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In 1912, Cyrus Stephen Eaton organized the Continental Gas & Electric, one of the earliest of public utility holding companies. Gold BondsBonds were Payable in Gold or Gold Coin to give the impression that they were a more secure investment. Texaco is the name of an American oil company that was merged into Chevron Corporation in 2001. Late 1950s - Bought Paragon Oil, a major fuel oil distribution company in the northeastern United States.1962 - Texaco introduces the "You Can Trust Your Car To The Man Who Wears The Star" campaign.
About Specimen CertificatesSpecimen Certificates are actual certificates that have never been issued. The forms for registering a non profit organization in Delaware are vague and quite minimal. They were usually kept by the printers in their permanent archives as their only example of a particular certificate.
Both Fire Chief and Sky Chief gasolines are promoted as "Climate Controlled" as various blends of both gasolines are distributed to Texaco stations in various parts of the country.1964 - Texaco introduces the "Matawan" service station design at a station in Matawan, New Jersey. White who was 22 years old when he invented a single-thread sewing machine small enough to fit in the palm of a hand. They were usually kept by the printers in their permanent archives as their only example of a particular certificate. I think you will like our free offering here that is designed for Delaware and already includes the required wording for applying for a federal tax exemption. This item has the printed signature of the Company's Chairman of the Board and Secretary and is over 27 years old. Each year this tournament provides some of Delaware's finest student athletes with an opportunity to display their athletic skills in a first-class minor league ball park. This item has the printed signatures of the Company's President, Alfred Pritchard Sloan, Jr.
Features include mansard roofing design, service bays moved to the side of station and sheetrock covering over most exterior walls.1966 - Texaco replaces the long-running banjo sign with a new hexagon logo that had previously been test-marketed with the "Matawan" station design introduced two years earlier.
In 1858, with a patent and a partner, White began making "The New England Sewing Machine," which sold for $10.
Sometimes you will see a hand stamp on the certificate that says "Do not remove from file".Specimens were also used to show prospective clients different types of certificate designs that were available. Sloan, first as a senior executive and later as the head of the organization, helped lead (and grow) GM from the 1920s through the 1950s—decades when concepts such as the annual model change, brand architecture, industrial design, automotive design (styling), and planned obsolescence transformed the industry, and when the industry changed lifestyles and the built environment in America and throughout the world. For many years, Texaco was the only company selling gasoline in all 50 states, but this is no longer true.
New logo features red outline with TEXACO in black bold lettering and small banjo logo with red star and green T at bottom. By 1866, sales were hot enough to prompt White to move from his native Massachusetts to Cleveland, Ohio, to be closer to his suppliers and markets. Its logo features a white star in a red circle (a reference to the lone star of Texas), leading to the long-running advertising jingles "You can trust your car to the man who wears the star" and "Star of the American Road."Texaco is associated with the Havoline brand of motor oil and other automotive products. In fact, many times they are the only way to get a certificate for a particular company because the issued certificates were redeemed and destroyed.
In a few instances, Specimen certificates were made for a company but were never used because a different design was chosen by the company.These certificates are normally stamped "Specimen" or they have small holes spelling the word specimen.
Gasoline products receive name changes with the advent of self-service including Lead-free Texaco to Texaco Unleaded, Fire Chief to Texaco Regular, and Super Lead-free Sky Chief to Texaco Super Unleaded.1984 - Bought Getty Oil (including Tidewater Petroleum). This is an exciting sector of the hobby that has grown in popularity over the past several years. The Getty name and stations in the Northeastern United States were sold to Power Test and are now owned by Lukoil.
Indeed, White diversified as early as 1903--making roller skates, automatic lathes, kerosene lamps, and even cars.

Sheen's religious program for awhile, thus leading to Berle's oft-quoted quip, "We both have the same boss - Sky Chief!"Texaco gasoline comes with Techron, an additive developed by Chevron, as of 2005, replacing the previous CleanSystem3.
