martes, 25 de enero de 2011

John Deere History

The story of John Deere, creator of the first self-cleaning steel plow with commercial success is closely tied to the settlement and development of the Midwestern United States, an area that the settlers of the nineteenth century saw it as a land of great opportunities.
John Deere was born in Rutland, Vermont, on February 7, 1804. His childhood and (first) out adolescence spent in Middlebury, Vermont, where he attended public school and was apprenticed to a blacksmith for four years.

Business Acquires Herrero Fame

In 1825 he began his career as a journeyman blacksmith and soon became famous for his wit and good work. His polished hay forks and shovels especially were in great demand in the western part of Vermont. But the economic situation declined in Vermont in the mid 1830's, the future did not look bright for the ambitious young blacksmith. Many people from Vermont emigrated to the West. The stories of great opportunities that came to Vermont to John Deere so excited he decided to abandon his business and join the group of pioneers.

Leaving his wife and family, to come to meet him later, he left with a bundle of tools and a little money. After traveling for several weeks to craft by canals and lakes, and on errands, came to Grand Detour, a town in Illinois had been settled by Leonard Andrus and others from Vermont, his native land. It was badly needed a blacksmith, two days after his arrival in 1836 had already built a forge and was busy serving the community.

The Wrought Iron Plows Served No

There was much to be done - shoeing horses and oxen, repairing plows and other equipment of the pioneer farmers. Farmers Deere explained to the serious problem they faced when trying to plow the fertile soil of the Midwest. The wrought-iron plows they had brought from the east of the country were designed for light and sandy terrain of New England. The rich Midwestern land adhered to the bottom of the plows, it was necessary to stop every few steps to clear the land of the plow. Open the grooves was a slow and laborious. There were many pioneers who, discouraged, they were planning to go or return to East.
John Deere studied the problem and became convinced that a well-polished plow with a plow and fence properly, could cleanse itself as open grooves. Deere built a prototype in 1837, from the broken blade of a saw, and tested on the farm of Lewis Crandall near Grand Detour.

Steel Plow is suitable for the Prairie

The Deere's steel plow proved to be the answer pioneer farmers looking to farm successfully in what was then known as "the West." But Deere's contribution to the advancement of agriculture in the United States far exceeded the creation of a successful steel plow.
According to the custom of that time, blacksmiths manufactured utensils as they received orders from customers. John Deere, however, began to manufacture plows before receiving orders. Manufactured plows and then took them to the countryside to sell - a completely new method of manufacturing and selling in the early days of the pioneers, which plowed through "self-cleaning" of John Deere became famous.

Imported Steel from England

There were many problems to manage a manufacturing business at the border, among other difficulties were few banks, poor transportation and scarce steel. The first John Deere plows had to be made from pieces of steel he could find. In 1843 Deere made arrangements for a shipment of special rolled steel in England. The steel had to cross the Atlantic by steamship, up then by the Mississippi and Illinois rivers by boat and go 40 miles overland by wagon to the little plow factory in Grand Detour.

In 1846, the first plate rolled steel produced in the U.S. plows order was made by John Deere and shipped from Pittsburgh to Moline, Illinois, where it was prepared for use in the Deere factory opened in this population.
Perseverance in the Quality and Investigation
Ten years after creating his first plow, John Deere plows 1.000 produced annually. At that time, Deere's initial business established several principles that the company he founded (continued) complying literally. One was to insist on high standards of quality. John Deere vowed: "I will never put my name on a product without it, the best there is in me."
One of its first members censured Deere always modify their designs. His partner thought it was all lost work as farmers buy whatever they produce. It is said that Deere said, "have no obligation to buy our products, it is more, a competitor could better ourselves and take our customers." Throughout its history Deere & Company has continued to stress the development and improvement of its products. Compared to most companies in this industry, Deere has consistently devoted a higher percentage of their income on research and development.
In 1868, Deere's business was formed in Deere & Company. The following year Charles, the son of John Deere, was elected vice president and treasurer. Later to succeed his father as president.
Charles Deere Company Expands

Charles Deere was a formidable businessman, established outlets (branches) to serve out the network of independent retailers. When Charles Deere died in 1907 the company produced a wide range of steel plows, cultivators, corn and cotton planters and other implements.

In 1911, under the direction of the third president of Deere & Company, William Butterworth, joined six non-competitors Deere agricultural equipment manufacturers, making the company as a manufacturer of whole range of agricultural equipment. In 1918 the company bought Waterloo Gasoline Traction Engine Company in Waterloo, Iowa, as tractors became an important segment of production of John Deere.
Emphasis on Research and Design
Charles Deere Wiman, a great grandson of John Deere, took over the company in 1928. During the modernization of agriculture's emphasis on design and product development resulted in a rapid expansion of the company. Despite the economic crisis hit the country in late 1930, the company had gross sales of $ 100 million (for the first time since its foundation). This happened in 1937, which celebrated its centenary. During World War II, Wiman and then President, Burton Peek continued to insist on product design, putting the company in a favorable competitive position in the market after the war. Before Wiman's death in 1955 the company had been placed firmly among the 100 largest manufacturing companies in the country.
Under the leadership of William A. Hewitt, who ran the company from 1955 to 1982, John Deere experienced one of its greatest periods of expansion. The manufacturing and marketing operations were established worldwide. Deere became the leading producer of agricultural equipment and a major producer of equipment for forestry, construction and lawn care.

Robert A. Hanson, who was president and chief operating officer, succeeded Hewitt as chief executive in 1982 to guide the company during one of the most difficult economic periods. Under his leadership the company emerged as a more dynamic and flexible, prepared to face growing global competition. The company recovered from the turbulent 1980's record high sales and earnings during the last three years of this decade.

Hans W. Becherer was elected president in 1990, succeeding Hanson, with whom she had worked as president and CEO. Becherer had participated actively in the policies that were so successful in settling the company in the new foundations demanded by the 1980's and beyond. Like Hanson, Becherer invested much of his long career in the development of the company's international operations. During his six years as president, the company beat earnings record. Becherer was also one of the leaders of the urban renewal of downtown Moline and development of the Tournament Players Club at Deere Run golf tournament and the PGA John Deere Classic. Becherer retired in 2000.

At the time of retirement in August 2000 Becherer, Robert W. Lane was elected Chairman of the Board of Directors of Deere & Company. And held the post of general director and president. Lane's experience in senior management positions at John Deere is extensive, having been among other leader of the worldwide agricultural equipment division, as well as credit organizations and machinery operations worldwide. This experience, coupled with his professional career in banking, Lane train with the knowledge and background necessary to make John Deere expands its primacy in the global market.

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