 The
sales organization was gradually strengthened under Newcomb Carlton.
One of his first reactions was to realize that the predominantly American
staff, however likeable to their colleagues, were not always acceptable
to British customers and W. W. Blunt, himself American but not markedly
so, gradually made changes to bring about a better balance. J. N.
Bailey, who arrived in 1903 from Parsons', came to turbine sales via
manufacturing and engineering; he was later appointed sales manager
of the mechanical department, where he continued until retirement
in 1944. To turbine sales also came C. S. Richards, a former trainee,
early in 1909.
'Supply'
sales, covering control, switchgear, instruments, meters and transformers,
were organized by D. N. Dunlop, who had P. N. Rand with him on the
switchgear side. Dunlop, already responsible for the whole of the
Westinghouse Companies' publicity on this side of the Atlantic,
took the additional work in his stride, and while studying the economic
and selling problems of the industry, he saw the necessity for a
strong central association that could represent manufacturing interests
in their relations not only with each other but also with municipalities
and the Government. As a result, on the formation of the British
Electrical and Allied Manufacturers' Association in 1911, he left
to become its first director and remained a leading spirit there
for over twenty years.
Under
Dunlop also a 'supplies' department was started in 1907. The works
had been built almost exclusively for making heavy electrical and
mechanical plant, and it was not intended to manufacture supplies
equipment—domestic apparatus, lighting fittings, lamps (other
than arc lamps), cables, and electrical accessories. However there
was a growing market, so Dunlop installed J. Gibson in Long Millgate,
Manchester, to factor a wide range of supplies.
Export
trade was an encouragement from the first. The Company's special
field was the whole of the British Empire except Canada, and it
could also trade in Norway, Sweden and other countries on the Continent.
The French and Russian. Companies operated in their own territories,
but this arrangement was not inflexible, for instance a number of
British turbine and traction plants were soon installed in Russia.
Though the British Company generally used agents of the American
Westinghouse, its export department, organized in London by C. S.
Colton, was very successful. Between 1905 and 1907 the amount of
export business was trebled—a welcome relief from unsatisfactory
conditions at home. Reciprocal arrangements were made with Pittsburgh
for selling in South America and other markets, and towards the
end of 1905 the first overseas office was opened with G K. Chambers
at Johannesburg. From these origins there sprang an export business
that in later years became a third or more of the Company's total
and was a mainstay of prosperity.
GROWTH OF COOPERATION
More intangible but no less important than technical and commercial
efficiency was the spirit prevailing in the works. The greatest
benefits were obtained from social activities, which
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