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Discusses the impact of the Procter & Gamble Co. and Gillette Co. merger in January 2005, on the consumer goods sector. Spendings of Procter & Gamble on marketing and product research; Terms of the merger; Company's relationship with retailers.

Discusses the evolution of the business models used by Eastman Kodak to create profits. Decision to shift away from selling low priced cameras and producing revenue from materials used to make prints; Impact of the digital revolution and foreign competition on the scheme; Refocus of the company on selling digital electronic supplies and services for the company's digital-based cameras; Evaluation of Kodak's stock value as a feasible marketing investment.

Reports that Victor Kiam III, son of the late television commercial actor Victor Kiam II, has named one of his family businesses after his daughters Lia and Sophia. Renaming of the jewelry company Lady Remington as lia sophia; Aim of encouraging sales staff by symbolizing his family's commitment to the company.

Discusses advise from business consultant Rosabeth Moss Kanter on how to improve self-confidence. Success in business; Importance of human contact during a series of lows; Responsibility for mistakes.

Reports on a class-action suit filed by a group of past and current employees of Eastman Kodak accusing the company of discrimination against black workers in the United States. Breakdown of settlement talks between the parties involved; Statement of Kodak on the litigation.

Reports on Boise Cascade Corp.'s sale of its name and properties to Madison Dearborn Partners. Renaming of Boise Cascade to OfficeMax, the office products distributor it purchased in 2003; Ways in which the deal is a radical example of an uncoupling of assets that has been pervasive in the paper industry.

Reports on the promotion of digital photography in the U.S. Use of self-service kiosks.

Focuses on view of business ethics lecturer Laura Nash on contentment in reference to her book "Just Enough: Tools for Creating Success in Your Work and Life". Four spheres of life; Reason why many people are not buying the idea of just enough; Recommendations for achieving emotional contentment.

Reports that E. Neville Isdell, the Coca-Cola Company's chief executive, has named Charles B. Fruit as chief marketing officer. Description of Fruit's career as chief marketing officer; Description of Fruit's skills and competencies.

The article focuses on the increasing globalization of General Electric (GE). Chief Executive Officer (CEO) Jeffrey R. Immelt has relocated several GE divisions to foreign countries in Europe and Asia. Sales of engines, turbines, and other so-called infrastructure items to developing countries is the largest source of the company's growth.

The article discusses the growing trend of corporations narrowing their business portfolios and focusing on core markets. The article cites Frank S. Blake, chief executive of Home Depot hardware stores, who sold off the $12 billion division set up to serve professional builders. Blake believed that the company should focus on key retail markets and wished to experiment with new store formats. Other companies that have narrowed themselves down including DaimlerChrysler are also discussed.

The article discusses a trend in academia toward setting up cross-disciplinary centers focused on issues of climate change and sustainability, a change from traditional academic models which involve insular departments competing for funds. There is said to be a need for collaboration between disciplines as diverse as chemical engineering and political science to solve problems such as global warming.

This article presents information about the new U. S. energy legislation that will prevent stores from selling incandescent bulbs by 2012. The inefficient bulbs will have to be replaced with fluorescent bulbs. Light bulb manufacturers have been moving away from incandescents for years because of concerns over greenhouse gases and the high cost of energy.

The article examines how U.S. corporations are turning to their supply chains as a means of reducing their emissions of greenhouse gases, the so-called "carbon footprint." Home Depot did not sell organic roses for Mother's Day, 2007 because the emissions of shipping them from Venezuela outweighed their other environmental benefits. Wal-Mart has begun a carbon-reduction program with the manufacturers of some of its most commonly sold products.

The article focuses on retirees who are performing charitable and social service work not as volunteers, but as paid employees of their organizations. Unpaid work is economically impractical for some retirees. The majority of the paid workers, however, cite other concerns. A salary, however small, is seen as validating the work they perform. It also encourages the organizations for which they work to assign them more meaningful tasks for which they're qualified.

