for each of Oshkosh's business segments and discusses its financing plans.
Robert Bohn and David Sagehorn of Oshkosh Corporation gave a presentation at the Goldman Sachs Conference in November 2008. They discussed Oshkosh's strong financial position and actions taken to reduce costs and debt. While market conditions were volatile due to the economic downturn, Oshkosh was well positioned with backlogs in defense, fire, and refuse collection vehicles. The presentation outlined Oshkosh's segments and strategies to manage through the difficult economy.
1) The document is from a presentation given by Oshkosh executives Charles Szews and David Sagehorn at the R.W. Baird Industrial Conference on November 12, 2008.
2) Oshkosh reported sales increased 13.2% to $7.1 billion in fiscal 2008, with international sales reaching $2.1 billion. However, operating income decreased 1.5% and EPS decreased 5.9% due to non-cash impairment charges.
3) Oshkosh recently secured multiple defense contracts and sees opportunities in the domestic refuse collection vehicle market, but the current market volatility and credit crisis make fiscal 2009 projections difficult given exposure to construction and municipal spending.
Charles Szews, President and COO of Oshkosh Corporation, presented at the Cowen and Company Aerospace & Defense Conference on February 5, 2009. He discussed Oshkosh's business segments, products, competitive advantages, challenges, and actions taken in response to the economic downturn. Key points included reduced revenues and earnings in Q1 2009, cost reduction efforts, and focus on core businesses with strong backlogs like defense and fire apparatus that have gained market share.
Oshkosh Corporation held an earnings conference call to discuss its first quarter fiscal year 2008 results. Sales increased 49% to $1.5 billion due to strong growth in access equipment and defense, while earnings per share declined 9.1% to $0.50. For fiscal year 2008, the company estimates revenue of $7.1-7.3 billion, operating income of $675-700 million, and earnings per share of $4.15-4.35. Challenging economic conditions are impacting commercial and fire & emergency segments, but global initiatives and cost reductions will support the full-year outlook.
The document summarizes Oshkosh Corporation's earnings conference call for the second quarter of fiscal year 2008. Key highlights include sales increasing 6.7% to $1.8 billion and operating income rising 24.8% to $168.2 million. EPS grew 42.6% to $0.97. While access equipment and defense saw strong demand, commercial and fire & emergency faced challenging market conditions. The company maintained its fiscal year 2008 EPS estimate range of $4.15 to $4.35.
This document contains the transcript from Oshkosh Corporation's earnings conference call for the third quarter of fiscal year 2008. Key highlights include a 6.6% increase in quarterly sales to $1.97 billion but a 5.9% decrease in operating income to $181.2 million. EPS for the quarter decreased 1.7% to $1.19. Oshkosh revised its estimate for full year 2008 EPS to a range of $3.15 to $3.30.
This document summarizes an earnings conference call for Oshkosh Corporation for the fourth quarter of fiscal year 2008. It discusses the company's financial results including a 5.8% increase in sales to $1.9 billion but a 32% decrease in operating income to $122 million. The document also provides an overview of Oshkosh's fiscal year 2008 results and discusses challenges faced in various business segments due to economic conditions. It notes actions taken by the company to reduce costs and debt. An outlook is given for fiscal year 2009 noting market volatility and a plan to drive over $500 million in debt reduction. Business segment results and outlooks are also summarized.
A toxic combination of 15 years of low growth, and four decades of high inequality, has left Britain poorer and falling behind its peers. Productivity growth is weak and public investment is low, while wages today are no higher than they were before the financial crisis. Britain needs a new economic strategy to lift itself out of stagnation.
Scotland is in many ways a microcosm of this challenge. It has become a hub for creative industries, is home to several world-class universities and a thriving community of businesses – strengths that need to be harness and leveraged. But it also has high levels of deprivation, with homelessness reaching a record high and nearly half a million people living in very deep poverty last year. Scotland won’t be truly thriving unless it finds ways to ensure that all its inhabitants benefit from growth and investment. This is the central challenge facing policy makers both in Holyrood and Westminster.
What should a new national economic strategy for Scotland include? What would the pursuit of stronger economic growth mean for local, national and UK-wide policy makers? How will economic change affect the jobs we do, the places we live and the businesses we work for? And what are the prospects for cities like Glasgow, and nations like Scotland, in rising to these challenges?
University of North Carolina at Charlotte degree offer diploma Transcripttscdzuip
办理美国UNCC毕业证书制作北卡大学夏洛特分校假文凭定制Q微168899991做UNCC留信网教留服认证海牙认证改UNCC成绩单GPA做UNCC假学位证假文凭高仿毕业证GRE代考如何申请北卡罗莱纳大学夏洛特分校University of North Carolina at Charlotte degree offer diploma Transcript
Independent Study - College of Wooster Research (2023-2024) FDI, Culture, Glo...AntoniaOwensDetwiler
"Does Foreign Direct Investment Negatively Affect Preservation of Culture in the Global South? Case Studies in Thailand and Cambodia."
Do elements of globalization, such as Foreign Direct Investment (FDI), negatively affect the ability of countries in the Global South to preserve their culture? This research aims to answer this question by employing a cross-sectional comparative case study analysis utilizing methods of difference. Thailand and Cambodia are compared as they are in the same region and have a similar culture. The metric of difference between Thailand and Cambodia is their ability to preserve their culture. This ability is operationalized by their respective attitudes towards FDI; Thailand imposes stringent regulations and limitations on FDI while Cambodia does not hesitate to accept most FDI and imposes fewer limitations. The evidence from this study suggests that FDI from globally influential countries with high gross domestic products (GDPs) (e.g. China, U.S.) challenges the ability of countries with lower GDPs (e.g. Cambodia) to protect their culture. Furthermore, the ability, or lack thereof, of the receiving countries to protect their culture is amplified by the existence and implementation of restrictive FDI policies imposed by their governments.
My study abroad in Bali, Indonesia, inspired this research topic as I noticed how globalization is changing the culture of its people. I learned their language and way of life which helped me understand the beauty and importance of cultural preservation. I believe we could all benefit from learning new perspectives as they could help us ideate solutions to contemporary issues and empathize with others.
The Impact of Generative AI and 4th Industrial RevolutionPaolo Maresca
This infographic explores the transformative power of Generative AI, a key driver of the 4th Industrial Revolution. Discover how Generative AI is revolutionizing industries, accelerating innovation, and shaping the future of work.
Dr. Alyce Su Cover Story - China's Investment Leadermsthrill
In World Expo 2010 Shanghai – the most visited Expo in the World History
https://www.britannica.com/event/Expo-Shanghai-2010
China’s official organizer of the Expo, CCPIT (China Council for the Promotion of International Trade https://en.ccpit.org/) has chosen Dr. Alyce Su as the Cover Person with Cover Story, in the Expo’s official magazine distributed throughout the Expo, showcasing China’s New Generation of Leaders to the World.
TEST BANK Principles of cost accounting 17th edition edward j vanderbeck mari...Donc Test
TEST BANK Principles of cost accounting 17th edition edward j vanderbeck maria r mitchell.docx
TEST BANK Principles of cost accounting 17th edition edward j vanderbeck maria r mitchell.docx
TEST BANK Principles of cost accounting 17th edition edward j vanderbeck maria r mitchell.docx
Enhancing Asset Quality: Strategies for Financial Institutionsshruti1menon2
Ensuring robust asset quality is not just a mere aspect but a critical cornerstone for the stability and success of financial institutions worldwide. It serves as the bedrock upon which profitability is built and investor confidence is sustained. Therefore, in this presentation, we delve into a comprehensive exploration of strategies that can aid financial institutions in achieving and maintaining superior asset quality.
Vicinity Jobs’ data includes more than three million 2023 OJPs and thousands of skills. Most skills appear in less than 0.02% of job postings, so most postings rely on a small subset of commonly used terms, like teamwork.
