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CREDIT PROFESSIONALS MUST SHARPEN THEIR INTERNATIONAL CREDIT AND RISK MANAGEMENT SKILLS, ESPECIALLY AS THE C-SUITE TURNS TO THE CREDIT TEAM FOR GUIDANCE ON GLOBAL TRADE. CREDIT MANAGERS HAVE THE KNOWLEDGE [...]

Byline: Brian Patrick Eha On June 5, 2013, Barry Silbert, the 36-year-old founder and CEO of SecondMarket, called an all-hands meeting to announce a new direction for his brokerage firm. [...]

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 focuses on the success of Stone Container Corp. chairman Roger Stone in the paper business in Chicago, Illinois. People thought Stone was crazy when he bought shares from other paper companies when the industry suffered from financial crisis in 1983. However, Stone proved his critics wrong when his stocks climbed up. In addition, Stone's smart strategies resulted to enormous payoff and sales are expected to reach $3 billion from $427 million in 1982.

This article presents information on D. Eugene Nugent, president of Saint Paul, Minnesota-based Pentair Inc. Pentair buys pieces of businesses that others don't want and makes them useful again. Today Pentair runs four mills, producing 500,000 tons of paper a year for magazines, catalogs, books, business forms and food packaging. Six of the seven acquisitions were losing money when picked up. Sellers were glad to unload just to get the losses off their books. Where there was a broad line of products, Pentair got rid of some, sticking with the best bets, like coated paper at one mill for the catalog business, which is booming.

The article features the German coffee filter maker Melitta-Werke Bentz & Sohn. It discusses Melitta's use of ordinary paper and machines designed by the company's engineers to make the coffee filters that are sold for 10,000 dollars per ton. It details the diversification moves of Melitta and its financial performance between 1960 and 1978. The factors that contributed to the success of the company are also discussed. INSET: Preparing the brew.

The article profiles artist Wendy Addison, whose career was a slew of stunning drawing piled underneath her bed. It mentions that her first piece was a hanging three-dimensional star made of vintage card stock and German glass glitter. It notes that Addison worked out for garage, expanding her inventory to include other ornaments, paper masks and cards. Moreover, it lists strategies of Addison in her success including staying positive, focusing on details and always keeping in touch.

The article presents a profile of business executive Anthony Pratt and his leadership of the packaging company Pratt Industries. Topics addressed include an overview of Pratt's operations, creating recycled boxes for packaging, the business relationship of Pratt Industries with large-scale shipping companies such as Amazon.com and the U.S. Postal Service, and comments by Pratt on his business strategy.

The article presents the story behind the success of Paper-Mate Co., a maker of ball-point pen in the U.S. It states that the interest of Patrick Frawley Jr., founder of the company, in pen started when Hal Riel, president of Allied Appliance Co., informed him that his company manufactures ball point pen. It notes that public notification about Paper-Mate's condition contributes to its success.

Francesco Risso, the creative director of Marni, is challenging the seriousness of the fashion industry by embracing a more instinctive and playful approach to design. Risso transformed his design studio into a cave-like space, covered in paper and devoid of images, to encourage his team to create without the constraints of societal expectations. His unconventional methods have turned Marni into a thriving brand that attracts eccentrics and rebels in the fashion world. Despite the success of the business, Risso remains focused on the emotional impact of his designs and the connections he forms with his team. [Extracted from the article]

Focuses on the Jackson Paper Company which is located in Mississippi. History of the company; Reasons for the survival of the company; Sales prediction for 1996; Information on the management of the company since 1921, when it was established; Expansion made by the company; Comments from Billy Joe Graves, president of the company.

The article discusses the story of success and failure of American businessman Eugene Klein from 1961 to 1970. Klein has helped restored movie house company National General Corp. (NGC) to profitability through the acquisition of book publisher Grosset & Dunlap and a savings and loan association. Klein's involvement in NGC's loss on its investment in fried chicken purveyor Performance Systems Inc. is also detailed.

The article discusses Paul Schierl's success with Fort Howard Paper Co. as one of the most profitable paper companies in the U.S. and mentions the acquisition of Maryland Cup Corp. as of October 1983.

An interview with Rifle Paper Co. owner Anna Bond is presented. When asked about what led to her love of paper, she says that she had pen pals as a child in Japan and in Sweden. She loves vintage book covers and old children's books. She believes that it is good to get advice from people who have something in common but are also different.

The article focuses on the operations and strategies of the British Columbia-based company that manufactures corrugated cardboard Great Little Box Co. Packaging designer Tammy Archibald mentions the management's open-door policy while foam department supervisor Javed Ahmed emphasized the opportunities for career advancement, sporting events and fitness options as the factors that contributed to success.

