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In this article, the author talks about her experience of being a daughter of a tobacco farmer in South Carolina. It mentions that the policy changes and economic necessity have mandated a change of occupation for tobacco farmers; and smoking has decreased; and public health litigation increased. It mentions that tobacco companies like R.J. Reynolds and Philip Morris began looking outside of the U.S. for profit margins.

Competition among multinationals these days is likely to be a three-dimensional game of global chess: The moves an organization makes in one market are designed to achieve goals in another in ways that aren't immediately apparent to its rivals. The authors--all management professors--call this approach "competing under strategic interdependence," or CSI. And where this interdependence exists, the complexity of the situation can quickly overwhelm ordinary analysis. Indeed, most business strategists are terrible at anticipating the consequences of interdependent choices, and they're even worse at using interdependency to their advantage. In this article, the authors offer a process for mapping the competitive landscape and anticipating how your company's moves in one market can influence its competitive interactions in others. They outline the six types of CSI campaign onslaughts, contests, guerriila campaigns, feints, gambits, and harvesting--available to any multiproductor multimarket corporation that wants to compete skillfully. They cite real-world examples such as the U.S. pricing battle Philip Morris waged with R.J. Reynolds--not to gain market share in the domestic cigarette market but to divert R.J. Reynolds's resources and attention from the opportunities Philip Morris was pursuing in Eastern Europe. And, using data they collected from their studies of consumer-products companies Procter & Gamble and Unilever, the authors describe how to create CSI tables and bubble charts that present a graphical look at the competitive landscape and that may uncover previously hidden opportunities. The CSl mapping process isn't just for global corporations, the authors explain. Smaller organizations that compete with a portfolio of products in just one national or regional market may find it just as useful for planning their next business moves. [ABSTRACT FROM AUTHOR]

The article introduces a series of articles on corporate women in America, including Ellen Marram, president of Nabisco, Roxanne Decyk of Navstar, Ellen Hancock of IBM, Ellen Monahan of R.J. Reynolds Tobacco, and Dianne Harris of Bausch & Lomb. Information about their initial positions, number of promotions, compensations, educations and ages are also presented.

The article reports the role of the conglomerate R. J. Reynolds Industries Inc. towards its declining market share since 1969. It says that the company had been facing a five-year slide combining its businesses due to the worldwide recession. However, accordingly, Reynolds had continued marketing cigarettes with R. J. Reynolds Tobacco Co., and its revenues and net earnings had risen in 1975. Moreover, the article discusses the leadership of chairman Colin H. Stokes and president J. Paul Stitch.

The houses of straws were blown down by the 1973 oil embargo. Now many U.S. companies have constructed well-built houses of sticks--that is, they have adopted energy conservation measures that have trimmed their consumption markedly. But according to the chief executive of the consulting engineers' business association, the prospect of a return to rising oil prices--if not the repeat of the trauma of a decade ago--signals the presence still of the energy wolf. So, he maintains, companies ought to build houses of bricks; they must incorporate energy conservation into their business plans. They can take advantage of advancing technology in plant and office structure design that greatly reduces consumption and often permits manufacturers to recycle heat or gases from production processes and make energy themselves. Larry Spiller shows how one company, R.J. Reynolds Industries, routinely puts energy consideration into its operations planning. [ABSTRACT FROM AUTHOR]

The article discusses the U.S cigarette industry as of December 15, 1957. The author focuses on cigarette sales and filter cigarettes, cigarette manufacturer R. J. Reynolds Tobacco Co., its Vice Chairman Ed Darr, and cigarette brand Camel. Also mentioned is cigarette manufacturer P. Lorillard Co., its president Lewis Gruber, and cigarette brands Kent and Old Golds. Further discussed are cigarette producers American Tobacco, Liggett & Myers Tobacco Co., and Philip Morris.

The article discusses the state of the U.S. tobacco industry as of January 1, 1955. Reports that cigarette smoking causes cancer led to a decline in standard cigarette sales and a shift to king sized cigarettes and filters. Other issues that affected cigarette sales are pricing and mass outlets. The top three manufacturers in terms of assets are American Tobacco, R.J. Reynolds and Liggett & Myers. Topics on management, relations with labor and the public and community are also discussed.

