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The author discusses the personal profiles of Donald Kelly, Chairman of Beatrice Co. in the U.S. He was born in Chicago, finished occasional accounting courses at De Paul and Loyola Universities. Kelly was an expert on the lucrative games in Wall Street and once an accountant and computer expert for Swift & Co., Chicago. He acquired the Esmark Inc., moreover, a lover of corporate comforts.

The article features investment banker J. Ira Harris who handles big merger deals. Among his well-publicized deals are the mergers of International Playtex into Esmark, Globe-Union into Johnson Controls, and Avis into Norton Simon. He believes that bankers play an important role in the current economy of the U.S. and that dealmaking is lucrative for investment bankers. He also criticizes the tendency of executives to demand that bankers produce productive merger prospects.

The article focuses on the new marketing philosophy at Esmark Inc. as of May 1979. The purchase by Esmark of 63 million dollars worth of Pemcor Inc. stock is mentioned. The approach of Esmark president Donald P. Kelly to the Pemcor deal underscores the shift in priorities at Esmark. Kelly is convinced that the marketing-oriented thinking is the key to improving the uneven performance that company has experienced throughout the 1970s. The company's sudden interest in marketing is evident in its advertising and sales promotion expenditures.

The article offers information on capitalist Henry Crown concerning his business abilities, career development and acquisitions. It discusses why Crown wants Rock Island & Pacific RR liquidated. It presents a chart depicting his major business holdings in various sectors including Hilton Hotels Corp. in hotels, Farmers Investment Co. in agribusiness and St. Louis-San Francisco in railroads. The public companies in which he takes active interest include General Dynamics (GD) Corp. and Esmark Inc.

The article offers news briefs related to various economic and business-related events. China's central bank unexpectedly cut interest rates as the country's economy faced challenges. Occidental agreed to buy Carbon Engineering, a Canadian startup focused on carbon capture. Bidders, including Cleveland-Cliffs and Esmark, made offers to buy U.S. Steel amid interest in the American industrial firm.

The article focuses on the branded foods industry in 1983. Topics discussed include comparisons of profitability between specialist and diversified food companies, concerns with price supports of powdered milk, cheese and butter, and growth potentials for oats and orange juice. A chart is presented that shows the journal's Yardsticks of management performance for profitability and growth of companies including Esmark, Con Agra and Dean Foods.

The article reports on the Russian steelmaker, Severstal. Alexey Mordashov, controller of Severstal, is buying the U.S. steel distributor Esmark for $1.25 billion. Severstal, after a $810 million acquisition of the Sparrows Point steel plant and the PBS Coals mining concern, is the fourth largest producer of steel in the U.S.

The article reports on the proceedings of Esmark, a U.S. steel distribution holding company. A description is presented of Esmark's hostile takeover of a steel manufacturer, Wheeling-Pittsburgh, including the layoff of Wheeling's employees. Also detailed is Esmark's announcement that it would sell itself to an Indian company, Essar Steel Holdings.

The article discusses plans to revive the mill-cum-distribution business model for the Chicago, Illinois-based steel mill Esmark, since winning the support of Wheeling-Pittsburgh Corporation. Esmark and its distribution companies, run by brothers Craig and James Bouchard, buy cold-rolled coil and sheet, slice it up and sell it. A brief business history of the Bouchard's is offered including deals with Electric Coating Technologies and rival Companhia Siderúrgica Nacional in Brazil.

The article focuses on data concerning acquisitions and shares of U.S. companies that are traded on the U.S. stock exchanges as of September 12, 1983. The author discusses the acquisition of holding company Norton Simon by steel company Esmark. Attention is paid to a telex to Thomas O'Rourke, chief executive officer (CEO) at timesharing service firm Tymshare as of August 19, 1983, from computer firm Wang Laboratories concerning a pending purchase of Tymeshare stock.

The article focuses on the initial 2.75 million-share stock offering of meat packing company Swift Independent Corp., former fresh meat division of diversified company Esmark, which was unexpectedly closed successfully in May 1981. Topics discussed include Esmark's failure to sell the company to investors in Europe, the restructuring made in the company under its head John A. Copeland and the advantage of the stock offering to the company in terms of competitive labor costs.

The article looks at management policies and decisions of Donald P. Kelly, president of U.S. diversified company Esmark Inc. as of July 1980. These include reducing the corporation's size, diversification in specialty chemical products, and divesting of unprofitable subsidiaries. Particular attention is given to Esmark's acquisition of energy firms, the marketing of its food products, and Kelly's intentions to buy back some of the company's stocks.

The article explores a strategy being applied to mergers for stock, collar pricing. With collar pricing, the companies agree on a range, or the collar, within which the last price will fall. The object of collar pricing is to avoid the propensity of the buyer's stock to take drop on the merger news as traders and investors unload their shares due to dilution concerns. Companies that have completed collar deals include Johnson Controls, Old Republic International and Esmark.

The article reports on the issues concerning the standards for mechanical deboning of processed meat which was released by the U.S. Department of Agriculture (USDA). It states that the mechanical process of deboning produces bone particles on the meat which create health hazards. It highlights the companies which are concerned about the potential hazards of mechanical deboning including Esmark Inc. and Oscar Mayer & Co.

