Exceptional, July–December 2011Welcome

What does it take for a company to have “staying power”? Should we only apply the term to those that have been around for many decades, or does it have a broader application?

Longevity matters, of course: with age comes wisdom, and with wisdom comes the ability to take a step back and view the business in the context of history, using this knowledge to adapt to changing economic and market dynamics.

But even relatively new companies can have staying power. Perhaps they’ve spotted a gap in the market that will bear fruit for years to come.

One company that combines all these traits is Starbucks, which has made the journey from a small Seattle coffee shop to one of the world’s most recognizable brands. As the company celebrates its 40th anniversary, CEO Howard Schultz tells us how he’s turning the company around.

We also speak to Javier Pérez Dolset, founder of Grupo Zed, who has taken advantage of the ballooning market for web and mobile apps, Mihel Leuthy, CEO of Novamex, explains how he has taken child company, L’Arbre Vert, to a greener, cleaner future, and Risto Venermo, Ernst & Young Russian partner, enlightens us on Trade flows and the wealth of opportunities that Baltic and Nordic investors have yet to capitalize on.

Sustainability is key to having staying power. Wally and Debbie Fry of Fry Group Foods tell us how their vegetarian products can make a positive impact on the planet, and Execution Noble’s Nick Finegold explains why he hooked up with a Portuguese investment bank. And finally, in the DNA of an entrepreneur, criminal profiler Thomas Muller asks whether entrepreneurs are a breed apart.

This is just a taste of what’s inside. I hope you enjoy the latest issue of Exceptional.


Julie Teigland
Strategic Growth Markets,
Markets Leader,
EMEIA,
EY

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