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June 27, 2005 BW Magazine Table of Contents

June 27, 2005 Euro BW 50 Table of Contents



  Europe's BW50
Rankings and an interactive scoreboard
1 BHP Billiton
2 Statoil
3 Grupo ACS
4 A.P. Moller-Maersk
5 Grupo Ferrovial
6 Fortis
7 Carnival
8 Shell Transport & Trading
9 Continental
10 BP
11 Volvo (Class B)
12 HSBC Holdings
13 Royal Dutch Petroleum
14 Wolseley
15 ENI
16 KBC Group
17 OMV
18 Xstrata
19 Scottish & Southern Energy
20 Total
21 Renault
22 Rio Tinto
23 SABMiller
24 Centrica
25 Arcelor
26 HBOS
27 Vinci
28 Old Mutual
29 H&M Hennes & Mauritz
30 Roche Holding (Genus)
31 Tesco
32 BG Group
33 Bouygues
34 Abertis Infraestructuras
35 Enel
36 Anglo American
37 Inditex
38 Randstad Holding
39 Autostrade
40 SociŽtŽ GŽnŽrale
41 UBS
42 Mediobanca
43 Barclays
44 Hilton Group
45 Allied Domecq
46 TIM
47 TeliaSonera
48 Henkel
49 Enterprise Inns
50 RWE
Data: Standard & Poor's Compustat



JUNE 27, 2005
THE EUROPEAN BUSINESSWEEK 50 -- LEADERS/Online Extra

Henkel: Dial-ing for Growth
CEO Ulrich Lehner says the German conglomerate bought the U.S. soap company as part of its focus on global markets

Many people complain about offshoring and outsourcing, but not Henkel, the German maker of well-known household products such as Persil detergents and Dial soap. A booming Bangalore is good news for Henkel, because it's an example of how fast-rising incomes in India, China, and other developing regions are creating new markets and helping to offset slow growth in Europe.


Henkel bought Dial Corp. of the U.S. for $2.9 billion last year in part because Henkel CEO Ulrich Lehner sees Dial's product lineup as being well-suited to developing markets. Recently Lehner spoke with BusinessWeek European Regional Editor Jack Ewing about how the company plans to keep on growing. Edited excerpts of their conversation follow:

Q: How are you growing even when Europe isn't?
A:
Over the years, we have globalized our company. So while Europe traditionally has been our core market, we have strongly expanded in Eastern Europe and other regions to become less dependent on the West European market.

Now, via the Dial acquisition, 25% of our sales are in the U.S. We do believe that especially due to political change in Germany we will get better growth, but at the same time we are focusing on other growing regions.

Q: How much of a role does Dial play in building sales in developing regions?
A:
The Dial acquisition is successful. We have a new CEO, the integration is going well. Dial especially addresses the value-for-money segment. We have recently introduced Dial products [such as bath soaps and laundry detergent] in China and Russia, and so far they are doing well.

Q: In Europe, the growth of private labels and hard discounters has hurt sales of brand-name goods. How are you dealing with that?
A:
We have a strong focus on strong brands, and we know innovation based on customer insights is a success formula. We see a slowing growth rate in the private-label business, so we assume based on innovation we will at least be able to keep our market share.

The price difference [between store brands and Henkel brands, which include Persil detergents and Fa bath products in Europe] has to be reasonable, of course. We rely very much on a strong company brand as well. We have brought all products under the identity of Henkel brand. We're very unique in this sense. We started very early, and we really benefit from this.

Q: How optimistic are you that Germany will grow faster if, as expected, a center-right government takes over at the end of the year?
A:
The German population is ready for reforms. I am quite optimistic.




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