Small Business Marketing 2020 REVIEWS

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Layer One Networks - 2020 REVIEWS


Layer One

Your focus is on your business. Our focus is on you. Not only do we get IT, we get you.

How We Help

Layer One Networks Can Help Your Business

We are skilled at identifying problems, correcting them as soon as possible, and helping you maintain your daily business activities through your information technology. We have done our job when you can do yours.

Problem: Not Being Able to Work Remotely and Securely

Solution: Cloud Computing and a Cloud Desktop Environment

Your phone isn’t tied to a desk, so why should you be? You can work from anywhere with Layer One Networks’ cloud-based technology. Cloud computing offers secure access to your information, in a format that’s easy to navigate – no matter where you are or what you’re using to access it. You can simplify your IT while optimizing performance, costs, security and control.

Reach out to Layer One Networks for Cloud Computing and a Cloud Desktop Environment.

Cloud ComputingCloud Desktop Environment

Problem: Not Knowing What to Budget for IT

Solution: Managed IT Services

You need to have a handle on what your expenses are going to be in order to run your company in an efficient manner. With a managed IT solution, you know exactly what to budget per user to get all-inclusive IT solutions. You can choose from a variety of service plans that range from routine system maintenance and management to complete IT outsourcing.

Manage your budget with Layer One Networks’ Managed IT Services.

Managed IT Services

Problem: Staying Compliant While Scaling Your Business

Solution: Data Security

You’re growing your business, but need to stay on top of compliance issues. Staying PCI and HIPAA compliant as you grow becomes increasingly complex, but with Layer One Networks’ Data Security services, you get reliability, protection, and consistency, which allows you to focus on productivity.

Count on Layer One Networks for Data Security and Compliance issues.

Data Security

Problem: Important Business Information Left Unprotected

Solution: Backup/Disaster Recovery

When it rains, it pours. Networks and data access can be knocked out without warning. You can’t stop disasters from happening, but we can help you weather the storm with data protection services. Don’t get caught in the rain.

Look to Layer One Networks for Data Protection and Disaster Recovery.

Backup/Disaster Recovery

Problem: No One in the Office Knows What to Do

Solution: IT Consulting and Customer Support

Sometimes it seems like computers have minds of their own, and refuse to work the way you want – especially if your needs are time-critical. You can be plagued by system downtime, viruses, spyware, or losses of productivity due to your computer system’s inconsistency or unreliability, and you may require immediate assistance for your IT needs. With Layer One Networks’ automation and reliability, you get responsive customer support when you need it – and sometimes before you need it. You don’t need to know how to fix things. That’s why we’re here.

Contact us for IT Consulting and dedicated Customer Support.

IT ConsultingCustomer Support
Phone: 361.653.6800
Address: 5705 Gollihar Rd # 1
Corpus Christi, TX 78412
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Allied Signal Inc



AlliedSignal

From Wikipedia, the free encyclopedia
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AlliedSignal, Inc.
Public
Traded asNYSE: ALD
FateAcquisition of and merger with Honeywell Inc.
PredecessorAllied Corp.
SuccessorHoneywell
Founded1985
DefunctDecember 1, 1999
HeadquartersMorristown, New Jersey
RevenueUS$ 15.1 billion (1999)
US$ 1.3 billion (1999)
Number of employees
70400 (1999)

AlliedSignal was an American aerospace, automotive and engineering company created through the 1985 merger of Allied Corp. and Signal Companies. It subsequently purchased Honeywell for $15 billion in 1999, who thereafter adopted the Honeywell name and identity.

AlliedSignal was a member of the Dow Jones Industrial Average from 1985 until February 19, 2008.

Contents

History[edit]

The Allied Chemical & Dye Corporation originated with the 1920 merger of five chemical companies: Barrett Paving Materials (est. 1852), General Chemical Company (est. 1899), National Aniline & Chemical Company (est. 1917), Semet-Solvay Company (est. 1895), and the Solvay Process Company (est. 1881). The consolidation occurred with the backing of chemist William Nichols, who became concerned about dependence on the German chemical industry during World War I, and financier Eugene Meyer. It acquired the Eltra Corporation in 1979.[1]

The company renamed itself the Allied Chemical Corporation in 1958, then simply the Allied Corp. in 1981. Allied merged with the Bendix Corporation in 1983, beginning the company's involvement in aerospace.

The Signal Companies traced their history to the Signal Gasoline company, founded by Samuel B. Mosher in 1922. It renamed itself to Signal Gas & Oil in 1928 to reflect its expanding businesses; by the 1950s, Signal was the largest independent oil company on the West Coast of the United States and Mosher held large stakes in American President Lines and Flying Tiger Line. In 1964, Signal merged with the Garrett Corporation, an aerospace company, and the combined company adopted "The Signal Companies" as its corporate name in 1968.[2]

The merger of Allied and Signal made aerospace the new company's largest business sector.[3] The combined company adopted the name Allied-Signal on September 19, 1985.[4] It dropped the hyphen to become AlliedSignal in 1993 to reinforce a one-company image and signify the full integration of all of its businesses.[5] In 1999, AlliedSignal acquired Honeywell and took its more-recognizable name. The acquisition was meant as a final triumphant move to cap off a long career by AlliedSignal's CEO, Larry Bossidy.[citation needed]

Product range[edit]

Before the merger, Honeywell was an international controls company that developed and supplied advanced technology products, systems and services to aviation and space companies and industry. The product lines of the two companies were complementary, the only principal overlap being avionics.

  • Aerospace
    • Aircraft lighting
    • Aircraft wheels & braking systems
    • Auxiliary power units (APUs)
    • Avionics
    • Engines for regional/business aircraft
    • Environmental control systems (ECS)
    • Flight Recorders (Black boxes)
    • Jet engine fuel control systems
  • Automotive products
    • Autolite - Spark plugs
    • Fram - Air filters, Fuel filters, Oil filters
    • Prestone - Antifreeze
    • Garrett - Turbochargers (Formerly AiResearch)
  • Engineered materials
    • Electronic products
    • Polymers
    • Specialised chemicals
  • Federal Manufacturing and Technology
    • Operates facilities for the United States Department of Energy

As of 2006, Allied-Signal's automotive products included Fram Filters, Autolite Spark Plugs and Prestone Anti-Freeze. The Bendix Corporation had purchased both the Fram and Autolite brands from other companies in 1973. The Prestone brand was acquired in the late 1990s.

