SANYO MODEL CTP6240 YEAR 1979.

 The SANYO MODEL CTP6240 is A 20 inches color television from SANYO.

The set is an example of mixed construction of different brand pre-made parts.

1- The main chassis is a ready made by SANYO, fully functional assembled and shipped and fitted in the cabinet.

2- The frontend and controls are made by EMERSON to customize the set in post production stage.

The set is assembled  by EMERSON (in Italy) one of the rest of industrial group of the 1975 Passed away industrialist Giovanni BORGHI founder of the ignis appliances group in Milan (Italy) in the 1950's.

Indeed it may considered an Emerson/Dumont Italian model with a SANYO Chassis and a frontend remote+tuning+search made by Emerson at circuit/PCB level with Motorola technology.

The set has a VST tuning (Motorola Memotronic) search and 16 programs with remote.
A television tuning device having a circuit for continuously scanning at least one frequency band. Scanning can take place at two speeds and controls are provided for starting and stopping the scanning procedure. The scanning speed is automatically changed from high speed to low speed when a television channel is detected to allow ample time for scanning to be stopped manually. Alternatively, the scanning may be stopped automatically. present invention relates to a television tuning device, comprising a circuit for continuously scanning at least one band of receivable frequencies, and having control means for starting and stopping the said scanning procedure and a terminal for applying a switch signal for switching from a first band-scanning speed to a second band-scanning speed slower than the first.
The name usually applied to a unit consisting of circuits of this type for selecting and memorising a given number of preferred channels is "station memory".

Many types of station memories are already being sold on the market which can be divided into two main groups: those with automatic and those with manual television channel searching.
The automatic types are fitted with electronic searching circuits which locate television channels automatically when started by the user. This is done by scanning a given band (VHF or UHF, for example) and stopping on the located channel. Data relative to the located channel can then be memorised by the user in a memory circuit and the same channel recalled whenever required by simply pressing a button which recalls the said data from the memory and supplies it to the channel selection circuit.
This type of circuit is also fitted with components which sense, during search, if a television channel has been tuned into and disable automatic searching to prevent television band scanning from continuing. Most of these circuits are fitted with a phase detector which senses the coincidence between the sync signals received and those regenerated in the receiver (in particular, the flyback signal).
Manual station memories, on the other hand, are fitted with controls which, when activated by the user, start a device for scanning a given television band. These controls also stop the said device when required by the user. When the user sees the required channel appear on the screen, the device is stopped to disable search and enable the channel to be memorised in the appropriate circuit.
In these cases, the simplest way of starting and stopping the search is to fit the circuits with a button which, when pressed, supplies a search-start signal and, when released, stops the searching operation. For best tuning, two buttons are usually provided for band scanning in both directions.

The search tuning starts with pressing the key "/v" and  an apparatus for indicating a tuned frequency of a tuner of a radio or television receiver, said tuner comprising a tank circuit employing a voltage controlled variable capacitance diode as a circuit element, which diode is supplied in a reverse direction with a scanning control voltage from a solid state potential memory device, which control voltage is set as a result of tuning of said tuner, said indicating apparatus comprising a plurality of light emitting diodes arranged in a line, each illuminating the corresponding frequency indicating region out of a plurality of divided frequency indicating regions of a frequency band to be received by said receiver, said regions being arranged in succession to cover said frequency band, and a corresponding plurality of drivers responsive to said control voltage for energizing the corresponding light emitting diode for illuminating the corresponding frequency region to which said tuned frequency pertains. In a preferred embodiment of the invention, the frequency indicating regions to be covered by the adjacent light emitting diodes are adapted to be overlapped in part at the ends thereof, so that the frequency in the overlapped portion in the region is indicated by said two adjacent light emitting diodes.Further the RF bands class are also displayed with leds in similar way.