When White's sons couldn't convince their father that the steam automobile was worth keeping in production, Windsor and Walter White spun that product division off from White, forming the White Motor Corporation in 1906. To obtain the billions required to pay the verdict, Texaco sold 50% of its interests in marketing east of the Mississippi and Texas and its three Gulf Coast refineries to Saudi Aramco which in turn formed a holding company called Saudi Refining that held the 50% ownership in the new venture called Star Enterprise.1989 - Texaco sells its Canadian refining and marketing operations to Imperial Oil, the Canadian subsidiary of Exxon Corp.
Naturally, all of these advances made the company's sewing machines even more popular, so in 1923, White Sewing stopped manufacturing its other product lines and focused on sewing machines and accessories. The resulting "Teague" Texaco station design was a functional white building with green trimmings featuring one or more service bays for "Washing", "Marfak Lubrication", etc., an office area with large plate glass window for display of tires, batteries and accessories along with "Men" and "Ladies" restrooms featuring Texaco-green tile walls and floors.
The next year, it signed a contract with Sears, Roebuck & Co to supply them with private-label machines: over the next 12 years, White supplied Sears with about 20 percent of their sewing machine output. The Teague station design was typically built of white porcelain tile but local and regional variations could include painted brick, concrete brick and stucco materials. Other features included red Texaco stars on the upper facade on outer sidewalls and above the service bays, and red lettering spelling out "TEXACO" above the office area.
Eventually a subsidiary, which became known as Standard Sewing Equipment Corporation, was formed.With the Great Depression came renewed interest in home sewing. White continued to innovate, introducing the first sewing machine outside of its traditional black models, which was made of a magnesium alloy and was also much lighter than its forebears. Sky Chief was dispensed from a silver gas pump in contrast with the red pump used for Fire Chief gasoline - a move that would last many years until the early 1960s.1939 - Texaco became one of the first oil companies to introduce a "Registered Rest Room" program to ensure that restroom facilities at all Texaco stations nationwide maintained a standard level of cleanliness to the motoring public. The company hired a staff of inspectors who traveled from station to station periodically to ensure that restrooms were up to standard. A new administration building was completed in 1951.The world was a changed place by then, as a strong demand for consumer goods ensued. While White had improved its production methods significantly, and 2,000 machines were rolling forth a day, imported machines from Germany, Italy, and Japan, had begun to swamp the U.S.
In fact, White spent on materials alone what a finished, imported sewing machine cost in the United States.
Even though the company had a hearty $20 million in sales in 1954, it reported a $440,667 net loss and had been on an earning slide for the past six years. In such a changing industry, and world, White could no longer afford to remain a one-product company. When Sears, which represented 40 percent of White's business in the early 1950s, gave its manufacturing contract to the Japanese, the company fully realized the need to diversify.Enter Edward Reddig, an accountant who, upon becoming White's president in 1955, led the charge with a single-mindedness that bordered on ruthless, according to many.
Reddig quickly arranged to have White's machines manufactured overseas, to company specifications, and began slashing costs back home, a program that included firing one-third of White's work force.Reddig also launched an intensive acquisition campaign. One of his targets, Franklin, for example, had lost money in 1964 and 1965, and then had turned a pale profit in 1966; this record was typical of the kind of purchase Reddig sought. As an example of his tenacity in reducing costs, 70 percent of Kelvinator's administrative staff was terminated in the first month after takeover. Among newly acquired companies, research and development was often halted and computer operations were often junked. In 1967, WCI acquired Hupp Corporation, a maker of electric appliances, air conditioners and rangers.By the decade's end, WCI had a comprehensive line of tools, valves, household appliances, and machinery. And its sewing machine operations, being handled overseas, were still regarded as the most innovative in the business. White sewing machines introduced the first overlock system designed for a home sewing machine, the first numbered tension dials, and a recessed cutting system. The machinery and equipment group accounted for about 55 percent of WCI's sales in 1967, valves contributed roughly 20 percent of sales, and about 14 percent of sales came from the sewing division.In early 1970, WCI was approached by its offspring, White Motor Corporation, which proposed a merger. However, the Justice Department soon forced the two to separate, ruling that the resulting company would have had a monopoly, particularly in light of the fact that WCI then owned 30 percent of Allis-Chalmers Mfg.