The article reports that General Electric (GE) has become proficient at growth and revenues by committing to joint ventures in sectors where they previously showed no interest. Under the leadership of chief executive officer Jeffrey R. Immelt, GE has forgone its traditional strategy of buying companies outright and imposing GE's management style. By investing in joint partnerships, the company spreads the risks and can take advantage of developing technologies. Several of GE's joint ventures are discussed.

The article focuses on the operations of the delivery firm United Parcel Service (UPS). The company may be associated with its ubiquitous delivery trucks, but UPS spends more than $1 billion annually on research into its information technology, as does rival FedEx. The two companies are working with the U.S. Federal Aviation Agency to improve air safety and scheduling. The research has resulted in significant savings for UPS.

The article examines how corporations are creating a new class of top executive, often called the "chief sustainability officer." These executives do not only monitor operations to make sure they are safe, legal, and environmentally sound, but seek means to make a corporation's environmental practices profitable as well.

The article discusses the merger agreement reached in May 2007 between Cytyc Corporation and Hologic Inc. Cytyc specializes in diagnosing and treating cervical cancer while Hologic specializes in diagnosing and treating breast cancer. The combined companies hope to be a leader in women's health care.

This article looks at the reduction of packaging due to environmental concerns. Procter & Gamble has introduced rigid tubes for Crest toothpaste so the tubes can be shipped and displayed without boxes. Coca-Cola plans to cut the plastics in Dasani water bottles by changing the shape of the bottle and cap. Wal-Mart Stores is pushing its vendors to get rid of excess packaging and promises to become packaging neutral by 2025. Pricing of products is not expected to change with the new packaging.

The article reports on the integration of the Kinko chain of photocopy and business service centers into the Federal Express company following a takeover. According to the author the consolidation of the two firms is not going smoothly, owing to differing opinions on management styles and corporate culture that exist between the two companies.

The article reports the Dow Chemical Company has fired two executives after discovering that they had talked with bankers and investors about arranging a corporate buyout. J. Pedro Reinhard and Romeo Kreinberg were fired for having arranged "secret" talks. The company insists it is not for sale, despite rumors.

The article discusses aspects of retirement that go beyond financial concerns. Statistically speaking, it is becoming more likely for people to spend more time in retirement than was spent working. The article discusses retirement planning for such considerations as continued employment, housing issues, travel, and health issues.

The article discusses various initiatives targeted at consumer concern about global warming and how they may mask more important sources of energy consumption. Daniel F. Becker, director of the Sierra Club's global warming program, says that consumers or companies trying to ease their environmental consciences need to go beyond the superficial tokens and look at their gas guzzlers, thermostat settings, and weatherproofing.

The article discusses the announcement by Eastman Kodak on February 8, 2007 that the company plans to eliminate 3,000 jobs in 2007. This is in addition to the 25,000-27,000 jobs already slated to be eliminated in 2007. Corporate analysts propose that the downsizing was inevitable given the company's change of focus from photography to digital imaging.

The article discusses General Electric under the leadership of chief executive officer Jeffrey R. Immelt as of February 2007. The company has sold off its reinsurance and advanced materials businesses and is in the process of selling its plastics division. In the meantime, the company is involved in genetic research, aerospace, diagnostics, and oil and gas operations. The company's growth is in large part due to its variety of business interests.

The author discusses that General Electric placed an offer for Smiths Aerospace on January 15, 2007. Smiths Aerospace is a subsidiary of the London, England based company Smiths Group. In addition to cockpit design, the companies are both involved in developing security systems that detect bombs and other hazards. The plans would involve merging the two companies' resources.

This article discusses the performance of several General Electric(G.E.) executives who have either left to manage other companies or who have been promoted to upper-level management positions at G.E. Robert L. Nardelli, who left G.E. to run Home Depot, was recently ousted from his position, W. James McNerney Jr. has been successful at Boeing since leaving G.E. Gary C. Wendt, who left G.E. to run Conseco Inc., saw Conseco file for bankruptcy two months after he left. Jeffrey R. Immelt has been successfully running G.E. since his appointment as CEO in 2001.