Laura Adkins-Hackett, Economist, LMIC, and Sukriti Trehan, Data Scientist, LMIC, presented their research exploring trends in the skills listed in OJPs to develop a deeper understanding of in-demand skills. This research project uses pointwise mutual information and other methods to extract more information about common skills from the relationships between skills, occupations and regions.
An accounting information system (AIS) refers to tools and systems designed for the collection and display of accounting information so accountants and executives can make informed decisions.
1. Create Value
>
The Interpublic Group of Companies, Inc. / 2000
2. INTERPUBLIC IS A GLOBAL MARKETING COMMUNICATIONS AND MARKETING SERVICES COMPANY.
We are in the idea business. We provide Clients with customer-driven insights, strategic communications
programs and other marketing services that help them build the demand side of their business.
Our success and growth are built on the quality of our Client base and the depth of our relationships.
TABLE OF CONTENTS:
/ LEADERSHIP 7
>
FINANCIAL HIGHLIGHTS 1 / CHAIRMEN'S REPORT 2-5 / PHILIP H. GEIER, JR. 6
/ PUBLIC RELATIONS 18-21 / HEALTHCARE 22-25
ADVERTISING 8-13 / DIRECT MARKETING 14-17
/
MARKETING RESEARCH 26-29 MEETINGS & EVENTS 30-33 / MEDIA SERVICES 34-37
SPORTS MARKETING 38-41 / SALES PROMOTION 42-45 / CORPORATE ID & BRAND EQUITY 46-49
B OARD OF DIRECTORS 50 / OFFICERS & INFORMATION 51 / INTERPUBLIC COMPANIES 52
3. Financial:> Highlights
2000 1999 % CHANGE
December 31 (Amounts In Thousands, Except Per Share Data)
REVENUE AND INCOME
Revenue $ 5,625,845 $ 4,977,823 13.0 %
Income from Operations* $ 833,522 $ 662,679 25.8 %
–
As a % of Revenue 14.8 % 13.3 %
Net Income* $ 473,185 $ 382,724 23.6 %
FINANCIAL POSITION
Cash and Equivalents $ 708,312 $ 1,029,076 (31.2 %)
Total Assets $ 10,238,222 $ 9,247,044 10.7 %
Total Debt $ 1,997,045 $ 1,311,090 52.3 %
–
Debt as a % of Total Capital 49.4 % 42.6 %
–
Return on Average Stockholders’ Equity* 23.5 % 23.6 %
PER SHARE DATA
Diluted EPS* $ 1.51 $ 1.24 21.8 %
Cash EPS* $ 1.81 $ 1.51 19.9 %
Cash Dividends $ .37 $ .33 12.1 %
OTHER
Number of Employees 48,200 42,600 13.1 %
Weighted Average Shares Outstanding (diluted)* 319,346 315,532 1.2 %
* Calculated excluding restructuring and other merger related costs (pre-tax charges of $116,131 and $84,183 in 2000 and 1999 respectively) and non-recurring transaction
costs related to the Deutsch acquisition (pre-tax charges of $44,715 in 2000). Reported net income including these costs was $358,658 in 2000 and $331,287 in 1999.
$ 1.51 $ .37
$ 5,625,845 26.2 %
23.6 % 23.5 %
$ 1.24
$ 4,977,823 $ .33
$ 1.12
$.29
$ 4,218,657
1998 1999 2000
1998 1999 2000 1998 1999 2000 1998 1999 2000
REVENUE EARNINGS PER SHARE CASH DIVIDENDS RETURN ON AVERAGE
(DILUTED)* PER SHARE STOCKHOLDERS’ EQUITY*
2000 The Interpublic Group of Companies, Inc. 1
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4.
5. Chairmen’s > Report
This year, Interpublic reached a landmark in its evolution as a marketing services company.
In 1994, advertising represented 95 percent of our business.
In 2000, for the first time, our business was almost evenly balanced between advertising
and other marketing communications and marketing services.
The year 2000 was another year of robust overall Client roster, especially those Clients This year, Interpublic reached a landmark
growth and diversification for Interpublic. our companies serve across multiple markets in its evolution as a marketing services
Revenue rose to more than $5.6 billion, an and multiple disciplines, is second to none. company. In 1994, advertising represented
increase of 13% over 1999. Net income 95 percent of our business. In 2000, for the
(before non-recurring items) grew to $473 Our agency networks continued to win new first time, our business was almost evenly
million, up 23.6% over the prior year. On business on an impressive scale. Net new balanced between advertising and other
a diluted basis, earnings per share grew to business billings of approximately $2.6 billion marketing communications and marketing
$1.51, almost 22% above 1999. This year’s helped drive our growth and signaled continued services. Our philosophy of owning and
revenue, profits and earnings per share Client confidence in the Interpublic companies growing marketing services businesses in a
would have been even higher had it not and the quality of their offerings. wide array of sectors should prove important
been for the strength of the dollar in the to both the short-term and long-term
global currency markets. Our company’s financial condition continues horizons of our investors.
to be excellent, with a strong balance
With more than 650 offices in 127 countries, we sheet and solid cash position. Interpublic’s It is important to note that this has been a
believe our unparalleled reach is only exceeded sound financial management and cost- cumulative gain, for these disciplines
by the quality of our people and the services containment policies have helped to maintain complement each other and enable further
and counsel they provide to Clients. And our and improve our margins. aggressive growth for the entire company.
1 / OPPOSITE PAGE: PHILIP H. GEIER, JR. & JOHN J. DOONER, JR., THE INTERPUBLIC GROUP OF COMPANIES, INC.
2000 The Interpublic Group of Companies, Inc. 3
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6. For the fifth straight year, McCann won more
This diversification of our business has public relations, event marketing, online
than $1 billion in net new billings, including at
been a deliberate strategy to expand beyond communications and urban/youth marketing.
least three U.S. accounts in the $100+ million
traditional advertising in order to provide
In April, Interpublic made its first major foray range. It also added a growing number of new
Clients with both the consumer insights
into marketing research through the acquisition worldwide Clients from outside the United
and marketing communications services that
States to its list of global Clients – already the
help them build their businesses. In this of NFO WorldGroup, one of the world’s leading
industry’s most extensive.
regard, Interpublic is truly a communications providers of research-based marketing information
partner capable of providing expertise which and counsel. With global reach, a blue-chip
McCann also installed new top management
is vital to global and local Clients alike. Client base and broad range of diagnostic
research products and services, NFO’s services last year, naming Jim Heekin as Chairman
will also provide a feedback mechanism for and CEO of McCann-Erickson WorldGroup,
Growth in the year 2000 was marked by
Interpublic’s advertising, marketing and PR the overall multi-unit global marketing
a number of acquisitions that significantly
professionals to measure the effectiveness of communications organization, as well as of
expanded Interpublic’s portfolio of
resources. This is not simply a matter of their work so that messages can be refined to McCann-Erickson Advertising Worldwide.
buying volume, but a deliberate effort reach their targets more precisely. Since the
acquisition, we’ve already seen benefits from Following the late 1999 consolidation of
to create a group of competencies that reflects
introducing NFO’s services to a number of Lowe and Lintas into Lowe Lintas & Partners
our strategic priorities.
Interpublic Clients. Worldwide, we saw, in 2000, their emergence
into a powerful new agency brand, with a strong
As the global marketing environment grows
Jack Morton Worldwide, Interpublic’s experiential management team, superior creative product
more complex, Clients are consolidating
and the clout of the fourth-largest global agency
their accounts both geographically and events and meetings unit, was formed through
group in the world. Their recent recognition
across disciplines. Interpublic is committed the merger of The Jack Morton Company and
as U.K. and European “agency of the year” is a
to expanding its charter to enable all our the Communications Group of Caribiner
testimony to their success.
companies to provide integrated marketing International. The successful acquisition of
solutions to their Clients’ needs. Caribiner and subsequent integration of these
two innovative organizations has created the Interpublic’s other operating units also reported
world’s largest company in this fast-growing strong growth. Two of our public relations com-
The acquisition in November of Deutsch,
specialized marketing services capability. panies, Weber and Shandwick, combined to form
Inc., brings one of the most highly regarded
Weber Shandwick Worldwide, now the world’s
U.S. advertising and integrated marketing
number one global public relations consultancy.
communications agencies into The Interpublic In the specialty of recruitment advertising,
Group. Deutsch had 2000 billings of more Interpublic acquired Nationwide Advertising
than $1.5 billion, quadrupling in size over Service, a leading agency in this field. NAS serves In just three years, Octagon, Interpublic’s sports
the last three years to become the nineteenth over 4,000 corporate Clients throughout the U.S. marketing capability, has come of age, fulfilling
our goal to be a world leader in this discipline.
largest agency overall in the United States.