The article focuses on the shift in emphasis of Westinghouse Electric Corp. following a study of the West European market and of the company's chances for success if it embarked on an investment program. The company has previously shied away from owning majority ownership in foreign companies. However, president Mark W. Cresap has announced that results of the study had been favorable and that Westinghouse would be an international company. Jose de Cubas was named president for Westinghouse Electric International Co.

The article focuses on the success of the Chevrolet Motor Co. Division of General Motors Corp. in Detroit, Michigan. It states that the Chevrolet's production and retail sales records represent its dominance in the automotive industry since the 1930s and its ability to utilize its resources effectively. It states that it has 34 plants across U.S. cities, utilizing 40.4 million square feet. Moreover, building cars that will appeal in new and used car markets is their business strategy.

The article reports on the success of Imperial Records Inc., a record business run by independent businessmen with the leadership of Lew Chudd in the U.S. It states that the business, which was launched in 1945 by Chudd, has grown profitably with sales amounting to 7.5 million dollars in 1957. It also cites that the business growth has resulted from the efforts of company to infiltrate the growing teen-age market.

The article offers information on the business achievement and corporate establishments of German industrialist Friedrich Flick as the most powerful industrialist and richest man in Germany. It outlines the business performance of Flick's four pillars including Maximilianshuette, Suedwestfalen and Buderus, Daimler-Benz AG for automobiles, Feldmuele as paper company and Dynamit Nobel as explosive maker. Also presented is the corporate executives of Flick helping him to achieve modern management.

Modern leadership requires adaptability, collaboration, and a strong sense of purpose, both personal and organizational. Leaders must serve others, uphold core values, and embrace authenticity by acknowledging their own vulnerabilities. By fostering an environment where people can thrive, and by leading with purpose and integrity, leaders can inspire collective success and transformation within their organizations. This shift from the traditional hero-leader model emphasizes connection, humility, and a shared vision for the future.

Features Jarad Badger, the Afro-American teenage owner of the Badger's Productions company. Interest in poetry writing; Background of his book "Peter Black"; Advice to his fellow teenage entrepreneurs.

This article presents excerpts from some articles published in previous issues of the journal "Forbes." One of the articles is related to businessman J.C. Penney published in the August 20, 1921 issue. As J.C. Penney sits back in his chair and unfolds the great secret of his business, how a fifty-million-dollar business was built on the doctrine of helping the other fellow, it is almost like an unbelievable romance. The studio audience attending CBS-TV's "I've Got a Secret," one night last month gawked, gasped, then burst into applause.

The article reports that Michael Russell and William Worley, the founders of American City Business Journals Inc., had never been journalists before they opened a business paper in Kansas City, Missouri in 1982. Yet they did so well that they kept expanding. By last year Russell, who had been in real estate, and Worley, a veterinarian, owned 35 papers, including 16 for which they had borrowed heavily to buy.

The article offers information on a study regarding the importance of business offshoring for the organizational success. Topics discussed include challenges associated in business management, business design of offshoring, and the role of independent activities for the organizational ability of business enterprises.

In an industry notorious for its indifference to service, insurance executive Robert McDermott has spent the last 22 years building customer responsiveness into the very fiber of the company he heads--USAA of San Antonio, Texas. His successful service recipe has three principal ingredients: a niche market that the company strives to understand and serve more and more effectively, progressive employment practices, and an aggressively innovative use of technology. The niche consists of active and former military officers, a market that dates back to the company's founding in 1922 by 25 army officers who couldn't get property-and-casualty insurance commercially. USAA has since expanded its membership base to include the children and grandchildren of military officers. More important, it has expanded its range of products to include cradle-to-grave financial services--banking, life insurance, mutual funds, and more. Employment practices include a four-day workweek; continuous education and promotion; physical amenities such as health clubs, tennis courts, and jogging trails; and a spirit of service injected into every nook and cranny of the organization on the theory that doing better work and helping others makes life more satisfying. Technology, finally, seeks to achieve the paperless workplace in an industry too often choked by paper. Since the company does not sell through outside agents, it works by phone and mail (90,000 calls and 150,000 pieces of mail daily). The company has spent well over $100 million on computer systems such as document imaging and has more computer terminals than employees. Every service representative has weeks of training and instant access to every customer's policy file. [ABSTRACT FROM PUBLISHER]

What do the Burroughs Corporation, Crown Cork & Seal Co., Inc., and the Union Camp Corporation have in common? Although none of them enjoys a dominant market share, all three earn quite respectable returns on their equity, have healthy profit margins, and continue to maintain strong sales growth year after year. In this article, the authors identify and analyze four characteristics that help explain their success: they compete only in areas where their particular strengths are most highly valued, make efficient use of limited research and development budgets, eschew growth for growth's sake, and have leaders who are willing to question conventional wisdom. [ABSTRACT FROM PUBLISHER]

The article explains the upturn in the revenues of the U.S. paperboard industry following a poor profit performance between 1955 and 1961. It says that within this period, the profits of major companies went down by an average of 25% inspite of a sales increase of 42%. It adds that the industry's success in improving its 1962 profits was due to a planned slowdown in production coupled by with a 10% increase in demand.