The article discusses contracts that corporations sign into with their new chief executives. Two things that have begun to change is that the contracts get longer and they take more time to negotiate. One of the reasons that this has become more common is because the top positions are often the ones that are more volatile and executive boards have become more quick to change CEOs than they have been in the past, due in part to corporate scandals or lackluster performances.

The author focuses on Home Depot Inc.'s business strategy to weather the downturn in the U.S. housing market. The company is offering seasonal decorations, candy bars and other everyday products. It is testing a convenience store that will sell cigarettes, dispense gas and wash cars. Chief executive Robert L. Nardelli's strategy to invest rather than cut back runs counter to conventional retailing wisdom.

This article discusses why large corporations are buying solar generated electricity from small developers. Corporations like General Electric, Alcoa, Whole Foods Market and Staples are installing solar cell systems financed by developers such as Developing Energy Efficient Roof Systems, SunEdison and GE Energy Financial Services. Developers raise the capital, assume the risk, benefit from the tax credits and negotiate the potential credits for reducing carbon emissions.

The article reports that PepsiCo Inc. has selected its president and chief financial officer Indra K. Nooyi to succeed Steven S. Reinemund as chief executive on October 1, 2006. The author reviews how the move will make the company one of the largest woman-led companies in the world. Comments regarding the announcement from Reinemund are included.

The article discusses the increasing need for clean water. In cities such as Los Angeles and Phoenix, low levels of rainfall means an increased demand for water while cities like New York City are tackling a faulty water system. Experts estimate that the international water industry takes in approximately $400 billion annually. Financial investors are taking note and have started to create portfolios centered around the water industry.

The author reports that farmers and entrepreneurs are recognizing that animal manure can yield a steady stream of revenue and profit. According to the author, farms are beginning to replace containers used to treat the waste with machines that can wrest energy from excrement. The use of anaerobic digesters at farms in the U.S. is discussed. Comments from Kurt Roos of the federal program AgStar are included.

The article discusses G.E.'s consumer products division which produces major household appliances. The Monogram series of appliances have high-end features, and cost several thousands of dollars. Marketing for such products focuses on consumers with discretionary income who consider appliances to be decorative, not merely functional.

This article reports on the Environmental Defense Fund, and other environmental groups, working amicably with corporations in order to combat global warming, endangered forests, and dwindling water supplies. Environmental Defense teamed with McDonald's to pressure chicken farmers to reduce the use of antibiotics.

The article reports that chemical companies are interested in using coal, rather than oil, as a raw material because of the high prices of oil and natural gas and incentives in the Energy Policy Act of 2005. Sasol, a company located in Johannesburg, is cited as a company which successfully uses coal as feedstock, or raw material. General Electric owns a coal gasification business and expects to make significant profits in the near future from projects using coal to generate electricity.

The article looks at how E. I. du Pont de Nemours & co. is working to create bio-based substances that can replace oil and gas as building blocks for chemicals. The article includes comments from research associate Alexander D. Kopatsis. According to the author, DuPont already makes 10 percent of its products from nonpetrochemical substances. It is suggested that the company hopes to win kudos from environmentalists and shareholders who worry about the harmful effect of extracting and burning oil.

The article focuses on GE Energy Financial Services. Estimates of 2005 financing of the renewable energy industry show that investment in wind power is ahead of other technologies. GE's wind-turbine unit, which it purchased from Enron, is now a two-billion-dollar business. GE expects alternative energy products to be more than a quarter of energy equipment revenue in five years. Financial team members say that working with technical equipment experts helps them select potential investments.

The article reports that Federated Department Stores Inc. will seek a buyer for the clothing chain Lord & Taylor. It is the author's view that the chain has long appealed to shoppers who want to be fashionable but not necessarily slaves to trends. An announcement made regarding the decision by Federated's chairman Terry J. Lundgren is reviewed.