McCann-Erickson WorldGroup continued to Octagon’s success illustrates the benefits of the
Deutsch shares our goal of offering a broad lead the advertising industry in 2000, with cross-fertilization that Interpublic is fostering
across its networks. It is now the second-largest
range of the highest-quality marketing another year of outstanding growth and new
sports marketing firm in the world, with
communications capabilities and top-level business results, along with unprecedented levels
strong business lines in athlete representation,
strategic and creative services. In addition to of industry recognition, including Adweek’s
sponsorship, consulting, event management
its traditional advertising capability, it includes “global agency of the year” for an extraordinary
and ownership, motor sports and television
operations in sales promotion, direct marketing, third year in a row.
4 The Interpublic Group of Companies, Inc. 2000
>
7. production and distribution. In 2000, Octagon The deliberate and carefully planned Interpublic offers Clients numerous options to
benefited from closer integration of the Brands management transition is a metaphor for maintain and enhance those relationships,
Hatch Group, acquired in 1999. It won a Interpublic’s continuing evolution as a global bringing them ever closer to their customers in
15-year contract to run the British Grand Prix leader in marketing communications, more meaningful ways.
at Silverstone, one of the most famous and having systematically grown our capabilities
historic racing circuits, and acquired a in numerous non-advertising disciplines in The outlook for this industry, and particularly
significant interest in the German soccer club response to Clients’ evolving marketing needs. for Interpublic, is bright. Although there
Eintracht Frankfurt. All of these developments This strategy enables us to provide Clients with have been reports of some cyclical softening in
offer considerable opportunities to generate more integrated solutions across our network, the advertising market, it is important to note
additional business among Interpublic’s Clients. and to meet the challenge of building more that Interpublic is far more than a collection of
powerful global brands. Our ever-evolving advertising agencies, and far more resilient
This year Interpublic appointed Sean Orr, EVP portfolio of tools and resources helps Clients as a result of our diversification.
and CFO, and James Heekin, Chairman and better understand their customers and create
CEO of McCann-Erickson WorldGroup, to the more effective marketing solutions. We recognize In an era when many Clients may be
Board of Directors. And at year’s end, Interpublic that our future success will be determined by re-evaluating their marketing strategies,
seamlessly completed a nine-month transition how well we are able to enhance the depth and Interpublic now has opportunities to offer
period as John Dooner succeeded Phil Geier, quality of our global Client partnerships. and sell other competencies and consulting
who retired after more than 20 years as Chairman services. We anticipate continued healthy
and CEO. John, a veteran of more than 25 years Both Interpublic and our Clients recognize that the growth in those specialized communications
with Interpublic, was Chairman and Chief nature of marketing is undergoing rapid change. sectors that account for approximately half of
Executive Officer of McCann-Erickson Clients rely on us to be ahead of the curve, to be our business. At Interpublic, our focus has
WorldGroup before being named President and able to interpret the significance of change and its always been on driving our Clients’ growth and
Chief Operating Officer of Interpublic in March. impact on their brands and on their customers. providing the tools required to help them
Phil will continue his involvement with the We are prepared to meet those changes with a new become smarter managers of their businesses.
company as Chairman Emeritus and as an advi- vision and a new vitality as embodied in our new
sor to the Interpublic Board. generation of leadership, one grown from within In conclusion, we extend our thanks to all
the company and sharing its values. our employees throughout the world for their
Added to the new management team was Bruce continuing efforts to drive Interpublic’s
Nelson, in the newly created position of Executive As global brands become more dominant, brands outstanding achievements. And we gratefully
Vice President & Chief Marketing Officer. His role themselves are taking on a new significance acknowledge the loyalty of our shareholders,
is to help shape our portfolio strategy and to posi- to consumers. They are much more than just whose investment is a mark of confidence
tion our current companies for higher growth. names. They are a part of people’s lives, an in our vision.
In addition, he will take on a strategic marketing element in their identities, and a springboard
role with our most senior major Clients. for building consumer relationships. Today
JOHN J. DOONER, JR.
PHILIP H. GEIER, JR.
Chairman and Chief Executive Officer
Chairman Emeritus
2000 The Interpublic Group of Companies, Inc. 5
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8. Philip H.Geier, Jr. > 20 Years of Leadership:
Few people have been as influential as Phil Geier in shaping the modern advertising
and marketing communications field. As the Chairman and CEO of Interpublic for 20 years,
Phil’s contribution goes far beyond what he delivered on behalf of our company.
He is the person who brought the advertising holding company concept to life.
In 1980, Phil took the helm of a company that To those of us who have known Phil and who serve the quality Clients with whom he wanted
was regarded as a very large player: 8,000 had the good fortune to work with him and for his company to work.
employees around the world. Revenue of him – and his career within Interpublic has spanned
$500 million and net income of $21 million. more than 40 years – it was clear that his love of In tribute to his Client-centric ideals and
4.5 million outstanding shares and a market the deal stemmed from a deeper passion he had values, we are introducing a new annual award
capitalization of almost $500 million. When he about the business he was in. He loved advertising at this year's Shareholders Meeting. It will
became Chairman Emeritus at the end of 2000, and communications and had – and still has! – a be called “The Philip H. Geier Award” and it
Interpublic was much larger: 50,000 employees genuine enthusiasm for them, as he did for bring- will honor the Interpublic manager or team
in 650 offices in 127 countries. Revenue of ing people together who shared his passion. from any of our companies who most
$5.6 billion, generating net income of $473 embodies Phil’s one-of-a-kind commitment
million. About 320 million shares and a market Everyone who knows him knows that Phil to serving the needs of Clients and a relentless
capitalization of $12+ billion. Over that 20-year lives and breathes his work. Some have said “too pursuit of their business interests. Phil’s
period, Interpublic’s stock had a compounded much.” But it’s because of his commitment and Client-focused passion is an important legacy
annual growth rate of over 22%. involvement that he developed the extraordinary for all of us as we seek to build further the
intuition about the business for which he is company he so much cared about and built
Phil’s success in being able to lead Interpublic to famous, and which helped him guide Interpublic up so well. Through this award, we look to
that kind of extraordinary growth is a tribute to to its current global stature and success. both recognize Phil's enormous contributions
his career-long commitment to providing Clients to Interpublic and to keep his values front and
with the best in communications resources. Yet for all of his strengths, the real secret of center going forward.
