The Sumner Simpson Papers – Secret Information That the Asbestos Industry Didn’t Want You to Know

[ad_1]

There is incontrovertible evidence that exposure to asbestos cause asbestosis, mesothelioma, and other life threatening diseases. There is also irrefutable evidence that since the early part of the 20th century the asbestos industry has been fully aware that there is a definite link between asbestos and cancer.

In addition, there is incontestable evidence that the asbestos industry chose to protect their profits rather than make this information known to the general public. Some of this evidence can be found in what has come to be known as “The Sumner Simpson Papers.”

Saranac Laboratory is Hired to Research the Effects of Asbestos Dust

The Saranac Laboratory, located in the Adirondack Mountain region of upstate New York, had been doing research on dusts since the early 1920s. In 1936 a number of asbestos companies jointly funded Saranac to do research for them. They subsequently renewed their annual contract with Saranac Laboratory for the next ten years.

Part of what Saranac found was that there was a link between being exposed to asbestos and cancer.

In January 1947 the companies that funded the Saranac research met.

It has been discerned that the companies decided that “there would be no publication of the research of experiments without consent,” and that anything that would be published “would not include any objectionable material.” They specifically referred to, “any relation between asbestos and cancer.”

The conglomerate that funded Saranac agreed that “the reference to cancer and tumors should be deleted” from the report. Consequently, when Saranac’s report about their dust experiments was published, evidence that linked asbestos exposure to cancer was suppressed.

The Sumner Simpson Papers

From the 1930s through the 1940s Sumner Simpson was president of Raybestos-Manhattan, Inc.

In 1935, in correspondence to an attorney for Johns-Manville Corporation, Vandiver Brown, Simpson, when commenting on the asbestos industry, wrote “the less said about asbestos, the better off we are.”

Simpson also pressured trade industry publications to follow the dictates of the asbestos industry’s decisions. The publisher of Asbestos Magazine wrote Simpson a letter in 1939 which, when referring to asbestosis, said, “Always you have requested that for certain obvious reasons we publish nothing, and naturally, your wishes have been respected.”

In 1941 Vandiver Brown, who had become a corporate officer of Johns-Manville Corporation, wrote, “I felt there was considerable likelihood that a number of subscribers would dislike an article on this subject in the trade magazine of the asbestos industry. I had in mind the ostrich-like attitude which has been evidenced from time to time by members of the industry.”

The corporate cover up continued for decades.

How Did the Asbestos Industry Feel About Its Workers?

How the industry felt about its workers was probably best summed up in a document in 1966 written by the Director of Purchases for Bendix Corporation, E.A. Martin. In it he said:

“My answer to the problem is: if you have enjoyed a good life while working with asbestos products why not die from it. There’s got to be some cause.”

[ad_2]

Key Grape Growing Information And The Industries Most Profitable Distribution Channels

[ad_1]

Enter a prestigious, elegant and profitable industry… the world of grape growing. If you’re going to start growing grapes, you need the best grape growing information you can find to help you profit from the distribution of them.

Here’s a high level overview of the market and opportunity for the entrepreneurial grape grower.

There are 3 markets or distribution channels within the grape growing industry.

1) The Production of Red, White and Blush Wines

Of all the grapes grown in the world, about 99.2% of them are produced for making wine. In the United States, seventy-one percent of grapes grown are produced to make wines.

This is important as it gives us a mental picture on the size of the market, because if you decide to start growing grapes yourself, you’ll need to know where exactly where distribute them for the highest profit.

One of your first distribution channels may be wineries or other facilities that process grapes. If you don’t plan to market your grapes for this purpose, you will probably distribute them to the other 27% of the market, which are grocery stores and the like…

2) Distributed for Direct Consumption

Grapes sold for the purpose of direct consumption are known as table grapes.

Table grapes sold to this market make up the second largest distribution channel in the U.S.. With the ever-growing reports of the health effects of the skin of red grapes, this market continues to grow and remain lucrative.

3) Dried or Dry Fruit Market

The last distribution channel for your crop, is the industry that captures 2% of the market. This market is for grapes that are produced for making dried fruits… ie) raisins.

Distributed in stand-alone packages or added to fruit boxes and cereal mixes, this market is slowly growing as the diversification of the product being distributed is being used for multiple purposes.

Summary

Yet, if you wish profit from the largest market, you’ll find yourself contacting local and possibly international wineries for the distribution of your crop. But don’t forget, not all wineries are created equal. Some may have a more selective acquisition process which may leave you with a portion of your crop unsold. To squeeze out every dollar you can, you may find it advantageous to acquire multiple contacts in all three markets and use the “trickle down” effect… if you crop gets passed from one channel, to the next.

