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BY Karin Schätzle QUESTIONS 1 Cave walls, stone tablets and animal skins: before the invention of paper, man used all kinds of materials to write or paint on. Who is [...]

Photo Revolution: Andy Warhol to Cindy Sherman: Worcester Art Museum. Worcester, MA: November 6, 2019-February 16, 2020. Worcester Art Museum's recent exhibition Photo Revolution: Andy Warhol to Cindy Sherman allowed [...]

FEATURES OBSOLETE OBJECTS Technological advances and scientific discoveries have consigned many inventions of yesteryear to the dustbin of history. A new book of now-defunct objects and ideas takes a trip [...]

Today's fast-paced economy demands that businesses change or die. But few companies manage corporate transformations as well as they would life. The brutal fact is that about 70% of all change initiatives fail. In this article, authors Michael Beer and Nitin Nohria describe two archetypes--or theories--of corporate transformation that may help executives crack the code of change. Theory E is change based on economic value: shareholder value is the only legitimate measure of success, and change often involves heavy use of economic incentives, layoffs, downsizing, and restructuring. Theory O is change based on organizational capability: the goal is to build and strengthen corporate culture. Most companies focus purely on one theory or the other, or haphazardly use a mix of both, the authors say. Combining E and O is directionally correct, they contend, but it requires a careful, conscious integration plan. Beer and Nohria present the examples of two companies, Scott Paper and Champion International, that used a purely E or purely O strategy to create change--and met with limited levels of success. They contrast those corporate transformations with that of UK-based retailer ASDA, which has successfully embraced the paradox between the opposing theories of change and integrated E and O. The lesson from ASDA? To thrive and adapt in the new economy, companies must make sure the E and O theories of business change are in sync at their own organizations. INSET: Change Theories in the New Economy. [ABSTRACT FROM AUTHOR]

Discusses the merger of Scott Paper Co. with Kimberly-Clark Corp. which Scott Chairman and CEO Albert J. Dunlap heralds as an astounding achievement for the previously underperforming tissue paper manufacturer. Professional triumph for Dunlap who more than doubled the stock price of the company in only more than a year; Benefits of the deal for Dunlap; Claim by critics that Dunlap is leaving the company in a much less healthy position than he claims. INSETS: Two views of a turnaround.;Losing ground with American shoppers.;The making of a corporate tough guy..

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 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.

Interviews Scott Paper Co. Chairman Albert Dunlap, who has presided over a turnaround at the company since taking charge on April 19, 1994. Comment on how Dunlap reinvigorated Scott Paper within an year; Insight into the priorities of the company; Emphasis on changes the corporate culture of the company.

The article focuses on forest products industry in 1983. Topics discussed include the turnaround of the industry, 1984 short-term forecast for companies serving the housing market and a good year for the paper industry. A chart is presented which shows the journal's Yardsticks for management performance for profitability and growth of companies including Scott Paper, SCM and Westvaco. INSET: The best little paper company in America.

The article focuses on the trends of paper clothes and other disposable supplies in the U.S. market, which could help address laundry problems. It states that Scott Paper Co. has received 500,000 paper dress orders after it has advertised a 1.25 dollars paper dress in March 1965, wherein, its contractors are reported to lag behind the scheduled deliveries. It says that the biggest potential market for disposable items is in hospital goods with regards to problems of laundry cost and cleanliness.

The article reports on the support of several U.S. companies for the efforts of the Marketing Science Institute (MSI) to make marketing a science. The backers of the initiative include J. Walter Thompson Co., Scott Paper Co., and Du Pont. The purpose of a study by the MSI was to explore the manner in which companies really decide the amount of time, money, and confidence to put into advertising, personal selling, and sales promotion.

The article discusses the new marketing and distribution plans of Scott Paper Co. in 1957. In an effort to improve its distribution process, Scott Paper Co. announced a 14-point marketing program during the National Paper Trade Association (NPTA) meeting in New York. The new distribution scheme features a policy that limits Scott's sales only through distributors, a five-year distributor contract that can be terminated for cause, and the addition of a distributor incentive program to supplement sales contests.

