Search

The article announces that the U.S. has been producing cigarette paper from fresh, homegrown flax fibers in quantities enough for all national needs and for export. About 90% of U.S. cigarette paper import used to come from France, but by 1943, the U.S. was importing only 625,000 pounds of rag paper from all foreign sources, and exporting 14,098,760 pounds of flax paper to 62 countries from a total domestic production of 49,900,000 lbs. Cited is Ecusta Paper Corporation's Pisgah Forest, which has expanded into a 12 million U.S. dollar plant.

The article examines the development of commercial paper financing in the United States in order to consider some of the main factors for movements in the commercial-paper market from 1924 to 1931. Reductions in the demand of commercial banks for commercial paper are discussed, and details related to the decline of the supply of commercial paper are also presented. The effects of these decreases on commercial paper houses is analyzed, and the article concludes with the probable future for commercial paper houses.

Information about several issues discussed at American Paper and Pulp Association's (APPA) annual convention concerning pulp production is presented. It states that there had been speculations of paper shortage in the U.S. which is feared to restrict industry operations however, it is predicted that shortages will not exist for some time. The convention featured APPA affiliated organizations including Pulp Producers Association, Kraft Paper Association, and Tissue Association.

The article focuses on the upturn in the paper industry of Wisconsin. It states that in 1900s, the industry played a major part in newsprint and book paper requirements of the U.S., and started to produce other types of coarse paper when the nation opened its reciprocal trade agreement with Canada. It also mentions Nekoosa-Edwards Paper Co.'s (Nepco) efforts to address the issues of Canadian competition wherein it had made developments in earnings and sales.

The article reports that the recent trend of wearing paper dresses has increased the sales of disposable garments in the apparel industry in the U.S. to an estimated 100 million dollars. As stated, some manufacturers see it as a permanent style. It states that in the conference of American Apparel Manufacturers Association in Dallas, Texas in June 1967 Oliver J. Sterling, president of James Sterling Paper Fashions predicted that these clothes will amount to 25 percent of the industry.

The article features the San Francisco, California-based paper manufacturer Crown Zellerbach Corp., which is the second biggest company in the paper sector behind International Paper Co. It cites the announcement made by Crown Zellerbach president Alfred B. Layton, who said that they are conducting a feasibility study on the construction of a large facility in Newfoundland. The move is intended to strengthen the company's presence in the U.S.' western region, as well as in the eastern and midwestern areas.

The article focuses on the performance of the U.S. paper industry in 1956. It discusses the impact of overproduction and price-cutting on the industry and cites the increase in the production of paperboard and newsprint by 1.2 million tons and 52%, respectively. It also mentions the move of several papermakers including International Paper, Crown Zellerbach and St. Regis to add plants as the year ended despite the large investments needed for new plants.

The article offers information on the performance of the paper industry. It states that International Paper Co. earned 51.6 million dollars in 1949, which is 15 percent less than 1948, however, its sales were 416 million dollars, because it is a big producer of kraft paperboard and newsprint. It mentions that the companies that produced fine paper and magazine paper had problems, because of the fall in magazine lineage and a price cut in magazine paper.

The article discusses the state of the U.S. paper industry as of January 1, 1955. The year 1954 was said to be the second best year for the paper industry with third quarter production only 1% less than 1953 record. Management policies of top paper manufacturers Saint Regis Paper Company, Crown Zellerbach Corp., and Champion Paper and Fibre Co. are discussed. Other topics such as labor relations, community and public relations and stockholder relations are also tackled in detail.

The article discusses the continued shortage of paper in the U.S. as of May 1945. It states that despite victory in Europe, a paper shortage exists due to lack of pulp imports. It reports that continued demand from the military, particularly for packaging materials, will ensure continued austerity measures on paper products for the country's civilian population. This is the result of pulp supplies being cut off from Scandinavia, while those from Canada have been reduced due to a lack of manpower in the woods, bringing in only 2,410,000 tons in 1944.

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 focuses on paper fiber as an alternative for textile companies in view of the shortage of imported jute carpet backing material. Reason for the interest in paper yarn is given along with future possibilities for it. Its qualities are described which warrant it as a natural next step to cotton. The experiments being undertaken by some textile companies are presented including Cone Mills, Inc., Deering-Milliken, Inc., and Iselin-Jefferson Co., Inc. Opposition is noted in terms of the lack of highly directional twisting paper.

The article reports on the performance of companies in the U.S. paper and packaging industry in 1964 based on the performance indicators of growth, profitability, and trend. Topics include the industries' relatively mediocre returns despite an industrial boom and a tax cut, and factors leading to poor profits. Also mentioned is the prospect of exporting North America-produced paper to Europe and other destinations. INSET: EXPANSION FOR EXPORT?.

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 focuses on the performance of the forest and paper products manufacturers in the U.S. in 1966. Topics discussed include the increased earnings posted by paper companies, the upward trend in the earnings of Mead Corp, West Virginia Pulp and St. Regis Paper as well as the positive results of the U.S. Plywood's decision to integrate back from its markets into manufacturing under its president Gene C. Brewer.