 With this aim in view, the present invention provides a television tuning device comprising a circuit for continuously scanning at least one band of receivable frequencies, manual control means for starting and stopping the said scanning procedure, a terminal for applying a switch signal for switching from a first band-scanning speed to a second band-scanning speed lower than the first, and detection means for detecting the presence of a television channel by comparing the received sync signals with local signals generated in the television receiver, and applying a switch signal to the said terminal for switching from the said first scanning speed to the said second scanning speed in the presence of the said switch signal, so that the band scanning continues at said lower speed until the manual control means produce the stopping scanning procedure.

A television tuner comprises a tuning circuit including a voltage controlled variable capacitance diode. The tuning circuit is housed within a shield casing. The shield casing is provided with a terminal for electrical connection to the variable capacitance diode and the terminal is supplied with a tuning voltage from a channel selecting apparatus. A Zener diode is connected between the tuning voltage terminal and the shield casing, whereby the upper limit of the tuning voltage being applied to the variable capacitance diode is restricted. A predetermined voltage determinable dependent on the Zener diode is selected such that the tuning frequency established by the tuning circuit when the predetermined voltage is applied to the variable capacitance diode may be a predetermined upper limit frequency of a desired receiving frequency band. The lower limit of the tuning voltage is also restricted so as not to become lower than a predetermined voltage. Accordingly, the tuning frequency is prevented from being changed toward a higher or lower frequency deviating from the corresponding variation range of the desired receiving frequency band.

It was Relatively cheap but reliable and durable set.


(To see the Internal Chassis Just click on Older Post Button on bottom page, that's simple !)

SANYO Electric Co., Ltd. (San'yō Denki Kabushiki-gaisha) (TYO: 6764, Pink Sheets: SANYY) is a major electronics company and member of the Fortune 500 whose headquarters is located in Moriguchi, Osaka prefecture, Japan. Sanyo targets the middle of the market and has over 230 Subsidiaries and Affiliates.


On December 21, 2009, Panasonic completed a 400 billion yen ($4.5 billion) acquisition of a 50.2% stake in Sanyo, making Sanyo a subsidiary of Panasonic.

 In July 2010, Panasonic announced to acquire the remaining shares of Sanyo.


Corporate culture

Sanyo utilizes an extensive socialization process for new employees, so that they will be acclimatized to Sanyo's corporate culture.

New employees take a five-month course during which they eat together and share company-provided sleeping accommodation. They learn everything from basic job requirements to company expectations for personal grooming and the appropriate way in which to address their coworkers and superiors.

History

Sanyo was founded when Toshio Iue (Iue Toshio, 1902–1969), the brother-in-law of Konosuke Matsushita and also a former Matsushita employee, was lent an unused Matsushita plant in 1947 and used it to make bicycle generator lamps. Sanyo was incorporated in 1950; in 1952 it made Japan's first plastic radio and in 1954 Japan's first pulsator-type washing machine.

 The company's name means three oceans in Japanese, referring to the founder's ambition to sell their products worldwide, across the Atlantic, Pacific and Indian oceans.


Technologically Sanyo has had good ties with Sony, supporting the Betamax video format from invention until the mid 1980s (the best selling video recorder in the UK in 1983 was the Sanyo VTC5000), and later being an early adopter of the highly successful Video8 camcorder format. More recently, though, Sanyo decided against supporting Sony's format, the Blu-ray Disc, and instead gave its backing to Toshiba's HD DVD. This was ultimately unsuccessful, however, as Sony's Blu-ray triumphed.


In North America, Sanyo manufactures CDMA cellular phones exclusively for Sprint-Nextel corporation's Sprint PCS brand in the United States, and for Bell Mobility in Canada.


The 2004 Chūetsu earthquake severely damaged Sanyo's semiconductor plant and as a result Sanyo recorded a huge financial loss for that year. The 2005 fiscal year financial results saw a 205 billion yen net income loss. The same year the company announced a restructuring plan called the Sanyo Evolution Project, launching a new corporate vision to make the corporation into an environmental company, plowing investment into strong products like rechargeable batteries, solar photovoltaics, air conditioning, hybrid car batteries and key consumer electronics such as the Xacti camera, projectors and mobile phones.

