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The article focuses on the business operations and strategies of Babcock and Brown under chief executive Phil Green in response to the global financial crises. Green cited their goals of having lots of cash when liquidity starts to return, citing how they can raise lots of money with such a strategy. The company also expects the global property markets to offer them some opportunity in addition to having a big amount of cash.

The article focuses on the plans made by Leigh Clifford, the chief executive officer of Rio Tinto PLC in Australia, to engage the company in global business to improve efficiency and cost. The company is a leader in finding, mining and processing the earth's mineral resources. The company is also planning diversify its earnings away from mining and into land development. INSET: The battle of the giants, by Adele Ferguson.

Presents the cautious and methodological approach of chief executive officer David Morgan to business for Westpac Banking Corp. in defending itself from various problems in Australia. Competition in the business banking division; Annual earnings growth of the business; Acquisition in the funds management business. INSETS: Earnings up, for most.;The next big thing..

The article profiles James Packer as chairman and Chief Executive Officer of Publishing and Broadcasting Ltd. (PBL) in Australia. Packer is acknowledged as an important figure in PBL. He plays a central role in a series of big corporate moves which had helped him to be better recognized in establishing Internet businesses, including the recruitment in business Seek and the joint venture with Microsoft Corp.

Profiles Peter Bush, chief executive of the franchised restaurant chain McDonald's Australia. Passion for the McDonald's System; Pressure from public health professionals, Tasmanian potato growers, and consumers; Bush devised a turnaround strategy in 1999; Vision to make McDonald's the favorite brand in Australia.

Profiles Paul O'Sullivan, CEO of Optus, a telecommunication firm in Australia. Career history; Family background; Business planning of O'Sullivan.

Profiles Robert Cooke, chief executive officer of Affinity Health Group in Australia. Acquisition of the Mayne hospitals division; Strategy to improve the profitability of underperforming hospitals; Proposal for regulation of the private hospital business.

The article focuses on how Australian start-up companies are becoming smarter about growth strategies. According to the author, the Australian start-up sector is moving towards a U.S.-style industry. The author notes many Australian start-up companies have appointed a chief executive and attribute much of their growth to mentoring.

The article discusses the management strategy implemented in Coles supermarkets that value consumers in the midst of recession in Australia. Chief executive officer (CEO) Ian McLeod banned the searching of customers bag as part of its strategy to value the consumers for he believes that it was not the right way. He also mentions cutting back the training and development would be good strategy to save costs.

The article emphasizes the need for businesses to always have an executive succession plan in place. According to the author, corporate boards should have processes in place to identify potential successors for chief executive and director positions periodically. The author enumerates the features of an effective succession plan.

The article focuses on the growth strategy championed by Ralph Norris, chief executive officer of Commonwealth Bank of Australia Inc. (CBA) in Australia. Norris claims that the bank's strategy is to maintain dominance in important sectors in the country while at the same time build a measured exposure to some higher-growth economies in Asia. He explains that entering the faster growing markets could help the bank improve its profits.

The article looks into the effort of Mike Smith, the new chief executive officer of ANZ Banking Group Ltd., to double the bank's profits in Australia. Smith announces that he will improve the profits of the bank to more than $8 billion within five years. He is also confident that he will achieve his target because of his extensive knowledge in the banking industry. In terms of personnel management, he supports the notion of aligning performance with remuneration as a way of retaining staff.

The article reports on the concept of logical incrementalism, the growth strategy adopted by Wesfarmers Ltd. in Australia. According to the author, the strategy was reflected in Wesfarmers' acquisition of OAMPS Insurance Brokers and Linde Air Products Co. Logical incrementalism is a method of collective decision-making. Wesfarmers CEO Richard Goyder relates that the strategy enabled the company to attain a total shareholder return of 500 percent over the past decade. INSET: Employer of choice.

The article presents tips from John McGrath, founder and chief executive of McGrath Estate Agents on how to double a business in 12 months and work 500 fewer hours. He stresses the importance of being clear about what doubling your business will look like. He points out the need of getting rid of any doubt about the ability to achieve the goal. He also notes the importance of developing a simple plan.

The article looks on how Leighton Holdings chief executive officer (CEO) Wal King is leading the builder and developer to success in Australia. Good portfolio construction is helping the company to maintain its investors. As a leader, optimism and communication are parts of King's business strategy but added that he does not have to confess with everyone in dealing with issues.

The article profiles regional chief executive Peter Widdows of H.J. Heinz Co. It states that Widdow's experience as a former engineer with the British Army has helped him a lot as the senior executive of H.J. Heinz where he handles senior roles. It notes that Widdows got involved in redesigning work practices and corporate values settings when he became the managing director. Moreover, it mentions that Widdows focus more on strategic planning than operations.