See also[edit]

References[edit]

  1. ^ Cook, David T. (April 14, 1982). "Allied Corporation vs. the recession". Christian Science Monitor. Retrieved February 24, 2016.
  2. ^ History.htm History of Honeywell Archived 2009-05-23 at the Wayback Machine
  3. ^ Honeywell - Our History Archived 2008-06-21 at the Wayback Machine
  4. ^ Dow Jones Industrial Average History Archived April 21, 2006, at the Wayback Machine
  5. ^ Honeywell - Our History Archived 2008-06-21 at the Wayback Machine

External links[edit]

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AlliedSignal
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AlliedSignal was an American aerospace, automotive and engineering company created ... AlliedSignal, Inc.
Predecessor‎: ‎Allied Corp.
Defunct‎: ‎December 1, 1999
Revenue‎: ‎US$ 15.1 billion (1999)
Headquarters‎: ‎Morristown, New Jersey
Alternative Titles: Allied Chemical & Dye Corporation, Allied Chemical Corporation, Allied Corporation, Allied-Signal Inc. AlliedSignal, former American ...
AlliedSignal is a leading manufacturer of aerospace systems and components that later merged with Honeywell International, Inc., in 1999. The corporation was ...
Jun 7, 1999 - As expected, Allied Signal Inc., the diversified manufacturer, and Honeywell Inc., the Minneapolis-based maker of electronic controls, will ...

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Allied Signal Inc is headquartered in the United States. The company's line of business includes the manufacturing of industrial inorganic chemicals.
Company History: AlliedSignal Inc., formed from the acquisition of Signal Companies, Inc. by Allied Corporation on August 6, 1985, is one of the largest industrial ...
Feb 6, 2020 - Allied Signal, Inc. was founded in 1920 under the company name Allied Chemical & Dye Corporation. The company manufactured products ...
Allied Signal Inc. is a company based out of 1100 Worldwide Boulevard, Hebron, Kentucky, United States. Company size: 1-10 employees. Headquarters: Hebron, ...
Jun 7, 1999 - AlliedSignal Inc., the No. 1 seller of flight-safety systems, has agreed to buy Honeywell Inc. for $13.8 billion in stock to expand its aerospace ...
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AlliedSignal was an American aerospace, automotive and engineering company created through the 1985 merger of Allied Corp. and Signal Companies. It subsequently purchased Honeywell for $15 billion in 1999, who thereafter adopted the Honeywell name and identity. Wikipedia
Number of employees: 70,400 (1999)
Founded: 1985
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AlliedSignal Inc.

Views 3,624,412Updated Apr 02 2020

AlliedSignal Inc.

101 Columbia RoadMorristown, New Jersey 07962-2497U.S.A.(973) 455-2000Fax: (973) 455-4807Web site: http://www.alliedsignal.com

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Public CompanyIncorporated: 1920 as the Allied Chemical & Dye CorporationEmployees: 76,600Sales: $13.97 billion (1996)Stock Exchanges: New York Pacific Midwest Amsterdam Basel Frankfurt Geneva London Paris ZurichSICs: 2819 Industrial Inorganic Chemicals, Not Elsewhere Classified; 2821 Plastics Materials, Nonvulcanizable Elastomers & Synthetic Resins; 2823 Cellulosic Man-Made Fibers; 2824 Synthetic Organic Fibers Except Cellulosic; 2869 Industrial Organic Chemicals, Not Elsewhere Classified; 2899 Chemicals & Chemical Preparations, Not Elsewhere Classified; 3081 Unsupported Plastics Film & Sheet; 3083 Laminated Plastics, Plate, Sheet & Profile Shapes; 3089 Plastic Products, Not Elsewhere Classified; 3492 Fluid Power Valves & Hose Fittings; 3511 Steam, Gas & Hydraulic Turbines; 3593 Fluid Power Cylinders & Actuators; 3594 Fluid Power Pumps & Motors; 3672 Printed Circuit Boards; 3714 Motor Vehicle Parts & Accessories; 3724 Aircraft Engines & Engine Parts; 3728 Aircraft Parts & Auxiliary Equipment, Not Elsewhere Classified; 3812 Navigation, Guidance, Search & Detection Systems & Instruments; 5013 Motor Vehicle Supplies & New Parts; 5015 Motor Vehicle Parts, Used

AlliedSignal Inc., formed from the acquisition of Signal Companies, Inc. by Allied Corporation on August 6, 1985, is one of the largest industrial corporations in the world. The company provides a wide range of products for many industries, including aerospace and automotive parts, chemicals, fibers, plastics, and advanced materials. AlliedSignal has its roots in the chemical industry and has had experiences from its earliest days in acquiring and holding subsidiaries. It may be said that Allied-Signal, formerly Allied, was born large and has been gaining ground ever since.

Five Companies Merged to Form Allied in 1920

The outbreak of World War I convinced several executives in the fledgling American chemical industry that the United States should contest the German lead in this field. Among them were Dr. William H. Nichols, a respected chemist and president of General Chemical Company; Eugene Meyer, a publisher and financier; and Meyers protégé, Orlando F. Weber. Meyers efforts bore fruit on December 17, 1920, with the formation of the Allied Chemical & Dye Corporation, a merger of five companies which among them provided the new company with four basic ingredients of the chemical industry of the day: acids, alkalies, coal tar, and nitrogen. The acids were furnished by General Chemical, founded in 1899, whose president, Dr. Nichols, became Allieds first chairman. The alkalies were contributed by the Solvay Process Company, founded in 1881, and, like General Chemical, the leading American company in its field at the time of the creation of Allied. The Barrett Company, founded in 1858, was by 1920 the largest manufacturer of coal tar products in the United States, while Semet-Solvay, founded in 1895, was a builder and operator of coke ovens, a byproduct of which is coal tar. The National Aniline & Chemical Company, founded in 1917, at first merely supplied aniline oil, a substance used in making dyes, but its head, Orlando F. Weber, became Nicholss successor and moved the new company into the production of nitrogen.

Although it was Eugene Meyers financial genius that had created Allied, it was Webers personality and management style that influenced Allieds methods of doing business for generations to come, for good and for ill. Orlando Franklin Weber was born on October 6, 1878, in Grafton, Wisconsin. His father was a secretary of the Federated Trades Council in Milwaukee and a socialist labor leader. The younger Weber, however, was drawn to private enterprise. He first opened a bicycle shop and then went into the automobile business, starting an agency in Chicago for the Pope-Toledo car in 1902. From Chicago he moved to Detroit and then to New York where he came to the attention of Meyer. Meyer put Weber in charge of the 1915 reorganization of Maxwell, an early automobile company whose name was to linger in the public mind long after the company folded, thanks to the jokes of Jack Benny. Weber followed Meyer into the War Finance Corporation during World War I and, as a result, became interested in the chemical industry. Since Webers National Aniline had come through the war in the best financial shape of the five companies that formed Allied, it was only natural that Meyer should turn to his young associate to run the new chemical company.

Weber, first as president then as chairman, appropriated funds for a large plant to be built at Hopewell, Virginia, to fix nitrogen from the air for the production of synthetic ammonia. Ammonia could be turned into nitric acid which, when combined with the soda ash made by the Solvay component of Allied, produces sodium nitrate, a substance with an agricultural use as fertilizer and a military use as an ingredient in explosives. By the end of the 1920s Allied was doing a thriving business making and selling basic chemicals to the rest of American industry.

Important as this achievement was, it was on the financial aspect of running the company that Orlando Webers personality left its most enduring mark. Weber was a mathematical genius who had a grasp of the most complicated and detailed economic theories and who could, when called upon, discuss them by the hour with no notes. He was also highly secretive, keeping vital information about the company locked up in his personal safe and sharing this information with as few people in company management as possible. He was regarded by many of those that knew him as an autocrat who refused to spend any more of his companys money than absolutely necessary.

