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The article looks at new business models and enterprises, focusing on common trends among those that have been particularly successful. It discusses businesses that offer products and services to enhance other firms' productivity, citing examples including cloud computing firm Box. It also discusses firms developing strategies for tracking consumer behavior and preferences such as Tapad and firms offering extremely high levels of service such as one-hour grocery delivery firm Instacart.

The article focuses on the economic growth within the U.S. business aviation sector in 2014. Topics include the demand for business jets i 2014, the impact of the global financial crisis on the business aviation industry, and the importance of productivity in the industry. Information is provided on the competition within the industry and the development of the aeronautics company Cessna's Citation X+ jet.

Examines the basic assumptions and practices of late 20th century management. Rapid changes in the validity of assumptions about the economy, business and technology; Fundamental importance of the assumptions about reality on which management discipline is based; Identification of seven underlying assumptions about organization that are out of date; Incorporation of entrepreneurial activities in every institution; Why management matters.

The article discusses the Old West's encouragement of industrial activity as it has power potential in its ample resources as of September 1978. Topics covered include the region's excellent agricultural and livestock production, supply of energy, productivity of its people, and the federal government's support of such facilities as a coal research laboratory and an unmanned satellite data center. The article also profiles several states including Montana, Nebraska and North Dakota.

The article looks at the anticipated boom in corporate capital spending in the U.S. as of September 1976. Topics include economic conditions in the U.S., the lack of consumer confidence in the wake of the recession, and U.S. industrial capacity. Graphs providing information about corporate profits in the U.S. in the 1960-1976 period, the percent of new metal cutting machine tools in the U.S., and the increase in U.S. industrial productivity in the 1967-1975 period are included.

This article focuses on the economic conditions in Italy as of December 26, 1988. The year 1988 has been a particularly favorable year for Italy. The country's GNP during the first half was far better than expected, with a growth rate substantially superior to initial forecasts. During the first half of the year, Italian industrial output was up a full 5.5% over the first six months of 1987. The continued expansion of the Italian economy during the year was largely based on booming home market demand, whose growth rate exceeded averages chalked up in preceding years, accompanied by a somewhat unexpected increase in export market demand.

The article reports on the recovery of the Japanese manufacturing industry as of 1988. Topics discussed include factors that helped the country's manufacturing sector recover, percentage of overall output accounted for by the services sector and domestic expansion overtaking the export sector in terms of its role as contributor to economic growth and effects of the economic growth of Japan on U.S.-Japanese trade. Also discussed are the changes to industrial structure adopted by Japan.

The article reports on the struggle of the employees of Woodward Governor Co. to improve their productivity in Rockford, Illinois. They work from 7:42 in the morning until 4:12 in the afternoon with a maximum of 30 minutes lunch break. As a result, net profit margin has doubled and payrolls has increased since 1976. Moreover, the workers received a 50-50 profit sharing bonus equal to about 50 percent of their basic pay and 20 percent above the local averages.

The article focuses on the long-term plan of Japan for the 1980s, making reference to the tenth post-war economic plan released by the government in August 1983. It discusses vision for issues including high-technology industries, infrastructures for the advanced information networks, basic materials industries and quality and productivity in the service sector. It also examines developments in venture businesses, the steel industry, electronics and finance.

The article discusses business communication with a focus on the role of information technology in business management and the improvement of industrial productivity. Topics include the difference between data and information, the development of electronic communication technology, and information communication planning.

The article looks at the integration of computer and communication systems as a means of enhancing effectiveness of office work in the U.S. as of September 1982, with information provided about its technical aspects, costs, and impact on time distribution and data processing. Reviewed are innovations related to office integration introduced by electronics and machinery manufacturers such as Wang Laboratories, International Business Machines (IBM), and Xerox.

The article focuses on trends and technological advances that are shaping the U.S. information industry in the 1980s. Topics covered include the output of the information industry, the markets for new technologies and their applications, and the industry's size and diversity of customers, applications, and physical locations. It also cites the categories of suppliers and competitors, the critical issues that companies must address, and the corporate strategic objectives facing acquisitions.

The article focuses on the growth potential of the U.S. business communications market. Topics discussed include the communications technologies used by companies, the giant companies dominating the market for communications and the need to increase productivity. Also mentioned are the desire to change communications networks to gain control over communication and the process involved in business communications.

The article discusses the effect of problems of public policy on American productivity as of July 6, 1981. Topics covered include the productivity increase in the television plant of conglomerate corporation General Electric in Portsmouth, Virginia, the productivity problems encountered by Todd Shipyards Corp., and the state of overall productivity in the American automobile industry. It also discusses the state of American productivity in the farming and agriculture industry. INSET: The difference management can make.