The article reports on the 1000 profit centers built by Esmark Inc. to develop a coordinated effort in the U.S. in 1974. It states that each of the profit centers reports to an operating company to one of Esmark's four major subsidiaries. The approach of the company was essential because the company has been attempting to limit its dependence on the low-margin business by accelerating to nonfood businesses.

The article focuses on the acquisition of Esmark Inc. by Beatrice Cos. in the U.S. James L. Dutt, chairman of Beatrice Cos., has been battling to put his company back on track from its failure when it acquired the Chicago-based company by purchasing Esmark Inc. for $2.8 billion. This acquisition has changed the entrepreneurial skills in Beatrice, in which the cooperation of business skills to manage the company have gone.

The article reports that Donald P. Kelly, the former chairman of Esmark Inc., plans to continue his wheeling and dealing with his bid to acquire most of Northwest Industries Inc.'s stock for $1 billion in the U.S. in 1984. Kelly's bid for Northwest shares is done through an investment firm he created with Roger T. Briggs, the vice-chairman of Esmark.

The article reports on the disorderly competition for shares control of Norton Simon Inc. and its various operating companies. It states that the competition after Norton's chairman David J. Mahony offered a 29 U.S. dollar a share in a leverages buyout designed by an investors' group he led. It mentions several companies who are willing to offer their shares to Norton including Esmark Inc., and Kohlberg, Kravis, Roberts and Co., and Clayton and Co.

The article focuses on efforts being made by U.S. companies to control their borrowing costs, where the banks prime and long term rates are expected to rise high. It mentions that Burlington Northern Inc., Esmark Inc., and Stauffer Chemical are securing lower borrowing costs by hedging in interest rate futures, which are trading primarily on Chicago Mercantile Exchange and Chicago Board of Trade. It informs that firms should call brokerage firms to do brisk business in financial futures.

The article looks into the sale of Esmark Inc.'s Vickers Energy Corp. that reportedly enabled Esmark to capitalize on frenzied interest in oil-producing properties and reserves. The sale included Vickers Petroleum Corp., a refining and marketing company, TransOcean Oil Inc., an exploration and development company, and Doric Petroleum Inc., a gas processing company. Total Petroleum (North America) Ltd., Mobil Corp., and Petro-Lewis Corp. won the bids respectively. To preclude any anti-trust action, Vickers was not sold in one chunk.

The article reports on the intention of Esmark Inc. President and Chief Executive Officer (CEO) Donald P. Kelly to close three meat-packing plants and sell off the nine remaining fresh meat plants of its subsidiary Swift & Co.'s Fresh Meats Division due to high labor costs. The expectation of Kelly for an improve financial performance failed to materialize at the end of 1979. Figures show a decline operating earnings despite an 11.2 percent sales growth. Esmark plans to focus on brand name consumer products.

The article discusses International Playtex Inc.'s expansion plans as of July 1980. It states that Playtex produces tampons, rubber gloves and women's undergarments, is a subsidiary of Esmark Inc. and run by Donald P. Kelly, its president and chief executive. Though its performance has reportedly been lackluster to date, it allegedly plans to boost sales through the launch of new products, such as higher end fashion clothing with Hubert de Givenchy, and has made new acquisitions, such as the purchase of Danskin Inc., a producer of women's dance costumes.

The article looks at trends and developments at stock markets in the United States as of October 1, 1973, focusing on the impact of investors' confidence and attitudes on stock prices. Topics include changes in food prices in the U.S., business cycles in the country, and expectations for industries such as aluminum, chemicals, and paper production. Also reviewed are food processing company Esmark and chemical and biotechnology producer Monsanto.

The article focuses on Robert W. Reneker, president of meat packer Swift & Co. It discusses his efforts to improve the performance of the company, implement diversification plans, and create a holding company, Esmark, that controls companies including Estech in fertilizer and chemicals, GSI in insurance and data processing, Vickers Energy in oil and Swift in food. It examines Reneker's conversion to first-in, first-out accounting method on the valuation of Swift stocks for fiscal year 1972.

The article offers steel industry news briefs. A joint venture between steel industry Esmark Inc. and Chicago-based Loeffel Steel Group Inc. to serve the companies' customers across the Midwest. Hitachi Metals Ltd. has acquired Diehl Steel Co. Kloeckner Metals Corp. has acquired sheet metal fabrication company American Fabricators.

This article reports on the possible acquisition of Wheeling-Pittsburgh Corp. (WPC) by steel company Esmark Inc. in 2006. A steel industry executive familiar with both WPC and Esmark forecasted that Esmark will win in the competition with Companhia Siderurgica Nacional. Some factors that would contribute to the selection of Esmark are stated. In addition, the article reports on the positive effect of Esmark's offer on the stock of WPC.

The article presents news briefs on metal service centers in the U.S. as of January 2006. North American Steel LLC has been acquired by Esmark Inc. Eagle Melt 303 premium stainless steel was launched by Denman and Davis. Information on accommodations for the Copper & Brass Servicenter Association (CBSA) 55th Annual Meeting at the Rancho Bernardo Inn in San Diego, California will be given to CBSA members. Multi-cut blanking line was installed by Curtis Steel. The acquisition of Metals USA Inc. was completed by Apollo Management LP. Shipments of steel and aluminum from the U.S. and Canada has increased in October 2005.