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The article discusses British newsprint paper wholesaler Bowater Paper Corp. Ltd. The author focuses on chief executive officer (CEO) Sir Eric Bowater's business strategy as of 1971, on the acquisition of a pulp and paper complex in Corner Brook, Newfoundland, and newspaper contracts and wood resources in Southern U.S. Also mentioned are a paper mill in Calhoun, Tennessee, the newspaper industry in Great Britain, and diversification into forest products in the U.S. and Great Britain.

The article presents Peter S. Paine, president of paper manufacturer Great Northern Nekoosa Corp. as of September 15, 1970, and the financial performance of the company under his management. Statistics are presented illustrating increases in Great Northern's sales, net profits, and return on stockholders' equity for that period. Topics include also diversification in the production of groundwood and lineboard, as well as mergers with other paper makers.

The article looks at specialty papers producer Rhinelander Paper and its campaign "Meet the Boss", which introduces the company's employees to the products of its customers as of October 15, 1950. It is suggested that the aim of the campaign is to show employees the importance of quality service and the impact of defective products on customers. Particular attention is paid to pamphlets focusing on the background of the customers, their operations, and their use of Rhinelander products.

The article looks at the business activities of Harrison F. Dunning, general manager of all production facilities of paper products manufacturer Scott Paper Co. as of July 1949. Particular focus is given to managerial practices introduced by Dunning, which aim to increase workers' productivity by educating them on the relation between the company's profits and their job security. Information is provided regarding annual presentations he gives to the company's employees.

The article offers information on a variety of products invented in 1946, including portable inflatable boat from U.S. Rubber Co., wet strength paper bag from Union Bag & Paper and scooter from Gamble-Skogmo.

The article reports on the recovery of the International Paper Co. from its troubles as of June 1964. In 1963, the company delivered more than 2 million tons of paperboard and had a total volume of 5.3 billion tons. Sales rose to 1.1 billion U.S. dollars, but operating income has risen less than 1 percent. In response to increased competition, the company purchased the Lord Baltimore Press in 1958. In May 1964, the company reported a 24 percent increase in first-quarter earnings.

The article discusses the benefits of short-term commercial paper as an investment. Topics covered include the reasons investors are attracted to U.S. Treasury Bills according to investment banker Goldman Sachs, the attributes of Treasury Bills that are being shared by short-term commercial paper and a description of companies that issue short-term paper. Also mentioned are the types of lenders on commercial paper and statistics which suggest that short-term money is important to finance firms.

The article discusses the financial difficulties of the International Paper Co. and of the U.S. paper industry as of October 1, 1957. The author describes bear market in the paper industry resulting from oversupply and overcapacity. Topics mentioned include International Paper secretary William Augustus Hanway, company chairman John Hinman's expansion into newsprint and paperboard, and the decline of the newsprint and paperboard markets.

The article discusses U.S. typewriter manufacturer SCM Corp. The author focuses on the company's president and chief executive officer Paul Elicker, earnings per share and sales, and product diversification. Also mentioned are coated-paper copiers, U.S. printers manufacturer Xerox, and plain-paper copiers.

The article discusses the developments at Scott Paper Co., whose onetime monopoly of the paper industry, particularly in the tissue and towel markets, has been affected by the entry of consumer goods company Procter & Gamble (P&G) and pulp and paper company Georgia-Pacific in the 1960s. In the 234 million dollars facial tissues market, Scott had seven competitors ad demand growth was not over two percent annually. The author notes the failure of Scott to defend its position in the markets.

The article looks at the competition between U.S. paper product manufacturers Kimberly-Clark (K-C) and Scott Paper as of September 1969. Presented are figures illustrating the financial performance of K-C in 1969, with particular attention given to the impact of the introduction of new brands of tampons, bathroom tissues, and paper towels. Cited are comments by K-C president Guy M. Minard regarding the development of the market for paper products.

