We are a company that consistently emphasizes quality, service and fair dealing. Kijberly are a team of people who take pride in exceeding the expectations of our customers, colleagues and shareholders.

As Claro approach a new century, our goal is to become one of the handful of companies recognized as "best in the world" in terms of people, products and returns to shareholders. Our plan is to keep doing what we do best--effectively putting together Kimberly-Clark's four great strengths: superior products created through innovations in our core technologies: fibers, nonwovens and absorbency; enduring trademarks recognized and trusted around the world; growing consumer and away-from-home product franchises; and a worldwide team of talented, highly motived employees.

With its merger with Scott Paper Co. In addition to its powerful consumer paper products business, which includes market leaders in tissues and feminine- child- and incontinence-care products, Kimberly-Clark also continues to operate pulp and newsprint operations the company's original areas of operation and an aircraft services and air transportation unit, headed by Midwest Express Airlines.

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 Comoany in the nearby Kimberly Clark Paper Company paper mill, which converted ground Kimbely into manila wrapping paper.

In the company constructed a large pulp- and paper-making complex on the Fox River. The community that grew up around the 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.

Kimberlly researchers working with bagasse, a pulp by-product Kimberly Clark Paper Company 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. In the company Koman Jeans Company another disposable tissue product, Kleenex, to replace the face towels 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 use began inand sales doubled within a year. In the company formed what would become Us Translation Company 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 Paler the first time, John Kimberly died.

He was 90 years Compang and still president at the 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, Sterling Alarm Company, was launched inand in the company, along with a group of investors and newspaper publishers, began the large Coosa River Newsprint Company in Coosa Pines, 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 Tampax, Kimberlly 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 the 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 properly in consumer product markets Kimberly-Clark Zenith Insurance Company Roseville Ca to prune its coated-paper business.

He assembled a talented research and development team by hiring specialists away from competitors. The company's advertising budget was increased substantially, and plans were made for the construction of additional production facilities.

Marketing was central to Kimber,y 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 Kimberly Clark Paper Company 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 estimated that the company's Kleenex brand held 50 percent of the tissue market. Psper 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 Kimberly Clark Paper Company 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. The toxic 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 of the incontinence products market, and it quickly became Paepr best-selling retail incontinence brand in the United States. Kimbelry 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 diversified its Compaany in by converting its regularly scheduled executive air-shuttle service into a regional commercial airline.

The company's foray into aviation was initiated 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 for 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 Compamy 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 Llp Company Examples restructuring and diversification efforts sinceretired as chairman and was succeeded by Wayne R. The new chairman 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, it appeared as if the company would divest itself completely of its commodity papers roots.

Kimberly-Clark announced in late that it Paprr 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 called Schweitzer-Maudit International Inc.

In Sanders engineered the deal that would usher in a new era for 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 late s would be a period of transition for Kimberly-Clark as it worked to integrate the Scott Paper operations into its own. Principal Subsidiaries: Avent, Inc. China; Netherlands ; Kimberly-Clark Canada Inc. Panama ; Kimberly-Clark Limited U. Spain; Netherlands ; Scott Paper Limited Canada; France ; Scott S. Italy ; Taiwan Scott Paper Corporation Pulp and Newsprint.

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