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The article focuses on the performance of the U.S. paper industry in 1956. It discusses the impact of overproduction and price-cutting on the industry and cites the increase in the production of paperboard and newsprint by 1.2 million tons and 52%, respectively. It also mentions the move of several papermakers including International Paper, Crown Zellerbach and St. Regis to add plants as the year ended despite the large investments needed for new plants.

The article discusses the state of the U.S. paper industry as of January 1, 1955. The year 1954 was said to be the second best year for the paper industry with third quarter production only 1% less than 1953 record. Management policies of top paper manufacturers Saint Regis Paper Company, Crown Zellerbach Corp., and Champion Paper and Fibre Co. are discussed. Other topics such as labor relations, community and public relations and stockholder relations are also tackled in detail.

The article looks at factors that brought about a condition in U.S. paper industry described by the author as "recession" as of January 1, 1963. Topics addressed include the need for paper companies to concentrate on product marketing strategies and maintain a balance between price cutting and price increase.

The article reports on the performance of companies in the U.S. paper and packaging industry in 1964 based on the performance indicators of growth, profitability, and trend. Topics include the industries' relatively mediocre returns despite an industrial boom and a tax cut, and factors leading to poor profits. Also mentioned is the prospect of exporting North America-produced paper to Europe and other destinations. INSET: EXPANSION FOR EXPORT?.

The article focuses on the performance of the forest and paper products manufacturers in the U.S. in 1966. Topics discussed include the increased earnings posted by paper companies, the upward trend in the earnings of Mead Corp, West Virginia Pulp and St. Regis Paper as well as the positive results of the U.S. Plywood's decision to integrate back from its markets into manufacturing under its president Gene C. Brewer.

The article discusses financial, management, and business performance of the U.S. paper manufacturing industry as of January 1952. During World War II, profits, production, and output of the sector significantly increased. Union Bag & Paper managed to outperform several firms including West Virginia Pulp and Paper, Crown Zellerbach, and Kimberly-Clark in terms of profit margin. Membership to the International Brotherhood of Paper Makers is also described.

The article discusses significant developments in the forest and paper products industry in the U.S. in 1967. Majority of forest products companies reported a drop in earnings due to the rapid increase in total capacity than demand. Problems that affect the industry's performance are identified, including price weakness in some major grades, start-up costs of plants and modest excess capacity created by the slackening demand.

The article discusses the developments in the U.S. paper industry in 1959. Special attention is paid to papermaker plant capacity, sales, prices and the profitability of the paper products sector. A table is presented illustrating the business performance of various sector companies, including International Paper, Crown Zellerbach, and Kimberly-Clark. The article also discusses the newsprint supplier industry, focusing on newsprint producer Great Northern Paper.

The article discusses developments in the pulp and paper industry in the U.S. as of mid-November 1954. It focuses on the operation of Scott Paper Co., which is advancing an expansion program under its president Thomas Bayard McCabe. Among the moves of the company are the acquisition of Detroit Sulphite Pulp and Paper Co., and a merger with Hollingsworth and Whitney Co. of Detroit, Michigan.

The article focuses on the performance and prospects for the U.S. pulp and paper industry. It notes that the industry supplied around 200 pounds of paper per American in 1927, translating to a national consumption of 12 million tons. It highlights that the annual paper consumption in the country doubled between 1914 and 1925 from 5.49 million tons to 10.58 million tons. Details of the increasing demand from both local and foreign users of paper are also provided.

The article examines the performance of the U.S. paper industry in 1961 and its prospects for 1962. According to the author, the operating rate of the paper industry had dropped below the 90 percent of capacity that is considered the lower limit of satisfactory operation. As a result, paper manufacturers were forced to cut prices which led to the most severe price competition since 1941.

The article discusses the performance of top companies in the paper and container industries in the U.S. as of January 1958. It examines industry trends and business activities of companies including Container Corp., Continental Can and Scott Paper. It presents the criteria used in measuring the management success of the companies which include profitability, corporate growth and the amount that management have to pay on average to borrow money. A chart showing the rankings is also presented.