Sanyo's 3-year restructuring project


Sanyo posted signs of recovery after the announcement of positive operating income of 2.6 billion yen. Sanyo remains the world number one producer of rechargeable batteries. Recent product innovations in this area include the Eneloop Low self-discharge NiMH battery, a "hybrid" rechargeable NiMH (Nickel-metal hydride battery) which, unlike typical NiMH cells, can be used from-the-package without an initial recharge cycle and retain a charge significantly longer than batteries using standard NiMH battery design. The Eneloop line competes against similar products such as Rayovac's "Hybrid Rechargeable" line.


In December 2005 Sanyo had their new Super Sharp Technology patented.


In January 2006 Sanyo received a massive capital injection from Goldman Sachs, Sumitomo Mitsui Banking Corporation and Daiwa Securities which resulted in five members of the banks represented joining the nine-person Board of Directors.


On 24 November 2006, Sanyo announced heavy losses and job cuts.


Tomoyo Nonaka, a former NHK anchorwoman who was appointed Chairman of the company, stepped down in March 2007. The President, Toshimasa Iue, also stepped down in April of that year; Seiichiro Sano was appointed to head the company effective April 2007. In October 2007, Sanyo cancelled a 110 billion yen ($942 million) sale of its semiconducter business, blaming the global credit crisis for the decision and stating that after exploring its other options, it had decided to keep the business and develop it as part of its portfolio.


On April 1, 2008, they merged their cell phone division with Kyocera.


On November 2, 2008, Sanyo and Panasonic announced that they have agreed on the main points of a proposed buyout that would make Sanyo a subsidiary of Panasonic  and a formal announcement of the acquisition was made on Sanyo's web site on December 19, 2008.

They became a subsidiary of Panasonic on December 21, 2009.


On July 15, 2010 Sanyo agreed to sell its semiconductor operations to ON Semiconductor for $366 million to be completed before the end of 2010.

On July 29. 2010 Panasonic reached an agreement to acquire the remaining shares of Panasonic Electric Works and Sanyo shares for $9.4 billion.


By April 2012, parent company Panasonic plans to terminate the Sanyo brand, however it will be remain on some of the products where the Sanyo brand still hold value to consumers.Emerson Radio Corp., founded in 1948, is one of the nation’s largest volume consumer electronics distributors with a recognized trademark in continuous use since 1912. It continues to be one of the oldest and well-respected names in the consumer electronics industry.


The Company engages in the design and marketing of audio and video products tailored to meet consumer preferences of the local market, particularly in the case of International markets. The breadth of products offered encompass televisions, Digital Versatile Disc (DVD) players and video cassette recorders (VCR's), audio accessories, microwave ovens, home theater, high end audio products, office products, mobile stereo and wireless products.


The Company distributes its products primarily through mass merchants, discount retailers, and specialty catalogers and, to a lesser degree, the Internet. The Company utilizes an extensive distributor network to facilitate its international presence and further leverages the Emerson brand globally through various licensing agreements. Its core business consists primarily of the distribution and sale of various low to moderately priced product categories.