The article reports on the complaints brought by the U.S. Federal Trade Commission (FTC) against R. J. Reynolds Tobacco Co. and Philip Morris and Co. It relates the publication of the article "Cigarette Ad Fact and Fiction" in the July 1942 issue of "Reader's Digest." FTC charged the two companies of false and misleading advertising of cigarettes and smoking tobaccos.

The article discusses the marketing approach and challenges faced by U.S. cigarette company R.J. Reynolds Tobacco. Due to the all-out marketing campaign of the company which included a visit to the Camel factory by Northerners, unit sales in the last ten years to 1952 have risen 128%. Reynolds chairman James A. Gray leads the financial strategy of the company. The author describes issues faced by Reynolds in terms of unions and Winston-Salem.

The article presents the Big Tobacco companies, American Tobacco (AT) and R.J. Reynolds Tobacco Co. as of 1952. It offers an overview of the performance of AT under the leadership of AT President George Washington Hill from 1925 to 1946. It compares the financial performance of brands Lucky Strike from AT and Camel from R.J. Reynold and contrasts the companies in terms of management philosophy, manufacturing and advertising.

The article focuses on the importance of the advertising and sales promotion strategy adopted by R. J. Reynolds Tobacco Co. to the success of its business in the U.S. It notes that the R. J. Reynolds has outperformed other tobacco companies in the U.S. when it comes to the volume of sales and earnings, and contends that the company's approach has met the demands of the customers. Bowman Gray, board chairman of the company, also attributes the growth of R. J. Reynolds to its sales team.

The article focuses on sales in U.S. cigarette industry according to survey conducted by Professor Charles W. Williams of the University of Louisville on tobacco industry trends. The results revealed that sales of cigarettes have been increasing for eight straight years as of 1947. Total sales of the industry in 1947 amounted to 368 billion U.S. dollars, 5% more than the 351 billion U.S. dollar sales in 1946. Dominating the post war cigarette market are American Tobacco, R. J. Reynolds and Liggett & Myers.

Reports on the increasing number of courtroom victories over big tobacco firms in the U.S. The shredding of the industry's aura of invincibility; Information sharing in the Tobacco Trial Lawyers' Association; The anti-tobacco subculture in the U.S.; The use of tobacco scientists in the courtroom; The effect on the stocks of Philip Morris and R.J. Reynolds.

Several letters to the editor are presented in response to articles in previous issues including "Carter's gamble on restraint," in the November 6, 1978 issue, "Behind AT&T's change at the top," in the November 6, 1978 issue, and "When marketing takes over at R.J. Reynolds," in the November 13, 1978 issue.

The article reports on the rush of cigarette brands launched by various cigarette manufacturers in the U.S. It cites that various brands were launched by R.J. Reynolds Tobacco Co., the leading cigarette manufacturer in the industry, to test the market. It also explores the conflicting insights of the industry on the market segmentation of the newly-launched brands. A chart depicting the rank of the top 20 cigarette brands in the country relative to their sales is also presented.

The article discusses the latest issues in the U.S. cigarette industry. The authors emphasize the competition among tobacco companies including R.J. Reynolds Tobacco Co., Philip Morris Inc. and Liggett Group Inc. They mention the introduction of generic cigarettes started by Liggett and state that this segment has captured 2.5% of the market share. Among tobacco companies striving to revive their businesses include Lorillard and American Brands Inc.

The article presents the author's opinion on the processes that take place on the U.S. stock exchanges as of March 1, 1959, with attention paid to the stock market index Dow Jones Industrial Average, a potential strike of the steel workers scheduled for July 1, 1959, and forecasts concerning corporate pre-tax profits. The author recommends stocks of steel company Copperweld Steel, tobacco company R. J. Reynolds Tobacco, and transportation company Consolidated Freightways.

The author discusses U.S. stock markets as of August 15, 1957. He is critical of the expectations that the market experiences constant ups and downs, and comments on individual stocks. The author provides figures of earnings per share of companies including wholesaler Gamble-Skogmo, machinery manufacturer Caterpillar Tractor, and stainless steel producer Allegheny Ludlum. Special attention is paid to U.S. tobacco industry companies such as American Tobacco and R. J. Reynolds Tobacco.