The article looks at the performance of companies in the "Forbes" magazine's Annual Report on American Industry in terms of their returns in net profits in 1980. Topics discussed include return on equity and return on total capital as measures of profitability, the correlations between return on equity and return on capital and a comparison of 12-month and five-year performance. Also provided are charts showing the return on equity and return on capital of companies.

The article focuses on the latest concepts in supply chain management (SCM). The concept of the SCM was initially used by the U.S. carmakers to improve their manufacturing efficiency. Competitiveness of the company depended on economies of scale based on production. Entire product development process is driven by consumer demand.

The article presents the 29th annual compilation of "The Forbes 500s," a list showing the growths of companies in terms of jobs and productivity in 1996, with the biggest increases coming in the service sector including companies such as Marriott International, hospital chain Columbia/HCA Healthcare and Wal-Mart Stores, the world's largest retailer.

The article discusses the major reengineering of the entire supply chain of record distributor EMI Records Group North America, including its manufacturing, distribution and information systems, which began in 1992. It describes the costly bottlenecks experienced with the company's previous system such as regularly derailing special promotions with its retailers. It also discusses EMI's efficiency and labor productivity resulting from updating its entire system.

The article discusses the performance of the U.S. utilities sector in 1961 and its prospects for 1962. According to the author, the utilities industry has achieved a steadily increasing margin of excess capacity from 1955 to 1961. The author adds that utilities companies have been able to use their newer and more efficient capacity for base loads. It relates how the so-called flow-through accounting increased the profits of utilities.

The article looks at industrial specialists in the United States as of January 1959. The author comments on economic and corporate individualism, the effect of the 1958 recession on their businesses, and the role of technological diversification. Also discussed is the importance of appropriate markets to be found, the significance of good management, and know-how.

The article reports about the increased demand for aluminum products in the United States as of May 15, 1956. Topics addressed include the possible future output of aluminum companies and their expansion plans. Details related to the business performance of aluminum manufacturers including Alcoa, Kaiser Aluminum & Chemical, and Reynolds Metals are presented as well. Difficulties experienced by aluminum companies, described by the author as "bandwagon effect," are also analyzed.

The article discusses the state of the U.S. economy as of January 1, 1955. Merchants predicted that Christmas sales would rise by 5% to 10% based on day after Thanksgiving 1954 sales. Economists explained that consumers were spending more because of an anticipation of a rise in business in 1955, rising payrolls and drop in unemployment. Signs of an upward swing in the economy included the rise in production from steel mills, rise in lumber production, and increase in construction spending.

The article examines the resurging British economy as of April 1970. According to Professor Robert J. Ball of the London School of Business, until the early sixties, Great Britain suffered from fractionalized industries, non-existent management techniques and labor strife that kept its productivity low. Analysts are saying that Britain's key strength for the future is the tremendous pool of well educated young men capable of tracking opportunities in the Common Market and the world.

The article focuses on the consolidation of 24 limestone producing companies to form the Indiana Limestone Co. in an effort to cut costs and increase output. It notes that the Indiana limestone is important to the building industry due to its structural strength and chemical composition. It also cites the changes in the quarrying methods in the industry following the said merger including the placing of a central shop to sharpen drill bits instead of a blacksmith per company to save time.

The article discusses developments related to business enterprises in the U.S. as of October 1, 1926 which include the opportunity of artists to seek inspiration from industrial activities, an experiment launched by Baltimore & Ohio Railroad to use motored coaches in transporting passengers from the Jersey City Terminal after New York cancelled its contract for the terminal in Pennsylvania and a joke concocted by the friends of steamship owner H. F. Alexander to attract the media.

The author explores his views on developments in the U.S. business sector as of December 1925. One talks about an executive's system that can drive production up to the highest limit and still remain popular with the rank and file. Another discusses the move of General Motors Corp. to declare an extra payment of more than 25 million U.S. dollars in one lump sum to stockholders. Another one advises the U.S. Congress to endorse the terms to settle Italy's 2.4 billion U.S. dollar debt to the U.S.

The article discusses speculation on how long the economic boom that Florida is experiencing in 1925 will last. Topics addressed include Florida's business and economic history from the 1860s, and Florida's possession of the resources that entitle it to rank as one of the country's most interesting states. Also mentioned are the value of the state's manufactures in 1920 and the balance of production in manufactured, agricultural, mineral and animal products.

The article details the rise of Maxwell Motor Corp. president Walter P. Chrysler to success and his business management approach. He studied the value of increased individual production and waste while at American Locomotive Company's Pittsburgh Works and became the head of General Motors. To help a failing company get back into business, he first look at its personnel and executives and reduce costs and waste. It also cites his other accomplishments.

