Executive Decision - March/April 2008 - (Page 19)

Management Strategies Technology Life At the top Thought Leader Finance/legal President & CEO, Pitney Bowes MM: Fortunately, Pitney Bowes has always been ahead of the curve in this area. Because we handle so much of other people’s money—more than $12 billion a year in postage—our success as a company has always been based on our transparency, trustworthiness Employees: and accountability. We are always looking to 53, 700 worldwide, including improve, however, and so we have taken certain 28,400 in Connecticut steps such as modifying our business segment reporting in order to give investors an even clearer road map by which to judge our progress. And we will continue to look for ways in which we can do better in these matters. Business segments: The company operates within XD: How do you see Pitney Bowes evolving two industry segments: Mailstream during your tenure? Solutions and Mailstream Services Company headquarters: Stamford, Connecticut Age: 60 President & CEO: Murray D. Martin MM: In a world of multiple and complementary Revenue/Income: communications channels, Pitney Bowes will evolve Revenue increased 7% to provide the unique products and services our in 2007 to $6.1 billion customers need to make the connections that matter. Historically, we have been a hardware company— postage meters and large machines to create bills and statements for the biggest mailers. While we honor that tradition and will continue to lead the world in this area, we will also become more of a software and services company. Even today, we can help companies set their direct marketing strategies, and then develop the campaigns to support those strategies through the mail and on the Web. We’re also moving deeply into the realm of location intelligence, where we can help companies can take advantage of specific geographic information in order to make better business decisions. We must evolve as the world of marketing and communications breaks into more narrowly defined fragments. XD Most important challenge as CEO: Creating an engaged workforce EXECUTIVE DECISION I March-April 2008 19

Table of Contents Feed for the Digital Edition of Executive Decision - March/April 2008

Executive Decision - March/April 2008 Contents Index of Advertisers Contributing Editors From the Editor's Desk Publisher's Note You Be the Judge - Unionization Thought Leader - Pitney Bowes Management - Flying High for Long-Term Results Strategies - Sovereign Wealth Funds Cover Story - In Whom Do We Trust? The Movement for Greater Accountability & Disclosure Finance/Legal - The New Boycott Model Green At Work - Transforming for Sustainability Technology - Embracing Risk Leadership - Executive Reputation Management The Global Village - China Moves to Curb Prices Economic Profile - California Gold Rush Transformations - I Can See Clearly Now, The Brain Is Gone Marketing - Effectively Using Market Research The Bottom Line - Brands: A Shrinking Advantage or Shifting Advantage? Pulse - Pandemic: Not If But When SPECIAL SECTION - Living On the Green: Luxury Golf Destinations

Executive Decision - March/April 2008

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