The article reports on the growing industry of paper in 1940 because the material can supplant containers made of tin, wood, glass and some textiles, which translate to lesser handling costs and consumer prices. The steady substitution of paper for other products has reportedly resulted in nearly 13,500,000 tons of paper production in 1939. The article notes that paper is being used as basic material for food packaging, raincoats and wind breakers, wallboards and laminated plastics.

The article assesses the decline in earnings of the paper and pulp industry in the U.S. in 1960. The decline is attributed to a failure of papermakers to increase their production capacity in order to supply a growing market, which is increasing at 2.5% annually. This trend is exemplified by newsprint and paperboard producers. An exception are producers of consumer paper products, Scott Paper and Kimberly-Clark, which improved their earnings.

The article argues on the growth of recycling waste papers in the U.S. as of September 1, 1924. Topics discussed include the increase in profits of paper mills that resulted in collecting, sorting, baling and shipping of these waste papers, such as magazines, documents and boxes, and the importance of recycling of waste papers in conserving the forests by using less wood pulp. Also mentioned is the advent of the fibre package.

The article evaluates the pulp and paper industry, sixth largest in the U.S. in the 1940s. It indicates that the industry is meeting all U.S. government needs for its World War II efforts and still has plenty for private use. The article also argues that the industry has run headlong into an almost paralyzing depression due to general misinformation concerning availability of paper for non-war uses.

The article offers a forecast for the U.S. paper industry for 1946. It presents a table highlighting financial information such as book value, dividend yield, stock price and price earning ratio of leading paper and paper products companies, including Champion Paper & Fiber, Mead Corp., and Kimberly-Clark. The article also predicts that the U.S. paper industry faces a highly promising outlook for demand and earnings improvement as the U.S. industrial economy geared for high-level activity.

The article discusses a new industry developed by Harry H. Straus which created jobs, gave farmers a new cash crop and turned waste into wealth as well as freed American of dependence on precarious imports. He made cigarette paper and asked his engineering to use seed-flax straw for developing fiber flax. Strauss is trying to develop a 3rd flax-growing region in addition to Minnesota and California while his researchers are trying to find industrial uses for the wood removed from the fibers.

The article explores various uses of paper during the 1940's war years in the U.S. when paper is replacing critical, war-drafted materials such as metal, wood and textile.

The article discusses the development of paper production as a business barometer for the development of all other branches of industry. Attention is paid to an economic forecast made by economist Henry B. Arthur for the U.S. Association of National Advertisers. The author focuses on two charts with data on gross national product (GNP), rail carloadings, and paper production, as well as on the U.S. per capita paper consumption and income between 1937 and 1953 in the U.S.

The article assesses the stock performance of selected paper companies in the U.S. as of July 15, 1960. These include Champion Paper & Fibre, Crown Zellerbach, and International Paper. Also mentioned are Mead Corp., West Virginia Pulp & Paper, and Union Bag-Camp Paper Corp. The volatility of the stock market and the improved outlook for the paper industry following a period of over-capacity and higher wages are discussed.

The article discusses the sudden rush of mergers among U.S. paper companies in June 1955. These mergers include St. Regis paper and General Container Corp. and Crown Zellerbach and Gaylord Container Corp. The whys and wherefores of the sudden merger fever have caused paper investors scratching their heads wearily. A closer look at a profit-making trend in the industry is offered.

A chart of the key management performance indicators for the U.S. paper industry is presented, including earning power, growth power, and profits vs. plowback.

The article focuses on the growth of California-based paper manufacturing company Crown Zellerbach. It discusses the management and business philosophy of Chief Executive Officer (CEO) James David Zellerbach and provides a brief history of the company. It also describes the company's expansion and diversification programs.