The article focuses on companies that are profiting from the concerns of shareholders, communities and consumers about global warming, leaking landfills and other potential environmental hazards. Cargill Inc., which sells plastic packaging for fresh produce, is one of these companies. New companies and university projects appear daily. It is impossible to quantify the size of the environmental industry, but investors are funneling more money into green technologies. Entrepreneurs are remarking on the change, as companies respond to societal pressures to act in an environmentally aware manner.

The article reports that Swiss Re will purchase General Electric Company's reinsurance business, making it the largest company in the world selling insurance to insurance companies. Swiss Re plans to add many corporate clients, diversify to new markets, and trim $300 million annually in costs. The insurance business has been a money-losing prospect for G.E. and the company plans to get out of the insurance business altogether.

The article looks at how the American Association of Retired Persons (AARP), a 47-year-old advocacy group, has begun acting more like a for-profit corporation. The group has long sold discounted products to its members, but now more companies are waking up to the fact that the 76 million baby boomers - those born in the United States from 1946 to 1964 - are moving into old age in huge waves. For AARP, that means a huge number of rivals for the spending power of its 35 million members.

This article reports on Wilbur L. Ross Jr. and his company W. L. Ross & Co. LLC announcing a joint venture with the Lear Corporation to buy ailing auto parts companies, and combine them into a global auto parts powerhouse. The yet-to-be-named company plans to buy Collins & Aikman. In 2002, Ross combined five bankrupt steel companies into the International Steel Group, which he then sold to Mittal Steel for about a tenfold profit.

Focuses on Corning glass company and Wendell P. Weeks who succeeded James R. Houghton as chief executive. Weeks' management strategy for research on flat-panel and other types of glass, pollution control devices, and fiber optics; Corning's financial data that indicates debt and revenue; Views of analysts Steven B. Fox and Jaye E. Morency, of the Corning executives, and of Stephen A. Mandell Sr., the president of a local chapter of the American Flint Glass Workers Union; Career highlights of Weeks and Houghton.

Examines corporate good will in the aftermath of Hurricane Katrina. Scope of the response; Examples of creative donations from Amgen, General Electric, Emigrant Savings Bank and Papa John's; Generosity of employees at many companies; How companies have grown increasingly strategic about the way they approach their philanthropy, tapping their particular realms of expertise; Speed and efficiency of companies that are sending goods and services; The overwhelming volume of donations; How the quality of help seems to be changing, as companies tailor their giving in a way that strives for a particular public image.

Looks at how the destruction cause by Hurricane Katrina has effected the industrial distribution system in the United States. Reports that some 300 barges containing grains and other products were left stranded as ports remained closed from Louisiana to Florida; Discussion of how major transportation arteries remain clogged following the storm; Concern among grain processors as harvest season approaches; Suggestion that grains are the largest export likely to be affected by the devastation. INSET: A Hub Becomes a Choke Point.

Offers a look at General Electric's (GE) infrastructure unit, run by David L. Calhoun. Report that GE has rolled aircraft engines, rail products, water, energy, oil and gas equipment, and some finance units into a collection of businesses aimed at helping developing countries; Desire of GE to increase sales in developing countries; Changes made to GE by Jeffrey R. Immelt, GE's chief executive.

Comments on the influence of U.S. Supreme Court Justice Sandra Day O'Connor upon her retirement as of July 4, 2005. Impact of O'Connor's tenure on women's rights, minority rights, and employment laws; Expectation that laws against discrimination in employment and education, advanced by O'Connor, will remain stable after her departure; Discussion of key cases in which O'Connor voted in favor of women's and minority's rights in employment; Comments of business leaders on O'Connor's legacy as a Supreme Court Justice.

Focuses on mutual fund giant Fidelity Investments. Signs that the administration of 401(k) plans and other benefits programs will be an increasingly important business for Fidelity, including the appointment of Abigail P. Johnson to be president of the business, the Fidelity Employer Services company; Background on Johnson, the daughter of Fidelity's chairman and chief executive, Edward C. Johnson III; Efforts of Fidelity to attract the retirement market; How Fidelity has begun offering numerous retirement products; Risks of pursuing a future in corporate business and retirement money; Overview of Fidelity.