JAPAN IS STRANGE

Strange how situations change. It seems not so long ago that Japan and its industries, particularly electronics, could do no wrong. They taught us how to make cars and TV sets properly. They invested heavily and came up with a seem- ingly endless stream of desirable, innova- tive products. Both outsiders and insiders could see no end to this success story. We were told, by more than one leading Japanese electronics industrialist, that the 21st century would be the Japanese one, when Japan became predominant industri- ally and culturally. For the last couple of years the situation has been somewhat different. Japan is still the world's second largest economy, but the previous confidence has gone. The econo- my has stalled, and doesn't look like getting going again for some time. Profitability has become appalling, and the talk now is all of restructuring and job losses. Sony has announced that some 17,000 jobs will be lost worldwide, ten per cent of its workforce, while fifteen of its seventy factories are to be closed. Mighty Hitachi, whose activities span a much wider field and whose turnover is equivalent to over two per cent of Japan's gross domestic product, has launched a detailed review of its businesses. 6,500 of its 66,000 parent company employees are to be made redun- dant by March next year. On a consolidat- ed basis Hitachi is Japan's largest employ- er, with 330,000 staff. Businesses are to be dropped or reorganised. The story from Mitsubishi Electric is similar: there is to be a "sweeping restructuring of its portfolio of businesses". In the UK, the latest manifes- tation of this is the closure of Mitsubishi's VCR plant at Livingston. 14,500 jobs will go (8,400 in Japan) at Mitsubishi Electric, nearly ten per cent of the workforce. Other manufacturers who have announced poor results and restructuring recently include NEC, Matsushita, Sharp and Toshiba. It's all a long way since the time when, it seemed, all the Japanese had to do was to get the product right and produce more and more of it. Some of this was foreseeable. Markets reach saturation point; new products are not always a runaway success; if investment in new plant is excessive you end up with too much capacity; and so on. Then there is the fact that Japan is not isolated from econom- ic problems elsewhere: no economy that is heavily dependent on exports can be. But there are also more specific Japanese prob- lems. The banking system is beset by non- performing loans that Japanese bankers are reluctant to write off. The bubble economy of a few years ago, when asset values rose to unrealistic levels, collapsed. This is part of the cause of the banking system difficul- ties. Then there is the practice of cross - ownership, with firms owning substantial stakes in each other. This can work nicely when everything is doing well: when reces- sion looms, it aggravates the problems. Japan's unemployment rate hit a new high of 4.8 per cent (3.39m) in March, part- ly because of the corporate sector restructur- ing. Japanese industrialists hope to improve their profitability in the second half of the year, and will be helped by improved condi- tions in SE Asia. But it will be hard going, particularly to improve domestic market conditions. The Japanese have always had a high propensity to save. This increases when the economic climate is poor, with unemployment a threat. Right now Japanese consumers are saving rather than buying. No one seems to know how to alter their behaviour. There is also a demographic problem: the Japanese population is ageing. Japanese interest rates are negligible. So borrowing is not a problem. But conversely all those savings are bringing in little income. In the Western world interest rate changes often have a considerable impact on the economy. This economic tool is not available when interest rates are negligible. The Japanese have been advised to get their banking system sorted out, but that's not the sort of thing that can be done overnight. Right now the best opportunity for Japan seems to be to export its way out of its dif- ficulties, something that shouldn't be too difficult once worldwide expansion has resumed. But the high value of the yen is a drawback. From the economic viewpoint it's an extremely interesting situation, one in which the laws of economics have little to offer. This could be because such laws are, basically, descriptive rather than prescrip- tive. In the real world you can't always ini- tiate economic activity through monetary or fiscal means. Some commentators have gone so far as to suggest that the Japanese government should spend, spend, spend and print money to kick-start the economy. This is a dangerous course that can go badly wrong. It has already been tried by the Japanese government to a limited extent, with similarly limited success. The one thing that we do know is that economies are not stable. Change is ever present in one form or another. The prob- lem lies in trying to control it. This is all rather humbling, and certainly something of a comeuppance for the rather arrogant Japanese industrialists who had talked about the century of Japanese economic hegemony.

