FIDES TU12P/B CHASSIS Z3468/A CRT TUBE SYLVANIA ST4700A.

-------------------------------------------------------------------------------------

Sylvania Electric Products was a U.S. manufacturer of diverse electrical equipment, including at various times radio transceivers, vacuum tubes, semiconductors, and mainframe computers. They were one of the companies involved in the development of the COBOL programming language.


Sylvania started as Hygrade Sylvania Corporation when NILCO, Sylvania and Hygrade Lamp Company merged into one company in 1931. In 1939, Hygrade Sylvania started preliminary research on fluorescent technology, and later that year, introduced the first linear, or tubular, fluorescent lamp ever made. It was featured at the 1939 New York World's Fair.


Sylvania was also a manufacturer of both vacuum tubes and transistors.

In 1942, the company changed its name to Sylvania Electric Products Inc. (note no comma)

In 1959, Sylvania Electronics merged with General Telephone to form General Telephone and Electronics (GTE)

Through merger and acquisitions, the Company became a significant, but never dominating supplier of electrical distribution equipment, including transformers and switchgear, residential and commercial load centers and breakers, pushbuttons, indicator lights and other hard-wired devices. All were manufactured and distributed under the brand name GTE Sylvania, with the name Challenger used for it light commercial and residential product lines.

GTE Sylvania contributed to the technological advancement of electrical distribution products in the late 70's with several interesting product features. At the time, they were the leading supplier of vacuum cast coil transformers, manufactured in their Hampton, VA plant. Their transformers featured aluminum primary winding and were cast using relatively inexpensive molds, allowing them to produce cast coil transformers in a variety of KVA capacities, primary and secondary voltages and physical coil sizes, including low profile coils for mining and other specialty applications. They also developed the first medium voltage 3 phase panel that could survive a dead short across two phases. Their pateneted design used bus bar encapsulated in a thin coating of epoxy and then bolted together across all three phases, using special non-conductive fittings.

By 1981 GTE had made the decision to exit the electrical distribution equipment market and began selling off its product lines and manufacturing facilities. The Challenger line, mostly manufactured at the time in Jackson, MS, was sold to a former officer of GTE, who used the Challenger name as the name of his new company. Challenger flourished, and was eventually sold to Westinghouse, and later Eaton Corporation. By the mid 80's the GTE Sylvania electrical equipment product line and name was no more.

In 1993 GTE exited the lighting business to concentrate on its core telecomms operations. The European, Asian and Latin American operations are now under the ownership of Havells Sylvania. With the acquisition of the North American division by Osram GmbH in January 1993 Osram Sylvania Inc. was established.

In the early 1980s, GTE Sylvania sold the rights to the name Sylvania and Philco for use on consumer electronics equipment only, to Holland's NV Philips. This marked the end of Sylvania's TV production in Batavia, NY, USA and Smithfield, NC, USA. The Sylvania Smithfield plant later became Channel Master. The rights to the Sylvania name in many countries are held by the U.S. subsidiary of the German company Osram which, itself, is a subsidiary of Siemens AG (NYSE:SI). The Sylvania brand name is owned worldwide, apart from Australia, Canada, Mexico, New Zealand, Puerto Rico and the USA, by Havells Sylvania, headquartered in London, England.



GTE Corporation (formerly General Telephone & Electronics Corporation) was the largest of the "independent" US telephone companies during the days of the Bell System. It acquired the third largest independent, Continental Telephone (ConTel) in 1991.[1] They also owned Automatic Electric, a telephone equipment supplier similar in many ways to Western Electric, and Sylvania Lighting, the only non-communications-oriented company under GTE ownership. GTE provided local telephone service to a large number of areas of the U.S. through operating companies, much like how American Telephone & Telegraph provided local telephone service through its 22 Bell Operating Companies.

The company also acquired BBN Planet, one of the earliest Internet service providers, in 1997. That division became known as GTE Internetworking, and was later spun off into the independent company Genuity (a name recycled from another Internet company GTE acquired in 1997) as part of the GTE-Bell Atlantic merger that created Verizon.