The beneficial consequences of this unusual collection of personality traits was that, since Weber was a strong believer in a large reserve of liquid assets, Allied was able to survive the Great Depression relatively unscathed. From 1921 through 1939 Allied had no funded debt, never borrowed from banks, and paid a dividend every year, including 1932, the worst year of the Depression. The harmful consequences of Webers eccentric personality were, first of all, a refusal by Allied to engage in basic research leading to new products. Weber justified this decision by maintaining that he did not want to compete with the companies that were Allieds customers. This policy, however, left Allied with a shrinking share of the market after World War II when new chemical products were introduced. Secondly, Webers penchant for secrecy got him into trouble with his stockholders, to whom he refused to issue detailed reports, and eventually with the Securities and Exchange Commission which, in 1934, charged him with failing to provide enough information to allow government agencies to determine whether Allied was making or losing money. Weber justified his reticence by claiming that he needed to protect company secrets. Nevertheless, this secrecy, combined with his autocracy, resulted in the fact that the highest executives in the company were not conversant with the overall operation of the company when he retired in 1935. This gap in expertise was to plague Allied for the next 30 years.

Webers autocracy took many forms, some petty and others significant. During his tenure, and for several years thereafter, Allied executives were forbidden to have their pictures taken for the media, forbidden to allow their biographies to appear in Whos Who in America, and forbidden to take part in meetings of trade associations. More significantly, lateral communication between executives within the company was made cumbersome. If, for example, the plant manager for ammonia wished to speak with the plant manager for soda ash, then each manager had to ask permission from their respective vice-presidents in order for the conversation to take place. The vice-presidents, in turn, would have to ask Weber. Weber himself could make this system work because he was the original guiding spirit of the company and consequently knew where each piece of the mosaic of company operations fit. When he left, however, Allieds corporate bureaucracy remained in place without anyone of Webers talents to organize all the pieces.

Post-Weber Years Were Ones of Decline

Weber himself was the cause of this knowledge vacuum, as it were, at Allied. In order to keep Charles Nichols, son of the scholarly Dr. Nichols, and the Solvay family from taking control of the company, Weber put Allied in the hands of accountants. These accountants knew little of the chemical industry but were the next three chairmen of Allied: Henry Atherton, Fred Emmerich, and Glen B. Miller.

During their term of office, from 1935 to 1959, Allied made moneyparticularly during World War IIbecause basic chemicals were essential to the war effort, but its plants became obsolete. In 1935, under the chairmanship of Emmerich, Allied borrowed $200 million to modernize its plants. Emmerich found himself unable to update company policy, however, because division heads had acquired complete autonomy. No vice-president could make any decision without the concurrence of every other vice-president.

Company Perspectives:

Our vision: We will be one of the worlds premier companies, distinctive and successful in everything we do.

Glen B. Miller, Emmerichs successor, created the jobs of research vice-president and marketing vice-president, positions that had not existed at Allied previously. The company continued to drift without any coherent company policy or long-term strategy, however, because of the advanced age of its management. Kirby H. Fisk, who had experience in insurance and finance, was put in charge in 1959 and arranged a merger with Union Texas Natural Gas in 1962. Fisk then died of a heart attack, and Allieds board could not agree on a successor. A troika emerged: Chester M. Brown, who had a background in operations, became president and chief executive officer; Harry S. Ferguson, the accountants champion, became chief administrative officer and chairman of the executive committee; and Howard Marshall, head of Union Texas before the merger, continued to run the petroleum concern but now with a strong voice in Allieds boardroom. Since there was no agreement as to who should be chairman of the board, the position was left vacant. Finally, Frederick Beebe, a member of Allieds board representing the interests of Eugene Meyer (Webers mentor), set in motion the complicated legal machinery that reorganized the board of directors and brought in John T. Connor, a former Secretary of Commerce under Lyndon Johnson, to be president in 1967 and chairman of the board in 1969.

Recovery Began in Late 1960s

The accession of Connor marked the beginning of Allieds recovery. Connor found that Allied showed earnings on paper during the terms of his predecessors by means of unorthodox accounting methods, all perfectly legal but masking the fact that Allied had slipped from first to sixth place in the American chemical industry. In the 12 years of his involvement with Allied, Connor improved the corporate staff by hiring his own people, appropriated larger expenditures for the companys more profitable businesses, such as oil and gas, and moved the company away from its orientation on basic chemicals and toward intermediate and end products that utilize chemicals.In May 1979 Edward L. Hennessy, Jr., arrived on the scene to further Allieds recovery and turn it into Allied-Signal, a more dynamic and promising company than its predecessors. Whether by accident or design, Allieds board chose as the new chairman of the board, president, and CEO a leader whose personality and abilities were similar to those traits of Orlando Webers that proved beneficial to the company. Like Weber, Hennessy was an expert at mathematics, careful with corporate assets, and decisive. Unlike Weber, however, Hennessy was direct and explicit rather than secretive (though at times somewhat brusque) and, more importantly, devoted to the research and development that Weber shunned.

After taking charge, Hennessy directed Allied to the forefront of scientific and technological advances, sometimes at the expense of the chemical business conducted by Allied at the time of its formation. In September 1979, for instance, Allied discontinued its operations in coke, coal, and paving materials, selling its paving materials business, its Detroit, Michigan, and Ashland, Kentucky, coke plants, and two coal mines. Hennessy followed the lead of Connor in this policy, who had sold off the Barrett Company in 1967. These moves were prudent, since more money could be made in other areas, but they so changed the nature of the companys business that it became misleading to think of the modern Allied-Signal as primarily a chemical company.

Hennessys positive contributions were largely in the area of acquiring high-tech businesses: Eltra in 1979, Bendix in 1983 (as a result of that companys ill-starred attempt to take over Martin Marietta), and Signal Companies, Inc., in 1985. Subsequently, Allied-Signals business was conducted in three segments: aerospace/electronics (later known as just aerospace), automotive, and engineered materials. In 1985 the aerospace/ electronics segment accounted for 39 percent of Allied-Signals revenues, the automotive segment for 27 percent, and the engineered materials segment for 22 percent.In 1985 Allied-Signal lost $279 million, the first loss in the companys history. This loss was attributed by Hennessy to the establishment of

The Henley Group, Inc., a company formed from all of Allied-Signals businesses outside the three business segments mentioned above, and to restructuring the bureaucracy of the company to a more modern configuration (all told, the company took $725 million in write-offs in 1985). In spite of this loss, sales in the aerospace/electronics segment rose 27 percent in 1985 and edged up one percent in the engineered materials segment. Sales in the automotive segment (components for brake systems, air and fuel filters, turbocharging equipment, and spark plugs) declined by four percent.Hennessy remained Allied-Signals CEO until July 1991 (and was chairman until year-end 1991). Although he had streamlined the company considerably through numerous divestments, including the 1986 spinoff of Henley and the sale of 7 more subsidiaries in 1987 for a total of $1.8 billion, and had increased revenues to a peak of $12.34 billion in 1990, Hennessy did notaccording to many observerspay enough attention to the companys profitability and allowed company debt to reach dangerously high levels. During the late 1980s and in 1990, Allied-Signals after-tax return on sales were only in the 3.7 to 4.4 percent range; in 1991 the company was hurt further by the recession and it posted a net loss of $273 million. Meanwhile, long-term debt as a percent of total capital ranged from 30.8 to 34.9 percent.