The author discusses some of the reasons that made his visit to the headquarters and manufacturing plants of paper and pulp maker Brown Co. interesting in 1934. Among the points he raised include the company a key to problems of sales increase, the use of a scientific intelligence in the development of new-old business, the products of the company and the potential of other business to achieve progress if they make a scientific approach to their problems.

The article examines the stocks performance of the paper industry in the U.S. as of April 1958. By early April shares of the ten largest paper companies rose 19 percent on average from their 1957 lows. Production for the whole industry during the first quarter averaged out to 88 percent of capacity, about 9 percent below the level of 1957. Mead Corp. chairman Howard E. Whitaker said it appears clear that production capacity is more than ample to meet demand for many months ahead.

The article reports on the business performance and profitability rankings of companies in the U.S. forest and paper products industry in 1965. Georgia-Pacific Corp., Rayonier Inc., and Boise Cascade Corp. all gained profits. U.S. Plywood Corp. is expected to earn increased return on equity, while the success of Scott is attributed to its marketing strategy. Several companies, including St. Regis, International Paper, Crown Zellerbach, and Kimberly Clark, tried to offset the dilution through modernization.

The article discusses the success of International Paper Co. (IP) as of 1951 and the contributions by president John H. Hinman in it. The company was created by William A. Russell together with 20 rival millowners in 1898. IP suffered a decline in earnings in 1912. President Philip T. Dodge sought to revive the company in 1913 by introducing new products. Under Hinman's management, the company has been able to eliminate all of its debt and increase its sales as well as its shares.

The article discusses the changes introduced by Sidney L. Willson, president of American Writing Paper Company, to the paper manufacturer. It mentions Willson's role in improving the company's performance in the stock market and provides a brief account of his career. The replacement of executives, the closure of idle paper mills to achieve savings and the use of slack times as part of the company's reorganization are cited.

The article focuses on the postwar employment planned by the paper industry in Ohio in 1945.

The article features Jacob Kindelberger, founder and president of the paper company Kalamazoo Vegetable Parchment Company. Topics discussed include the estimated amount of the firm's physical assets, the beginnings of Kindelberger who went to work in a paper mill at the age of 10 and his struggle for education. Also mentioned is his understanding of the paper business from a different perspective.

The article reports on the increased use of open-market commercial paper as of May 1937. Discussed are the advantages of this method of short-term financing, the 290 million U.S. dollar amount of open-market commercial paper outstanding as of March 31, 1937, and higher wholesale commodity prices. Also mentioned are seasonal funds from commercial banks and trust companies for business use.

The article focuses on the decision of John J. Hinman, chairman of International Paper Co., to invest in domestic newsprint production in the U.S. in 1955. Hinman has bought Brown Corporation's Canadian pulp mill and 2,500 acres of Quebec woodland for 37.6 million dollars. In 1954, American consumers read about 6,162,761 tons of newsprint, but American producers rolled only 18%, the reason behind Hinman's sudden interest in newsprint production.

The article discusses the growth of the U.S. paper industry since the end of the Second World War, focusing on production struggling to keep up with the demand. Topics mentioned include increasing uses of paper including for wrapping frozen foods, acoustic tile, and increasing copies of magazines and newspapers.

The article examines the market restriction solution for the forest products industry in the U.S. as of July 15, 1974. Topics discussed include the proposed export ban on timber, a deficit in balance of payments as export is higher than import, pessimism on getting fiber supply from public lands, and the ability of the country to produce more trees. Also mentioned are the factors that push export to overtake import including the growing paper consumption and increasing demand in Japan.

The article features Nashua Corp., a supplier of paper in the U.S. The company buys paper stock from suppliers, like Fraser Paper Ltd., and converts it into industrial and commercial products as office copy paper and identification labels. Financial performance of the company is discussed. The company experienced growth since its entry into the copy-paper sector.

The article discusses the financial performance of Riegel Paper Co. In 1961, the U.S. paper company posted earnings of only 1.96 dollars per share, as compared to the 2.95 dollars per common share in 1956. For the first three quarters of 1962, Riegel has reported earnings of 2.09 per share on 84 million dollars sales. The company has been undergoing expansion and modernization.

