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The article reports on the plan of Black & Decker Manufacturing Co. to acquire the small-appliance operations of General Electric (GE) Co. in the U.S. It is projected that the deal will quadruple the sales of Black & Decker's household products. Black & Decker planned to keep the GE brand name for three years and then begin putting its own name on the lines it is purchasing.

Discusses restructuring at Black & Decker. Announcement in early 1998 by Chief Executive Nolan D. Archibald of plans to unload some underperforming and peripheral units; Resulting focus of Black & Decker on power tools and home improvement products; Rise in the company's stock since the announcement; Acquisition of Emhart Corp. in 1989 as the heart of Black & Decker's problems; Hopes that the new focus will position the company for solid double-digit earnings growth.

This article offers a look at some standouts from the 1993 Industrial Design Excellence Awards (IDEA) in the U.S. A winning design is what transforms something as mundane as a barbecue grill or a miter saw into works of art that also perform well. These are just some of the winners of the 1993 IDEA awards that are really stirring the product pot. And all the winning companies are making design the heart of their product-development strategies. The competition was particularly rough in computers. There were lots of battles behind the scenes, according to the jurors. The EO 440 pen-based Personal Communicator, with fax, phone, and portable PC in one, was knocked down to a bronze because most of the jury did not like its side ears, which house connectors and serve as handles. Other jurors thought the ears were a great design solution. One of the great surprises of the 1993 IDEA contest is the glimmer of a revival in consumer products. The level of design is beginning to creep upward, after years of neglect, according to jurors. Black & Decker won a silver award for its 12-inch Compound Miter Saw by its DeWalt Industrial Tool division, and a bronze. Bissell Inc. won two silvers, including one for its Trio Vacuum.

Profiles Black and Decker Corp. Chief Executive Nolan D. Archibald, and analyzes his deal of purchasing Emhart Corp. in 1989. Effect of heavy borrowings on the corporate earnings; Discussion of troubles in fetching the prices on some of the Emhart businesses set for sale; Focus on the pressure on Archibald to recharge the company's earnings.

Reports on the merger between tools manufacturer Black and Decker Corp. and equipment manufacturer Emhart Corp. in the United States. Business operations and financial performance of the two companies; Benefits from the merger; Business strategies; Prospects for the creation of a company that manufactures home, garden and industrial products.

The article discusses Black & Decker Corp. chief executive officer Nolan Archibald's strategic plan for the turnaround of the Towson, Maryland-based electronic apparatus and appliances manufacturer. The plan included the reorganization of factories around motor sizes, an increased focus on customers' needs, and development of products based on the input of distributors and customers.

The article reports on the reorganization plan of Black & Decker Corp. in the U.S. The company is preparing to significantly reduce worldwide manufacturing capacity. A major restructuring involving an after-tax write-off of $205 million and a spate of plant closures and retoolings was unveiled by chairman Laurence J. Farley. The move is part of the effort to adjust a power-tool market where Black & Decker's sales strategy and products had become increasingly out of place.

The article evaluates several new electronic products including an air conditioner heater by Union Asbestos & Rubber Co., Supermatic microfilmer by Recordak Corp. and a screw-driver from Black & Decker Mfg. Co.

The article describes the case of a do-it-yourself electric tools manufacturer Black & Decker (B&D). B&D started its portable home tools line in 1946. By the end of World War II, B&D ventured into home electronic tools with the rural electrification in the U.S. providing an avenue for their products. The company's net sales for September 30, 1951 reached 30.6 million U.S. dollars. B&D also changed their packing to attract the consumer market.

The article focuses on the competition facing Sunbeam Corp. in the U.S. electric mower industry. Some of the competitors are Sears, Roebuck & Co., Montgomery Ward & Co. and Black & Decker Mfg. Co. Sunbeam's Joseph Mitchell says that the entry of competitors can increase demand. John Litchfield of Lawnboy adds that competition may create an awareness among consumers which could lead to sales increase. The disadvantages of using electric mower are mentioned.

The article offers information on cordless tools from Black & Decker Mfg. Co. including a hedge trimmer and cordless drills.

The article discusses the high risk of theft of appliances, fixtures, materials, and equipment from construction sites, as reported by the National Association of Home Builders, and notes methods to avoid having expensive items stolen. The poor housing market of 2008 leaves many new homes empty and vulnerable to thieves. DeWalt, a tool company, is selling Global Positioning System devices to attach to frequently-stolen items in order to track them after a theft.