Bossidy Era (1992-) Brought Host of Transformations

Larry Bossidy, the person brought in to succeed Hennessy, moved boldly and ruthlessly to transform AlliedSignal in a few short years (the hyphen in the company name was dropped in 1993). Bossidy had spent 34 years at General Electric Co., moving to AlliedSignal after having ascended to the position of vice-chairmannumber two to GEs chairman, Jack F. Welch, Jr., a well-known slash-and-burn type manager.

Bossidy quickly initiated a housecleaning at AlliedSignal, most evident in the decline in the company workforce from 98,300 employees in 1991 to just 76,600 in 1996. Unprofitable business units were jettisoned; many of these were small, but a few were quite significant: the 1992 sale of the companys remaining 39 percent stake in Union Texas Petroleum for $940 million in net proceeds; the April 1996 sale of its braking business to Robert Bosch GmbH for $1.5 billion; and the November 1997 sale of its safety restraints business to BREED Technologies, Inc. for $710 million in cash. Capital spending was slashed, and Bossidy worked to change the corporate culture into a less bureaucratic, more team-oriented one, with resulting annual increases in productivity of almost six percent. These and other streamlining moves resulted in an AlliedSignal that was more profitableafter-tax return on sales was 7.3 percent in 1996and less burdened by debt, as long-term debt as a percent of total capital was cut to 22.2 percent by 1996.

Under Bossidys leadership, AlliedSignal also became much more selective with its acquisitions. Major acquisitions of note were limited to that of the $375 million purchase of the Lycoming Turbine Engine Division of Textron Inc. in 1994; the $245 million acquisition from Hoechst AG of a 95.8 percent interest in specialty chemicals manufacturer Riedel-de Haén AG in 1995; the estimated $400 million purchase of Presione Products Corp., a maker of antifreeze and other auto-care products, in mid-1997; the June 1997 acquisition of Grimes Aerospace, a maker of aircraft lighting systems, from buyout firm Forstmann Little & Co.; and the October 1997 purchase of Astor Holdings Inc., a privately held maker of specialty waxes, adhesives, and sealants that fit well with AlliedSignals burgeoning specialty chemicals division. The increased acquisitions activity of 1997 seemed to indicate an attempt to leverage the companys increasingly healthy state; in fact, the specialty chemical division alone set a goal in 1996 of doubling its $1 billion in annual revenue by 2000, with such acquisitions as Astor Holdings paving the way.

Continuous change continued to mark the Bossidy era as the company in October 1997 announced a restructuring whereby its three-sector structure was replaced by one consisting of the following 11 business units: Turbocharging Systems; Engines; Aerospace Equipment Systems; Electronics and Avionics Systems; Aerospace Marketing Sales & Service; Federal Manufacturing & Technologies; Automotive Products Group; Truck Brake Systems; Specialty Chemicals; Polymers; and Electronic Materials (the first six of these had comprised the Aerospace sector, the next two the Automotive sector, and the last three the Engineered Materials sector). This restructuring succeeded in eliminating a layer of management, and, in a press release, Bossidy said that each of the 11 business units is a significant factor in its market and has global reach, world-class talent, and the critical mass to operate autonomously. Removing the sector layer will enable these businesses to make faster decisions and serve customers with greater speed, flexibility, and cost effectiveness.

By the late 1990s, AlliedSignalthanks largely to its bold leaderwas the envy of much of the industrial world. The companys great potential seemed to have finally been fulfilled. In the years to come, AlliedSignal was likely to continue to seek complementary acquisitionsincreasingly outside the United Statesas well as growing organically, in its quest to remain one of the top industrial corporations in the world.

Principal Subsidiaries

AlliedSignal International Finance Corporation; EM Sector Holdings Inc.; AlliedSignal Avionics Inc.; AlliedSignal Power Systems, Inc.; AlliedSignal Technologies Inc.; AlliedSignal Technical Services Corporation.

Principal Operating Units

Turbocharging Systems; Engines; Aerospace Equipment Systems; Electronics and Avionics Systems; Aerospace Marketing Sales & Service; Federal Manufacturing & Technologies; Automotive Products Group; Truck Brake Systems; Specialty Chemicals; Polymers; Electronic Materials.

ABOUT THIS ARTICLE

AlliedSignal Inc.


Further Reading

Barr, Stephen, Built for Speed, Business Journal of New Jersey, April 1993, pp. 50-53.

Best, James D., The Digital Organization: AlliedSignals Success with Business Technology, New York: Wiley, 1997, 234 p.

Byrne, Harlan S., Allied-Signal Inc.: The Shuffling Over, It Nurtures a Profitable Blend of Businesses, Barrons, June 18, 1990, pp. 49-50.

Cunningham, Mary, with Fran Schumer, Powerplay: What Really Happened at Bendix, New York: Linden Press/Simon and Schuster, 1984, 286 p.

Gilbert, Nick, CEO of the Year: Larry Bossidy of AlliedSignal, Financial World, March 29, 1994, pp. 44, 48, 50, 52.

Hager, Bruce, Taking an Ax to Allied, Business Week, November 4, 1991, p. 70.

Hennessy, Edward L., Allied Corporation: Strength Through Diversification, New York: Newcomen Society, 1984, 24 p.

Jackson, Tony, Creating a Common Set of Values, Financial Times, June 5, 1997, p. 16.

Larry Bossidy Wont Stop Pushing, Fortune, January 3, 1997, pp. 135-37.

McClenahen, John S., 52 Fiefdoms No More: How CEO Larry Bossidy Is Making AlliedSignal into a Premier Company, Industry Week, January 20, 1997, pp. 58-60, 62-63.

McCoy, Michael, AlliedSignal Wants to Double Specialty Chemical Operations, Chemical Market Reporter, April 28, 1997, pp. 1, 37.

Mehta, Stephanie N., Restructuring Is Announced by AlliedSignal, Wall Street Journal, October 2, 1997, p. A6.

Nulty, Peter, Small Payoffs from Big Deals, Fortune, December 7, 1987, pp. 139, 142-43, 146.

Olcott, John W., New Allied-Signal Chairman Stresses Customer Service, Business & Commercial Aviation, February 1992, p. 34.

Smith, Bruce A., Leaner AlliedSignal Looks to Sustain Gains, Aviation Week & Space Technology, May 31, 1993, pp. 81-83.

Stewart, Thomas A., Allied-Signals Turnaround Blitz, Fortune, November 30, 1992, pp. 72-76.