The article reports on the business competition of Scott Paper Co. with Georgia Pacific, Procter & Gamble (P&G), American Can, and Crown Zellerbach. Figures show the annual spending of Scott Paper on promotion and marketing, its sales and earnings in 1954, 1963 and 1964. Scott Paper faced capital investment problem to match that of its competitors. Industry experts suspect that Scott Paper is reducing its product prices that have upset its rival companies.

The article discusses a content analysis of the annual reports of paper and pulp companies in the U.S. for 1951. Eash report was assessed and rated based on the presentation, and the financial data and general information it provides to stockholders. Champion Paper & Fibre Co.'s report got high rating for its presentation. Crown Zellerbach's book received almost perfect score for financial disclosure and presentation.

The article discusses the large sales and earning gains of forest products, paper and packaging industry in 1972. Particular focus is given to the effect of improving U.S. economy in the high gains of forest products and packaging industry. A list of companies with their profitability and growth values is presented including pulp and paper company Union Camp, metal container producer and packaging company Continental Can Company, and tin can maker National Can Company.

The article reviews the condition of financial markets in the Untied States as of April 15, 1956. The economic outlook for different industries is discussed, including coal, rayon tire yarn, and steel. Explored is the impact of technological innovations, population changes, redistribution of wealth, and changes in supply of raw materials on the country's economy. Post-World War II developments in the U.S. copper and paper industries are included as examples.

The article presents a preview of newly developed products as of May 1, 1938 that include a paper container for motor oil, an aluminum scaffold for painters and builders, and a miniature air conditioning system.

The article looks at the diversification of the paper specialist Scott Paper Co. The company was established by Thomas B. McCabe in 1928 and since then, its sales rose more than 80 times. Chief executive officer (CEO) Harrison F. Dunning proposed a merger agreement with S.D. Warren Co., a manufacturer of high-grade specialty coated papers. The merger indicates Scott's entry into a growing segment of the high-quality printing paper business, coated papers.

The author reminds that paper was the number one war material in short supply during the World War II years and presents a list on how everyone can save paper.

The article looks at the performance of U.S. paper industry as of December 1, 1963 with particular focus given to drawbacks in its production efficiency.

The article discusses the success of West Virginia Pulp & Paper Co. (Westvaco) in the U.S. paper industry as of 1967, under the leadership of its president David L. Luke III. The company earned 23 million dollars on some 360 million dollars in sales in the fiscal year ended October 31, 1966. Luke has launched a three-year, 80 million dollar project to build a pulp and paper mill on the banks of Mississippi River in Kentucky.

The article discusses the excess capacity in the American paper industry. The author describes the opposing opinions of West Virginia Pulp & Paper Co. president David Luke and St. Regis Paper Co. chairman Roy King Ferguson. While Luke believes overexpansion will threaten the industry, Ferguson has allocated $75 million for expansion between 1956 to 1957.

The article discusses the performance of U.S. packaging and forest products industries as of January 1, 1971, with attention paid to a reduction in the demand for paper. The article presents a table of paper producers and forest products processors with information about the management performance, including profitability and growth, since 1965 of companies such as Crown Cork & Seal, Scott Paper, and Potlatch Forests.

The article features George Witter Mead II, president of paper manufacturer Consolidated Papers, Inc. as of March 15, 1967. Background is presented on Mead's education and career. It highlights the Mead family's control of the company and its impact on Consolidated Papers' operations. The author says the company accounts for 12 percent of the coated paper market.

The article discusses U.S. paper manufacturing company St. Regis Paper Co. as of December 1, 1956. The author focuses on the company's chairman Roy K. Ferguson, mergers and acquisitions, and net profits. Also mentioned are earnings per share, kraft paper production, and the company acquiring corrugated containers manufacturer Superior Paper Products Co.