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In 1985, Enron was created the Houston Natural Gas Company in Houston. Beginning Enron was an operator of interstate gas pipelines. In 1989 Enron diversified into trading energy related commodities. After few years, Enron becomes the largest trader of energy in the US and the UK. In 1994 Enron becomes the largest seller of electricity in the US as well. Enron goes ahead with a program to reconstruct its corporate look to a new, stylish-looking, more modern, environmentally aware type of company in 1997. It introduces a new corporate symbol and acquires Zond Corporation; it is one of the leading developers of wind energy power. The purchase leads to the control of the Enron Renewable Energy Corporation. Enron announces that it is entering the marketplace with new weather derivative products in addition to trade and energy in such ephemera as weather derivatives, Enron is already buying and selling pulp, cellulose, paper, plastics, metals, fertilizer and bandwidth. In 1999 Enron growth was so big, that it became involved in about a quarter of all energy deals in the world. Enron was quite disliked in the developing world thanks to the major scandal it was involved with in India. Enron agrees to pay 100 million dollars over the period of 30 years for the naming rights to Houston's new ballpark; from now on it is proudly called the Enron Field. In the same year Enron Energy Services makes its first billion-dollar transaction with the Suiza Foods, and soon afterwards, Enron launches Enron Online, the first global Web based commodity trading site. The year 2000, a Fortune magazine survey names Enron "The Most Innovative Company in America" for the fifth consecutive year, Enron's ranked 24^th among 100 of nation's best employers. The Energy Financial Group ranks Enron the 6th largest energy company in the world at the beginning of the same year. In 2000, Enron and its new strategic investors are IBM and America Online launched the so called New Power Company, the first national energy service provider for small businesses and residential in newly deregulated U.S. energy markets. After one year, Enron chief executive officer Jeff Skilling resigns after running the company for just six months. Chairman and former CEO Ken Lay returns to his position atop Enron. In 2001, Enron reports a $638 million third quarter loss and announces a $1.2 billion reduction in shareholder equity, partly related to diverse partnerships run by Andrew Fastow, its' chief financial officer. A few days later Enron acknowledges that the Securities and Exchange Commission made an inquiry into a possible conflict of interest related to the company's operations with those partnerships. Just two days later Enron breaks off its relationship with Fastow's partnership and fires him. At the same year October 27th, Enron borrows more than US $ 3 billion, in a move that is supposed to boost the confidence of the customers and investors. After four days, Enron announces that the SEC inquiry has been advanced to a formal investigation. At November 1st, Enron obtains yet another US $1 billion in new loans, using its pipelines as collateral. On November 6^th, the price of Enron's stock drops below US $10 a share down from its 52-week high of US $84.87 on December. The reports caused the stampede and collapse of Enron's share prices. Enron's was now firmly on the path to its end.