The article reports on the financial performance of paper-making company Marathon Corp. in 1954. For the fiscal year ended October 31, 1954, Marathon posted net sales of 117.8 million dollars and generated a six percent increase in sales. Company president John Stevens Jr. reports that earnings have risen by 28.1 percent from 5.8 million dollars to 7.5 million dollars. He attributed the strong financial performance of Marathon to successfully following a progress plan instituted in 1953.

The article discusses the success of Mead Corp. in the U.S. paper market under the leadership of chairman Howard E. Whitaker. As of 1962, Mead has become the fifth-largest paper company, with sales up 34% over 1952 to 440 million dollars. As a strategy for selling white paper, Whitaker decided to acquire merchant houses that sell paper at retail, bringing 25% of the company's total sales.

The article features the U.S. paper industry as it starts to show signs of optimism as of April 1962. It claims that the long-troubled industry suffered the worst profits in nearly a decade in 1961, noting that the industry has regularly produced more and more paper and sold it for less and less. It reports that the industry's operating rate in March 1962 was up sharply, that demand was rising, and that paper prices are beginning to firm up. Charts are provided on 1961 and 1962 operating rates.

The article reports on the efforts exerted by paper company Union Bag-Camp Paper Corp. to turn its finances around. According to company president Alexander Calder Jr., the improving performance of Union can be attributed to their willingness to invest. During the six-year period ended December 31, 1961, Union's capital expenditures totaled almost 140 million dollars. Earnings as of 1961 were pegged at 17 million dollars, with most of the sales growth attributed to acquisitions.

The article discusses the business performance of West Virginia Pulp & Paper Co. It reports on the paper mill production, sales and profits recorded by the firm in the first six months of the fiscal year ending October 31, 1961. It mentions bleak business outlook offered by company president David L. Luke due to poor sales. He also remarked on improving sales of the chemical business of the firm by 1970.

The article focuses on U.S. paper products manufacturer Scott Paper Co. and the business expansion undertaken by its head Thomas B. McCabe as of May 1959. The author discusses tissue demand in the U.S., the competition in the sector, and McCabe's interest in the production of plastic products. Scott Paper's overseas business is also mentioned.

The article focuses on the performance of the forest products industry during the years 1967-1971 as measured by profitability and growth. It presents a table ranking forest products companies based on figures such as five-year return on equity, total capital, and five-year annual sales growth. It mentions the effects of the recession, the wage-price freeze and cost inflation. Topics discussed include ownership of timber reserves, the housing boom, and the power struggle in the paper industry.

The article discusses the environmental pollution caused by forest products processors and packaging producers as of January 1, 1971, with attention paid to the spendings of the companies in the field on the reduction of the pollution, the environmental legislation, and public pressure.

The article focuses on New York City-based International Paper Co. (IP), which has become an attractive target for a takeover despite being the No. 1 paper company in the U.S. As reported, executives at IP are feeling themselves in trouble because the company has done little in recent years to satisfy its shareholders. The stock prices are not too high from their book value despite the company's purchase of 50,000 of its own shares in the open market every month. Ed Hinman, the president of IP, agrees that the company is doing its business badly. In 1967, the company's capital spending almost doubled to 440 million dollars.

The article reports that the opening of paper company Kraft Corp.'s factory in Fernandina, Florida in January 1938 has revitalized the economy of the town.

The article discusses challenges being faced by American paper company Brown Co. Financiers such as H.K. Porter and Crane Co. chairman Thomas Mellon Evans and David J. Greene & Co. have heavily invested in Brown. However, Brown has posted a decline in earnings from 31 cents to 16 cents in the first nine months of 1962.

The article reports that consumer paper products company Kimberly-Clark's minor dip in profits in fiscal 1961 was the first break in a nine year string of higher earnings and sales. For 12 years, the company had pro forma sales of 411 million U.S. dollars. The immunity of Kimberly-Clark to the ups and downs of the general economy is downplayed. The company's future gains are seen harder.