The article discusses corporate tax return statistics as an instrument of measuring American business success, serving as a kind of American business balance sheet. The article notes that in the time since 1920, there is now significant enough reporting data to begin analysis, and the article uses this data to do so. Charts illustrating a Consolidated Balance Sheet of American Business, Profits and Losses in Various American Businesses, Changes in Ratio of Successful to Unsuccessful Firms 1925 Compared with 1924 and 1923, and Changes in Percentage of Net Profits 1923-1924 to 1925 are presented and analyzed. The author sees a wealth of information regarding American business within corporate tax return data.

The article reports on the success of R. G. Haskins Co. as a manufacturer of tapping machines and flexible shaft equipment in the U.S. in 1937.

The article discusses the success of artificial intelligence (AI) startup Scale AI under the leadership of its cofounder Alexandr Wang. It addressed the notable clients earned by Scale which include the U.S. government, the valuation received by the startup from investors in 2021 which made Wang an instant billionaire, and the business operations of Remotasks, the in-house outsourcing agency created by Scale in Southeast Asia and Africa.

The article explores the success of Dutch-owned fibers company Akzona Inc. in the U.S. as of July 15, 1974. Topics discussed include mergers and internal growth that brought 704 million dollars sales to the company in 1974, the Enka trademark which accounted for 55 percent of its sales and 80 percent of profits, and its expansion under Claude Ramsey with the launch of Crepest nylon and Strialine polyester. Also mentioned is its acquisition strategy to enter the hospital supply business.

Reports on the success and popularity of the newspaper "Apple Daily" in Hong Kong, China owned by entrepreneur Jimmy Lai. Refusal of investors to support Lai because he has already angered Beijing for his article about Premier Li Peng; Details about the establishment of the paper; Success of the business and the paper.

The article reports on the success of home-record maker Wilcox-Gay Corp in the U.S. It claims that sales of the company reached 1,200,000 dollars in 1940 which implies a significant increase compared to the sales it had during its first seven months of operation. It notes that aside from building up 25,000 blank discs every day, the company has planned on doing all the manufacturing of the discs and has entered into a licensing agreement with General Industries Corp.

The article focuses on the increased spending for the U.S. industry's research and development (R&D). According to the results of a survey conducted by the McGraw-Hill Economics Department, the total amount of industrial R&D expenditures by 1970 will reach 20.8-billion dollars. It says that the reason behind the increase in the R&D is the drive to develop new products to cope with the decreasing profit margins. Meanwhile, corporate executives believe that R&D is the key to success.

The article reports on the success of Leary's Book Store in Philadelphia, Pennsylvania in 1964. The store believes that it will continue to thrive in the used book business through its unique combination of customer service, promotions, and ability to select salable used books. Moreover, the store maintains its estimated 500,000 U.S. dollars-a-year volume through its intimate knowledge of its customers' needs.

The article reports that the meat industry of the U.S. is doing a good business after a recent finding has revealed the health secrets of meat. A paper released by the Chicago Medical Society meeting recommends meat as helpful in treating Bright's disease. However, recently the Rush Medical College has also proved that meat is not harmful to human kidneys as was believed earlier.The National Live Stock and Meat Board of the country is focusing on many such researches to promote its sale.

This article highlights the success of Admiral Corp. in becoming the leading TV manufacturer in Australia. The company forged a 50-50 joint venture with General Industries Ltd. to start Admiral of Australia Ltd. The company was attracted to Australia because its government has invited foreign companies to do business in the country. However, the success of the company came after a bruising struggle with government, local industries and politicians.

Boards of directors typically believe that transforming a company from good to great requires an extreme personality, an egocentric chief to lead the corporate charge. Think "Chainsaw'' AI Dunlap or Lee Iacocca. But that's not the case, says author and leadership expert Jim Collins. The essential ingredient for taking a company to greatness is having a "Level 5" leader, an executive in whom extreme personal humility blends paradoxically with intense professional will. In this 2001 article, Collins paints a compelling and counterintuitive portrait of the skills and personality traits necessary for effective leadership. He identifies the characteristics common to Level 5 leaders: humility, will, ferocious resolve, and the tendency to give credit to others while assigning blame to themselves. Collins fleshes out his Level 5 theory by telling colorful tales about 11 such leaders from recent business history. He contrasts the turnaround successes of outwardly humble, even shy, executives like Gillette's Colman M. Mockler and Kimberly-Clark's Darwin E. Smith with those of larger-than-life business leaders like Dunlap and Iacocca, who courted personal celebrity. Some leaders have the Level 5 seed within; some don't. But Collins suggests using the findings from his research to strive for Level 5-for instance, by getting the right people on board and creating a culture of discipline. "Our own lives and all that we touch will be the better for making the effort," he concludes. INSETS: One Question, Five Years, 11 Companies.;The Level 5 Hierarchy;Not by Level 5 Alone. [ABSTRACT FROM AUTHOR]

