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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.