The article the benefits of investing in income stocks rather than speculating in growth stocks. The author describes the return on investment of stocks that provide steady growth, consistent earnings per share, and consistent dividends. He recommends investing in companies including the Chesapeake & Ohio Railway, airplane manufacturer Curtiss-Wright Corp., and Reynolds Tobacco. A table of income stocks with their earnings per share and dividends is also presented.

The article looks at trends and activities in commercial paper trading in the U.S. in 1937. It reveals that the business dropped to 5 percent of the all-time high recorded in 1920, and is now back to 20 percent. Only A-1 credit risks, or well-known firms such as Sears, Roebuck, R. J. Reynolds and Kelvinator, have resorted to the open market. The article discusses how the industry uses commercial paper for season borrowing, while the open market is frequently used as a means of paying off bank loans.

The article discusses the initiative of R. J. Reynolds Tobacco Co. in Winston-Salem, North Carolina to build a chapel in its building in 1949 to help its employees strengthen their spiritual life. The company hired Reverend Clifford H. Peace as pastor-counselor who will be willing to listen to the personal problems of employees. Peace believes that the chapel is a specialized way of making Christianity available on the job.

The article discusses the market performances of several leading U.S. business groups as of November 1953. Big five rubber companies accelerated more than twice as fast the average, says the article. American Tobacco and R.J. Reynolds led the cigarets groups of out lethargy. General Electrict and Westinghouse are the blue chips big gainers.

The article discusses the study by research director Walter Knight of Greater Boston Chamber of Commerce regarding the events in the cigarette trade in 1959. It states that Pall Mall brand has surged to the number one spot for brand sales, edging out Camel which held the position for 10 years, while menthol cigarettes account more than 10% of the total market. It adds that R.J. Reynolds Tobacco Co. earned up to 1.1% increase in market share which strengthens its position.

The article reports on the increase in the sales of cigarettes in the U.S. in 1957. It mentions that the increase was due to the smokers' switch to filters, despite the Public Health Service warning against excessive smoking. It outlines the filter brands that are showing sales gains including American Tobacco Co.'s Tareyton, R.J. Reynolds Tobacco Co.'s Winston, and P. Lorillard Co.'s Kent.

The article focuses on the decision of Kroger Co. to shrink its 49 private labels into one Kroger brand to boost sales. The approach was also used by R. J. Reynolds by creating a single brand name, Camels, in 1913 to beat its competitors who have exert their energies on various labels, sizes and prices. Among the potential reasons behind the proliferation of private brands are to create high-end grades and the notion that customers will remain loyal to such brands once they accepted them. Kroger brands that are expected to disappear in 1946 are cited.

The article discusses and evaluates a short-time marketing campaign and merchandising effort by the R.J. Reynolds Tobacco Company to market its new humidor cigarette pack for Camel brand cigarettes. The business strategy of the company to take such a huge risk with a known product during economic depression is highlighted.

The article discusses the probable ban on television and radio advertising of cigarette and tobacco. Marlboro is reportedly the only brand that is earning under Philip Morris, the fourth leading cigarette company coming after R. J. Reynolds, American Tobacco and Brown & Williamson. R. J. Reynold's major brands such as Winston, Salem and Camel are said to be losing sales pushing the company to cut back on Camel's promotion to support Winston and introduce Doral, a strategy commonly used in the industry. INSET: An irritant in the sales curves.

The article discusses several cases decided at the U.S. Court of Appeals for the District of Columbia Circuit. The cases discussed include Food and Water Watch Inc. v. Vilsack dealing with examination of the carcasses of poultry processed for human consumption, R.J. Reynolds Tobacco Co. v. U.S. dealing with safety of menthol cigarettes, and In re Idaho Conservation League dealing with financial responsibility rulemaking for environmental organizations.

The article focuses on the developments in copyright laws as of January 2015. Topics discussed include Copyright Act of 1976, the decision in the case Teller v. Dogge and infringement of a pantomime. The case that involves racer Motschenbacher R.J., who sued R.J. Reynolds Tobacco Company for using footage of his racecar in an advertisement, is also discussed.