The article focuses on the stock price of Black and Decker (BDK). Wall Street analysts have mixed opinions on the company's stock price. Of 15 analysts who track the company, seven rate it a "buy," including those from JPMorgan Chase and Merrill Lynch. Another seven are neutral. However, Christopher Laudani, of Equity Research Online, rates it a "sell." Laudani also suggests, in his "Short Ideas" report, that the stock could be a potential investment for "short sellers."

Presents random information such as gadget reviews and food news. Description of Black and Decker's Lids Off jar opener; Latest prices of truffles as effected by hot European weather.

Focuses on Black & Decker, a leader in power tools and home-improvement gear. Stock analysis; Earnings forecasts; Popularity of the company's top brands; Sales growth; Financial outlook.

Focuses on the efforts exerted by companies in the United States to keep their most talented executives from leaving the company. Impact of the resignation of Joseph Galli, head of Black and Decker Corp.'s power-tool business and responsible for the firm's financial success, on the company's stock value; Lessons that can be learned by businesses from the Black and Decker experience.

This article reports that the U.S. capital market reacted in shock to the departure of executive Joseph Galli from Black and Decker. Galli was head of the power tool and accessories unit and was widely viewed to be heir apparent to chief executive officer Nolan Archibald. The stock price plunged on news of Galli's resignation.

Focuses on the toolmaker, Black & Decker. Decision to dump some lagging businesses, including most household products units; Plans of Chief Executive Officer Nolan Archibald to cut costs and jobs; Stock price as of January 1998.

The article talks about the acquisition of Sylvania Lighting International by Chicago Miniature Lamp. The move makes Chicago Miniature the fifth biggest lighting company in the world. According to Robin Kerr of Axe-Houghton Associates in Rye Brook, New York, the growth potential for Chicago is extensive and Sylvania's poor 2% profit margins could be developed. Chicago Miniature creates small light bulbs, ranging from power-on indicators for outfits such as Black & Decker to complex lighting assemblies for United Technologies, AT&T and Ford.

Features Black & Decker Corp.'s Dewalt Pistol-Grip Drill/Driver and Snakelight, both winning entries in the 1995 Industrial Design Excellence Awards (IDEA). Key features of the products.

Features the Black & Decker PowerShot Heavy Duty Staple Gun designed by Gary Grossman of Innovations & Development. Features; Durability; Pricing; Product as gold winner in the 1994 Industrial Design Excellence Awards (IDEA).

Reports that shares of Black & Decker have been buoyant lately, reflecting the company's determined push to slash debt and lift profits. The stock has risen to more than 25 a share from 19 in mid-January. Major upswing predicted; Future of the company.

Focuses on the career of chief executive officer at Black & Decker Corp., Nolan D. Archibald. Salaries and bonuses earned by Archibald at the company in 1989; Drawbacks of his job; Experiences of Archibald at Harvard business school; Description of the job of Archibald at Beatrice Co. where he rose to president of its nonfood businesses.

The article reports on the development of three U.S. power tool companies in Japan including Black & Decker Mfg. Co., Skil Corp. and Rockwell International. It reveals that Black & Decker, a pioneering in the Japanese market, earned 7 milllion dollars a year in sales while Skil Corp. had 2 million dollars sales and 25 percent annual rate. Tom Tsurutani, manager of market planning and development for Rockwell's Japanese subsidiary, commented that the company is planning to double the business.

The article investigates why Black & Decker (B&D) Corp.'s shares have also been rising after its $1.8 billion bid for American Standard which prompts B&D target's stock to soar from 38 to 56. Usually, the stock of a potential acquirer weakens, since investors assume that they will be taking on debt and reducing their shares. However, one investment manager reasoned out that the company is still a takeover target so it is normal for its stock to move up.

The article reports on Nolan D. Archibald of Black & Decker Corp. in the U.S. On January 26, 1988, Archibald surprised investors when he bid $1.8 billion for American Standard Inc., a manufacturer best known for its toilets and plumbing fixtures. Archibald's bid is the culmination of a restructuring program at Black & Decker based in Towson, Maryland.