Phil Geier’s success has to have been his
On the outside, Phil’s reputation was that of a unwavering devotion to helping his Clients.
deal-maker. No question that this was true. His relentless pursuit of Client interests and
Whether it was winning a new account, hiring growth is something he has always been known
a major talent or acquiring a leading ad agency, and admired for. No detail was too small to
Phil genuinely loved putting together a good escape his commitment when it came to helping
deal. He had that passion and talent dating Clients grow their businesses. At the same
back to his college days, when he was the eager time, no task was too large as he acquired JOHN J. DOONER, JR.
campus entrepreneur known as quot;Dealsquot; Geier. and built global networks better positioned to Chairman and Chief Executive Officer
9. ADVERTISING / DIRECT MARKETING / PUBLIC RELATIONS / HEALTHCARE
MARKETING RESEARCH / MEETINGS & EVENTS / MEDIA SERVICES
SPORTS MARKETING / SALES PROMOTION / CORPORATE ID & BRAND EQUITY
Create Leaders >
We devise memorable advertising to Interpublic is a group of best-of-class leaders, among the most respected for advertising and
create desire. We build recognition through consistently acknowledged for leadership in marketing communications creativity, while
corporate identity and brand equity. We their respective fields. DraftWorldwide is an acknowledged leader in
leverage the excitement and glory of sports to direct marketing and CRM. Other Interpublic
generate consumer interest. We influence In addition, our unique collaborative and brands that are newer to the family, such as
perceptions through media outreach action-oriented culture encourages and enables NFO WorldGroup, Jack Morton Worldwide,
and other public relations techniques. We these leaders to deliver interconnected FutureBrand, Deutsch and Octagon – to
draw upon unparalleled expertise in media solutions for Clients across competencies and mention just a few – highlight Interpublic's
planning and buying to define the time across geographies. leadership and capabilities in research, experiential
and space for brand messages. motivation, corporate branding, integrated
The Interpublic Group includes many individual communications and sports marketing.
We gather deep insight into consumer habits units that are among the largest, the most
and thoughts through marketing research. prominent, the most creative and the most With its longtime Client-centric focus and its
We produce dynamic meetings and events that successful within their respective sectors. long-held reputation for implementation,
link brands and audiences. We establish McCann-Erickson WorldGroup is recognized as Interpublic is committed to extending effective
unique connections through direct marketing. the world’s leading integrated marketing strategic counsel and execution to those
We build empathy and understanding communications network, with top-tier firepower companies that are leaders in their fields,
through healthcare communications. We across creative, marketing and media disciplines. through every stage of the marketing process
initiate action through sales promotion. The Lowe Lintas & Partners Worldwide brand is around the world.
2000 The Interpublic Group of Companies, Inc. 7
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10. Advertising > DIRECT MARKETING / PUBLIC RELATIONS / HEALTHCARE
MARKETING RESEARCH / MEETINGS & EVENTS / MEDIA SERVICES
SPORTS MARKETING / SALES PROMOTION / CORPORATE ID & BRAND EQUITY
Create Desire >
For the third consecutive year, McCann-Erickson Worldwide was named AdWeek’s
“Global Agency of the Year.” > Lowe Lintas & Partners was named Campaign magazine’s
“U.K. Agency of the Year” and Ad Age Global’s “European Agency of the Year.”
And for the second consecutive year won the Grand Prix at Cannes.
8 The Interpublic Group of Companies, Inc. 2000
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11.
12. 2
The Interpublic Group is the proud home of Adweek magazine named McCann-Erickson It is important to note that this honor was
many of the leading agency brands in advertising. as its 2000 “global agency of the year” only one of many accorded the agency in 2000.
Each with its own unique creative offering, they for an extraordinary third year in a row. Its numerous “agency of the year” awards
offer Clients unparalleled breadth of service, Praising the agency for its “talent, around the world included European-wide
quality and reach, both regionally and globally. tools and teamwork,” and for its leadership recognition for both McCann-Erickson and its
vision with regard to the “future of Universal McCann media network, a tribute
Once again, McCANN-ERICKSON communications,” the magazine called to McCann’s commitment to elevate and
WORLDWIDE ADVERTISING demonstrated attention to McCann-Erickson’s ability to integrate media in the overall strategic brand
why it is repeatedly recognized as the leading win and absorb major new business wins communications process. And demonstrating
global brand in advertising and in integrated while maintaining and even improving the unique breadth of its creativity, McCann
marketing communications. The agency’s the quality of its creative work. Illustrating was able to take top positions at both a
consistent record of outstanding growth and how the world’s largest agency network acts worldwide awards show recognizing pure
new business results, combined with its reliable “nimbly” on behalf of Clients, the magazine creativity and at one based on effectiveness met-
delivery of effective communications, continues profiled McCann’s expert ability to develop rics. It had the unprecedented honor of win-
to lead the industry. The McCann-Erickson coordinated global campaigns that can ning top awards for both integrated
network continues to win extraordinary be executed effectively in multiple regions marketing communications effectiveness and
levels of recognition. of the world. advertising effectiveness.
Praising McCann-Erickson Worldwide Advertising for its “talent, tools and teamwork,”
and for its leadership vision with regard to the “future of communications,” Adweek called
attention to McCann-Erickson’s ability to win and absorb major new
business wins while maintaining and even improving the quality of its creative work.
2 / Clockwise from bottom center: Jim Heekin, Chairman & Chief Executive Officer / Don Dillon, Regional Director Europe, Africa, Middle East
Jens Olesen, Regional Director Latin America, Caribbean / Mark Gault, Regional Director North America
Peter Hamilton, Regional Director Asia Pacific / McCann-Erickson Worldwide Advertising
2000 The Interpublic Group of Companies, Inc. 11
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13. Jim Heekin was promoted to Chairman and CEO of McCann-Erickson WorldGroup,
the overall multi-unit global marketing communications organization, as well
as of McCann-Erickson Worldwide, the worldwide ad agency that remains number one in
the industry in size, geographic scope, and multinational accounts.
At the heart of McCann-Erickson’s as well as its Human Futures Development Zentropy Partners in the Internet and
consistent year-in, year-out performance is employee learning program. digital space; Torre Lazur McCann Healthcare
a dedicated Client-focused culture that WorldWide in healthcare communications;
is determined to help Client brands McCann-Erickson’s new business and Weber Shandwick Worldwide as its
grow through measurable marketplace performance was among the best in the globally aligned partner for public relations –
success. While McCann installed new top industry. Last year was its fifth straight all expanded the scope and global range of
management last year, as John Dooner in winning substantially more than their operations even as they recorded new
moved up to become Chairman of $1 billion in net new billings, including levels of achievement in professional quality.
Interpublic, the agency’s intense energy and three U.S. accounts in the $100+ million Momentum and MRM, for example, both
drive toward innovation continued range. And although McCann already has were the big awards winners in important
unabated. Jim Heekin was promoted to by far the industry’s most extensive list shows in their respective sectors.
Chairman and CEO of McCann-Erickson of global Clients, the agency was in the
WorldGroup, the overall multi-unit forefront of adding numerous new worldwide McCann-Erickson WorldGroup, as a
global marketing communications Clients from outside the United States. result of this marketing communications
organization, as well as of McCann- expansion, is now working with more than
Erickson Worldwide, the worldwide ad As Client corporations have sought 25 global Clients across three or more
agency that remains number one in the access to more and more marketing disciplines. Last year alone, it added new
industry in size, geographic scope, and communications disciplines to help them sector assignments around the world from
multinational accounts. Under Jim’s leadership, sell their brands, McCann has responded blue-chip companies as it continued to
McCann’s results-driven global culture by building best-in-class worldwide build the level of global momentum that
continued to evolve even as the company marketing communications networks has become so integrally associated with
expanded its roster of Clients, methods and outside advertising. Last year, these newer the McCann-Erickson name.
range of disciplines. Recognizing that the McCann-Erickson WorldGroup networks –
key to effective communications is founded MRM Worldwide in the direct response
on advanced proprietary knowledge, McCann and customer relationship management
last year expanded its two ongoing area; Momentum in the event and
worldwide consumer research projects, promotion marketing arenas; FutureBrand
Media in Mind™ and McCann Pulse™, in the branding and packaging design field;
12 The Interpublic Group of Companies, Inc. 2000
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14. The year 2000 also saw the emergence of a new Interpublic advertising brand:
Lowe Lintas & Partners Worldwide, a combination of two complementary networks:
the highly creative and entrepreneurial Lowe & Partners, and the globally and
professionally respected Ammirati Puris Lintas.