Tully, Shawn, So, Mr. Bossidy, We Know You Can Cut. Now Show Us How to Grow, Fortune, August 21, 1995, pp. 70-73, 76, 78, 80.

Willoughby, Jack, The Cardinal Rule, Forbes, April 7, 1986, p. 34.

updated by David E. Salamie
International Directory of Company Histories

ABOUT THIS ARTICLE

AlliedSignal Inc.

AlliedSignal Inc. History



Company History:

AlliedSignal Inc., formed from the acquisition of Signal Companies, Inc. by Allied Corporation on August 6, 1985, is one of the largest industrial corporations in the world. The company provides a wide range of products for many industries, including aerospace and automotive parts, chemicals, fibers, plastics, and advanced materials. AlliedSignal has its roots in the chemical industry and has had experiences from its earliest days in acquiring and holding subsidiaries. It may be said that Allied-Signal, formerly Allied, was born large and has been gaining ground ever since.

Five Companies Merged to Form Allied in 1920

The outbreak of World War I convinced several executives in the fledgling American chemical industry that the United States should contest the German lead in this field. Among them were Dr. William H. Nichols, a respected chemist and president of General Chemical Company; Eugene Meyer, a publisher and financier; and Meyer's protégé, Orlando F. Weber. Meyer's efforts bore fruit on December 17, 1920, with the formation of the Allied Chemical & Dye Corporation, a merger of five companies which among them provided the new company with four basic ingredients of the chemical industry of the day: acids, alkalies, coal tar, and nitrogen. The acids were furnished by General Chemical, founded in 1899, whose president, Dr. Nichols, became Allied's first chairman. The alkalies were contributed by the Solvay Process Company, founded in 1881, and, like General Chemical, the leading American company in its field at the time of the creation of Allied. The Barrett Company, founded in 1858, was by 1920 the largest manufacturer of coal tar products in the United States, while Semet-Solvay, founded in 1895, was a builder and operator of coke ovens, a byproduct of which is coal tar. The National Aniline & Chemical Company, founded in 1917, at first merely supplied aniline oil, a substance used in making dyes, but its head, Orlando F. Weber, became Nichols's successor and moved the new company into the production of nitrogen.

Although it was Eugene Meyer's financial genius that had created Allied, it was Weber's personality and management style that influenced Allied's methods of doing business for generations to come, for good and for ill. Orlando Franklin Weber was born on October 6, 1878, in Grafton, Wisconsin. His father was a secretary of the Federated Trades Council in Milwaukee and a socialist labor leader. The younger Weber, however, was drawn to private enterprise. He first opened a bicycle shop and then went into the automobile business, starting an agency in Chicago for the Pope-Toledo car in 1902. From Chicago he moved to Detroit and then to New York where he came to the attention of Meyer. Meyer put Weber in charge of the 1915 reorganization of Maxwell, an early automobile company whose name was to linger in the public mind long after the company folded, thanks to the jokes of Jack Benny. Weber followed Meyer into the War Finance Corporation during World War I and, as a result, became interested in the chemical industry. Since Weber's National Aniline had come through the war in the best financial shape of the five companies that formed Allied, it was only natural that Meyer should turn to his young associate to run the new chemical company.

Weber, first as president then as chairman, appropriated funds for a large plant to be built at Hopewell, Virginia, to fix nitrogen from the air for the production of synthetic ammonia. Ammonia could be turned into nitric acid which, when combined with the soda ash made by the Solvay component of Allied, produces sodium nitrate, a substance with an agricultural use as fertilizer and a military use as an ingredient in explosives. By the end of the 1920s Allied was doing a thriving business making and selling basic chemicals to the rest of American industry.

Important as this achievement was, it was on the financial aspect of running the company that Orlando Weber's personality left its most enduring mark. Weber was a mathematical genius who had a grasp of the most complicated and detailed economic theories and who could, when called upon, discuss them by the hour with no notes. He was also highly secretive, keeping vital information about the company locked up in his personal safe and sharing this information with as few people in company management as possible. He was regarded by many of those that knew him as an autocrat who refused to spend any more of his company's money than absolutely necessary.

The beneficial consequences of this unusual collection of personality traits was that, since Weber was a strong believer in a large reserve of liquid assets, Allied was able to survive the Great Depression relatively unscathed. From 1921 through 1939 Allied had no funded debt, never borrowed from banks, and paid a dividend every year, including 1932, the worst year of the Depression. The harmful consequences of Weber's eccentric personality were, first of all, a refusal by Allied to engage in basic research leading to new products. Weber justified this decision by maintaining that he did not want to compete with the companies that were Allied's customers. This policy, however, left Allied with a shrinking share of the market after World War II when new chemical products were introduced. Secondly, Weber's penchant for secrecy got him into trouble with his stockholders, to whom he refused to issue detailed reports, and eventually with the Securities and Exchange Commission which, in 1934, charged him with failing to provide enough information to allow government agencies to determine whether Allied was making or losing money. Weber justified his reticence by claiming that he needed to protect company secrets. Nevertheless, this secrecy, combined with his autocracy, resulted in the fact that the highest executives in the company were not conversant with the overall operation of the company when he retired in 1935. This gap in expertise was to plague Allied for the next 30 years.

Weber's autocracy took many forms, some petty and others significant. During his tenure, and for several years thereafter, Allied executives were forbidden to have their pictures taken for the media, forbidden to allow their biographies to appear in Who's Who in America, and forbidden to take part in meetings of trade associations. More significantly, lateral communication between executives within the company was made cumbersome. If, for example, the plant manager for ammonia wished to speak with the plant manager for soda ash, then each manager had to ask permission from their respective vice-presidents in order for the conversation to take place. The vice-presidents, in turn, would have to ask Weber. Weber himself could make this system work because he was the original guiding spirit of the company and consequently knew where each piece of the mosaic of company operations fit. When he left, however, Allied's corporate bureaucracy remained in place without anyone of Weber's talents to organize all the pieces.

Post-Weber Years Were Ones of Decline

Weber himself was the cause of this knowledge vacuum, as it were, at Allied. In order to keep Charles Nichols, son of the scholarly Dr. Nichols, and the Solvay family from taking control of the company, Weber put Allied in the hands of accountants. These accountants knew little of the chemical industry but were the next three chairmen of Allied: Henry Atherton, Fred Emmerich, and Glen B. Miller.

During their term of office, from 1935 to 1959, Allied made money--particularly during World War II--because basic chemicals were essential to the war effort, but its plants became obsolete. In 1935, under the chairmanship of Emmerich, Allied borrowed $200 million to modernize its plants. Emmerich found himself unable to update company policy, however, because division heads had acquired complete autonomy. No vice-president could make any decision without the concurrence of every other vice-president.