The article focuses on the declining trend in the sales and earnings posted by paper companies in the U.S. in the fall of 1957. The shares of paper products have lost around 25 per cent of the gain made during the upward trend between 1953 and 1956. Along with the trend, the author mentions that heavy institutional buying in the country had affected the paper shares floating supply.

The article focuses on the anticipated venture by Hudson Pulp & Paper into the toilet and facial tissue markets in the U.S. It says that the company will compete with Scott Paper Co. and International Cellucotton Products Co. The marketing strategy of the company includes a shift to a multi-product merchandiser with a new management alignment and a 15 million dollars worth of expansion of its paper mill facility.

The article discusses financial, management, and business performance of the U.S. paper manufacturing industry as of January 1952. During World War II, profits, production, and output of the sector significantly increased. Union Bag & Paper managed to outperform several firms including West Virginia Pulp and Paper, Crown Zellerbach, and Kimberly-Clark in terms of profit margin. Membership to the International Brotherhood of Paper Makers is also described.

The article examines whether the increase in profits of the U.S. paper and paper-products industry has reached its peak as of March 1948. Paper production surged to 21 million tons in 1947, which was higher by 9% compared with 1946. It is noted that high wage and raw material costs have been more than offset by increased prices, continued capacity operations and low or no reconversion expense. Other issues tackled include the usual reaction of the paper industry to a recession, its volatility and its current expansion program.

The article reports on the supplies of paper and paper products in the U.S. It states that in the year 1948 the supply of paper products will match the demand for paper with exception of newsprint whose demand as estimated will be five percent higher than supply. However it states that paper items including toilet paper, grocery bags and wrapping tissue will be scarce, though paper towels and facial tissues will be plentiful during the year 1947.

The article discusses significant developments in the forest and paper products industry in the U.S. in 1967. Majority of forest products companies reported a drop in earnings due to the rapid increase in total capacity than demand. Problems that affect the industry's performance are identified, including price weakness in some major grades, start-up costs of plants and modest excess capacity created by the slackening demand.

The article reports on the crisis in the U.S. commercial paper (CP) market. It states that many people feel the rapidly growing 40 billion dollars commercial paper market in the U.S. during 1970 is on the downfall following the bankruptcy filed by Penn Central Transportation Co. However few market participants including International Harvester Co. believe the CP market is anywhere near collapse. It states the new companies in the U.S. are also having problems floating their CP issues.

The article reports on the uniform and simplified standard of measures for paper set out by the U.S. War Production Board (WPB). Supporters of the plan propose pulp content reduction at 5% in the annual paper tonnage. The proposed standard calls for 1,000 sheets of 25x40 inch in size. However, it points out that the sizes of sheets or rolls of paper ordered from a mill or dealer will not be changed.

The article presents three case studies of different businesses and determines the desirability of their commercial paper as a bank investment. The author looks at the different aspects of each company from a banker's point of view and rates their commercial paper as either good, fair, or poor based on certain criteria. Some of the aspects that the bankers looks at in deciding to purchase a company's commercial paper include the type of industry, the company's financial statements, and the company's management.

The article presents several kinds of watercolor papers and offers advice on how to select the right one in terms of the medium and technique employed. Manufactured in Italy, France, and England, finest papers are named and letter coded as rough (R), hot pressed (HP), and cold pressed (CP). Weight of paper ranges from 50 to 300 pounds in a ream of 500 sheets, and as a rule, 70-pound paper or more is recommended for watercolor. Images of different kinds of paper with paint results are presented such as wet and dry techniques on a 54-pound rough paper.

The article discusses the developments in the U.S. paper industry in 1959. Special attention is paid to papermaker plant capacity, sales, prices and the profitability of the paper products sector. A table is presented illustrating the business performance of various sector companies, including International Paper, Crown Zellerbach, and Kimberly-Clark. The article also discusses the newsprint supplier industry, focusing on newsprint producer Great Northern Paper.

The article reports on the feelings of the top-level mill executives on the stories of War Production Board (WPB) scrutiny on the possible suppression of the paper industry in the U.S. in 1942. It notes the fluctuation of the orders seen by the paper board mills due to the news of the WPB and the Office of Price Administration (OPA). It mentions the forecasts of the Office of Production Management on the probable shortage of paper to meet the nation's needs.

The article focuses on the difficulty of the U.S. government in looking for a mill that will produce lighter paper grades and gages due to the reluctance of paper mills in 1941. It states that paper producers chooses and pick the orders which can give them more profits because of the costs of running the business operation. Papermakers are also facing industry pressures such as the costs of equipment repair and its effect to the business and the reduction on the use of chlorine chemicals.