GTE operated in Canada via large interests in subsidiary companies such as BC TEL and Quebec-Téléphone. When foreign ownership restrictions on telecommunications companies were introduced, GTE's ownership was grandfathered. When BC Tel merged with Telus (the name given the privatized Alberta Government Telephones (AGT)) to create BCT.Telus, GTE's Canadian subsidiaries were merged into the new parent, making it the second-largest telecommunications carrier in Canada. As such, GTE's successor, Verizon Communications, was the only foreign telecommunications company with a greater than 20% interest in a Canadian carrier, until Verizon completely divested itself of its shares in 2004.[2]

In the Caribbean, CONTEL purchased several major stakes in the newly independent countries of the British West Indies (Namely in Barbados, Jamaica, and Trinidad and Tobago).[3][4][5]

Prior to GTE's merger with Bell Atlantic, GTE also maintained an interactive television service joint-venture called GTE mainStreet (sometimes also called mainStreet USA[citation needed]) as well as an interactive entertainment and video game publishing operation, GTE Interactive Media.


History

GTE's heritage can be traced to 1918, when three Wisconsin public utility accountants (John F. O'Connell, Sigurd L. Odegard, and John A. Pratt) pooled $33,500 to purchase the Richland Center Telephone Company, serving 1,466 telephones in the dairy belt of southern Wisconsin. In 1920 the three accountants formed a corporation, Commonwealth Telephone Company, with Odegard as president, Pratt as vice-president, and O'Connell as secretary. Richland Center Telephone became part of Commonwealth Telephone, which quickly purchased telephone companies in three nearby communities. In 1922 Pratt resigned as vice-president and was replaced by Clarence R. Brown, a former Bell System employee.

By the mid-1920s Commonwealth had extended beyond Wisconsin borders and purchased the Belvidere Telephone Company in Illinois. It also diversified into other utilities by acquiring two small Wisconsin electrical companies. Expansion was stepped up in 1926, when Odegard secured an option to purchase Associated Telephone Company of Long Beach, California and proceeded to devise a plan for a holding company, to be named Associated Telephone Utilities Company. An aggressive acquisition program was quickly launched in eastern, midwestern, and western states, with the company using its own common stock to complete transactions.

During its first six years, Associated Telephone Utilities acquired 340 telephone companies, which were consolidated into 45 companies operating more than 437,000 telephones in 25 states. By the time the stock market bottomed out in October 1929, Associated Telephone Utilities was operating about 500,000 telephones with revenues approaching $17 million.

In January 1930 a new subsidiary, Associated Telephone Investment Company, was established. Designed to support its parent's acquisition program, the new company's primary business was buying company stock in order to bolster its market value. Within two years the investment company had incurred major losses, and a $1 million loan had to be negotiated. Associated Telephone Investment was dissolved but not before its parent's financial plight had become irreversible, and in 1933 Associated Telephone Utilities went into receivership.



General Telephone

The company was reorganized that same year and resurfaced in 1935 as General Telephone Corporation, operating 12 newly consolidated companies. John Winn, a 26-year veteran of the Bell System, was named president. In 1936 General Telephone created a new subsidiary, General Telephone Directory Company, to publish directories for the parent's entire service area.

Like other businesses, the telephone industry was under government restrictions during World War II, and General Telephone was called upon to increase services at military bases and war-production factories. Following the war, General Telephone reactivated an acquisitions program that had been dormant for more than a decade and purchased 118,000 telephone lines between 1946 and 1950. In 1950 General Telephone purchased its first telephone-equipment manufacturing subsidiary, Leich Electric Company, along with the related Leich Sales Corporation.

By 1951, General Telephone's assets included 15 telephone companies operating in 20 states. In 1955 Theodore Gary & Company, the second-largest independent telephone company, which had 600,000 telephone lines, was merged into General Telephone, which had grown into the largest independent outside the Bell System. The merger gave the company 2.5 million lines. Theodore Gary's assets included telephone operations in the Dominican Republic, British Columbia, and the Philippines, as well as Automatic Electric, the second-largest telephone equipment manufacturer in the U.S. It also had a subsidiary, named the General Telephone and Electric Corporation, formed in 1930 with the Transamerica Corporation and British investors to compete against ITT.[9]

In 1959 General Telephone and Sylvania Electric Products merged, and the parent's name was changed to General Telephone & Electronics Corporation (GT&E). The merger gave Sylvania - a leader in such industries as lighting, television and radio, and chemistry and metallurgy - the needed capital to expand. For General Telephone, the merger meant the added benefit of Sylvania's extensive research and development capabilities in the field of electronics. Power also orchestrated other acquisitions in the late 1950s, including Peninsular Telephone Company in Florida, with 300,000 lines, and Lenkurt Electric Company, Inc., a leading producer of microwave and data transmissions system.