With worldwide billings of $12 billion and agencies a global Interpublic network to provide
in 80 countries, Lowe Lintas & Partners is ranked international resources for its Clients. These
as the number four global agency network. agencies are Campbell-Ewald, Campbell
Mithun, Carmichael Lynch, Dailey & Associates,
Early results for the new network are Deutsch, Gotham, Hill Holliday (including Hill
encouraging. Lowe Lintas & Partners quickly Holliday/GMO), The Martin Agency, Mullen
found itself winning additional assignments (including Mullen/LHC), and Suissa Miller.
from top world marketers as well as
delivering strong new business performance,
including several global wins. The agency
ranked first in growth in the United Kingdom,
3
and won top professional recognition,
including an unprecedented second consecutive
The year 2000 also saw the emergence of a new Grand Prix in Cannes, the AAAA O’Toole
Interpublic advertising brand: LOWE LINTAS Award for most admired large agency –
& PARTNERS WORLDWIDE, a combination recognizing the totality of its work for all
of two complementary networks: the highly Clients – and the Grand Prix and other top
creative and entrepreneurial Lowe & Partners, awards from the U.K.’s Institute for Practitioners
and the globally and professionally respected of Advertising (IPA). Most recently, Lowe
Ammirati Puris Lintas. The new Lowe Lintas & Lintas & Partners was named “U.K. Agency of
Partners aims to extend the intellectual rigor The Year” by Campaign magazine, and
and creativity which characterized the former “European Agency of The Year” by Ad Age Global.
Lowe network to the blue-chip multinational
Clients and global reach of the former Lintas In addition to these two global powerhouse
network. As the marketing landscape evolves, advertising agency networks, Interpublic
Lowe Lintas & Partners offers the timely includes a number of domestic advertising
competitive advantage of effectiveness through agencies serving a mix of local, national and
rigor on a global scale. international Clients. Each is aligned with 4
3 / Frank Lowe, Founder, Chairman & Chief Executive Officer / Lowe Lintas & Partners Worldwide
4 / Jerry Judge, President / Michael Sennott, Deputy Chairman / Lowe Lintas & Partners Worldwide
2000 The Interpublic Group of Companies, Inc. 13
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15. Direct Marketing > PUBLIC RELATIONS / HEALTHCARE
ADVERTISING
MARKETING RESEARCH / MEETINGS & EVENTS / MEDIA SERVICES
SPORTS MARKETING / SALES PROMOTION / CORPORATE ID & BRAND EQUITY
Create: Connections >
For the second consecutive year, DraftWorldwide was named AdWeek’s
“Number One U.S. Direct Marketing Agency.” > For the third consecutive year,
MRM Worldwide dominated the Direct Marketing Association ECHO Awards.
14 The Interpublic Group of Companies, Inc. 2000
>
16.
17. officer, DraftWorldwide New York, into the the second year. At the John Caples
Direct Marketing Association Hall of Fame. International Awards, MRM took two first
prizes, and president and COO Pam Larrick was
In the digital domain, the agency’s interactive awarded the Emerson Award for Lifetime Direct
division, Draft Digital, acquired Capita Marketing Innovation and Service.
Technologies Inc., a 300-person end-to-end
e-commerce firm, skilled in Web and wireless MRM’s proprietary tools help it move
business strategy and implementation, and fast and smart in generating CRM business
systems and supply chain integration. solutions. The CRMap provides a
proprietary roadmap for Clients to create
Other strategic acquisitions included AG pre-emptive, profitable relationships with
5
Worldwide, based in New York, which provides their Clients. The Future Value Model
strategic brand consulting, advertising and ascribes for Clients the monetary value for
The Interpublic Group offers direct, marketing campaigns, e-business development each of its customers based on its return
promotional and digital marketing expertise and interactive strategy and design; The Sloan on relationship. And the MRM Relationship
through two global agency networks: Group, a New York-based youth, entertainment Center chronicles in real time the dynamics of
DraftWorldwide, one of the world’s largest and digital marketing agency; and Group III optimizing each customer’s “touch-points”
integrated global marketing firms, and Promotions in Chicago, a leader in event throughout his or her buying continuum.
McCann Relationship Marketing, a unit of sponsorship and field and mobile marketing.
the McCann-Erickson WorldGroup. MRM continued its global expansion with
In Europe, DraftWorldwide acquired new offices in Los Angeles and Panama City,
DRAFTWORLDWIDE, which surpassed $3 billion Trampolin in Sweden, The Boroughloch Group acquisitions in Mexico City, the United
in billings in 2000, operates from more than 60 in Edinburgh, and Clouseau in Barcelona. In Kingdom and Brazil, and additions to its
offices in 26 countries. The agency’s strength in Canada, Groupe Everest in Montreal, and TPA custom publishing network.
data management and modeling, as well as its Fuel Advertising and Segal Communications
proprietary research tools, such as BRAND in Toronto were added to DraftWorldwide’s
ESSENCESM, enable it to identify, understand, successful Toronto operation.
and target best prospects, and keep best customers.
McCANN RELATIONSHIP MARKETING
In 2000, Adweek named DraftWorldwide the WORLDWIDE (MRM) is dedicated to making
number one U.S. Direct Marketing agency for Customer Relationship Management (CRM)
the second consecutive year; PROMO ranked it a powerful reality for Clients – strategically,
the largest Promotional Marketing agency, creatively and operationally. In 2000,
and it is a top 20 U.S. and top 25 global MRM had over $1 billion in billings and
agency brand, according to Advertising Age. operations in 31 countries.
Awards for creative excellence included the For the third consecutive year, MRM Worldwide
Global Marketing Services Agency of the Year, dominated the Direct Marketing Association
won by DraftWorldwide France at the annual ECHO Awards, winning the automotive
Agencies Grand Prix; and the induction of industry category a third straight time and the
Emily Soell, vice chairman, chief creative healthcare relationship marketing category for 6
5 / Clockwise from bottom center: Howard Draft, Chairman & Chief Executive Officer / Kevin Berg, President KBA Marketing / Jordan Rednor, President & Chief Operating Officer Worldwide
Yvonne Furth, President & Chief Operating Officer, U.S. / Perry Miele, President, International Group / Kevin McKay, President, Capita Technologies Inc. / DraftWorldwide
6 / Pamela Maphis-Larrick, President & Chief Operating Officer / Stan Rapp, Chairman & Chief Executive Officer / McCann Relationship Marketing
2000 The Interpublic Group of Companies, Inc. 17
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18. Public Relations > HEALTHCARE
ADVERTISING / DIRECT MARKETING
MARKETING RESEARCH / MEETINGS & EVENTS / MEDIA SERVICES
SPORTS MARKETING / SALES PROMOTION / CORPORATE ID & BRAND EQUITY
Create: Influence >
Effective January 1, 2001, Weber Shandwick Worldwide is the world’s largest
public relations company with leadership in public affairs, technology, consumer lifestyle and
entertainment, all high-growth areas. > Golin/Harris is a top ten ranked
global public relations company and it is consistently recognized by its
peers and Clients for its award-winning programs across its varied practice areas.
18 The Interpublic Group of Companies, Inc. 2000
>
19.
20. awards included six First Place CIPRAS, has partnered with some of the world’s best
and one PRSA Silver Anvil. In the United known brand names and companies.
Kingdom, PR Week UK awarded the agency
“Campaign of the Year” and “Best Crisis In 2000, a key survey of public relations
Management Campaign.” The firm also won users ranked Golin/Harris as one of the top
three Gold Awards from the Institute of Public players in consumer marketing. The firm
Relations of Singapore, “Best Financial also won more than 30 regional and national
Campaign” and “Best Event” awards from industry awards.