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 focuses on the plan by American entrepreneur Karl F. Landegger in 1969 to expand his pulp and paper business to Canada and the U.S. It states that Landegger has built, equipped, and operated pulp and paper mills in different nations except Canada and the U.S. It says that presently, he senses that his empire, which includes Black Clawson Co. and Parsons & Whittemore Inc., has gained the resources and size to establish and run mills in North America.

The article focuses on the performance and prospects for the U.S. pulp and paper industry. It notes that the industry supplied around 200 pounds of paper per American in 1927, translating to a national consumption of 12 million tons. It highlights that the annual paper consumption in the country doubled between 1914 and 1925 from 5.49 million tons to 10.58 million tons. Details of the increasing demand from both local and foreign users of paper are also provided.

The article discusses the organization formed by Parsons & Whittemore Inc. president Karl F. Landegger which would develop raw materials for papermaking, create machinery for papermaking process, and help local capital to construct paper mills. It cites the projects of the group including the paper mill in Costa Rica which will begin production, a five-million project in Brazil which would produce pulp from eucalyptus wood, and the study of paper possibilities in Turkey, Uganda, and Philippines.

The article describes the strategy of Howard Luck Gossage, chairman of the board of Shade Tree Corp., for helping the magazine "Scientific American," through the Freeman & Gossage advertising agency, mold its identity. Gossage's strategy involves a national competition for the best paper airplane design. The career background and achievements of Gossage are noted. In promoting the magazine as an advertising medium, Gossage and his partner, Robert Freeman, thought it best to concentrate on air travel because of its access to people in the scientific age.

The article reports on the growing trend in the commercial paper market in the U.S. It states that the paper market, considered as the country's oldest public short-term money market, has outperformed the banks' short-term business loans with corporations turning to it for money advances. It also notes that commercial paper outstandings have increased to 2.8 billion dollars and that the trend was expected to continue over a long period.

The article focuses on the establishment of the experimental laboratory with a 500,000 pilot plant by Crown Zellerbach Corp. in Camas, Washington to address the problems encountered through the development in paper making. It states that the pilot plant performs things possible in the full-scale operation and has additional features that are not found in large machines, such as coater. It says that the new mill is designed for experimenting paper-making processes and types of papers made.

The article reports on the American Paper and Pulp Association's announcement that production of paper and paperboard reached over 1.9 million tons in March 1948 and provides insights on the papermaking process.

The article examines the performance of the U.S. paper industry in 1961 and its prospects for 1962. According to the author, the operating rate of the paper industry had dropped below the 90 percent of capacity that is considered the lower limit of satisfactory operation. As a result, paper manufacturers were forced to cut prices which led to the most severe price competition since 1941.

The article discusses the competition between paper bag manufacturers and cotton bag manufacturers in the packaging market in the U.S. as of July 1948. A packaging line has been installed by paper bag manufacturer Saint Regis Paper Co. at the soft-wheat milling plant of National Biscuit Co. in Toledo, Ohio. The plan of the Cotton Textile Institute, the National Cotton Council and other trade groups to advertise and promote cotton bags is detailed. Statistics on the bag market are also highlighted.

The article discusses a type of collective bargaining dubbed as "collective on both sides." Using the paper industry of the Pacific Northwest as an example, the author shows how the group of paper mills in this region formed a unit for dealings between the employers and the workers. Once an agreement is reached, all the companies and their employees recognize this as valid. The author discusses some of the specific procedures and techniques developed to meet the complexities arising from a broad basis of representation from this type of bargaining.

The article discusses the significance of corporate "paper profits." This refers to corporate profits which have not been converted to cash and only exist on paper. The term mainly pertains to investors and speculators when referring to profits they would realize if they sold their securities at the market price. In a fluctuating business cycle analysts say it is particularly important to calculate paper profits correctly. They recommend that all businesses have a paper profit reserve for potential inventory increases.

The article discusses the impact of World War II on the United States pulp and paper industry, with a primary focus on problems concerning wood pulp supply from Europe. A description of the role of mechanically and chemically processed wood pulp in paper manufacturing is presented, as well as figures and charts related to the United States' dependence on imported pulp from Europe. Several important grades of pulp affected by import and production shortages are discussed, as well as price fluctuations associated with papermaking chemicals. Comments regarding other factors influencing the pulp and paper manufacturing industry are presented, including a military draft of employees and shifts of employment to armament-related industries.

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.

The article reports on the growing industry of paper in 1940 because the material can supplant containers made of tin, wood, glass and some textiles, which translate to lesser handling costs and consumer prices. The steady substitution of paper for other products has reportedly resulted in nearly 13,500,000 tons of paper production in 1939. The article notes that paper is being used as basic material for food packaging, raincoats and wind breakers, wallboards and laminated plastics.

The article focuses on the plan to license the "Aero-Hydro" paper process developed by engineer H. Scherbak to American paper manufacturers. It states that Russia and Germany have the exclusive rights on the process because Scherbak communicated with the countries for the manufacture of the process. It says that changes which would suit the process in paper machines are inexpensive. It adds that resistance to acids can be added to the process if it will be changed into the manufacture line.