In 1960 the subsidiary GT&E International Incorporated was formed to consolidate manufacturing and marketing activities of Sylvania, Automatic Electric, and Lenkurt, outside the United States. During the early 1960s the scope of GT&E's research, development, and marketing activities was broadened. In 1963 Sylvania began full-scale production of color television picture tubes, and within two years it was supplying color tubes for 18 of the 23 domestic U.S. television manufacturers. About the same time, Automatic Electric began supplying electronic switching equipment for the U.S. defense department's global communications systems, and GT&E International began producing earth-based stations for both foreign and domestic markets. GT&E's telephone subsidiaries, meanwhile, began acquiring community-antenna television systems (CATV) franchises in their operating areas.

In 1964 GT&E president Leslie H. Warner orchestrated a deal that merged Western Utilities Corporation, the nation's second-largest independent telephone company, with 635,000 telephones, into GT&E. The following year Sylvania introduced the revolutionary four-sided flashcube, enhancing its position as the world's largest flashbulb producer. Acquisitions in telephone service continued under Warner during the mid-1960s. Purchases included Quebec Telephone in Canada, Hawaiian Telephone Company, and Northern Ohio Telephone Company and added a total of 622,000 telephone lines to GT&E operations. By 1969 GT&E was serving ten million telephones.

In March 1970 GT&E's New York City headquarters was bombed by a radical antiwar group in protest of the company's participation in defense work. In December of that year the GT&E board agreed to move the company's headquarters to Stamford, Connecticut.

After initially proposing to build separate satellite systems, GT&E and its telecommunications rival, American Telephone & Telegraph, announced in 1974 joint venture plans for the construction and operation of seven earth-based stations interconnected by two satellites. That same year Sylvania acquired name and distribution rights for Philco television and stereo products. GTE International expanded its activities during the same period, acquiring television manufacturers in Canada and Israel and a telephone manufacturer in Germany.

In 1976 newly elected chairman Theodore F. Brophy reorganized the company along five global product lines: communications, lighting, consumer electronics, precision materials, and electrical equipment. GTE International was phased out during the reorganization, and GTE Products Corporation was formed to encompass both domestic and foreign manufacturing and marketing operations. At the same time, GTE Communications Products was formed to oversee operations of Automatic Electric, Lenkurt, Sylvania, and GTE Information Systems. In 1979, another reorganization soon followed under new president Theodore F. Vanderslice. GTE Products Group was eliminated as an organizational unit and GTE Electrical Products, consisting of lighting, precision materials, and electrical equipment, was formed. Vanderslice also revitalized the GT&E Telephone Operating Group in order to develop competitive strategies for anticipated regulatory changes in the telecommunications industry.

In 1979, GTE purchased Telenet to establish a presence in the growing packet switching data communications business. GTE Telenet was later included in the US Telecom joint venture.



1980s

GT&E sold its consumer electronics businesses, including the accompanying brand names of Philco and Sylvania in 1980, after watching revenues from television and radio operations decrease precipitously with the success of foreign manufacturers. Following AT&T's 1982 announcement that it would divest 22 telephone operating companies, GT&E made a number of reorganization moves.

In 1982 the company adopted the name GTE Corporation and formed GTE Mobilnet Incorporated to handle the company's entrance into the new cellular telephone business. In 1983 GTE sold its electrical equipment, brokerage information services, and cable television equipment businesses. That same year, Automatic Electric and Lenkurt were combined as GTE Network Systems.

GTE became the third-largest long-distance telephone company in 1983 through the acquisition of Southern Pacific Communications Company. At the same time, Southern Pacific Satellite Company was acquired, and the two firms were renamed GTE Sprint Communications Corporation and GTE Spacenet Corporation, respectively. Through an agreement with the Department of Justice, GTE conceded to keep Sprint Communications separate from its other telephone companies and limit other GTE telephone subsidiaries in certain markets. In December 1983 Vanderslice resigned as president and chief operating officer.


1990s

In 1990 GTE reorganized its activities around three business groups: telecommunications products and services, telephone operations, and electrical products. That same year, GTE and Contel Corporation announced merger plans that would strengthen GTE's telecommunications and telephone sectors.