..................OLD RELIABILITY PROBLEM:
 It's a well known fact that the reliability of Japanese made TV sets is better than that of European made ones. It works out something like this: for every call to a Japanese set during its first year you'll have to make two -three calls to its European counterpart. It's not quite as bad as that may sound. Call rates tend to lie in the region 0.5-1, which means at one end that half the sets won't require attention while at the other end each set will require one call per year. Then again these are average figures, and while many sets won't require attention at all others will have more than their fair share of breakdowns. Fortunately there has been an improvement in recent years - the situation was rather worse say four years ago. But then for the last couple of years we've been going through a period when the technical situation has remained fairly static. Will the new in -line gun tube chassis using the new ranges of i.c.s prove more or less reliable than their immediate predecessors? Only time will tell of course. But the unfavourable comparison between the failure rate of Japanese and European sets has been a continuing fact of life for several years. Is it to do with components, assembly methods, or basic design? Well, Japanese sets use much the same components and assembly methods, and the designs are not fundamentally all that different. Perhaps there is some subtler difference somewhere? Recent conversations we've had suggest that this could well be so. We can speak only of the European industry of course, but feel that the situation is probably much the same with our continental competitors. The first thing to bear in mind - and this relates to other industries, such as car manufacturers, as well - is the different industrial structures. Like the car industry, European TV setmakers tend to be assemblers of finished products rather than manufacturers of whole units. They buy in capacitors, resistors, semiconductor devices, many of the wound components, the tubes, probably the tuners and triplers and so on. This is far less the case in Japan, where most of what a setmaker uses comes from "in house" sources. All right you may say. But European component manufacturers have been in the game long enough to know what they're about - as long as anyone else for that matter. Furthermore, they've been working in close contact with the same setmakers, both facing and dealing with common problems. Why should this different industrial set-up make any difference? It's probably not so much the set-up itself so much as the fact that the way the European industry is organised tends to emphasise certain basic weaknesses. Quite substantial changes have occurred in even the most mundane components in recent years - component manufacturers are producing new types of capacitor and resistor that were simply not known a decade ago for example. But to do this successfully calls for adequate investment and the employment of adequate numbers of properly trained engineers and technical staff. In both these respects, European industry is notorious. It may well be said that in difficult economic times it's hardly possible to increase investment and take on extra trained staff, which is true enough. But the fact is that we are reaping the results of our past inadequacies, and a start hag to be made sometime if the situation is ever to be retrieved. The main problems seem to relate to know-how and technical liaison. Does the setmaker get a thorough and reliable service from his suppliers - and conversely has he set about ensuring that he does? It's not good enough today to continue on the basis that something worked reasonably well enough last time and the supplier says he hasn't had any particular complaints other than the usual ones. To achieve the degree of reliability required to continue to exist in a highly competitive international industrial climate, it's necessary to know precisely what order of tolerances under various operating conditions the various components offered and bought have. And this calls for adequate technical back-up and investment. The Japanese invest adequately and their engineers can get together within a single organisation to deal with common problems. It's not necessary for the European industry to be reorganised for the same to be done. What's required is a more powerful voice for the engineer, backed by adequate investment.
History of EMERSON brand
1915–1920

Emerson Radio Corp. was incorporated in 1915 as Emerson Phonograph Co. (NAICS: 421620 Consumer Electronics Wholesaling), based in New York City, by an early recording engineer and executive, Victor Hugo Emerson, who was at one time employed by Columbia Records. The first factories were opened in Chicago and Boston, in 1920. In December of that year, the company fell victim to the unanticipated sales slump for phonograph music that accompanied the post-World War I recession and the growth of commercial radio. It went from the self-claimed third largest record manufacturer into receivership.
1921–1940

In 1922 Emerson Phonograph Co. passed into the hands of Benjamin Abrams [1] and Rudolph Kanarak. Abrams, a phonograph and record salesman, along with his two brothers, ran the company and renamed it Emerson Radio & Phonograph Corp in 1924 after entering the radio business. The company's record interests were subsequently sold. Although Emerson introduced the first radio-phonograph combination sold in the United States, the company remained in obscurity until 1932, when, during the Great Depression, it introduced the "peewee" radio (see "Historical Products" below).
1941–1950

Emerson Radio & Phonograph converted to military production for World War II in 1942, when it held one-sixth of the U.S. radio market. In 1943, it became a public corporation, when it offered over 40 percent of its stock to the public for $12 a share. In 1947, among its first post-war products, Emerson offered a television set with a 10-inch tube.
Although its ending retail price was nearly equal to a month's salary for the average working American, it put Emerson at the lower end of the market. However, between fiscal 1948 and 1950, the high demand for television allowed Emerson to more than double its sales. Its net income reached a record of $6.5 million in fiscal 1950, with sales of $74.2 million.
1951–1960

In 1953 Emerson Radio and Phonograph purchased Quiet Heet Corp., which entered the company into air conditioning. Although radio represented only 15 percent of Emerson's revenue by 1954,[3] the company credited itself as creating the firsts of the clock radio, self-powered radio, and transistorized pocket radio; production of tape recorders began in 1955.