Asian PR News and three Communicator
Awards. Cassidy & Associates, Washington, Golin/Harris expanded capabilities in
D.C., was ranked the number one lobbying firm. Washington, D.C., Frankfurt, London, Taiwan,
Tokyo, Hong Kong, Singapore and Mexico
7
Acquisitions in Argentina, Dublin and Milan, City. Acquisition of The MWW Group, the
The Interpublic Group delivers world-class and establishment of offices in Guangzhou fourth-largest independent U.S. firm, specializing
constituency management through its two China, and Denver, expanded the agency’s global in technology marketing, investor relations,
global public relations networks – Weber footprint. New programs and services include: corporate communications, consumer and
Shandwick Worldwide and Golin/Harris Signature, a proprietary approach to creating business marketing and public affairs,
International. Each offers a full range of practice brand value; Privacy, a suite of services significantly reinforced the firm’s U.S. resources.
areas and global representation, and each is addressing online privacy issues; The European In 2001, Golin/Harris will be a $200+ million
poised to address the twenty-first century public Interactive PR Service, helping Clients take agency with an expanded global footprint.
relations needs of the world’s greatest companies. advantage of new media; and a new internal
communications and change management unit.
Last fall, Interpublic announced the joining In addition, Cassidy & Associates launched
of Shandwick International and Weber Global Trade Strategies, a practice group focused
Public Relations Worldwide into one global on foreign market access and trade issues.
brand: WEBER SHANDWICK WORLDWIDE,
effective January 1, 2001. With combined GOLIN/HARRIS INTERNATIONAL is a global
2000 revenues of almost $325 million and strategic communications firm with a strong
2,500 employees in 68 offices around the marketing heritage and consumer focus that
world, Weber Shandwick Worldwide is the specializes in corporate/employee communications,
world’s largest public relations agency, with public affairs, technology and financial relations.
leadership in critical, high-growth market It offers proprietary tools in such areas as brand
areas – public affairs, technology, consumer development and protection, strategic planning,
lifestyle and entertainment. and analysis of analysts’ perceptions of publicly
traded companies. Golin/Harris had revenues
From its inception, the new entity represents of more than $125 million in 2000.
leading global brands in financial services,
automobiles, airlines, packaged goods and The firm helps Clients build their brands
technology, as well as a number of emerging brand and their businesses by creating and managing
leaders in the e-commerce, telecommunications strong, trust-based relationships with their key
and networking arenas. Multiple industry constituencies. For more than 40 years, the firm 8
7 / Scott Meyer, Chairman / Larry Weber, Chief Executive Officer / Weber Shandwick Worldwide
8 / Al Golin, Chairman / Rich Jernstedt, Chief Executive Officer / Dave Gilbert, President / Golin/Harris International
2000 The Interpublic Group of Companies, Inc. 21
>
21. Healthcare >
ADVERTISING / DIRECT MARKETING / PUBLIC RELATIONS
MARKETING RESEARCH / MEETINGS & EVENTS / MEDIA SERVICES
SPORTS MARKETING / SALES PROMOTION / CORPORATE ID & BRAND EQUITY
Create: Empathy >
For the fourth consecutive year, Torre Lazur McCann Healthcare Worldwide
was named Med Ad News “Agency of the Year.” > Formed just three years ago,
Lowe Healthcare has grown into the world’s third-largest fully integrated
marketing and communications global healthcare network.
22 The Interpublic Group of Companies, Inc. 2000
>
22.
23. LHW employs a holistic approach to healthcare education firm. Start-ups included Torre Lazur
marketing and communications in order to McCann Brazil, Torre Lazur New Zealand and
help shape a brand rather than simply advertise McCann Healthcare Canada.
it. In 2000, Clients demonstrated their
endorsement of this approach through new TLMHWW has developed a number of
business and organic growth in prescription proprietary tools and services that use new
brands, direct-to-consumer activities and digital digital technology. The U.S.-based Global
communications programs. Launch Unit focuses solely on the rapid launch
of pharmaceutical brands in multiple
Internally, LHW successfully deployed a network markets around the world. MELLENIUM III,
intranet to facilitate communication across an Internet-based knowledge management
9
companies, and developed training initiatives to system, enables the agency to manage global
fulfill its commitment to network knowledge brands. PromoPulse.com is a comprehensive
The Interpublic Group’s healthcare management and global best practices. Web-based marketing tool that facilitates
communications networks offer a full range management, monitoring and evaluation of
of diversified services across all marketing all marketing activities.
TORRE LAZUR McCANN HEALTHCARE
disciplines to help healthcare marketers WORLDWIDE (TLMHWW) ranks fifth
succeed in the face of increasingly complex in total worldwide gross income and first in ISO HEALTHCARE GROUP (ISO-HCG)
challenges within the healthcare industry. ex-U.S. gross income. With 38 offices in 31 is a multinational healthcare management
cities and 15 countries, TLMHWW draws upon consulting firm specializing in demand-
the heritage of both Torre Lazur and McCann- side growth strategies for Clients in the
LOWE HEALTHCARE WORLDWIDE
(LHW), part of The Lowe Group, Erickson to provide a fully integrated pharmaceutical, medical device and biotech
was established three years ago to provide worldwide healthcare network with dual-agency healthcare markets. In the past year, ISO-
integrated marketing and communications capability in every major market. HCG developed several innovative software
for the full range of prescription and products for the pharmaceutical industry,
over-the-counter drugs, medical devices The year 2000 brought strong growth, expanded its high-level strategic consulting
and diagnostics, and other healthcare with new business wins including a global services offering to Clients and globalized its
brands. In 2000, LHW became the assignment for the first product in a new operations with the opening of a London office.
largest Interpublic global healthcare class of antibiotic drugs, and a U.S. program to
marketing and communications network provide advertising, medical education,
in revenue, and the industry’s third- public relations and DTC programs for a
largest healthcare network worldwide. respiratory product line.
LHW is currently composed of 10
wholly owned companies as well as Industry recognition included winning a total
affiliations and alliances that together serve of 74 creative awards and being named
Clients in 13 countries around the world. the Med Ad News “Agency of the Year” for an
This includes full-service communications unprecedented fourth time.
companies and advertising agencies,
as well as managed care marketing, medical TLMHWW acquired two U.S companies,
education, healthcare public relations and Adair-Greene (advertising) and Direct Approach
digital communications firms. (direct marketing), and Caudex, a U.K. medical 10
9 / George Carteris, Executive Vice President & Chief Financial Officer / John R. Puglisi, Chairman & Chief Executive Officer, Lowe Healthcare Worldwide / Lowe Healthcare Group
10 / From upper left: Mike Lazur, Executive Vice President & Chief Creative Officer / Judy Capano, Executive Vice President & Director of Operations
Joe Torre, Chairman & Chief Executive Officer / Ralph DeVito, Chief Financial Officer / Torre Lazur McCann Healthcare Worldwide
2000 The Interpublic Group of Companies, Inc. 25
>
24. ADVERTISING / DIRECT MARKETING / PUBLIC RELATIONS / HEALTHCARE
Marketing Research > MEETINGS & EVENTS / MEDIA SERVICES
SPORTS MARKETING / SALES PROMOTION / CORPORATE ID & BRAND EQUITY
Create: Insight >
NFO WorldGroup maintains the world’s largest consumer behavior laboratory.
Its access panels have an ongoing dialogue with more than
3 million individuals in North America and Europe – one in every 100 households
in the United States belongs to an NFO panel.
26 The Interpublic Group of Companies, Inc. 2000
>
25.
26. NFO is the largest custom research firm in North America and,
with operations in nearly 40 countries, ranks as
one of the top three custom research firms in the world.