Glen B. Miller, Emmerich's successor, created the jobs of research vice-president and marketing vice-president, positions that had not existed at Allied previously. The company continued to drift without any coherent company policy or long-term strategy, however, because of the advanced age of its management. Kirby H. Fisk, who had experience in insurance and finance, was put in charge in 1959 and arranged a merger with Union Texas Natural Gas in 1962. Fisk then died of a heart attack, and Allied's board could not agree on a successor. A troika emerged: Chester M. Brown, who had a background in operations, became president and chief executive officer; Harry S. Ferguson, the accountants' champion, became chief administrative officer and chairman of the executive committee; and Howard Marshall, head of Union Texas before the merger, continued to run the petroleum concern but now with a strong voice in Allied's boardroom. Since there was no agreement as to who should be chairman of the board, the position was left vacant. Finally, Frederick Beebe, a member of Allied's board representing the interests of Eugene Meyer (Weber's mentor), set in motion the complicated legal machinery that reorganized the board of directors and brought in John T. Connor, a former Secretary of Commerce under Lyndon Johnson, to be president in 1967 and chairman of the board in 1969.

Recovery Began in Late 1960s

The accession of Connor marked the beginning of Allied's recovery. Connor found that Allied showed earnings on paper during the terms of his predecessors by means of unorthodox accounting methods, all perfectly legal but masking the fact that Allied had slipped from first to sixth place in the American chemical industry. In the 12 years of his involvement with Allied, Connor improved the corporate staff by hiring his own people, appropriated larger expenditures for the company's more profitable businesses, such as oil and gas, and moved the company away from its orientation on basic chemicals and toward intermediate and end products that utilize chemicals.

In May 1979 Edward L. Hennessy, Jr., arrived on the scene to further Allied's recovery and turn it into Allied-Signal, a more dynamic and promising company than its predecessors. Whether by accident or design, Allied's board chose as the new chairman of the board, president, and CEO a leader whose personality and abilities were similar to those traits of Orlando Weber's that proved beneficial to the company. Like Weber, Hennessy was an expert at mathematics, careful with corporate assets, and decisive. Unlike Weber, however, Hennessy was direct and explicit rather than secretive (though at times somewhat brusque) and, more importantly, devoted to the research and development that Weber shunned.

After taking charge, Hennessy directed Allied to the forefront of scientific and technological advances, sometimes at the expense of the chemical business conducted by Allied at the time of its formation. In September 1979, for instance, Allied discontinued its operations in coke, coal, and paving materials, selling its paving materials business, its Detroit, Michigan, and Ashland, Kentucky, coke plants, and two coal mines. Hennessy followed the lead of Connor in this policy, who had sold off the Barrett Company in 1967. These moves were prudent, since more money could be made in other areas, but they so changed the nature of the company's business that it became misleading to think of the modern Allied-Signal as primarily a chemical company.

Hennessy's positive contributions were largely in the area of acquiring high-tech businesses: Eltra in 1979, Bendix in 1983 (as a result of that company's ill-starred attempt to take over Martin Marietta), and Signal Companies, Inc., in 1985. Subsequently, Allied-Signal's business was conducted in three segments: aerospace/electronics (later known as just aerospace), automotive, and engineered materials. In 1985 the aerospace/electronics segment accounted for 39 percent of Allied-Signal's revenues, the automotive segment for 27 percent, and the engineered materials segment for 22 percent.

In 1985 Allied-Signal lost $279 million, the first loss in the company's history. This loss was attributed by Hennessy to the establishment of The Henley Group, Inc., a company formed from all of Allied-Signal's businesses outside the three business segments mentioned above, and to restructuring the bureaucracy of the company to a more modern configuration (all told, the company took $725 million in write-offs in 1985). In spite of this loss, sales in the aerospace/electronics segment rose 27 percent in 1985 and edged up one percent in the engineered materials segment. Sales in the automotive segment (components for brake systems, air and fuel filters, turbocharging equipment, and spark plugs) declined by four percent.

Hennessy remained Allied-Signal's CEO until July 1991 (and was chairman until year-end 1991). Although he had streamlined the company considerably through numerous divestments, including the 1986 spinoff of Henley and the sale of 7 more subsidiaries in 1987 for a total of $1.8 billion, and had increased revenues to a peak of $12.34 billion in 1990, Hennessy did not&mdashcording to many observers--pay enough attention to the company's profitability and allowed company debt to reach dangerously high levels. During the late 1980s and in 1990, Allied-Signal's after-tax return on sales were only in the 3.7 to 4.4 percent range; in 1991 the company was hurt further by the recession and it posted a net loss of $273 million. Meanwhile, long-term debt as a percent of total capital ranged from 30.8 to 34.9 percent.

Bossidy Era (1992--) Brought Host of Transformations

Larry Bossidy, the person brought in to succeed Hennessy, moved boldly and ruthlessly to transform AlliedSignal in a few short years (the hyphen in the company name was dropped in 1993). Bossidy had spent 34 years at General Electric Co., moving to AlliedSignal after having ascended to the position of vice-chairman--number two to GE's chairman, Jack F. Welch, Jr., a well-known slash-and-burn type manager.

Bossidy quickly initiated a housecleaning at AlliedSignal, most evident in the decline in the company workforce from 98,300 employees in 1991 to just 76,600 in 1996. Unprofitable business units were jettisoned; many of these were small, but a few were quite significant: the 1992 sale of the company's remaining 39 percent stake in Union Texas Petroleum for $940 million in net proceeds; the April 1996 sale of its braking business to Robert Bosch GmbH for $1.5 billion; and the November 1997 sale of its safety restraints business to BREED Technologies, Inc. for $710 million in cash. Capital spending was slashed, and Bossidy worked to change the corporate culture into a less bureaucratic, more team-oriented one, with resulting annual increases in productivity of almost six percent. These and other streamlining moves resulted in an AlliedSignal that was more profitable--after-tax return on sales was 7.3 percent in 1996--and less burdened by debt, as long-term debt as a percent of total capital was cut to 22.2 percent by 1996.

Under Bossidy's leadership, AlliedSignal also became much more selective with its acquisitions. Major acquisitions of note were limited to that of the $375 million purchase of the Lycoming Turbine Engine Division of Textron Inc. in 1994; the $245 million acquisition from Hoechst AG of a 95.8 percent interest in specialty chemicals manufacturer Riedel-de Haën AG in 1995; the estimated $400 million purchase of Prestone Products Corp., a maker of antifreeze and other auto-care products, in mid-1997; the June 1997 acquisition of Grimes Aerospace, a maker of aircraft lighting systems, from buyout firm Forstmann Little & Co.; and the October 1997 purchase of Astor Holdings Inc., a privately held maker of specialty waxes, adhesives, and sealants that fit well with AlliedSignal's burgeoning specialty chemicals division. The increased acquisitions activity of 1997 seemed to indicate an attempt to leverage the company's increasingly healthy state; in fact, the specialty chemical division alone set a goal in 1996 of doubling its $1 billion in annual revenue by 2000, with such acquisitions as Astor Holdings paving the way.