Either way, there’s always room for your crop to be acquired, even if they don’t pass for Wine quality, but given the market for dried grapes is only 2%, you’ll want to make every effort to grow the most healthy grapes you can from the start.

If you decide to start your own small vineyard to grow grapes, your chances of success are very good, as there are many varieties of grape species that thrive in many climates.

With thousands of vineyards across the world, don’t think you’ll be discounted from distribution because you start the grape growing process in your own backyard. On the contrary, many large vineyard owners started out small and simply grew because they produced a fantastic product that grew in demand. Growing grapes is not that difficult. You just need the knowledge and the desire to succeed.

For the latest grape growing information on producing the healthiest grapes, visit our website below.

[ad_2]

Business Hubs: Your Business Information Center

[ad_1]

Those who want to harness the power of the Internet for growing their business; a business hub is where they will find a variety of resources as well as marketing tips and strategies. The Internet has changed the way businesses operate and reach customers. Businesses have to match their strategies to this new arena. Most traditional marketing methods will not work online, so they have to learn new marketing strategies for increasing their online presence.

There are plenty of Internet marketing methods-some are niche-specific, while some work across different industries. Marketing online is relatively more affordable than traditional advertising. When approached the right way, they can give your company the boost it needs. But where is the best place to go to learn those marketing strategies?

A business hub, which also known as web hub or vertical portal, is a website dedicated to providing content, information, and services to businesses within a particular industry such as health care and IT. While some serve as meeting ground for businesses and customers, it tends to focus more on the needs of businesses than industry customers.

As a business-to-business website, a business hub can serve as your gateway to essential information on how to grow your business. They typically cover information specific to a niche, but they may also include general marketing information (e.g. Facebook marketing, article marketing). Some also offer industry analysis or business design. Here are some of the most common business marketing strategies covered by business hubs.

  • Article marketing.Article marketing is a method of promoting a business or company by publishing keyword-optimized articles in web directories. When properly done, it is an effective tool for reaching broad audience and showing them your expertise.
  • Cloud Marketing.This is the collection of different Internet-based marketing services, allowing marketing functions to operate more efficient and effectively.
  • Consumer Generated Marketing.This is a marketing method that directly involves participation of audience in marketing products or other activities of business.
  • Facebook Marketing.This looks at Facebook as a platform for marketing one’s business and reaching audience.

Summary of Benefits Business hubs share 3 common aspects:

  1. Marketing resource.Business hubs are great source of information on how a company or business can thrive online. It gives you quick access to different marketing strategies and other relevant information-tools you need to stand ahead of the pack.
  2. Niche-specific information resource.Because it caters to niche markets, you don’t have to sort through millions of web pages to find the information most relevant to your industry. If you’re new to online business and don’t know where to start or what direction to take next, you may find the answers in a business hub.
  3. It serves as a directory of different businesses in the industry. Most keep a listing of companies offering industry-specific services. All in all, business hubs function as a reference center for people who want the ins and outs of an industry in particular and the world of Internet-based business in general.

[ad_2]

Information Technology and Textile Industry

[ad_1]

Today, Information technology (IT) plays a vital role in the field of textile industry. Any manufacturing unit employs four Ms that is, Men, Material, Machine and of course Money. To get organizational success, managers need to focus on synchronizing all these factors and developing synergies with in and outside organizational operations. With the increased competition, companies are taking support of IT to enhance its Supply Chain Management (SCM) and using it as a competitive edge. In short, many textile companies are leveraging the technological power to adding value to their business.

Supply Chain Management includes: sourcing, procuring, converting, and all the logistic activities. It seeks to increase the transaction speed by exchanging data in real-time, reduce inventory, and increased sales volume by fulfilling customer requirements more efficiently and effectively.

Why Textile Industries Need IT Support?

Lack of information on demand and supply aspects

Most of the decisions a manager takes are related to demand and supply issues. But unfortunately very few are able to get it, as a result decisions taken carries risk and uncertainty. Excess inventory is one of the most common problems faced by managers which further results in long cycle-time, outdated stock, poor sale, low rates, and reduction in order visibility and finally leads to customer dissatisfaction.

Long procurement time

In a traditional textile industry, procurement process takes a much longer time. So, the retailers need to forecast demand and identify consumption trends at a much earlier stage. Lack of clarity about future can either result in early stock out, delay or overstock.

Supply chain in-competency

With the urge for getting global, apparel and textiles are facing hurdles of inefficiency in carrying out various processes involved right from designing, developing samples, getting approval, manufacturing, dispatching to payment procedures. The total time taken can get extended to one year or even longer. If we calculate, production actually accounts for just ten to twenty percent of the total time. Rest of the time is taken for the information processing from one end to the other.