11
NFO WORLDGROUP is a leading provider information needs throughout all phases of America and Europe – representing the
of research-based marketing information and the product life cycle, including brand world’s largest consumer behavior laboratory.
counsel to Clients around the globe. NFO is the creation, brand tracking, brand repositioning, Literally one in every 100 households in the
largest custom research firm in North America advertising strategy and tactics, and the United States belongs to an NFO panel.
and, with operations in nearly 40 countries, evaluation of marketing effectiveness. Leading
ranks as one of the top three custom research products include NFO MarketMind for Building on this heritage of innovation,
firms in the world. NFO fosters a culture of corporate and brand image tracking and the company established NFO Interactive
entrepreneurial thinking and takes pride in its NFO TRI*M for customer satisfaction and in 1996 – a unit which now offers a
ability to attract and retain the highest caliber stakeholder management issues. wide array of Internet-enabled research
professionals in its industry. applications involving a panel of 1.5 million
Each year, more than 3,000 Client companies online members in the United States and
Using leading-edge research techniques, rely on NFO for insights relevant to critical Europe. Late in 2000, NFO created strategic
NFO determines what people think and feel and business decisions. These Clients span a alliances with Lycos (one of the top Internet
do, in real time and over time, on both variety of industry sectors including portals) and NetZero (a leading Internet service
a local and a multinational basis. Armed with packaged goods, healthcare, financial services, provider) that will significantly expand the
these insights and sophisticated analytic information technology, telecommunications, scope of NFO’s capabilities using the
techniques, NFO provides its Clients with automotive and travel. NFO was also selected Internet. A central focus of these and other
actionable advice to help develop better by Forrester Research, a premier provider of initiatives is the development of new
products, build more powerful brands, and syndicated research on trends in technology applications that uniquely leverage the power
design and implement better marketing markets, as the primary data supplier for its of the Internet, moving well beyond the
and advertising strategies. The company highly regarded TechnoGraphics® reports. simple transfer of traditional techniques to an
is noted for its in-depth knowledge of electronic environment.
consumers, sectors and cultures, as well as its Founded in 1946, NFO has a heritage of
in-depth understanding of Clients’ marketing research innovation, having pioneered the
and business issues. use of “panels” for custom research. Today
the company is the global leader in access
The company offers value-added, proprietary panels, maintaining an ongoing dialogue
products and services that address a Client’s with more than 3 million individuals in North
11 / Bill Lipner, Chairman & Chief Executive Officer / Randy Smith, President & Chief Operating Officer / NFO WorldGroup
2000 The Interpublic Group of Companies, Inc. 29
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27. ADVERTISING / DIRECT MARKETING / PUBLIC RELATIONS / HEALTHCARE
Meetings & Events > MEDIA SERVICES
MARKETING RESEARCH
SPORTS MARKETING / SALES PROMOTION / CORPORATE ID & BRAND EQUITY
Create Environments>
Jack Morton Worldwide is the undisputed global leader in
corporate meetings and events and offers Clients
global scope and an unparalleled breadth of resources.
30 The Interpublic Group of Companies, Inc. 2000
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28.
29. 12
JACK MORTON WORLDWIDE is a through the successful acquisition and revenues. The agency added significant
brand communications agency that helps integration of two companies. The April business through a number of new
leading companies inspire their most acquisition of the Communications Group Client relationships, while also
important audiences. Each year, the agency of Caribiner International expanded the significantly growing its relationships
educates and motivates the targeted customers, agency’s global footprint, doubled its talent with existing Clients.
prospects and employees of over 250 pool and added a host of top-tier Clients.
companies around the globe through live The addition in January of a pre-eminent The agency received numerous awards
meetings, events and targeted experiences environmental design firm, Production Design for the outstanding creativity and quality
that are set in both physical and electronic Group, positions the company as a leader in of its work, including Communication
environments. Jack Morton is the undisputed creating branded environments – including Arts’ Interactive Design Award, a
leader in its category, with over 1,200 strategic, retail installations, trade show exhibits and Broadcast Designers Association (BDA)
creative and production professionals in broadcast and theatrical environments. Silver Medal and six Worldmedals from
more than 30 locations throughout the the New York Festivals.
United States, Europe and Asia-Pacific. Jack Morton’s revenues increased nearly
100 percent in 2000, fueled by acquisitions
In 2000, Jack Morton significantly expanded and the doubling of its e-learning and
its business and industry leadership environmental design and fabrication
Each year, Jack Morton Worldwide educates and motivates the targeted
customers, prospects and employees of over 250 companies around the globe through live
meetings, events and targeted experiences that are set in both physical and
electronic environments. Jack Morton is the undisputed leader in its category.
12 / Bill Morton, Chairman & Chief Executive Officer / Josh McCall, President & Chief Operating Officer / Jack Morton Worldwide
2000 The Interpublic Group of Companies, Inc. 33
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30. ADVERTISING / DIRECT MARKETING / PUBLIC RELATIONS / HEALTHCARE
Media Services >
MARKETING RESEARCH / MEETINGS & EVENTS /
SPORTS MARKETING / SALES PROMOTION / CORPORATE ID & BRAND EQUITY
Create Time&Space >
For the third time, Universal McCann won “Agency of the Year” at the European Media
and Marketing Awards. > For the third consecutive year, Initiative Media Worldwide
was ranked the number one Global Media Network by the Research/Analyst Institute.
34 The Interpublic Group of Companies, Inc. 2000
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31.
32. ranked Initiative Media Worldwide the Number Group is a new division devoted to the
One Global Media Network. development of original television content.
In 2000, the global network opened offices in The cornerstones of Universal McCann as
the Czech Republic, Singapore and Thailand. a global brand are the research and the tools
Initiative Media also formed several new that demonstrate its commitment to being the
units: Initiative Partners, which provides undisputed champion of consumer understanding:
advertising agencies of all sizes with Initiative’s
full breadth of resources and tools; Fastbridge, Media in Mind™, the lynchpin of a strategy
a worldwide center of expertise dedicated to to place the consumer in the “total” media
Internet,WAP/SMS and digital media; and context, has been launched in 35 countries.
13
IM Consulting, a specific unit dedicated to It follows over 60,000 consumers across the
econometrics, budget modeling and other services. globe, examining their lifestyles, aspirations and
The Interpublic Group offers Clients the most product and brand consumption habits – the
comprehensive media planning and buying In 1999, McCann-Erickson Worldwide largest such ongoing study in the media world.
capabilities of any marketing communications Advertising consolidated its media planning and
organization through Initiative Media Worldwide buying operations into one global organization, Prophecy II is a software program that
and Universal McCann. These two networks UNIVERSAL McCANN. With a global network harnesses Neural Networks for predicting most
provide unparalleled global reach and resources. of 3,400 people in 62 markets and billings efficient TV laydowns. Total Impact Planner
over $15 billion, it is one of the largest media calculates accurate multimedia reach and
INITIATIVE MEDIA WORLDWIDE is the operations in the world. frequency totals.
largest independent media services company in the
world, with nearly $14 billion in billings and a In 2000, Universal McCann won approximately Backed by almost 100 years of marketing
network of 75 offices in 35 countries. As an $2 billion in new business worldwide, representing communications experience, Universal McCann
independent network, Initiative is able to offer growth of over 15% from 1999. At the European combines a deep understanding of media with
its power and reach to both advertising agencies Media and Marketing Awards, Universal McCann fresh insights into Clients’ businesses to provide
and to Clients directly. and McCann-Erickson won the Grand Prize of successful communications solutions.
“Agency of the Year” for the third time.
While media planning and buying is its core
product offering, Initiative provides additional Universal McCann launched several new
services such as television programming and services this year. Universal Solutions is a
sponsorship, product placement, direct response, high-end media marketing consultancy
online and other interactive media, yellow pages devoted to improving accountability and
and proprietary newspaper and out-of-home driving incremental productivity. Universal
media services. Interactive, a new online planning and
buying arm, currently operates in 32 offices
This year, Initiative acquired over $1.2 billion in 28 countries and commands total billings
in new business, including new Client wins and of over $100 million. Universal McCann
major assignments from existing Clients. Futures is a strategic research unit that focuses
For the third consecutive year, RECMA, the on the evolving television landscape and
independent Research /Analysis Institute, technologies. Universal McCann Entertainment 14
13 / Marie-Jose Forissier, President & Chief Operating Officer / Lou Schultz, Chairman & Chief Executive Officer / Joseph Studley, Vice Chairman & Chief Finacial Officer / Initiative Media Worldwide
14 / Robin Kent, President / Ira Carlin, Chairman / Murray Dudgeon, EVP, Worldwide Operations Director / Universal McCann
2000 The Interpublic Group of Companies, Inc. 37
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33. ADVERTISING / DIRECT MARKETING / PUBLIC RELATIONS / HEALTHCARE
MARKETING RESEARCH / MEETINGS & EVENTS / MEDIA SERVICES
Sports Marketing > SALES PROMOTION / CORPORATE ID & BRAND EQUITY
Create Glory >
Octagon is the communications industry’s leading company across the full
spectrum of sports marketing disciplines and practice areas, including motor sports
(the British Grand Prix), athlete representation (over 750 athletes represented),
sports television production and distribution, and event management.