The article offers a look at how William H. Chisholm, president of paper company Oxford Paper Co. addressed the problem with the high-speed North Star coater in the firm's Rumford, Maine plant. Although the machine was working efficiently, it was costing the company big money since getting the bugs, mostly affecting quality control, out of it took work. As a result, the company posted a 17% decline in earnings in 1959 despite a rise in sales of 15.6%.

The article discusses the economic growth of building materials company Fibreboard Paper Products as of November 1, 1959. Topics include the company's president William L. Keady, the company's gypsum deposit in Apex, Nevada, as well as building materials plants in California. Keady's involvement in the packaging business is also discussed focusing on the establishment of pulp & paper mills.

This section offers business-related news briefs from around the world as of February 1924. The formation of the world's largest paper company involves the merger of the Belgo-Canadian Paper Company, the Laurentide Company, the St. Maurice Paper Company and the St. Lawrence Paper Mills. The British Labor government has recognized the government of Soviet Russia. The first Expert Committee has transferred its seat of operations from Paris to Berlin.

The article looks at the economic growth of paper distributor Saxon Industries and its president Myron Berman as of December 15, 1972. The acquisition of paper converter company Standard Packaging, the involvement in the photocopier industry, and the purchase of the license of camera manufacturer Canon's paper copier PPC-1.

The article details the determination of William J. Scharffenberger, president and chief executive officer (CEO) of middle-sized paper company Riegel Paper Corp., to cut the company down to size to survive. Topics discussed include Scharffenberger's decision to sell off the company's 50 percent interest in a pulp and paper mill in Louisiana in 1969, the spin off of the company's packaging operations into a new company, Rexham Corp., and the merger of the remaining operations of the company.

The article reports about the expansion of paper producer Crown Zellerbach in the forest products industry as of July 15, 1969. The economic development of the U.S. paper industry, the perspectives for plywood production of the company, and the need for a challenge for the company's professional managers are also addressed. Special attention is also paid to Crown's president Francis O. Boylon's opinion on the corporation's development in the field of paper industry.

The article reports on Floyd D. Gottwald, president of Richmond, Virginia-based Albemarle Paper Manufacturing Co. Gottwald bought Ethyl Corp. in 1962 and reorganized Ethyl with Albemarle as a subsidiary. In 1967, Ethyl bought New York-based Oxford Paper Co. with which Albemarle was able to get into the business of bleached paper. However, Oxford Paper did not show a remarkable year and its earnings dropped after the merger.

The article explains the calculated risk in the current excess in capacity in the paper industry due to the overoptimism of the industry over its short-term prospects.

The article looks at the turnaround of paper manufacturer, St. Regis Paper Co. In September 1962, the company posted 5 percent increased in sales for nine months while profits rose 19 percent. St. Regis chairman Roy King Ferguson expresses his optimism over the company's rebound. A comparison between St. Regis' financial performance with other paper manufacturers is provided.

The article discusses U.S. pulp and paper company Mead Corp. as of May 1, 1959. The author focuses on the company's president Donald F. Morris, 1958 financial performance compared to industry competitors, and the increase in wages and materials. Also commented on are Mead's stock capitalization and dilution, business expansion by acquisitions of paper companies, and the effect of the mergers on earnings per share.

The article published on May 15, 1956 discusses the profits to sales ratio of U.S. paper container producer Union Bag &Paper Co.

The article reports developments in the U.S. debt market as of mid-December 1974. It cites the growing complexities in the sector, citing as example the issue of whether to treat a 25-year bonds, a 60-day bank loan and a 90-day note or commercial paper as long-term debt or current liabilities. The opinions of Arthur Andersen & Co.'s Robert May and AT&T's Warren W. Brown on the developments are also cited.

The article discusses trends in the U.S. packaging industry as of July 1, 1947. Topics covered include the increased use of wet-strength paper in the industry, the various packaging techniques created due to war, and the popularity of rubber-base films for frozen foods. Also mentioned are the advantages of plastic compared with other packaging materials and wide use of aluminum wrapping by the U.S. Army.