The article offers U.S. business news briefs relevant as of July 1, 1939. Topics include a report released by a sub-committee of the U.S. Senate Committee on Finance concerning the financial impact of strikes on national income, a study on profits in the wholesale industry, and a report by the U.S. Federal Trade Commission on the U.S. automobile industry. Paper-based consumer products manufacturer Scott Paper Co. and the U.S. railroad industry are also discussed.

The article offers business updates concerning personal paper products manufacturer Scott Paper Co. It describes the financial difficulties experienced by the firm prior to 1969, with emphasis on the declining prices of its stocks after the failed marketing tactic launched by then marketing vice-president Harrison F. Dunning. The benefits of the acquisition of three small companies and reorganization to enhance the management system of the company are described. The competition between Scott and Procter & Gamble is also reported.

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 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 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.

Byline: Nick Tabor On a sunny afternoon in April, Joe Womack drove me through the north end of Mobile, Alabama, past several chemical factories. We went down a highway hedged [...]

The tissue industry in 2002 saw 'the best of times and the worst of times.' Some players went bankrupt, others barely survived, but for still others it was a very [...]

The article mentions the popularity of the luxurious wool cashmere which comes from the Asian mountain goat, chyangra. Karl Spilhaus, president of the Boston-based Cashmere and Camel Hair Manufacturers Institute, says "It's probably the finest animal fibre that's really in commercial production. It is also a finite resource--less than 20,000 tons annually--so you can't find a bargain in cashmere, any more than you could in gold or diamonds." The wool also makes great men's clothing. "The most common items are the cashmere sweater, the cashmere scarf and the cashmere sports blazer," says Larry Rosen, chairman and CEO of Canadian men's wear retailer Harry Rosen. Cashmere is so universally associated with luxury that it seems marketers will try to tie any product in with its allure. In 1999, Canadian paint company Sico Inc. launched a high-end interior latex line called Cashmere. Last year, Scott Paper launched a new toilet paper called Cashmere from Cottonelle. The company commissioned eight Canadian designers to come up with the "White Cashmere" collection for the launch of the toilet paper last August, their extravagant one-off runway creations got plenty of attention. Scott Paper now plans to change its brand name from Cottonelle to Cashmere by 2007. Toronto designer Tam Boyko of Heaven Cashmere was one of the contributing designers. Her shawl-collared women's wrap cardigan is the only piece from last year's White Cashmere collection that's available for sale.

Interviews Scott Paper's chief executive officer Al Dunlap. Role in corporate turnaround; Opinion on quality and empowerment; Business plans; Concept of the ideal board.

Reports on how the acquisition of Scott Paper Co. has affected the financial status of Kimberly-Clark Corp in the late 1990s. Problems at Scott which cost Kimberly-Clark millions of dollars; Reasons behind the merger; Statistics regarding Kimberly-Clark's finances as of February 1998; Comments from Wayne R. Sanders, chief executive officer of Kimberly-Clark.

The article focuses on U.S. toilet paper producer Scott Paper Co. as of December 1976, with particular focus given to its competition with household products manufacturer Procter & Gamble (P&G). Topics discusses include Scott's history since its inception in 1879, its financial performance through the years, and its toilet paper product Cottonelle, launched according to the author, in response to P&G's paper Charmin.

The article reports on the concerns over the move of Scott Paper Co. to invest 1.6 billion dollars to upgrade aging plants, buy new machinery, and expand capacity in the U.S. It raises concerns over the company's sale-lease-back of sorts with one facility and the sale of 50 million dollars worth of tax benefits under the 1981 tax law's safe harbor provision. It contends that the company has been fairly ingenious, particularly about trading off its tax benefits for lower financing rates.

The article focuses on the market performance of several forest products in 1981. Scott Paper Co. announced that 5% of its outstanding shares has been acquired by Denison Mines Ltd. of Toronto, Ontario in 1981. Paper and wood stocks are considered to be a very depressed group in the market. Other companies that sold their 5% stock include Federal Paper Board, Hammermill Paper, Potlatch and Southwest Forest Industries.

