In 76 countries, our products are No. Nearly one-fourth of the world's population, or Companj. We are one of the leading tissue manufacturers in the world and are the second largest household and personal care products company in the U.

We are a large and diverse community of individuals who trust and respect one another as we work to enhance the quality of life for people around the world. We are motivated to continually deliver superior products and exceed the expectations of our shareholders, our customers, and ourselves.

Over years since its founding, Kimberly-Clark Corporation is one of the world's leading producers Kimberly Clark Company tissue, personal care products, and health care products. The company sells its products in countries and maintains Com;any operations in 41 countries.

In addition to its market leaders in tissues and feminine- child- and incontinence-care products CClark include the brands Huggies, Kotex, Depend, KleenexKimberly-Clark is also iKmberly major producer of premium business, correspondence and technical papers.

The company is also the market leader in health care products such as facemasks, surgical Kimber,y, and sterilization wrap, and, with its acquisition of Safeskin, Kimberly-Clark is currently the number one producer of Kikberly gloves in the United States. Kimberly, Charles B. Clark, Frank C. Shattuck, and Kimberly's cousin, Havilah Babcock. The company began the first paper mill in Wisconsin.

Its initial product was newsprint made from linen and cotton rags. Within six years, the company expanded by acquiring a majority interest in the nearby Atlas paper mill, Kimberpy converted ground pulpwood into manila wrapping paper. Kimberly Clark Companythe company constructed a large pulp- and paper-making complex Kjmberly the Fox River.

Cmopany community that grew up around Cladk factory was named Kimberly, in honor of John Kimberly. Among the company's early innovations was the paper used for rotogravure, a procedure for printing photographs with a rotary press. Inresearchers working Kimbedly bagasse, a pulp by-product of processed sugar cane, produced creped cellulose wadding, or tissue. During World War I, this product, called cellucotton, was used to treat wounds in place of scarce surgical cottons.

At that time field nurses also discovered that cellucotton worked well as a disposable feminine napkin. The company later recognized the commercial potential of this application and, inintroduced its Kotex feminine napkin. Inthe company introduced another disposable tissue product, Kleenex, to replace the face Kimberrly then used for removing cold cream.

A survey showed, however, that consumers preferred to use Kleenex as a disposable handkerchief, prompting the company to alter its marketing strategy entirely. Nationwide advertisements promoting Kleenex for its current Ckark began inand sales doubled within a year.

In the company formed what would become Canadian Cellucotton Products Limited, for marketing cellucotton products internationally. The company was reorganized and reincorporated in as Kimberly-Clark Corporation. That same year, as shares of Kimberly-Clark were being traded on the New York and Chicago stock exchanges for the first time, John Kimberly died.

He was 90 years old and still president at Cimpany time of his death. In the s, Kimberly-Clark concentrated on marketing its new products. During World War II, the company devoted many of its resources to the war effort.

The company also contracted Margaret Buell, creator of the cartoon strip "Little Lulu," to promote Kleenex. After the war, Kimberly-Clark initiated a growth program to handle revived consumer product demand. Pulp production at Terrace Bay, Ontario, was launched Kimberly Clark Companyand Kimberly Clark Company the company, along with a group of investors and newspaper publishers, began the large Coosa River Newsprint Company in Coosa Cark, Alabama. Schweitzer, Inc. International Cellucotton Products Company formally merged with its parent company inas did Coosa River Newsprint Company in Throughout the s the tampon, first manufactured by Cokpany, gained favor among women and ate into Kotex's market share.

Kimberly-Clark turned its attention to new products. In the company introduced Kimbies, a disposable diaper with tape closures.

While Kimberly-Clark tended to its diverse operations, however, it failed to keep up with early disposable diaper improvements and market innovations. As a result of continued poor sales and leakage problems, Kimbies were withdrawn from Kumberly market in the mids. Competition in the infant-care product industry caused Kimberly-Clark to reevaluate the balance between its consumer products and lumber and paper products divisions.

Darwin E. Smith decided that to compete Kimbegly in consumer product markets Kimberly-Clark had to prune its coated-paper business.

He assembled a talented research and development team by hiring specialists away from competitors. The company's Clrak budget was increased substantially, and Kimberlly were made for the construction of additional production facilities. Marketing was central to Smith's strategy for growth, as Kimberly-Clark emphasized its commitment to consumer products.

Research and development efforts enlarged the company's technological base from traditional cellulose fiber-forming technologies to lightweight nonwovens utilizing synthetic fabrics. A new premium-priced diaper in an hourglass shape with refastenable tapes was introduced in under the name Huggies. ByHuggies had captured 50 percent of the higher quality disposable diaper market. The sudden popularity of the product caught Kimberly-Clark by surprise, and it was forced to expand production to meet consumer demand.

Facial tissue and feminine-care products were also part of Kimberly-Clark's growing consumer product operations. Init was Clarl that the company's Kleenex brand held 50 percent of the tissue market.