The article highlights the success of Nekoosa-Edwards Paper Co. in demonstrating that profits come only in proportion to the benefits given to the general public. The company has acquired timber properties and planted trees for pulpwood forests on a sustained yield cutting basis in Wisconsin. Nekoosa-Edwards has reportedly led the way toward the regeneration and perpetuation of forest lands under private ownership as of 1944.

The article offers information on "aqualized paper," a substitute for cloth and burlap, from Brown Co., a paper bottle cap from Bensel-Brice Corp., and a mechanical pencil with built-in liquid leveling gauge from Hill Advertising Specialties Co.

The article presents the author's comments on the performance of different companies in the stock market in the U.S. during 1965-1966. According to the author, the acquisition of Charles Bruning Co. two years ago has given the company a strong place in the electrostatic-copying-machine market, and the company's earnings are expected to be 3 dollars per share in 1966. The author says that Bendix Corp.'s earnings can be 6 dollars per share in the year 1966. The author says that the paper industry is expected to perform well in 1966; and Container Corp. is the only one company exclusively in the paper packaging business that has emerged from losses and is now making good profits.

The article looks at U.S. paper company Brown Co. as of August 1964. Particular focus is given to former shareholder Thomas Mellon Evans who sold part of his stock in the company to closed-end investment fund General Industrial Enterprises (GIE). Also analyzed is Italian concern Fasco A.G. that owns company shares, as well.

The article looks at paper manufacturing company Kimberly-Clark Corp.'s performance on the U.S. stock market as of August 15, 1959. Particular focus is given to Kimberly-Clark's acquisitions of other firms in the U.S. paper industry including International Cellucotton Products, Peter J. Sweitzer, Inc. and American Envelope and the impact of those acquisitions on the company's earnings per share. The management strategies of Kimberly-Clark's president John Robbins Kimberly are also discussed.

The article discusses the public utilities industry in the United States. The importance of proper management in companies providing electricity is specifically highlighted. Other topics include the reduction of operating expenses, the management of public relations, and the activities of trade associations.

The article presents a stock analysis of the U.S. stock market as of September 1, 1973. Topics include business cycles, the economic growth of the paper industry, and companies such as Union Camp, Scott Paper, and Great Northern Nekoosa are discussed. The supply and demand in the aluminum industry as well as the demand in the farm implement industry are also addressed.

The article features Hoerner Waldorf, maker of corrugated and folding cartons and paper bags, with reported sales of 275 million dollars and 10% return on capital despite not owning any trees. It discusses the company's marketing ingenuity to make up for its lack of tree ownership such as the incentive system for its sales people and for its managers. It also discusses the problem encountered with the people at Albermarle Paper when Waldorf applied its incentive scheme upon its acquisition.

The article reports on the business performance of the paper and pulp industry in the U.S. including its scheduled capital expenditures for 1964, spending plans, and increase in production and capacity.

The article focuses on the financial performance of newsprint producer Bowater Paper Corp. for 1960. It explores how the company's conservative approach to expansion and long-term contracts with publishers have proved to be lifesavers for the company. Information on the international expansion plans of the papermaker for 1960 and its planned diversification to other paper products is provided.

The article discusses the business performance of U.S. paper industry companies as of 1959 and the way the Wall Street reacts on news about potential expansion in the sector. Topics include the expected overall capacity of U.S. paper companies, their capacity utilization, and earnings. Estimations of the U.S. Department of Commerce about the developments in the paper industry are included as well.

The article provides details about the overproduction in the U.S. paper industry as of March 1, 1957, its impact on paper manufacturers' expansion plans and the reaction of the stock exchange.

The article announces that A. Preston Roffee, Jr. is the first prize winner of the "Forbes" magazine salvage contest in September 1942 for his paper describing the salvage plan used at the Providence, Rhode Island Base Works of the General Electric Co.

The author presents an analysis of various U.S. stocks as of May 15, 1940. These stocks are cited for their possibilities to yield profit. Some of them include paper company stocks including International Paper and Crown-Zellerbach and low-priced stocks such as Radio Corp. due to the potential development of television.