38 The Interpublic Group of Companies, Inc. 2000
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34.
35. marketing consultancy; event management Hewitt and Gustavo Kuerten, who finished the
and ownership; global motor sports circuits year as the world’s number one, beating
and events; and television production and Sampras and Agassi in back-to-back matches at
distribution. Octagon combines these skills the Masters. Strategic acquisitions strengthened
with marketing expertise to maximize return Octagon’s capability in baseball, NFL Football
for its Clients and partners. and NHL hockey.
The year 2000 was highly successful for Octagon Marketing and Event Management
Octagon. Octagon Television turned continued its focus on expanding the global
in a strong performance, particularly in cricket network and added agencies in key markets such
and soccer, and with the introduction of as Korea and Greece (for the 2004 Olympic
15
motor-sports business from the Brands Hatch Games), as well as strengthening existing
Group. The English Football Association operations through acquisitions in South Africa,
The Interpublic Group is the only marketing renewed an important contract for another the United Kingdom and Australia.
communications and services group with a three years.
global sports marketing capability. Octagon, Octagon also acquired a significant interest
Interpublic’s global sports marketing unit, Octagon Motorsports won a 15-year contract in the German soccer club Eintracht Frankfurt
competes at the highest levels in all aspects of to run the British Grand Prix at Silverstone, in June 2000. Subsequently, Germany won the
sports marketing and ranks among the top one of the most famous and historic racing right to host the 2006 World Cup and the city
agencies of the world. circuits in the world. In its first year as of Frankfurt will build a new stadium for the
part of Octagon, the Brands Hatch Group has team. Octagon has been awarded a contract
OCTAGON owes its success to a unique become more closely integrated, resulting in to operate and market that stadium, including
proposition: a marketing-led strategy with long- new revenue streams. For example, Octagon ownership of naming rights. This high-profile
term vision and understanding of partnership. Television is now the television agency for all partnership with the club is expected to
The backing of Interpublic and the group’s Brands Hatch events and Octagon Marketing generate further business opportunities.
marketing strength have been allied to achieve is the exclusive sponsorship agency.
the acquisition of some of the leading national In addition to Octagon, Interpublic is further
and regional companies in the sector. Octagon Athletic Representation performed involved in sports marketing through its
ahead of target, thanks to good performances Kaleidoscope Sports and Entertainment and
Just three years after moving into the sector, by key Clients such as Martina Hingis, Momentum organizations.
Octagon is already the second-largest sports Anna Kournikova, Davis Love III, Lleyton
marketing firm in the world, with 43 offices
in 21 countries. It has a Client roster of more
than 1,000 athletes, corporations, broadcasters,
Octagon is already the second-largest sports marketing
sports events and governing bodies. At the
core of its offering is an understanding of the
firm in the world, with 43 offices in 21 countries. It has a Client
consumer – a unique skill in the marketplace.
roster of more than 1,000 athletes, corporations, broadcasters,
In a complex, multifaceted market, Octagon
offers a full range of skills and services: athlete
sports events and governing bodies.
representation; sponsorship and sports
15 / Frank Lowe, Founder, Chairman & Chief Executive Officer / Octagon
2000 The Interpublic Group of Companies, Inc. 41
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36. ADVERTISING / DIRECT MARKETING / PUBLIC RELATIONS / HEALTHCARE
MARKETING RESEARCH / MEETINGS & EVENTS / MEDIA SERVICES
Sales Promotion > CORPORATE ID & BRAND EQUITY
SPORTS MARKETING
Create Action >
Momentum had more winners than any other agency at the 2000 Pro Awards including
“Best Overall Promotion,” “Best Use of Television,” “Most Innovative Communications Strategy,”
“Best Activity Generating Brand Awareness/Trial” and “Best Business-to-Business Campaign.”
42 The Interpublic Group of Companies, Inc. 2000
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37.
38. Through Experiential BrandingTM, Momentum’s Throughout the year, Momentum rapidly
proprietary approach, promotional programs expanded its global footprint through office
engage consumers in personal, memorable openings and strategic acquisitions. In North
and valuable ways, to provide them with a America, it added a Cincinnati office and
meaningful experience with a brand. expanded in St. Louis through the acquisition
Momentum’s multidimensional set of services of Waylon. The New York office also grew with
is based on the premise that brands are the acquisition of Diamond Promotions.
first and foremost providers of experiences.
Expansion in Europe included developing a
In 2000, Momentum drove growth by adding field marketing capability in the United
more than a dozen major global Clients to its Kingdom with the acquisition of GSD;
16
roster, and won assignments from existing Clients acquisition of a second agency in Germany;
to create new promotions, sponsorships, publicity addition of a second Spanish office in
MOMENTUM WORLDWIDE is The and events-based programs around the world. Barcelona; and entry into several new markets:
Interpublic Group’s global event marketing Belgium, Poland, and Croatia.
and promotion company. It operates with Momentum received a number of industry
one simple clear mission: to bring a marketer’s honors for its work, most notably the Sports In Asia, Momentum launched a joint venture in
products and services to life. Momentum Business Journal’s ranking of Momentum as the Tokyo and entered the Hong Kong and Taiwan
has grown to be the largest Client-sponsored top consulting and marketing services firm, and markets. And in Latin America, it acquired
presence marketing consulting company in being one of the agencies featured in PROMO second offices in both Mexico and Brazil.
the world, with 2000 worldwide billings in magazine’s “Top 100 in 2000.”
excess of $700 million. Momentum’s fusion of world-class expertise
At the Pro Awards 2000, Momentum had and global reach will continue to help Clients
Momentum offers special expertise with major more winners than any other agency. Awards ensure that business and consumer customers
marquee entertainment, presence marketing included Best Overall Promotion, Best Use of experience their brands in new, compelling
promotion and sporting events. As a recognized Advertising, Most Innovative Communication and differentiated ways, within an increasingly
leader in the emerging field of experiential Strategy, Best Activity Generating Brand crowded, competitive marketplace.
marketing, Momentum fulfills its mission with a Awareness/Trial, and Best Business-to-Business
full range of capabilities, including consulting, Campaign. The 2000 Reggie Awards honored Interpublic’s DraftWorldwide and Zipatoni
sales promotion, event production, presence Momentum with the Super Reggie, as well agencies also provide Clients with full
marketing, design and public relations. With as two Gold and one Bronze Reggie. And promotion capabilities.
these service offerings, Momentum is dedicated in the United Kingdom, NDI Momentum
to supporting Clients worldwide, through its took two Silver and two Bronze prizes at the
52 offices in more than 35 countries. British POP Awards.
Momentum has grown to be the largest Client-sponsored presence marketing consulting
company in the world, with 2000 worldwide billings in excess of $700 million. It offers special
expertise with major marquee entertainment, presence marketing promotion and sporting events.
16 / Mark Shapiro, Chairman & Chief Executive Officer, Momentum North America / Chris Weil, Regional Director, Momentum Europe
Mark Dowley, Chairman & Chief Executive Officer / Momentum Worldwide
2000 The Interpublic Group of Companies, Inc. 45
>
39. ADVERTISING / DIRECT MARKETING / PUBLIC RELATIONS / HEALTHCARE
MARKETING RESEARCH / MEETINGS & EVENTS / MEDIA SERVICES
Corporate ID & Brand Equity >
SPORTS MARKETING / SALES PROMOTION
Create Recognition >
FutureBrand was named by UK Design Week as the
“Number One Global Branding and Packaging Consultancy.”
46 The Interpublic Group of Companies, Inc. 2000
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