Emerson Radio and Phonograph paid $6 million to purchase the consumer products division of DuMont Laboratories in 1958.[4] With this acquisition, a higher-priced line of television sets, phonographs and high-fidelity and stereo instruments, along with the DuMont trademark was added to Emerson's products. Unfortunately, by this time, almost every U.S. household that wanted a TV set already had one, and many customers who were in need of another set were waiting for color television instead of buying a replacement. Sales fell from $87.4 million in fiscal 1955 to $73.9 million in fiscal 1956, when the company earned a paltry $84,852.

A cost-cutting campaign by Abrams rebounded net income which reached $2.7 million in fiscal 1959 on sales of $67.4 million. In fiscal 1964 (Emerson's last full year of independent operation) it earned $2.1 million on sales of $68.2 million.
1961–1980

In 1965 the company acquired the Pilot Radio Corp. from Jerrold Corp. Its line of Quiet Kool air conditioners became a separate National Union Electric division. Later in 1965 Emerson Radio and Phonograph was purchased for approximately $62 million in cash and stock by National Union Electric Corp., a diversified manufacturer. This company continued to produce radios, television sets and phonographs distributed under the Emerson and DuMont names and hi-fi equipment under the Pilot name.

Between 1967 and 1971 the National Union Electric division lost about $27 million due to too little volume to cover costs. The division contracted out the manufacturing of television sets and some other home entertainment products to Admiral Corp., and laid-off 1,800 employees. In addition to importing some of its home entertainment products from the Far East, Emerson continued to be responsible for design, engineering, and marketing.

In late 1972 National Union Electric announced that Emerson was discontinuing distribution of television sets and other home entertainment products. In 1973 Emerson sold its license for marketing products under the Emerson name to Major Electronics Corp. Founded in 1948 by Melvin Lane and incorporated in 1956, this Brooklyn-based company originally made children's phonographs.
 The company later diversified into the production and sale of a broad line of low-priced home entertainment products that included stereos, radios, and clock radios. In 1971 Major also began importing low-cost radios. By 1975 the company was only manufacturing portable phonographs. In 1976 the company moved its headquarters to Secaucus, New Jersey, and changed its name to Emerson Radio Corp. in 1977.

Sales rose from $11.5 million in fiscal 1975 to $49.2 million in fiscal 1978, the year in which phonographs, radios, tape recoders and players, compact stereos, digital clock radios, and other low to medium-priced electronic equipment was being imported, assembled, and marketed, primarily under the Emerson name. Approximately 60 percent of its components were being imported from the Far East and 20 percent from each Great Britain and domestically, and assembled in either Secaucus or Sun Valley, California.

In 1979, Emerson began selling Heart Aid, after purchasing a large portion of Cardiac Resuscitator Corp., a near-bankrupt company. Emerson spent heavily to develop and produce both an improved Implantable cardioverter-defibrillator and a pacemaker. In addition, the company took an 18 percent share in a developer of Computerized Axial Tomographic (CAT) scanners. Because this line of products never made money, Emerson disposed of its holdings in them between 1987-88.

Emerson Radio dropped its last U.S.-made product, the phonograph line, in 1980 because it became unprofitable due to rising labor costs. Despite harsh competition, Emerson Radio raised its sales and earnings in fiscal 1980 to $81.9 million and $1.6 million, respectively. Their plan was to have their suppliers (mainly in Taiwan and South Korea) to imitate Sony and Panasonic audio/video products and then sell them at a lower price.
1981–1990

Sales soared from $94.8 million in fiscal 1983 to $181.6 million in fiscal 1984, when net income came to $9.1 million
because of the company's reintroduction of television sets in 1983. Emerson purchased sets from Goldstar Electric Co. (AKA LG Electronics), a South Korean company, but sold them at a higher price point.

