But Xavier Huillard group is a debt of 15

When we look at two false twins too closely, it can be a distorted reality. If investors had used binoculars to observe the two French champions of the construction, Vinci and Bouygues, appreciation would have been different. In doing so pumped up first place action Vinci of 11.6 while that of Bouygues rose by 7.5, they further welcomed the performance of the King of the concessions. But if its results were somewhat better than expected while those of the specialist of the diversification were consistent with expectations, their differential treatment seem disproportionate. With a capitalization of EUR 13.7 billion, Vinci is paying 9 times its profits while Bouygues is credited to a 6 PER. But Xavier Huillard group is a debt of 15.4 billion, three times greater than that of Bouygues. In addition, concessions, which explain the essence of this burden and 58 of operating income, may suffer from the effects of the crisis on the motorway traffic. In the light, Bouygues appears more balanced since four of its businesses telecommunications, Colas, Alstom and construction bring each at least 20 of the profits. The year 2009 could therefore allow the family group, which declined three times more than its competitor since the beginning of the year, to take his revenge.

Greek mythology

Force sense your talking about, do not surprise to take bad game feel far from home. And, indeed, the Green Bank that old slogan seems the insidiously haunt this form reversed. Because the contrast is obvious. When he ploughs his land, the Crédit Agricole remains faithful to itself and to its leader genes, a large and powerful retail banking machine, rather well capitalized and able still to play its cards in asset management. These qualities that have allowed him to stand when its woes to conquer, and then straighten the Lyonnais, now LCL ex-Crédit network, gave a sarcasm. However, when it cleared new spaces, the French giant seems to be the shadow of himself because more uncertain in the face of adversity. After having reduced its ambitions in the Investment Bank, it forced to do the same in retail in Eastern Europe. Growth designs cuddled in the costly purchase of Emporiki less than three years ago seem old as Greek mythology, even though the Greek market is still considered strategic. The leader lost 67.4 of its market value since late 2006. A route less flattering than less big rivals by size: respectively 62.1 and 64.2 for BNP Paribas and Société Générale.

The cat and the mouse

He who is qui se des qui ne des chats qui dorment pas of des qui ne des chats qui dorment pas qui no qui ne des chats qui dorment pas des cats qui sleep not. Presented as the feline simply of lover in the basket woven by his predecessor, Didier Lombard, arrived in a company still under the stigma of the bubble of 2000, quickly showed its claws. By making France Telecom in the voice on the Internet at a faster rate than the average of the historical operators, he there won first European rank and a "booster" for its sales, the growth rate has more than doubled in three years. Matoise prudence in its management has been "cash" annual more than 8 billion over the period, with the rate of repayment to shareholders from 34 to 45 and by reducing its debt, reduced less than twice its operating income. Note (A) so place it opened access to a reasonable credit. The crisis has so far little grated pelage of the animal: its growth rate continues to be above that of GDP, Didier Lombard believing that its customers, even manhandled by the situation, not to déconnecteront only in last resort. When some refuse to predict 2009, it is committed through 2011 on maintaining its level of cash and distribution as well as the continuation of its debt. Scalded cat but should fear the cold water.