The article features Catalyst Design Group Pty. Ltd., a design consultancy firm in Melbourne, Victoria. It discusses Catalyst's business strategies which enable the firm to achieve remarkable growth amidst the global recession. Chief executive Hugo Davidson relates that Catalyst enjoyed an increase in revenue by 200% in 2009-09, asserting that similar growth will be achieved in 2009-10. It relates that Catalyst specialized to work on products it can manage from design into production and supply.

The article features Sarina Russo, chief executive of the company Sarina Russo Group in Australia. It indicates that Russo was shocked after hearing the news about the loss of 11 contracts of Sarina Russo Job Access in the overhaul of federal funded employment services in the commonwealth government in Australia. It discusses how Russo responded to the problem by keeping the agencies open and expanded the range of their services. It also cites that Russo received a Centenary Medal.

The article presents an interview with Allan McKeown, chief executive of the Australia-based Prosperity Advisers. He talked about establishing the firm and how he started the business. He shared his experiences when he left one of the big four accountancy firms in 1989 to set up his business. He talked about his career plans, business strategies and vision for the company.

The article focuses on the business operations and strategies of the Australia-based outdoor adventure retailer Anaconda with chief executive Toby Darvall. The company implements that try-before-you-buy concept to attract customers and revenue. Details about key business strategies used by Anaconda and patterned from the outdoor adventure market in the U.S. are cited.

The article reports on the business operations and strategies of the Australian Football League (AFL) club North Melbourne under new chief executive Eugene Arocca as of March 2008. The club has experienced some financial difficulties after rejecting business proposals by the AFL for it to relocate to the Gold Coast from Melbourne. Details about business strategies for the team are cited.

The article focuses on the career of Ampcontrol chief executive officer (CEO) Alan Broadfoot. In 2002, Broadfoot built a new factory to expand a business it had bought in 1998. This was his response to the troubling condition of Ampcontrol in 2002. The new business was called ATF Mining Electrics, which made electrical transformers.

The article focuses on the growth strategies being implemented by the big four banks in Australia. National Australia Bank Ltd. (NAB) aims to provide exposure to agribanking and at the same time look into expanding globally. Westpac Banking Corp. will follow a simple and clear growth strategy. Meanwhile, chief executive officers of the four banks are committed into the creation of wealth management.

The article focuses on the expansion strategies and operations of the Spotlight under chief executive officer Stephen Carter in China. Spotlight is building a management and logistical framework for the Hong Kong store which can be used nationally to support up to 40 stores within three years. The company has to deal with the cultural reality in the local market of China and the uncertain regulatory environment.

The article presents an assessment of what should Patrick Corp. CEO Chris Corrigan do in order to tackle business conflicts with Toll Holdings. The author suggests that Corrigan should avert from Toll's hostile bid. The author further suggests that Corrigan should try winning shareholders over with an alternate vision and operate a domestic freight forwarding business by successfully buying FCL Interstate Transport Services.

The article shares the author's thoughts on certain measures that should be undertaken by Toll Holdings CEO Paul Little in order to tackle business conflicts with Patrick Corp. The author suggests that Little should buy Patrick Corp. and Brambles Industrial Services , and invest in Asian logistics operations.

Provides some insights into the views of the chief executive of Telstra telecommunications company, Sol Trujillo concerning the performance and growth opportunities for the company. Financial performance of the company in 2005; Strategies for restructuring, reduction of redundancy costs and improving profits; Implications of the erosion of the company's fixed line business and the public switched telephone network; Business strategies.

Presents an interview with Stephen Porges, chief executive officer of Australian biotechnology company Proteome Systems. Company founder Keith Williams moved to an executive role; Management issues in the biotechnology sector; Diversification business model; Strategy for turning the business around; Start-up problems biotechnology firms suffer.

Discusses ten strategies in executive succession. Role of board of directors and chief executive in succession planning; Development of internal talent pool.

Presents "The Asia Pacific Market Viewpoints Reports," a study on business and management insight of CEO in the Asia Pacific region. Importance of global agenda in enhancing economic growth; Emphasis of CEO on leveraging and surviving the international markets; Increase portfolio and innovation on existing products.

Focuses on the strategic plans of chief executive officer John Stewart for the National Australia Bank in Australia. Reduction in the bank's capacity to straighten the balance sheets; Provision of personal loans without application fees; Increase of the market share.

Profiles James Sutherland, chief executive officer of Cricket Australia. Challenges of the organization; Advantages of the business; Plans for the future.

Reports the strategic planning used by Goodman Co. to achieve business success in Australia. Appointment of Tom Park as chief executive officer; Deal of Goodman shareholders on Parks' appointment; Details of the three-year strategic overhaul of the company.