While many believe that technological disruption has been rampant for decades, the internet has actually caused much less creative destruction than people think. An analysis of the Fortune 500 and the Global 500, in fact, reveals that most sectors have been surprisingly stable over the past 25 years. Very few firms on those lists today were launched after 1995. What else is misunderstood? The best response to disrupters. The default is to fight back with a new digital unit or a transformation. But there are three other viable strategies: doubling down on your existing strengths (as Disney did); retrenching to ensure your survival (as banks are doing); and moving into new opportunities (as Fuji did). Each strategy has benefits and risks, and your circumstances determine which one you should pursue. [ABSTRACT FROM AUTHOR]

The article offers advice for would-be entrepreneurs with regards to starting their own company. Topics covered include the things needed before starting a business, the important parts of a business plan, and the importance of getting a good view of the costs of operating a business. A table is presented listing the financing options available to entrepreneurs. An interview with entrepreneurs Jeff Golfman and Rob Lanni is presented discussing the journey of their business to success.

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The article examines the value of managers in the successful operation of a company. It cites the paper "The Value of Bosses," by Edward Lazear, Kathryn Shaw and Christopher Stanton which examined the effects of bosses on the productivity of their workers. Based on the paper, a good boss improves the productivity of each worker by over 10%.

The article describes the case of Brooklyn Union Gas, a gas utility company, that has managed to survive during the era of deregulation and even achieved to raise its revenue by 216 million dollars for 1996, and its earnings by 15% in five years. It discusses the attributable factors to its success which include its bold approach to information technology, the total reengineering of customer relations, and the launching of its 24/7 call center.

Leadership is different from management, but not for the reasons most people think. Leadership isn't mystical and mysterious. It has nothing to do with having "charisma" or other exotic personality traits. It is not the province of a chosen few. Nor is leadership necessarily better than management or a replacement for it. Rather, leadership and management are two distinctive and complementary systems of action. Each has its own function and characteristic activities. Both are necessary for success in today's business environment. Management is about coping with complexity. Its practices and procedures are largely a response to the emergence of large, complex organizations in the twentieth century. Leadership, by contrast, is about coping with change. Part of the reason it has become so important in recent years is that the business world has become more competitive and more volatile. More change always demands more leadership. Most U.S. corporations today are over-managed and underled. They need to develop their capacity to exercise leadership. Successful corporations don't wait for leaders to come along. They actively seek out people with leadership potential and expose them to career experiences designed to develop that potential. Indeed, with careful selection, nurturing, and encouragement, dozens of people can play important leadership roles in a business organization. But while improving their ability to lead, companies should remember that strong leadership with weak management is no better, and is sometimes actually worse, than the reverse. The real challenge is to combine strong leadership and strong management and use each to balance the other. INSETS: Setting Direction: Lou Gerstner at American Express;Aligning People: Chuck Trowbridge and Bob Crandall at Eastman...;Motivating People: Richard Nicolosi at Procter & Gamble. [ABSTRACT FROM PUBLISHER]

The article offers information on the 11 companies that were still included from the list of the top 100 largest companies from 1917 to 1987 in the U.S. It also includes the 11 companies that were included in the list but had a change in their company names. Information on the 78 dropout companies and the 11 survivors were also discussed.

This article focuses on the business failure of timber giant Boise Cascade Corp. In November the company sold off its paper manufacturing and lumber businesses for $3.7 billion to become OfficeMax, the nation's third-largest office-supply chain. Because the company's fortunes were too closely tied to the wild swings of pulp production, its commodity paper business turned in a $12 million loss in 1997, a $203 million profit in 2000, and a $14 million loss in 2003. Selling office supplies — something Boise's Office Solutions division has done since the 1960s — proved more dependable, delivering 43 percent of total revenue and 57 percent of operating profit in 2003. Boise purchased OfficeMax in 2003 and last year decided to assume the identity of its profitable acquisition.

The article looks at the financial performance of railroad operator Seaboard Air Line Railroad as of April 1, 1956. Particular focus is given to Seaboard president John W. Smith's contribution to the company's success. A map showing Seaboard's railroad network and graphs comparing the company's revenues and profits in the 1946-1950 period with that of its competitor in the U.S. rail industry Atlantic Coast Line are included.

The article reports on the modern management techniques employed by Standard Oil Co. of California. It notes that the company has spread its marketing network to other parts of the U.S. and has invaded four states along the eastern seaboard with its Calso gasoline. Further, it indicates that the company drew 105-million barrels of crude oil from U.S. soil, making it the second or third rank of domestic producers.