In 1984, Emerson signed a 10-year contract with Orion Electric to produce a line of VCRs to its existing product lineup.

In 1985 a compact disc player and microwave oven were introduced causing sales to once again double in fiscal 1985 to $357.5 million, and net income rose to $13.3 million. TV sets and VCR's accounted for two-thirds of sales that year.
 Later that year, Emerson Radio moved its headquarters to North Bergen, New Jersey, and acquired H. H. Scott, Inc., a company that manufactured high-fidelity audio and visual equipment. Products were sold under the Scott name until 1991, the year the line was discontinued.

In 1986 Emerson began importing and marketing compact refrigerators and Hi-Fi stereo VHS VCRs. Camcorders, telephones, and answering machines were added to its product line in fiscal 1988. In 1990 personal computers and facsimile machines were added for a major roll-out to more than 500 Wal-Mart stores.
In 1992 sales reached a peak of $891.4 million, unfortunately, net income was a lowly $10.4 million.

Emerson's addition of personal computers ended up being a catastrophe for the company—a $150 million loss. That coupled with the recession that began in 1990 brought the company's total loss to $37.5 million in the last nine months of the year. Shares of stock fell as low as $2, compared to the high of $12.75 in 1987. Several shareholder suited charging some Emerson directors and officials with breach of fiduciary duty and self-dealing. Emerson also fell into technical default on its long-term debt of $55.4 million at the end of the year.
1991–2000

Fidenas Investment Ltd., a Swiss firm based in the Bahamas, began purchasing shares of Emerson Radio stock in 1989. It held a 20 percent stake (more than that held by Stephen and William Lane) by 1992, when they began a takeover attempt. The Lane brothers were seeking to restructure $180 million in debt, but ended up conceded defeat in June 1992.
 Unfortunately, Emerson's financial situation worsened, and in fiscal 1993 the company incurred a loss of $56 million on sales of $741.4 million. When the company filed for bankruptcy in October 1993, Emerson had been in default on $223 million in debt for the previous two years.

In 1994, the company emerged from bankruptcy pursuant to a plan of reorganization and with $75 million in financing arranged by Fidenas, which had assumed a 90 percent stake in Emerson.
 It then issued 30 million shares, some of which were claimed by creditors. Legal battles ensued and continued until mid-August 2001.

In early 1995, in an effort to cut costs, Emerson Radio licensed the manufacture of certain video products under the Emerson and G Clef trademarks for a three-year period to Otake Trading Co. Ltd. The company also licensed the sale of these products in the United States and Canada for the same period to Wal-Mart Stores, Inc. As a result, Emerson's net sales fell from $654.7 million in fiscal 1995 to $245.7 million in fiscal 1996, with the licensing agreement only providing about $4 million a year in royalty income.

Also in 1995, Emerson Radio entered the home theater and car audio fields, and the $900-million-a-year home and personal security market with a carbon monoxide detector. The company planned to eventually lend its name to burglar alarms, motion detectors, personal alarms, smoke detectors, and safety lights, however, the company left this field in fiscal 1997. Additionally, Emerson announced it would license the Emerson name to more than 250 audio and video accessories made by Jasco Products Co., an Oklahoma firm selling cables, remote controls, and appliance cleaning devices.

The company took a 27 percent stake in Sport Supply Group, Inc., the largest direct-mail distributor of sporting goods equipment and supplies to the U.S. institutional market, for $11.5 million, in late 1996.

Subsequent to a net income of $7.4 million in fiscal 1995, Emerson dropped into the red again the following three years. They lost $13.4 million, $24 million, and $1.4 million in fiscal 1996, 1997, and 1998, respectively, with net revenues of $245.7 million, $178.7 million, and $162.7 million.

