Paper

Kertas

News paper

Akhbar

Term paper

Kertas penggal

Paper plane

Kapal terbang kertas

there will be an increase in need of hardwood fiber in the paper sector

there will be an increase in need of hardwood fiber in the paper sector

A bistro, sometimes spelled bistrot, is, in its original Parisian incarnation, a small restaurant serving moderately priced simple meals in a modest setting. Bistros are defined mostly by the foods they serve. Home cooking with robust earthy dishes, and slow-cooked foods like cassoulet are typical. Bistros likely developed out of the basement kitchens of Parisian apartments where tenants paid for both room and board. Landlords could supplement their income by opening their kitchen to the paying public. Menus were built around foods that were simple, could be prepared in quantity and would keep over time. Wine and coffee were also served. The limited space for diners in these cramped corners prompted the tradition of adding table service to the footpath.[citation needed] As the idea caught hold, architecture and menus both became more specific.[citation needed] The origins of the word bistro are uncertain. Some say that it may derive from the Russian bystro, "quickly". According to an urban legend, it entered the French language during theRussian occupation of Paris in 1815. Russian cossacks who wanted to be served quickly would shout "bystro." However, this etymology is not accepted by several French linguists as there is, notably, no occurrence of this word until the end of the 19th century.Others say the name comes from a type of aperitif, called a bistrouille (orliqueur coffee), served in some reasonably priced restaurants.

chat chit

In 1994 Al Dunlap became CEO of troubled Scott Paper. Like Champion International, a comparison company we will discuss as an example of Theory O change, Scott Paper operated in a highly competitive, cyclical, capital-intensive global industry. Like Champion International, it operated in two different segments of the paper industry and had several businesses in markets related to its core consumer package paper business. Throughout the tenure of Dunlap's predecessor, Phillip Lippincott, Scott had struggled to improve its operational effectiveness at the plant level by working on process improvement and launching an effort to work cooperatively with its union. In the 1980s the company had also initiated layoffs aimed at reducing overhead, and it was planning an additional layoff of 8,300 employees at the time Dunlap took over. At the same time it invested in new paper machines and attempted to consolidate its global position by acquiring several foreign subsidiaries and fashioning a worldwide organization. Despite these efforts and occasional spurts of good financial performance, the company's returns to shareholders remained low and well below the cost of capital. Over an extended period of time, Scott Paper had managed to destroy wealth. This was despite Lippincott's awareness of the need to provide shareholder returns in excess of the cost of capital. When Dunlap took over the leadership of the company, he immediately announced and implemented a reduction of 11,000 people at both the management and working levels. He fired many members of the existing top management team. Not long after these initial steps, Dunlap sold off several businesses, retaining for the time being the core consumer products business. He moved the head office out of Scott's longtime corporate building and into a much smaller building near his home in Florida. The executives Dunlap retained and those he brought in to fill the vacancies he had created needed to sign on to his philosophy: that shareholder value was the single objective to which a corporation should dedicate itself. To focus executives single-mindedly on shareholder interests, he used financial incentives, mainly stock options. Dunlap's own compensation package (which ultimately netted him more than $100 million) was also tightly linked to shareholders' interests. Dunlap's actions restored Scott Paper's profitability. But its long-run viability as an independent business in an industry with significant overcapacity was yet uncertain. Thus, in a last dramatic act, Dunlap sold Scott Paper to Kimberly-Clark, its longtime competitor. Even though Scott Paper ceased to exist as an independent company, the results from a shareholder perspective were stunning. In just fifteen months Dunlap had managed to increase total shareholder return by 200 percent, making rich not only shareholders but numerous employees (including himself and many top managers he fired), whose stock obtained through options increased in value dramatically. The financial community applauded these efforts and saw the Scott Paper story as a good example of what could be done in other companies to improve returns for shareholders.