start from scratch
The founders of the company, a pair of Scottish brothers, Charles and mesto, saw that a reliable motor patent contained huge business opportunities. They persuaded john wesley Emerson, a former military officer, judge and lawyer, to become their main investor. Later, it was called Emerson Electric Manufacturing Company. Soon began to explore new uses of this basically untested electrical technology in various domestic and commercial applications.
1892, Emerson sold the first batch of electric fans in the United States, and this product quickly made the company famous. With the development of the company, Emerson has expanded its product line by installing motors on new products such as sewing machines, dental drills, automatic pianos and power tools.
During World War II, Emerson became the world's largest manufacturer of aircraft turrets as a supplier of the US Air Force. In the post-war period, the company faced double challenges, not only to straighten out its seasonal fan production line, but also to deal with fierce competition from larger motor manufacturers.
Focus on diversified business
1954, the new leader of the company, W.R.Persons, directly faces this problem. He updated Emerson's production base and decentralized management, and began a continuous diversification process. The company quickly targeted the high-growth market and made acquisitions, which made Emerson gain a favorable position in the market. Persons reiterated the company's long-term policy of producing parts instead of final products, and made efforts to reduce costs, improve quality and make formal planning.
1973 When Persons stepped down as CEO, Emerson's business scale had grown from more than 4,000 employees in two factories in 1954 to 3,000 employees in 82 factories. The product line has increased from five basic products to hundreds. In this process, Emerson became a diversified product company, with sales approaching $654.38 billion.
Steady traditional growth
From 65438 to 0973, under the leadership of Charles F. Knight, the then CEO, Emerson developed into an important global enterprise, producing advanced technical products for some markets such as telecommunications, electronics, heating, ventilation and air conditioning, and process management. As soon as Knight took office, he expanded and improved a set of professional management procedures that are very famous in the field of enterprise management, emphasizing the overall planning of departments and companies, as well as the annual summary meeting and review.
During 1970 and 1980, Emerson carried out a series of reorganization activities and strategic acquisitions, which enabled the company to reconfigure its core business and diversify its products to enter several promising new fields, including power industry support, computer support, electronic business and process management. 1984, Knight published the Best Cost Producer Manufacturing Strategy, which further emphasized the implementation of more globally competitive standards in terms of quality and cost.
Increase investment
In the 1990s, Emerson continuously upgraded its procedures and product technologies, and greatly increased its overseas sales. Under the leadership of Mr Knight, Emerson has adjusted its development by taking some measures to expand the market and making full use of the company's human and technical resources.
A recent growth measure includes investing $2.5 billion in some subsidiaries, all of which are focused on the fast-growing network energy market. These subsidiaries serve the rapid development of communication industry and the expansion of Internet infrastructure. In 2000, two subsidiaries, Emerson Telecom Products Company and Emerson Energy Systems Company, joined. Our annual sales in core network energy capacity exceed $654.38+0 billion, making Emerson a global leader in highly reliable energy systems. While implementing this growth measure, we created Emerson's network energy business, which is Emerson's largest business brand at present.
Emerson's commercial brand
Emerson's commercial brand is the result of our repositioning, with growth as the goal, more customers as the focus and solutions as the leading factor. Every business brand of Emerson includes a cooperative combination of more than 60 departments in similar industries, and all subsidiaries jointly provide integrated solutions to give our customers a competitive advantage.
Continue to maintain the leading position in the new era.
Under the leadership of David Fan, he served as CEO from June 5, 2000 to 2000 10, and continued to put growth first. Emerson is seeking the company to accelerate its growth through basic expansion in developing regions of the world, rapid technological development and investment in rapidly expanding markets. In operation, the company cultivates the spirit of pre-adventure and forward-looking thinking to instill enthusiasm for growth, which is comparable to Emerson's traditional commitment to continuous improvement.
Emerson started from a small company in St. Louis and grew into a global leader integrating technology and technology, serving customers all over the world wholeheartedly.