The article reports on the state of the U.S. steel industry as of January 1954 and offers outlook for the sector for the coming year. By October 1953's end, the industry had produced 95 million ingots compared to 74 million in 1952's ten months. The industry is seen facing too much capacity in a very short time. Amco Steel Corp. is cited for management excellence. Inlands Joseph L. Block is mentioned for putting steel labor relations in their proper place.

The article reports on the state of the U.S. machinery manufacturers as of January 1954 and offers outlook for the sector for the coming year. The sensitivity of the group to economic swings is highlighted. The production spree that followed the Korean war was over. To buck the economic cycle, diversification is suggested. A lathe-level view of labor relations is presented.

The article focuses on role of Ted Cheff of Holland Furnace Co. in generating profits for the firm. It mentions that the firm manufactures warm air furnaces and related equipment; and lifting of wages of workers for lifting the production at the firm. It also mentions aboyt role of Cheff in making plans and policies for adopting business changes for the firm's development. It also mentions that an engineering department checks and approves every plan proposed by a salesman for an installation.

The article discusses the reduction in industrial production costs as well as higher yield brought on by the use of new machinery technology. Topics mentioned include machine modernization in production of ice, automated production and increased safety standards, and increased production of weapons and ammunition in the military industry.

The author offers an outlook for U.S. automobile company General Motors Corp. as of October 1933. Topics discussed include the production ratio attained by the company, the increase in assets owned by the firm and its expansion in aviation, refrigeration and automotive accessories. Also mentioned are the company's accessory business and expenditures for research under the leadership of president Alfred P. Sloan Jr.

The article discusses the factors that contribute to the success of labor policies. Topics discussed include the stability of production and employment, the findings of a study of seasonality conducted by Simon Kuznets of the National Bureau of Economic Research and the labor problems created by seasonality of sales. Also mentioned are the trends and sensitivity of selling prices and the rate of growth of the industry and the company.

The article discusses CAD software and the productivity gains from integrated 2-D/3-D software packages. Scrounging for work at an industrial design convention in Pittsburgh, Brian Case scored a coup: a deal with Confederate Motor Co. to pump out computer-aided drawings for a new $45,000 bike, the Wraith. A good rapport with a representative from a little company called Think3 led him to plop down $4,500 for a year of its Thinkid program. Case mastered Thinkid in two weeks. As he worked, the changes to his precise three-dimensional models were reflected instantly in the engineering and two-dimensional CAD files, the working drawings for the motorcycle's assembly. Using Thinkid, Case changed the bike's backbone from an unwieldy 4-inch-wide aluminum tube to a seamless carbon fiber piece weighing 14 pounds. The first Wraith rolled out and Confederate was beyond satisfied with Case: The company credits him with 50% of the bike's creative design and signed his four-person firm, Foraxis Design, to a three-year contract. Sales of CAD software to midsize companies are growing 15%, while large-company sales are expanding at a piddling 5% a year, says Gearoid Smyth, global marketing director of PTC, a CAD maker formerly known as Parametric Technology. Every year another 5% of the 1.2 million 2-D CAD users in manufacturing migrate to 3-D. Privately held Think3 expects its revenue to increase 40% this year to $50 million. Middle-market manufacturers make up 80% of its 5,000 customers. CAD's bigger players have noticed the midmarket surge. Dassault's Catia line now comes in a slimmed-down version geared toward smaller customers for $12,000, compared with a typical Catia package price of $25,000. Autodesk's 3-D modeling product, Inventor CAD, can be had for $5,200 a chair, not much more than its mainstay 2-D product, AutoCAD. The entry-level version of PTC's Pro/Engineer Wildfire runs $5,000.

The article discusses the use of outsourcing as a strategic tool in business transformation, and in achieving high-value outcomes. Topics covered include the profile of outsourcing company Advanced Technology Services, Inc. (ATS) which provides solutions for improving productivity and profitability, the profile of integrated human resources provider ADP Employer Services (ES), and the profile of products and services provider IKON Office Solutions.

The author discusses several U.S. business and economic issues in November 1978. Topics discussed include the feasibility of price-wage guidelines in the U.S., the projected rise in productivity because of the reduction in the capital gains tax, and the appointment of Alfred E. Kahn as head of the price-wage anti-inflation program.

The article focuses on the delay in oil drilling by the U.S. companies in the North Sea between Great Britain and Norway as of November 1974 due to various reasons including difficult weather condition, shortages of basic material and financing delays. It discusses the assumption that the target production of 2.7 million barrels a day by 1980 will not be met and the eagerness of the British government to participate in the project to limit the profits that companies can get from the North Sea. INSET: Squeeze 'Em Till It Hurts.