Allis was a competitor with White Motor in several arenas, and had a few years earlier moved for an antitrust injunction to stop WCI from acquiring further stock.

Despite the fact that the appliance industry was in a slump at this time, Reddig accepting the $700 million acquisition price, since the division would double WCI's appliance business overnight, and add 60 percent to WCI's overall volume. The purchase meant taking more of a punch than was WCI's habit, as the company usually planned one year per company for turnaround. While Kelvinator was coaxed from a $47 million loss in 1947 to breaking even at the end of the next year, Westinghouse would require more work. As more than 60 percent of its business at the time was in manufacturing private label appliances for Sears, Montgomery Ward, and J.C. Penney, among others, WCI welcomed the opportunity to purchase a brand that would help it compete with appliance giants General Electric and Whirlpool.During this time, White Motor was doing so poorly the Justice Department reversed its opposition to the WCI merger in 1976, arguing that White Motor would fail without it. After the White Motor merger was voted down in his absence--the board claimed it was unhappy with the proposed financing--Reddig retired from WCI.
By 1976, WCI had doubled its sales and earnings within four years, passing the billion dollar mark.
Nevertheless, a parting of philosophies was evident in that, besides being no longer a one-man operation, the new team believed in the value of marketing. Part of its plan for turning the new Westinghouse appliance business around was to spend heavily on advertising.At that point, WCI ranked third in appliances, behind General Electric and Whirlpool, who priced aggressively.
Unlike Reddig, the new management at WCI was willing to sell more actively and loosen the reigns on cost in order to compete.
Although an engineering staff was established, and WCI stepped up its advertising budget, the company managed to avoid spending as much on ads as its competitors did, since it sold about half its appliances as private-label brands through the mass merchandisers.
By the late 1970s, WCI was a big-league manufacturer of major home appliances, but still not a household word. In fact, by 1983, WCI was the nation's third largest manufacturer of refrigerators, stoves, and air conditioners. However, while appliances were profitable, sales weren't exploding and machine tools weren't doing well, so WCI's management trio began hunting for a new business to add to the family. The home products division was an umbrella for the widely known Kelvinator, Gibson, Hamilton, Frigidaire, Bendiz, Philco and White-Westinghouse brands.
That year, WCI decided to combine the divisions' four major brands into a single operating unit, to be run out of Columbus, Ohio. Prompting this radical move was the fact that the market had suffered decreasing profits and increasing competition for the previous six months, and WCI was pressed to cut costs. Thus, one effective cost-cutter would be to improve the efficiency of its manufacturing.While tackling this massive change, another dramatic change occurred.
AB Electrolux of Sweden, the largest manufacturer of appliances in Europe, needed to widen its place in the U.S. Underutilized plants were boarded up and product lines were enhanced, in a shift from the no-frills philosophy instilled by Reddig. Electrolux had become the world's largest maker of major appliances, with $9 billion in sales by 1987. Having been cash-strapped just before the transaction, WCI benefited from the financial resources of its new parent.WCI was soon able to acquire Design & Manufacturing's (D&M) dishwasher business, begin building a new highly modern refrigerator plant, and hire a new head for its marketing sector. The sizable D&M deal alone gave WCI a quarter of the country's dishwasher business, making it second only to General Electric. WCI was fortunate to have such a wealthy parent at a time when so many costly changes were needed; working on brand-name recognition alone cost a fortune.
WCI had long staked its fortunes on look-alike models for private labels, which kept costs down; to suddenly invert this strategy and develop distinct products readily recognized and popular with the public was a big change.
In the early and mid-1990s, home appliances and products continued to WCI's largest sector.

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