Verizon CFO， Fran Shammo

Verizon will offer $3 billion for Yahoos internet assets. Shammo spoke in general terms about Verizon's plans. “Over the next three to six months， were going to start to cross-pollinate our products utilizing the Verizon digital media services platform，” Shammo said. “By cross-pollinate， so that we can broaden viewership. Really， when you get down to it， viewership matters because viewership drives advertising dollars， which drives top-line revenue. So when you think about viewership， Yahoo has viewership. Well see whether we move forward or dont move forward. But it doesnt really matter whether we do or we dont. We have to build upon what we have （AOL， Go90）.”

美國電信運營商Verizon出價30億美元競購雅虎互聯(lián)網(wǎng)資產(chǎn)。CFO Fran Shammo談到Verizon的計劃時表示，“在接下來的三到六個月，Verizon將開始通過數(shù)字媒體服務(wù)平臺使產(chǎn)品相互滲透，以此來擴大收視率。細想下，收視率真的非常重要。收視率是提高廣告收入的驅(qū)動力，而廣告收入又決定了總營收。雅虎本身的收視率能否為我們的增收創(chuàng)造貢獻并不重要，最重要的是做到使現(xiàn)有的AOL與移動OTT視頻服務(wù)Go90實現(xiàn)更多的滲透與融合?！?/p>

Sistema CFO， Vsevolod Rozanov

Sistemas Rozanov. “This year， investment resources do exist， but they are becoming scarcer or more limited，” he says. “We are definitely getting tougher in regard to approvals of incremental opex， and as a rule， the rate of increase in operational expenditures cannot exceed the rate of revenue growth.” The business is making a similarly selective review of capex opportunities “case by case，” according to the CFO. So， he concludes， “while we expect declines in investment from some of the groups biggest spenders， we expect to make up for it by growth in the export-oriented businesses and in industries， such as pulp and paper， agriculture， and in a few domestic areas， such as oil services or pharmaceuticals.”

Sistema公司是俄羅斯最大的多元化金融公司。CFO Vsevolod Rozanov在談到2016年經(jīng)濟形勢時表示，“投資資源的確存在，不過正變得越來越稀少。我們對于增加運營成本的審批越來越嚴格，要求運營支出的增加不能超過收入增長的速度。雖然我們預計一些大客戶的投資會有所減少，但出口導向型企業(yè)和行業(yè)的投資增長能予以彌補，比如造紙業(yè)、農(nóng)業(yè)，以及石油服務(wù)或制藥業(yè)等一些國內(nèi)領(lǐng)域。”

Mahindra & Mahindra CFO， VS Parthasarathy

From his vantage point as group CFO， group CIO， and president of group finance and M&A at the diversified Indian enterprise Mahindra & Mahindra， VS Parthasarathy oversees a wide range of businesses and functions. He cites “two paradigms which are in our DNA”： cost leadership and innovation leadership. “In the long run we must be able to do innovation arbitrage， not just cost arbitrage，” he says. “That means asking， how do we innovate？ How do we help innovation in the organization？”

印度領(lǐng)先汽車制造商Mahindra & Mahindra集團CFO VS Parthasarathy 身兼多職。他認為，財務(wù)領(lǐng)導者必須兼具創(chuàng)新型與靈活性，財務(wù)職能要從只關(guān)注成本控轉(zhuǎn)向更廣闊的業(yè)務(wù)領(lǐng)域?！俺杀绢I(lǐng)導與創(chuàng)新領(lǐng)導是CFO基因里自帶的功能，從長遠來看，我們必須能夠做到創(chuàng)新套利，而不僅是成本套利。我們要問自己如何做到創(chuàng)新以及如何幫助組織創(chuàng)新?！?