Continuous change continued to mark the Bossidy era as the company in October 1997 announced a restructuring whereby its three-sector structure was replaced by one consisting of the following 11 business units: Turbocharging Systems; Engines; Aerospace Equipment Systems; Electronics and Avionics Systems; Aerospace Marketing Sales & Service; Federal Manufacturing & Technologies; Automotive Products Group; Truck Brake Systems; Specialty Chemicals; Polymers; and Electronic Materials (the first six of these had comprised the Aerospace sector, the next two the Automotive sector, and the last three the Engineered Materials sector). This restructuring succeeded in eliminating a layer of management, and, in a press release, Bossidy said that each of the 11 business units "is a significant factor in its market and has global reach, world-class talent, and the critical mass to operate autonomously. Removing the sector layer will enable these businesses to make faster decisions and serve customers with greater speed, flexibility, and cost effectiveness."

By the late 1990s, AlliedSignal--thanks largely to its bold leader--was the envy of much of the industrial world. The company's great potential seemed to have finally been fulfilled. In the years to come, AlliedSignal was likely to continue to seek complementary acquisitions--increasingly outside the United States&mdash well as growing organically, in its quest to remain one of the top industrial corporations in the world.

Principal Subsidiaries: AlliedSignal International Finance Corporation; EM Sector Holdings Inc.; AlliedSignal Avionics Inc.; AlliedSignal Power Systems, Inc.; AlliedSignal Technologies Inc.; AlliedSignal Technical Services Corporation.

Principal Operating Units: Turbocharging Systems; Engines; Aerospace Equipment Systems; Electronics and Avionics Systems; Aerospace Marketing Sales & Service; Federal Manufacturing & Technologies; Automotive Products Group; Truck Brake Systems; Specialty Chemicals; Polymers; Electronic Materials.

Further Reading:

  • Barr, Stephen, "Built for Speed," Business Journal of New Jersey, April 1993, pp. 50--53.
  • Best, James D., The Digital Organization: AlliedSignal's Success with Business Technology, New York: Wiley, 1997, 234 p.
  • Byrne, Harlan S., "Allied-Signal Inc.: The Shuffling Over, It Nurtures a Profitable Blend of Businesses," Barron's, June 18, 1990, pp. 49--50.
  • Cunningham, Mary, with Fran Schumer, Powerplay: What Really Happened at Bendix, New York: Linden Press/Simon and Schuster, 1984, 286 p.
  • Gilbert, Nick, "CEO of the Year: Larry Bossidy of AlliedSignal," Financial World, March 29, 1994, pp. 44, 48, 50, 52.
  • Hager, Bruce, "Taking an Ax to Allied," Business Week, November 4, 1991, p. 70.
  • Hennessy, Edward L., Allied Corporation: Strength Through Diversification, New York: Newcomen Society, 1984, 24 p.
  • Jackson, Tony, "Creating a Common Set of Values," Financial Times, June 5, 1997, p. 16.
  • "Larry Bossidy Won't Stop Pushing," Fortune, January 3, 1997, pp. 135--37.
  • McClenahen, John S., "'52 Fiefdoms' No More: How CEO Larry Bossidy Is Making AlliedSignal into a Premier Company," Industry Week, January 20, 1997, pp. 58--60, 62--63.
  • McCoy, Michael, "AlliedSignal Wants to Double Specialty Chemical Operations," Chemical Market Reporter, April 28, 1997, pp. 1, 37.
  • Mehta, Stephanie N., "Restructuring Is Announced by AlliedSignal," Wall Street Journal, October 2, 1997, p. A6.
  • Nulty, Peter, "Small Payoffs from Big Deals," Fortune, December 7, 1987, pp. 139, 142--43, 146.
  • Olcott, John W., "New Allied-Signal Chairman Stresses Customer Service," Business & Commercial Aviation, February 1992, p. 34.
  • Smith, Bruce A., "Leaner AlliedSignal Looks to Sustain Gains," Aviation Week & Space Technology, May 31, 1993, pp. 81--83.
  • Stewart, Thomas A., "Allied-Signal's Turnaround Blitz," Fortune, November 30, 1992, pp. 72--76.
  • Tully, Shawn, "So, Mr. Bossidy, We Know You Can Cut. Now Show Us How to Grow," Fortune, August 21, 1995, pp. 70--73, 76, 78, 80.
  • Willoughby, Jack, "The Cardinal Rule," Forbes, April 7, 1986, p. 34.

Source: International Directory of Company Histories, Vol. 22. St. James Press, 1998.

Address:
101 Columbia RoadMorristown, New Jersey 07962-2497U.S.A.
Telephone: (973) 455-2000Fax: (973) 455-4807Website: www.alliedsignal.com
Public CompanyIncorporated: 1920 as the Allied Chemical & Dye CorporationEmployees: 76,600Sales: $13.97 billion (1996)Stock Exchanges: New York Pacific Midwest Amsterdam Basel Frankfurt Geneva London Paris ZurichSICs: 2819 Industrial Inorganic Chemicals, Not Elsewhere Classified; 2821 Plastics Materials, Nonvulcanizable Elastomers & Synthetic Resins; 2823 Cellulosic Man-Made Fibers; 2824 Synthetic Organic Fibers Except Cellulosic; 2869 Industrial Organic Chemicals, Not Elsewhere Classified; 2899 Chemicals & Chemical Preparations, Not Elsewhere Classified; 3081 Unsupported Plastics Film & Sheet; 3083 Laminated Plastics, Plate, Sheet & Profile Shapes; 3089 Plastic Products, Not Elsewhere Classified; 3492 Fluid Power Valves & Hose Fittings; 3511 Steam, Gas & Hydraulic Turbines; 3593 Fluid Power Cylinders & Actuators; 3594 Fluid Power Pumps & Motors; 3672 Printed Circuit Boards; 3714 Motor Vehicle Parts & Accessories; 3724 Aircraft Engines & Engine Parts; 3728 Aircraft Parts & Auxiliary Equipment, Not Elsewhere Classified; 3812 Navigation, Guidance, Search & Detection Systems & Instruments; 5013 Motor Vehicle Supplies & New Parts; 5015 Motor Vehicle Parts, Used

Company Perspectives:

Our vision: We will be one of the world's premier companies, distinctive and successful in everything we do.

AlliedSignal to Acquire Honeywell for $13.8 Billion

JUNE 7, 1999
12 AM
FROM BLOOMBERG NEWS
MORRISTOWN, N.J. —

AlliedSignal Inc., the No. 1 seller of flight-safety systems, has agreed to buy Honeywell Inc. for $13.8 billion in stock to expand its aerospace business and diversify, a person familiar with the situation said Sunday.

AlliedSignal would swap 1.875 share for each share of Honeywell, the world’s largest maker of automated controls. AlliedSignal also would assume $1.5 billion in debt. The exchange values Honeywell at $109.45 a share, a 14% premium to its closing price Thursday before speculation of a buyout. Honeywell shares rose nearly 10% Friday to close at $105 on the New York Stock Exchange.

The combined company would have complementary aerospace businesses, and Honeywell’s other businesses would help offset slumps in the aerospace industry. The combination also would provide a successor to AlliedSignal Chief Executive Lawrence Bossidy, 64, who’s been reluctant to name an heir.

Both companies declined to comment on the proposed deal.