Following action or review by more than 20 governmental bodies, in March 1991 the merger of GTE and Contel was approved. Over half of Contel's $6.6 billion purchase price, $3.9 billion, was assumed debt. In April 1992, James L. "Rocky" Johnson retired after 43 years at GTE, remaining on the GTE board of directors as Chairman Emeritus. Charles "Chuck" Lee was named to succeed Mr. Johnson. Mr. Lee's first order of business was reduction of that obligation. He sold GTE's North American Lighting business to a Siemens affiliate for over $1 billion, shaved off local exchange properties in Idaho, Tennessee, Utah, and West Virginia to generate another $1 billion, divested its interest in Sprint in 1992, and sold its GTE Spacenet satellite operations to General Electric in 1994.

The Telecommunications Act of 1996, promised to encourage competition among local phone providers, long distance services, and cable television companies. Many leading telecoms prepared for the new competitive realities by aligning themselves with entertainment and information providers. GTE, on the other hand, continued to focus on its core operations, seeking to make them as efficient as possible.

Among other goals, GTE's plan sought to double revenues and slash costs by $1 billion per year by focusing on five key areas of operation: technological enhancement of wireline and wireless systems, expansion of data services, global expansion, and diversification into video services. GTE hoped to cross-sell its large base of wireline customers on wireless, data and video services, launching Tele-Go, a user-friendly service that combined cordless and cellular phone features. The company bought broadband spectrum cellular licenses in Atlanta, Seattle, Cincinnati and Denver, and formed a joint venture with SBC Communications to enhance its cellular capabilities in Texas. In 1995, the company undertook a 15-state test of video conferencing services, as well as a video dialtone (VDT) experiment that proposed to offer cable television programming to 900,000 homes by 1997. GTE also formed a video programming and interservices joint venture with Ameritech Corporation, BellSouth Corporation, SBC, and The Walt Disney Company in the fall of 1995.

Foreign efforts included affiliations with phone companies in Argentina, Mexico, Germany, Japan, Canada, the Dominican Republic, Venezuela and China. The early 1990s reorganization included a 37.5 percent workforce reduction, from 177,500 in 1991 to 111,000 by 1994. Lee's fivefold strategy had begun to bear fruit by the mid-1990s. While the communication conglomerate's sales remained rather flat, at about $19.8 billion, from 1992 through 1994, its net income increased by 43.7 percent, from $1.74 billion to a record $2.5 billion, during the same period.



Merger with Bell Atlantic

Bell Atlantic merged with GTE on June 30, 2000, and named the new entity Verizon Communications. The GTE operating companies retained by Verizon are now collectively known as Verizon West division of Verizon (including east coast service territories). The remaining smaller operating companies were sold off or transferred into the remaining ones. Additional properties were sold off within a few years after the merger. On July 1, 2010, Verzion sold many former GTE properties to Frontier Communications.

References:

"Bell Atlantic and GTE Pick Post-Merger Name". New York Times. April 4, 2000. Retrieved March 15, 2015.
"News Releases - Verizon News".

"GTE Corporation". Encyclopædia Britannica. Retrieved January 2, 2014.

"Investor Relations - Verizon".

"Bell Atlantic and GTE Chairmen Praise FCC Merger Approval". Verizon. Retrieved January 10, 2014.

"Sale of 73.5 million TELUS shares by Verizon completed". TELUS News Release. December 14, 2004.

Felipe M Noguera. "Telecommunications in The Caribbean".

Cable & Wireless Barbados: Early History

Telecommunications Services of Trinidad and Tobago - Corporate History

Linda Haugsted (1992-12-07). "Daniels Cablevision launches GTE Main Street. (package of interactive information services)". Multichannel News. Archived from the original on 2011-05-16.

"CREATIVE MULTIMEDIA AND GTE MAIN STREET STRIKE PARTNERSHIP; New agreement will deliver CD-ROMs over subscribers' TV sets". Business Wire. May 30, 1995.

Mike Farrell (May 24, 2004). "Sale of Cerritos Cable System Expected Soon". Multichannel News.

"GTE Corporation - Company History". Fundinguniverse.com. Retrieved February 24, 2017.

"Transamerica into Telephones," Time Magazine, 20 October 1930.

"Company History". Vintage Sylvania. Retrieved August 28, 2014.

FCC Internet Services Staff. "Corporate History - Verizon Communications (formerly GTE Corporation)". Fcc.gov. Retrieved May 15, 2012.

"Verizon must slash $375M in costs to stay on even keel following Frontier sale, Jefferies says". FierceTelecom.

Affiliated Interest Agreement - Advice No. 26. Verizon Northwest, Inc. Exhibit 1.