This article focuses on how Scott Paper Co. aims to regain its competitive position in the U.S. sanitary paper market. It explains that complacency and increased competition have eroded its market share, created management issues and cut its earnings. The company is implementing a short-term strategy to regain its market share by recognizing that aging equipment and machinery are limiting its options. The company will focus on products that it can produce efficiently.

The article reports on the status of the U.S. paper industry in 1987. Topics discussed include rise in the industry's earnings in 1987, impact of the weak U.S. dollar and the low inflation rate on industry earnings and printing and writing paper grades as the strong performers for the year. Also discussed are the profitability and growth performance of individual companies, such as Jefferson Smurfit, Kimberly-Clark, Scott Paper and Boise Cascade. INSET: Tiger in paper.

The article focuses on the electric power industry in the United States. Scott Paper Co. is better known for making paper than for generating electricity. But now, Scott Paper Co. and a number of industrial manufacturers are making profits by wholesaling excess self-generated electricity to Central Maine Power Co. (CMP) at roughly 30% more than customers are paying for electricity supplied by CMP itself. The Public Utility Regulatory Policies Act obliges utilities to buy power from small producers that can generate the energy as a by-product of other industrial operations.

This article focuses on Jim Busby, founder of QMS Corp. With revenues doubling each year, to $32 million, the company earned $5.1 million in 1984. Busby's products are laser printers and controller boards that free other computers from the job of graphics design. Busby's tale starts with a problem at big Scott Paper Co. While working there as a systems engineer, Busby was bothered by Scott's stencil-and-crayon system of labeling huge rolls of paper. Driving home from MBA classes at the University of South Alabama, Busby came up with an idea for a microprocessor controller board that would let a computer printer make up any size character for labels.

The article focuses on the household goods industry in 1983. Topics discussed include a good year for makers of washing machines and stoves, bleaches and scouring powder, expected replacement of refrigerators by baby boomers, increased sales from new homes, and lower interest rates for appliance financing. A chart is presented that shows the journal's Yardsticks of management performance for profitability and growth of companies including Maytag, Stanley Works and Scott Paper.

The article looks at the financial decline of the U.S. forest and paper products manufacturer Scott Paper and its management by chief executive Philip Lippincott as of July 1983. Topics include Scott's financial performance, competition in the paper products industry, and a five-point plant by Lippincott for business development. Also discussed are the company's assets and its attractiveness to acquisitors such as Canadian investment firm Brascan Ltd.

The article focuses on the testing of Educasting, a five-button frequency modulation (FM) receiver which combines educational broadcasting with the programmed text to allow students to answer questions during the broadcast lecture in Philadelphia, Pennsylvania. Many companies including Scott Paper Co. have sponsored supervisors participating the trial in a basic management course. Moreover, Educasting Systems Inc. has been responsible for directing the programmed learning development.

The article offers information on the profits of several companies in the U.S. It reports on the improvement of sales and earnings of several companies including General Motors Corp., Air Reduction Co., and Scott Paper Co. It discusses the impact of the reduced profits margins on the economy in the country. The total earnings, which are estimated to be at 44.5 billion dollars in 1960 and the 47 billion-dollar profit in 1959, are also mentioned.

The article reports that Pennsylvania-based tissue manufacturer Scott Paper Co. entered the wax paper business by acquiring the assets of Automatic Paper Machinery Co. in June 1945. With the purchase of Automatic, Scott acquired paper-making facilities in New Jersey and Ohio. Growth strategies by the co-founder's son Arthur Hoyt Scott, the firm's merchandising and advertising strategies, and the firm's agreement with the Federal Trade Commission are discussed.

The article reports that sulphite liquor from a paper mill was used to treat gravel streets in Marinette, Wisconsin in 1944. The sulphite liquor came from the digesters of Scott Paper Company's subsidiary, the Marinette Paper Co. As stated, the experiment aims to test the effectiveness of sulphite liquor as a dust layer.