ADVERTISING

“Now you basically have combined two essentially strong aerospace providers,” said Todd Ernst, a Prudential Securities analyst. “You are going to have more leverage in the commercial aerospace market. It’s a phenomenal deal for AlliedSignal shareholders.”

The merged company, which would have $25 billion in revenue, would be called Honeywell and would be based in Morristown, N.J., where AlliedSignal has its headquarters. Honeywell’s base in Minneapolis would be closed. About 4,500 jobs would be cut from the combined company, leaving it with about 120,000 employees.

Bossidy would be the new company’s chairman until his retirement on April 1. Michael Bonsignore, 58, chairman and CEO of Honeywell, would be chief executive and become chairman upon Bossidy’s retirement.

The combined company would be able to insulate itself more from the swings in the aerospace industry as airlines retrofit and upgrade their flight systems.

Honeywell makes climate-control systems, thermostats and air cleaners for commercial buildings and homes. It also makes aircraft-guidance systems, cockpit systems, flight-management and communication systems and industrial controls, which monitor and regulate machinery.

AlliedSignal makes aircraft equipment and safety systems, including collision-avoidance devices, navigation products and radios. The aerospace division had sales of $4.87 billion last year, or about 32% of the total revenue of $15.1 billion.

AlliedSignal also makes diesel-engine turbochargers, specialty chemicals, electronic materials, industrial and nylon fibers. It also has an automotive consumer-products line, which include Prestone antifreeze, Fram filters and Autolite spark plugs.


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Allied Signal, Inc.

Allied Signal, Inc. was founded in 1920 under the company name Allied Chemical & Dye Corporation. The company manufactured products across several industries, and primarily used asbestos in their refractory products and friction products.

Allied Signal, Inc. and its subsidiaries manufactured asbestos products until the 1980s. The company currently operates under the recognizable Honeywell name and identity after acquiring the company in 1999. They now manage four business units, including aerospace, automation and control solutions, transportation systems and specialty materials. Although the company no longer uses asbestos, they faced thousands of lawsuits due to their heavy use of asbestos in products such as automotive parts, engineered materials and aerospace technology. This led to an established trust fund under the North American Refractories Company (NARCO) in order to sufficiently pay individuals who have been exposed to asbestos, resulting in mesothelioma or other asbestos-related diseases.

01. HISTORY OF ASBESTOS USE

Allied Signal, Inc. History of Asbestos Use

Quick Facts
  • Years in Operation: 1920 – present
  • Location: Morristown, New Jersey
  • Production: Chemicals, refractory products, friction products
  • Asbestos Trust: Yes

Allied Signal, Inc. began as a chemical company, serving as an international leader of ammonia production in the late 1920s in Hopewell, Virginia. Under the leadership of Dr. William H. Nichols, a chemist and president of General Chemical Company, and Eugene Meyer, a Washington Post publisher and financier, they underwent several mergers, acquisitions and rebrands of the company name.

Throughout their history, the company acquired major companies like Union Texas Natural Gas and Bendix Corporation in 1962, merged with Signal Companies in 1985 and acquired Honeywell in 1999. These mergers and acquisitions helped them to expand to aerospace, automotive and engineered material industries. This also meant the asbestos products they manufactured expanded across these industries.

Asbestos was at peak use in the 1900s, especially in the automotive and aerospace industries. During the time of peak asbestos use, Allied Signal was quickly expanding and acquiring companies in these major industries. Refractory products, typically used in furnaces and kilns as heat-resistant materials, were manufactured by North American Refractories Company (NARCO), which Honeywell owned from 1979 – 1986. Friction products were manufactured by Honeywell’s Bendix friction materials business. These products included automotive brake parts, which were composed of encapsulated chrysotile asbestos.

Aerospace products, such as aircraft lighting systems, adhesives and sealants were also part of their catalog of products. Asbestos was commonly used in these materials, as aircrafts are commonly high-heat areas. When any of these products become worn down or otherwise disturbed, however, their harmful fibers can be inhaled or ingested, leading to mesothelioma or other asbestos-related diseases.

02. ASBESTOS PRODUCTS

Allied Signal, Inc. Asbestos Products

Many asbestos products were manufactured by Allied Signal, Inc. and its subsidiaries from the 1960s through the late 1970s. The asbestos products manufactured spanned across several industries, which included products such as automotive materials, cement and other materials.

Allied Signal, Inc. Products Containing AsbestosExpand List of Products Containing Asbestos
03. OCCUPATIONAL EXPOSURE

Allied Signal, Inc. and Occupational Exposure

Due to the widespread use of asbestos throughout the 1900s, thousands of workers across several industries were exposed to the hazardous mineral on the job. Factory workers, plant workers and repairmen for vehicles and aircrafts were often exposed to asbestos while manufacturing and working with Allied Signal’s asbestos products. Their families were also put at risk of secondary exposure when workers bring home asbestos fibers on their clothing.

Occupations Affected by Allied Signal, Inc. Asbestos Use
04. ASBESTOS LITIGATION

Asbestos Litigation Against Allied Signal, Inc.

When Allied Signal, Inc. acquired and merged with companies such as NARCO, Bendix and Honeywell, they also adopted their liabilities in regards to cases of injury and illness with asbestos-containing materials.

In 2009, Honeywell International Inc. reported asbestos-related liabilities of $1.69 billion. Bendix-related asbestos claims were estimated at $566 million.

Today, Honeywell continues to face mesothelioma lawsuits as a result of past exposure from products produced by subsidiaries Allied Signal, NARCO, Bendix and more. In January 2019, the family of Ronald Burlie Thomas was awarded $18.5 million by Honeywell and other companies as a result of asbestos exposure on the job. Thomas was a mechanic who was exposed to asbestos through brake linings manufactured by Bendix, among other asbestos-containing materials.

Thomas was diagnosed with mesothelioma as a result of his exposure. He passed away before the trial ended, but the jury determined the brakes, along with other asbestos-containing parts manufactured by other companies, were a direct cause of his mesothelioma.

05. ASBESTOS TRUST FUND

Allied Signal, Inc. Asbestos Trust Fund

Allied Signal, Inc., who acquired Honeywell in 1999, operates under the North American Refractories Company Asbestos Personal Injury Settlement Trust, as the company was formerly owned by Honeywell from 1979 – 1986. The trust fund was first introduced in 2005, but it was not put into practice until 2013, when it began accepting asbestos claims. The trust began settling asbestos and mesothelioma lawsuits the following year. The initial funding for the trust was $420 million, a result of combined funds from Honeywell and HarbisonWalker International, the new owner of NARCO.

There is a current 100% payment percentage for settled claims through the trust. The amount paid for claims varies depending on a claimant’s individual case, and estimates often reflect base-level values. Factors such as age, severity of condition, exposure and the law firm’s history with these cases can all impact payout values.

Written byTara StrandSenior Content Writer

Tara Strand specializes in researching and writing about asbestos, raising awareness and advocating for a ban.

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Reviewed ByJennifer LucarelliLegal Advisor and Contributor

Jennifer Lucarelli is a partner at the law firm of Early, Lucarelli, Sweeney & Meisenkothen, specializing in asbestos litigation.

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