The article reports on Susan Harman, the first female partner of San Francisco, California investment banker Robertson, Colman & Stephens. She began her career as a 17-year-old secretary at Black & Decker Corp. She left the job in 1977 and joined Stanford business school. After completing her MBA, she joined Salomon Brothers and remained there until she joined Robertson Colman. She has developed an instinctive sense for good managers.

The article recommends Paramount, Toro, Black and Decker leaf blowers. The leaf blowers are available at hardware and discount stores which work like a vacuum in reverse. The electric motor spins a rotor that shoots a powerful stream of air out the nozzle. It sends the leaves scurrying a few feet ahead, thus assists in cleaning the backyard.

The article features several products including the Inashelf water cooler developed by Filter Water Service, Inc., performance improving device Dynamet from Dynamet, Inc., and a portable electric saw from Black & Decker Mfg. Co.

The article describes several products including the Model 639 industrial analyzer from Weston Electrical Instrument Corp., the Torsimeter portable electric screw driver from Black & Decker Manufacturing Co., and a golf ball from Stow-Woodward Inc.

A photograph of a worker using a Black & Decker nut runner to inspect equipment, is presented.

The article offers news briefs related to industries in the U.S. Babcock & Wilcox Co. (B&W) has opened its nearly completed plant in Mount Vernon, Indiana, where some of the largest pressure vessels will be fabricated. Several companies showcased small power tools with variable speed controls at the National Hardware Show in New York, including Black & Decker Corp., Millers Falls Co., and Rockwell. Electric furnaces-maker Sentry Co. has adapted foil wrapping for heat treating of metal parts.

The article focuses on the forecast for some computer software companies in the U.S. It offers views on the performance of these companies in terms of sales, profit margin and revenues. These companies include Oracle Corp., Black & Decker Corp. and Harmonic Inc. These firms have also received different credit ratings from several rating agencies in the country.

The article reports on the stock performance of several companies. Citi announces that it will consolidate $49 billion in Citi-advised Structured Investment Vehicles' assets and liabilities onto its balance sheet under applicable accounting rules. Black & Decker Corp. says business conditions in North America have been worse than it anticipated.

The article reports on the announcement by Black & Decker, a manufacturer of power tools and other household accessories, that it has launched a product recall and slashed its profit for the fourth quarter of 2007. The company said that it will recall certain DeWALT XRP cordless drills produced during the past 18 months. The charge includes estimated costs to repair products returned by customers, as well as the hit from sales returns from distribution channels, but does not account for anything potential recouped from a component supplier.

The article reports on the stock performance of several companies. Citigroup announces that it will provide a support facility to its Structured Investment Vehicles and consolidate the $49 billion of SIVs assets and liabilities onto its balance sheet. The shares are lower in pre-market trading after Black & Decker lowers earnings per share guidance, reflecting soft demand for consumer power tools in the U.S. and a $25 million charge for product returns.

The article focuses on the financial performance of Towson, Maryland-based Black & Decker Co. Investors bid up shares of tool maker Black & Decker on April 17, 2007 after the tools and accessories maker said it expects overseas sales and a strategic acquisition last year to push first-quarter income ahead of Wall Street forecasts. The company thinks its net earnings per share will be around $1.60 for the first quarter of 2007, compared to the consensus forecast of $1.26 per share.

The article reports that Black & Decker is struggling to persuade cautious retailers to take on their products and battles high costs. The company is expecting to gain net earnings per share between $1.30 and $1.35 in the fourth quarter of 2006 and around $6.50 for the full year. Its customers in the retail industry reduced their orders in recent months as consumer demand weakens in the U.S.

The article reports that Joseph Galli Jr., the former chief executive of Newell Rubbermaid, is about to take a senior post at the Hong Kong-based tool and housewares company Techtronic Industries. Galli, almost considered a brand name CEO in the U.S., has a very mixed record. Before going to the housewares company Newell in 2001, Galli had worked at Black & Decker and Amazon.com, earning a reputation for having the rare combination of sharp cost-cutting and marketing skills.

Provides information on the choice of Black & Decker (BDK) by credit ratings agency Standard & Poor for top performing stocks in household durables group. Background of the home-improvement products business of BDK; Key competitive strengths of BDK; Actions to be taken by BDK to further penetrate existing markets.

Presents an analysis and forecast on the share prices and stock ratings of several companies in the U.S. as of April 26, 2002. Black & Decker company; Furniture Brands International company; Viacom company.