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 discusses the Scott Paper company and its attempts to retain market share in the sanitary-paper market. Increased competition from companies such as Procter & Gamble, American Can, and Georgia-Pacific is examined. Commentary is provided by Scott Paper's chairman and CEO, Harrison F. Dunning.

The article focuses on the Institute for the Future's launch of the Project Aware which helps a company forecasts the long range changes in the economy, technology, and social environment in the coming decade. The project was supported by Du Pont, Scott Paper, Lever Bros, and Monsanto. Each company has contributed 120,000 U.S. dollars for the development of the project. It uses the Delphi forecasting tools to help provide an outlook in the 1980s. It outlines the quality of life, energy crisis, and worker dissatisfaction in the 1980s.

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 tells the story of how Scott Paper Co. gained profits despite the depression in 1930. The role of outside consultants in creating an up-to-date enterprise in the paper industry is discussed. The practices employed by the firm including the development of consumers representatives are described. It highlights the company's engagement in advertising and educational campaign as part of its effort to reach the public.

The article reports that Scott/Chatham Co., a partnership of Chatham Manufacturing Co. and Scott Paper Co., will market Tanera, a leather-like product. William J. Gies, marketing/vice president of the company, explains that target market for the product which is the average shoe buyer. Some features of the manmade shoe material are discussed, including a single fibrous structure, scuff resistant, works like leather and uniform quality.

The article reports on the recommendation by code authority of the National Association of Broadcasters to lift a television advertising ban on women's hygiene products in the U.S. such as tampons, sanitary napkins and douches. It highlights the rumors on the plan of Procter & Gamble to make a new venture into the tampon business. It also mentions the companies requesting the change on the code including Tassaway Inc., Scott Paper Co. and Johnson & Johnson.

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 article discusses developments in the operation of the firm Scott Paper Co. as of August 1965. It claims that the company is the biggest marketer of toilet paper, paper toweling and paper napkins in the U.S. It cites that the company invested in such firms as Plastic Coating Corp., a maker of such products as special covering materials for the book industry, and Tecnifax Corp., a purveyor of visual education aids, in June 1965. INSET: THE MAN WHO KNOWS DIAZ0S.

This article deals with the competition between U.S. consumer goods company Procter & Gamble (P&G) and paper products manufacturer Scott Paper Co. Topics include P&G's entry into the consumer paper market, its acquisition of Charmin Paper Mills, Inc., and the position of Charmin's products White Cloud toilet and Puffs facial tissues on the market. Special attention is paid to the role of advertising in market penetration. Personal care products manufacturer Kimberly-Clark is also commented on.

The article discusses the views of Thomas B. McCabe, chairman of Scott Paper Co., about marketing in the U.S. McCabe, who previously served as chairman of the Federal Reserve Board, believes that marketing is the unfinished portion of the industrial revolution. McCabe has convinced several companies to subsidize the Marketing Science Institute (MSI), an organization which aims to offer an organized and integrated theory of marketing.

The article discusses the marketing strategy of American paper products company Scott Paper Co. According to Scott Paper president Harrison F. Dunning, gimmicking will only increase a company's market share temporarily. Dunning has decided to make his salesmen as marketers. Scott Paper's marketers study and understand the operations of customers.

The article explains why Scott Paper Co. was the most profitable paper company in the U.S. Scott president Thomas McCabe focused on a narrow line of products such as toilet and facial tissues, napkins, and paper towels. McCabe has kept the firm out of complicated operations as newsprint, paperboard, and carton and box making. It is said that McCabe puts new products through the most careful sort of examination.

The article offers news briefs related to the U.S. business enterprises. Scott Paper Co. reportedly broke its previous records with net sales at 16,149,000 dollars and net earrings of 1,379,950 dollars in 1938. Sugar law passed in 1937 has affected the performance of American Sugar Refining Inc. with net earrings 407,088 dollars as compared to 84,143,138 dollars in 1937. McKesson & Robbins Inc.'s January 1939 sales were ahead as compared to the last year at 8,939,260 dollars.