A chemically-treated virucidal tissue called Avert was test-marketed that same year, but the higher price and limited utility of the product prevented it from gaining widespread popularity. Aimed at health care institutions and at companies as a product to reduce absenteeism, Avert never really got off the ground, and in Kimberly-Clark decided not to mass market the product.

Thetoxic shock syndrome scare caused a slump in tampon sales. Kimberly-Clark began an aggressive advertising campaign on television for Depend incontinence products in the early s. At the time, incontinence products were as unmentionable as feminine-care products had been some 60 years earlier. The promotion resulted in Depend gaining a profitable share Compay the incontinence products market, and it quickly became the best-selling retail incontinence brand in the Klmberly States.

In an effort to broaden its position in therapeutic and health care products, Kimberly-Clark acquired Spenco Medical Corporation in Waco, Texas, that same year. Although sales from primary growth operations—personal-care products—were increasing, approximately 25 percent of Kimberly-Clark's sales continued to come from the pulp, newsprint, and paper businesses.

The company further Clar its operations in by converting its regularly scheduled executive air-shuttle service into a regional commercial airline. The company's foray into aviation was Kimberlyy by the purchase of a six-seat plane in to shuttle executives between company headquarters in Wisconsin and Kimberly-Clark factories around the country.

With six planes inSmith, then an executive vice-president Great Lakes Sailing Company finance, suggested that company air travel be converted from a "cost center into a profit center" by offering corporate aircraft maintenance services.

The fledgling airline, operated under the name Midwest Express, got off to a rocky start with a crash in Milwaukee, planes flying 80 percent empty, and large operating losses. Instating that the state had a bad climate for business, Smith relocated Kimberly-Clark's headquarters from Wisconsin to Texas. Starting in the late s, Kimberly-Clark began another diversification program—this time geographically, targeting Europe—although the company's largest international growth would come in the early and mids.

To keep the company growing at a healthy pace, Smith began to increase Kimberly-Clark's presence in Europe in Meanwhile, the company further reduced its commodity papers operation in when it sold Spruce Falls Power and Paper.

The following year, Smith, the architect of Kimberly-Clark's restructuring and diversification efforts sinceretired as chairman and Kimberly Clark Company succeeded by Wayne R. Ki,berly new Oss Technology Company Limited had worked his way up the ranks and had spearheaded the risky endeavor of developing Huggies Pull-Ups. The year also saw the introduction of Huggies Ultra Trim diapers.

Under Sanders's leadership, Kimbery appeared as if the company would divest itself completely of its commodity papers roots. Kimberly-Clark announced in late that it would explore the sale of its North American pulp and newsprint operations. The following year, however, the company decided not to sell because pulp and newsprint prices rose so high it no longer made economic sense to do so.

Kimberly-Clark did divest its cigarette papers business in mid by spinning it off into a company Cpmpany Schweitzer-Maudit International Inc.

In Sanders engineered the deal that would usher in a new era Compajy the company: the merger of Kimberly-Clark with the Scott Paper Co. The deal was the logical culmination of Kimberly-Clark's international expansion, since Scott was globally strong and held the number one position in tissue in Europe.

The merger with Scott solidified Kimberly-Clark's position as the number two player in the paper products industry and nearly doubled the company's revenues. The merger also marked a Kimberlly in direction for the company from a La Hacienda Boot Company on low-margin paper and pulp production to higher-profit consumer Clar.

The company shut down mills in Alabama, Canada, and Spain. By the end ofpulp production fell to 30 percent of the company's worldwide consumption, down from 80 percent at the beginning of that year.

The company also began to expand its line of professional health care Clarj. Inthe company restructured its tissue business to consolidate manufacturing operations. The restructuring resulted in the closure of mills, including those in Maine and Wisconsin, and the loss of some 5, jobs.

InKimberly-Clark further divested its pulp business when it sold its Southeast Timberlands, which supplied wood to many of its defunct pulp mills. Inthe company Companyy its tissue operations in Europe with its acquisition of the Swiss Company Attisholz. That year, Kimberly-Clark continued its foray into medical and health care products by purchasing Ballard Medical Products, adding such products as respiratory suction catheters, defibrillator pads, and foam-dispensed soap to its line. That acquisition was followed later that year by the purchase of Safeskin, which gave the company the leading spot in the production of disposable surgical gloves.

The turn of the century saw the Compahy continuing its rapid expansion through acquisitions. InKimberly-Clark bought the Italian company Linostar, the second largest diaper manufacturer in Italy. The annual report for that year reported that in coming years the company would focus Cojpany product innovation, strategic acquisitions, and geographic expansion, especially introducing Kimberly-Clark products into countries where they were not currently sold.

Principal Subsidiaries: Avent, Inc. Brazil ; Kimberly-Clark Lda. Portugal ; Kimberly-Clark Luxembourg S. China ; Kimberly-Clark Paraguay, S. China ; Kimberly-Clark Peru, S. Delaware ; Kimberly-Clark S. Powered by JRank.

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