In 2007, TTI purchased the a hundred year floor care brand “Hoover” from Whirlpool, a home appliance giant, with a price of USD107 million, and combined operations under Royal and Dirt Devil. Roy Chi Ping Chung was granted the title of Justice of the Peace in 2005 due to his great contribution to industrial development. ![]() In 2005, TTI purchased Milwaukee, AEG from Atlas Copco and the power equipment operations from Debro. Pretty soon both companies concluded an agreement, through which TTI provided a product named Broom Vac with the price of USD40, and this product was sold 800,000.ġ. Had more English-speaking employees than other companies in Asia.Ģ. The use of international CAD software facilitated the smooth cooperation with clients (TTI promoted industrial development in Hong Kong).Ĥ. Strong product R&D and product control technology. After the expo, Pudwill reached Merriman saying that TTI can provide small vacuum with lower price. Pudwill met Mike Merriman at an expo in 1995 when facing to market competition, Royal had to reduce the price of its main product-upright vacuum from USD149 to less than USD100. So Pudwill immediately reached Mike Merriman, CEO of Royal, for more details. In the same year, a rumor said that one of TTI’s major clients Royal Appliance (had Royal and Dirt Devil brands), a vacuum cleaner manufacturer, was about to be sold. In 2002, TTI purchased Homelite, an outdoor product brand, from Deere& Company located in Moline, Illinois. Over the years, purchasing Ryobi operations is still considered satisfactory by Pudwill, founder of TTI. Up to today, Home Depot has become the biggest DIY supermarket in North America and for a time it occupied 37% of TTI’s sales performance. To change this situation, TTI made some transformations to this brand and improved product price by 30%, which enhanced this brand.īy owning the brand Ryobi, TTI had an important negotiation with its future major account Home Depot, an American DIY supermarket, and as a result, they signed a series of exclusive supply agreements. At that time Ryobi was deemed as a low-end brand by the market due to its low price. Then TTI made the most important decision to purchase the power equipment brand and operations from Ryobi, a Japanese brand, with a price of USD106 million, when Ryobi intended to sell its power equipment operations in North America. In 1999, TTI purchased Vax, a dust cleaner brand operated under VAX International Ltd, with over USD7 million. In 1990, quality control and market development offered TTI the opportunity to go public in Hong Kong.Īt the beginning of 1990s, fierce competition resulted in gradual decline of annual profit when Pudwill realized the limitation of being an OEM manufacturer and started to make transformation. ![]() Cooperation with Ryobi facilitated the big improvement of quality and technology of TTI products, and brands such as Bissell and Royal also turned to TTI.īenefited by the prosperity of Hong Kong real estate market, TTI gained a 100% return by selling the properties bought 18 months ago, and the money was then used in the establishment of its plant in Dongguan. After negotiation, Ryobi bought 20% shares of TTI and started to place orders with it. However, Craftman didn’t have too much faith in products made in China though they are quite cheap.ġ988 saw a turning point when Ryobi from Japan came to China to look for OEM of power equipment. Within less than one year, shipment quantity of TTI at Kwai Chung container terminal reached 1 million pcs. TTI starts its business by manufacturing electric drill and other equipment for the well-known brand Craftman under Sears Roebuck& Co., S. Horst Pudwill and Roy Chi Ping Chung were in charge of selling and operation management, respectively. Techtronic Industries (TTI) was established in 1985 with an investment of USD 20,000, inspired by the name of ITT, Roy Chi Ping Chung named this company TTI. ![]() Then in 1978, Horst Julius Pudwill established a six-staff trade company together with Roy Chi Ping Chung, which unexpectedly starts a legend.ĭating back to 1980s and 1990s, western countries began to transfer their low-end manufacturing operations to developing economies including China, when lots of Hong Kong and Taiwan enterprises started to become stronger by taking this opportunity. In 1968, Roy Chi Ping Chung, born in Macau, came to Hong Kong for a living and joined International Telephone & Telegraph Corp (ITT) to become a warehouse keeper where he received his first salary of HKD 280 per month.īack to 1970s, Horst Julius Pudwill, a German who was the sales representative of Volkswagen in Asia, together with his Canadian wife came to Hong Kong.
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