The trajectory of development of Information Technology has intersected every application in textile industry. From enhancing performance of textile manufacturing and tighter process control, IT has inserted intelligence at every node of textile supply chain.

Step into the global trade

It is a fact that a company going global is opened with lot of opportunities as well as threats in terms of competition, changing trends, and other environmental changes. It necessitates managing every kind of information efficiently and at much faster speed.

Interaction of Information Technology with Textile Supply Chain

Sharing of Information

Proper flow of information among supply chain member is very crucial. Such flow of information can influence the performance of overall supply chain operations. It includes data about customers and their demand, inventory status, production and promotion plan, shipment schedules, payment details, etc. Bar coding and Electronic data interchange are the two information technology tools which can facilitate information integration.

Bar coding facilitates recording of detailed data by converting it to electronic form and can be easily shared among members through EDI system. EDI with its high efficiency is able to replace the traditional ways of transmission like telephone, mail and even fax. EDI enables managers to analyze and apply it in their business decisions. It also helps in expediting order cycle that reduces investment in inventory. EDI based network enables Company to maintain quick response and closure relations with suppliers and customers, who are geographically dispersed. Manufacturers and retailers can share even new designs developed through CAD/CAM.

Supports planning and execution operations

Planning and coordination are very important issues in supply chain management. The next step after sharing information is planning which includes joint design and implementation for product introduction, demand forecasting and replenishment. Supply chain members decide their roles and responsibility which is coordinated through the IT system.

Various software tools like MRP, MRP-II, APSS facilitates planning and coordination between different functional areas within the organization.

Material Requirements Planning (MRP): It helps in managing manufacturing processes based on production planning and inventory control system. Proper implementation of MRP ensures availability of material for production and product for consumption at right time optimizes the level of inventory and helps in scheduling various activities. MRP system uses computer databases to store lead times and order quantity. MRP includes mainly three steps: first assessing the requirement of how many units of components is required to produce a final product; here it applies logic to implement Bill of Material (BOM) explosions. Second step includes deducting the stock in hand from gross to find out net requirement. Finally, scheduling manufacturing activities such that finished goods are available when required, assuming the lead time.

Manufacturing Resource Planning (MRPII) system is a logical extension of MRP system which covers the entire manufacturing function. This typically includes machine loading, scheduling, feedback and Software extension programmes in addition to material requirement planning. It provides the mechanism to evaluate the feasibility of a production schedule under a given set of constraints.

A textile company which has multipoint manufacturing and engaged in global business necessitates something more than MRP and MRP-II like Distribution Requirement Planning (DRP), it has ability to solve both capacity and material constraints and quickly propagates the effects of problems in both backward and forward direction throughout the supply chain.

The Advance Planning and Scheduling (APSS) system includes both material focus of MRP and rapid response scheduling power of MRP-II.

Coordination of logistics flows

Workflow coordination can include activities such as procurement, order execution, implementing changes, design optimization, and financial exchanges which results in cost and time efficiency. The results are cost-effective, speedy and reliable supply chain operations.

IT contributes towards the maximizing the value of textile supply chain through integrating supply chain operations within and outside the organization and collaborating the acts of vendors and customers based on shared forecasts. Internet adds to IT contribution towards supply chain management through coordination, integration and even automation of critical business processes. New system of the supply chain game emerges as a result of business innovation fuelled by the Internet.

Many supplying companies maintain demand data by style, size, fabric and color to replenish inventory at retail outlet. Level of replenishing is predetermined by both parties after reviewing history of sales by product and buying behavior of the community.

New Business Models:

Data mining and data warehousing

Data mining is the process of analyzing data from different viewpoints and summarizing it into useful information that can be used as a basis of monitoring and control, enabling companies to focus on the most important aspects of their business. It allows users to analyze data from many different dimensions, categorize it, and summarize the relationships identified. In short it is the process of finding correlations or relationship among dozens of fields in large relational databases.

Data warehousing is the repository of data and can be defined as a process of centralized data management and retrieval. Centralization of data maximizes user access and analysis.

E-commerce

E-commerce can be B2B (Business To Business) and B2C (Business To Customer). B2C commerce is the direct selling to consumers through Internet. While B2B marketplace can be defined as neutral Internet-based intermediaries that focus on specific business processes, host electronic marketplaces, and use various market-making mechanisms to mediate transactions among businesses. B2B appears to be more prospective than B2C.

E-retailing

The textile-retail giants are adding an Internet shopping-component to their offering. It has affected their distribution and warehousing infrastructure. As a result of going online, retailers have changed their supply chain strategy. High volume products with stable demand are stocked in local stores, while low-volume products are stocked centrally for online purchasing.

