Creative, tireless, and optimistic, these corporate visionaries have replaced Europe's no-growth mindset with a new-growth spirit
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Bouygues
Bouygues is the kind of diversified conglomerate that's supposed to be out of fashion these days, in businesses from tv and mobile phones to construction and real estate. But Martin Bouygues ("bweeg") has a history of bucking the conventional wisdom--and being right. His company, which among other things is France's No.3 mobile-phone operator, stayed on the sidelines in 2001 while its rivals shelled out billions for third-generation licenses. But hoped-for 3G revenues didn't materialize, and license holders were left with mountains of debt. Bouygues eventually sought a license, but not until after French regulators slashed the asking price by 75%.
Such savvy management has helped make the company a profit engine. Net income rose 91% in 2004, on a 7% gain in sales. Most of those profits come from its mobile-phone business and a controlling stake in TF1, France's leading private TV channel. But the company, which is listed on the Paris bourse but is 17% family-owned, still draws more than half of its revenue from construction, including big public-works projects such as the Channel Tunnel and the stadium where Paris hopes to host the 2012 Olympics. With all that concrete being poured, Bouygues looks set to remain a rock-solid performer.