The article looks into the opportunities for business investments in Egypt. It explains the inflow of Arab oil money into Egypt via U.S. banks and their U.S. industrial clients that serve as middlemen and as suppliers of technology. Also discussed is the role of the enterprising middle class in increasing the productivity of factories in Egypt, the link between socialism and luxury, and how U.S. managers are channeling Arab money and western technology into Egypt through joint ventures.

This section offers news briefs on business and politics in the U.S. as of May 18, 1987. Pizza chain Straw Hut has switched from franchising to member cooperative corporation. A report from "Cockshaw's Construction Labor News & Opinion" newsletter revealed the reason behind the low productivity in the construction industry. The U.S. Federal Reserve is proposing a service to lessen incidence of check bounces.

The article focuses on electronics stocks. Electronics shares have trailed the market by a wide margin. Now their price-earning ratio is only 21.1. This decline is significant since earnings over the period have risen by 54%. Based on analysts' 1985 earnings estimates, these stocks now sell for only 12.1 times projected earnings. Many electronics firms have been investing rapidly to increase production. But by the time they get new assembly lines ready, demand may be off. Book-to-bill ratios, which indicate order strength relative to product ion capacity, are now declining.

The article discusses the idea of taxes on consumption. It does not penalize productive work and would encourage savings and investment would encourage saving and investment while discouraging spending and borrowing. Some of the most talked about schemes call for taxing cash flow at the household level. In its simplest sense, this would require taxpayers to total the money that came in over the year, subtract the money that went into savings or investment and apply the tax rate to the remainder. The traditional form of consumption tax is the value-added tax. This is essentially a sales tax level at each stage of production. It could be made or less progressive depending on what is taxed and at what level.

An interview with U.S. insurance company American International Group Inc. vice president Ronald K. Shelp is presented. When asked about the possible advantages of U.S. economy becoming a service type of economy, he refers to the increasing number of citizens employed in the service sectors. Shelp believes that service industries have the potential of a great productivity. He also comments on wages in the high technologies services industries.

The article compares the middle-ranking companies in the "Forbes" magazine's 106 industry groups and subgroups in terms of profitability and growth in 1980. Topics discussed include the all-industry medians for return on equity, a decline in the total-capital number due to recessionary pressures, the median debt-to-equity ratio, a comparison between the 12-month and 5-year results and charts providing insights into the productivity of businesses in the use of their capital.

Looks at production problems at Boeing. The time that it has taken the company to adapt to the fundamental shifts in the airline market; The problems at the Renton plant, which is located near Seattle, Washington with producing the midsections of the top-selling 737 airliner; The physical cause of Boeing's financial problems;

The article discusses the ownership of private jets by company executives and its impact on corporate jet makers. Topics covered include the increase in revenues experienced by U.S. jet manufacturers in 1996, the plans of Boeing to manufacture the 737-700 jet, and the concept of time-sharing in private aviation. Also mentioned are the use by executives of flying hours as work hours and the link between jet travel and executive productivity.

This article focuses on Chrysler Co.'s expansion abroad in competition with other automobile makers. Chrysler has some vehicles that are in big demand abroad, especially its Jeeps and minivans. It will supply the demand from home plants or will assemble cars from mostly made-in-America parts in small plants in places like Malaysia, Venezuela, Thailand and maybe, later, India. In a big way Chrysler is betting on the productivity of the American worker-and betting against a strong dollar. So rather than drawing down its cash to expand abroad, Chrysler will for now probably hoard it against the inevitable rainy day.

The article offers information on a small, family-owned winery called Cakebread Cellars in Napa Valley, California. Topics include a brief history of the winery which was founded in 1973 by Jack and Dolores Cakebread, their use of information technology for cost control, decisionmaking accuracy, and increased productivity, and the Hewlett Packard Vectra network that controls the business data. It also discusses how the winery handled its battle against the phylloxera parasite.

The article focuses on the Atlanta, Georgia-based Taurus Plant of Ford Motor Co., which is the most productive car plant in the U.S. For years academics, consultants and journalists have sought the secret of Japanese productivity, riding out like knights hunting the Holy Grail. At Ford Atlanta a new Taurus rolls off the line with 17.6 man-hours of work while a typical Japanese transplant in the U.S., about 21 hours. The most productive car assembly plant in the world is Takaoka Toyota in Japan, 13.2 man-hours to produce a small Toyota.

The article analyzes the U.S. economy as of July 15, 1957 and discusses issues related to inflation and wage increases. The author states that the 1957 inflation does not result from a shortage of goods but from wage increases outpacing gains in productivity. Topics mentioned include the increasing price of steel, the debenture issued by the R.H. Macy department store, and a recommendation for speculation on the Jones & Laughlin steel company stock.