Companies prefer a direct route to consumers by closely scrutinizing individual customer’s tastes, preferences, habits, and buying patterns. Instead of waiting for consumers to visit their stores, retailers simply send them e-mails with offers. Internet has facilitated quick response system. With the use of web-enabled technology it is possible to have automatic customer replenishment system.

[ad_2]

Industry Information

[ad_1]

The significant role information plays in the success of industry and its participants continues to dominate academic debate, with the growing volume of multidisciplinary literature demonstrating the complexity of not only defining but accessing relevant information. No one clear interpretation of the term industry information exists with the variables of country, language, sector, purpose, etc., determining the context of what is looked for and where and how it can be located. What is clear, however, is that information has and will continue to be a vital asset among a manager’s skills. For the purpose of this entry, industry information will reflect, as E. Ozgen and R. A. Baron write, “the idea that information plays a crucial role in opportunity recognition… to identify opportunities for viable new ventures, entrepreneurs must somehow perceive, gather, interpret, and apply information about specific industries, technologies, markets, government policies, and other factors.”

Traditional sources of industry information represented by company reports, market research, country, and sector analysis have now been usurped by the digital era, with estimates that by 2011 the digital universe will be 10 times the size it was in 2006. For examples from the digital era, a look at United Kingdom-based industry/business information in the form of information products may be useful. A wide range of industry information sources can be accessed through national, regional, academic, and private library holdings. The sources covered are primarily electronic sources and identify a cross-section of industry information sources from the innovation/ ideas phase through to development and marketing:

COBRA (Complete Business Reference Advisor) database: An encyclopedia covering information relating to start-up, running, and management of a small business, together with examples.

Business-in-a-box Web site: A free start-up business guide covering such areas as staffing, finance, protecting your ideas, etc.

Business Link Web site: Sponsored by the DTI

Small Business Service: supported through local agencies, providing information, advice, guides, and networking.

National Federation of Enterprise Agencies: Independent, nonprofit service to advise prestart and small businesses.

Startups.co.uk: Contains business planning, finance, etc., together with newsletter and networking facilities for start-ups.

The following sample, using the advertising industry as an example, demonstrates only a small cross section of the range and content of sources available relating to competitors, suppliers, market evaluation, etc. Within each respective industry sector (pharmaceuticals, retailing, etc.) a similar range of targeted resources can be identified.

Advertisers Annual (Hollis Publishing): Listing of United Kingdom agencies ordered by location, sector, associations, and sources.

BRAD Monthly Guide to Advertising Media (EMAP Group): Monthly listing of advertising media in the United Kingdom, new and existing media sources, arranged by sector.

Advertising Statistics Yearbook (World Advertising Research Center): Covers sales and marketing data for print, radio, and television media in the United Kingdom.

Business Ratio Report: Advertising Agencies (Key Note Publications): United Kingdom industry overview, profiling over 120 companies relating to finance, league tables, employee growth, etc.

The European Marketing Pocket Book (World Advertising Research Center): Covers 33 countries including demographics, economic indicators, advertising expenditure.

Ad Forum Web site: Resources relating to worldwide advertising.

Advertising Association: Federation of trade bodies covering advertising and promotion activities in the United Kingdom.

Another useful category of industry information sources are market research databases such as the following:

AMADEUS: Approximately 1.5 million company profiles covering 32 European countries. The searches can be made across countries to include key financial and contact information and lists can be created.

Business Insights: Provides market research and analysis of several key sectors including healthcare, financial services, energy, telecommunications, high technology as well as consumer markets such as food and drink.

FAME: Detailed financial data for 2.5 million companies in the United Kingdom and Ireland. Expert searching allows for the creation of company lists that can be sorted by turnover, postal code, and other search variables.

Key Note: Provides full text access to over a 1,000 reports covering 30 industry sectors such as information technology and food and drink.

Kompass Worldwide: Covers detailed product and service descriptions of over 1.9 million companies in 70 countries. This represents a key source for manufacturers and suppliers.

Mintel: Coverage relates to a wide range of consumer and lifestyle markets in the United Kingdom.

What is becoming obvious is that today’s contemporary manager still needs additional resources to complement such electronic sources as those identified above. E. Ozgen and R. A. Baron discuss the need to recognize peer support and social networking and suggest that three further sources of key industry information can be found in the nonstandard social sources of mentors, information industry networks, and participation in profession forums. Understanding and using industry information is essential for survival in today’s information economy, yet to attempt to be aware of and be able to use all formal and informal, internal and external information sources is unrealistic.

L. Orna argues that to understand what you need, you have to establish a “meeting place for minds,” in the form of an electronic information product shaped by its users, and arrived at through a co-operative investigation of what’s really going on. Sources of industry information are available, dependent on locality and time spent to identify where and how to access them, but to use them effectively, the key is knowing what the individual and their organization want and why.

[ad_2]