With $10.6 billion in 2006 revenues, up 67% for the year, Google commands at least 31% of all Web ad revenues. Now, CEO Eric Schmidt is pushing into print ads through deals with newspapers, and into radio through its 2005 acquisition of dMarc, a company that connects advertisers with radio stations. This year it’s even taking a shot at Microsoft with online services aimed squarely at the software giant’s stronghold: office software.

With $10.6 billion in 2006 revenues, up 67% for the year, Google commands at least 31% of all Web ad revenues. Now, CEO Eric Schmidt is pushing into print ads through deals with newspapers, and into radio through its 2005 acquisition of dMarc, a company that connects advertisers with radio stations. This year it’s even taking a shot at Microsoft with online services aimed squarely at the software giant’s stronghold: office software.

Women everywhere know a good bag can be a better investment than a designer dress or power suit. Coach is successfully cashing in on this fashion wisdom, marketing bags with names like Hamptons Weekend to style-conscious shoppers from urban fashionistas to upscale suburban moms. It’s also extending the brand to secondary categories, including jewelry, launched just last year. CEO Lew Frankfort insists the brand is “vibrant,” adding that “our opportunities, notably in our home market, are boundless.”

The company successfully produced a one-pill-a-day HIV treatment drug that brought in sales of $205.7 million through December—a strong launch for a drug that analysts estimate could become a $2 billion-a-year hit. In October, CEO John Martin made a big push to diversify beyond HIV treatments, paying $2.5 billion for biotech company Myogen. That company’s experimental drug to treat a rare form of hypertension could be approved by the FDA later this year. Gilead is also working on new drugs to treat cystic fibrosis and hepatitis.

Nucor has long been known as the best operator in the steel business. For most of its history, Nucor only grew organically, but under CEO Daniel DiMicco the company has found it’s often cheaper to buy than build. Now executives export the Nucor way to a series of acquired plants: In the past year, it has bought Connecticut Steel, Harris Steel Group, and the assets of Verco Manufacturing. These help broaden Nucor’s product line and support its migration into higher-margin products.

Under CEO Keith Rattie, the company has rapidly added new natural gas reserves at low cost. Questar combs over old fields at greater depths than ever by using the latest drilling technologies. The company reaps most of its revenue from exploration, but also owns gas pipelines and a natural gas utility serving more than 800,000 customers in Utah. Revenue from those other businesses provide a nice cushion to help offset the ebb and flow of natural gas prices—and keep Questar’s earnings and dividends flowing.

Amid a flurry of mergers and investment in refining, conservatively run Sunoco has gotten record results while sticking largely to its knitting. Since 2003 revenues have more than doubled, and net income has more than tripled. The refiner processes mostly light, sweet crude oil into gasoline, heating oil, kerosene, and other products.

Verizon had a banner year in 2006. The telecom provider signed up more wireless customers than any other operator, its business unit began to grow for the first time in years, and it launched its risky yet bold TV service. The moves are part of CEO Ivan Seidenberg’s plan to transform Verizon into a diversified giant offering voice, Internet tie-ups, and wireless and TV services. It all seems to be jelling: Shares are up 24%, their largest gain since 1999.