Emerson Radio Corp. announced in November 1998 that it had entered into an exclusive agreement with Team Products International, Inc. of Boonton, N.J., a distributor of audio, video and other consumer electronic product accessories in the United States and Canada. They would promote the sale of a wide variety of Emerson branded consumer electronic products and accessories

The owner of Fidenas's, Geoffrey P. Jurick, had assumed the position of Chief Executive Officer (CEO) of the company in 1992 and in 1998 he added the titles of President and Chairman of the Board. In December 1998 he held 60 percent of Emerson's common stock, during which time Kenneth S. Grossman, a private investor, along with Oaktree Capital Management, a Los Angeles-based investment firm that held a smaller stake in Emerson Radio, proposed to buy Jurick's holdings in the company for more than $14.6 million, but the offer was rejected as "inadequate."
 Emerson announced in August 1999 that it planned to sell to Oaktree for $28.9 million.

On the day the licensing agreement with Otake expired, Emerson replaced the company with Daewoo Electronics Co. Ltd., which entered into a four-year agreement with Emerson to manufacture and sell television and video products bearing the Emerson and G Clef trademark to U.S. retailers. In 1999, Emerson also signed five-year license and supply agreements with Cargil International covering the Caribbean and Central and South American markets, along with WW Mexicana for certain consumer products to be sold in Mexico. They also had a licensing agreement with Telesound Electronics for telephones, answering machines, and caller ID products in the United States and Canada.

Net income for Emerson was a meager $289,000 on net revenues of $158.7 million in fiscal 1999 with a long-term debt of $20.8 million at the end of the fiscal year. Nearly 84 percent of its merchandise that year was imported, primarily from China, Hong Kong, Malaysia, South Korea, and Thailand. Tonic Electronics (32 percent), Daewoo (22 percent), and Imarflex (12 percent) were its main suppliers. The company depended heavily on Wal-Mart Stores, which took about 52 percent of its goods in fiscal 1999, and Target Stores, Inc., which took about 24 percent.
2001–present

In 2001, Emerson exited the video electronics business (TVs, DVD players, VCRs) and handed 100% of the operations to Funai. Funai currently makes and markets Emerson consumer video products for Wal-Mart. In January 2003, Emerson announced it had entered into a letter of intent naming Sablian Group of Shandong, China the exclusive distributor of Emerson branded products through its subsidiary, Sanlian Household Electric Appliance Company (SHEAC).
 The agreement contemplated the supply and distribution of Emerson originated product categories through SHEAC's 200 retail stores and maintenance service centers as well as its extensive BtoB and BtoC e-commerce network. Furthermore, Sanlian shall license the Emerson brand for additional product categories it finds suitable for China-wide distribution and cooperate with Emerson in the design, development and sourcing for such.



Historical products

In 1915, at the company's inception, Emerson's main product was the Universal Cut Records, capable of being played laterally or vertically. Music offered included a wide variety of popular, band, opera, classical, religious, and folk music. Also during their first years, Emerson offered one of the last of the external-horn phonographs, which sold for only $3.

The "peewee" radio was introduced December 1932. Measuring about 8½ inches long and 6¼ inches wide, approximately 60 percent of all radios sold between early December 1932 and late May 1933 were peewees, half of which were manufactured by Emerson. The Universal Compact line was priced from $17.95 to $32.50. Emerson led the production and sale of this class of radio until 1938, having by then sold more than a million.

In 1947 Emerson offered a television set with a 10-inch tube, which retailed for $375. It was among Emerson's first postwar products. They dropped the price to $269.50 by June 1948, when the newly developed television industry had sold 375,000 sets.

In 1953, Emerson Radio and Phonograph purchased Quiet Heet Corp., which entered the company into air conditioning.

Although radio represented only 15 percent of Emerson's revenue by 1954, the company credited itself as creating the first clock radio, self-powered radio, and transistorized pocket radio.

Production of tape recorders began in 1955.

When Emerson purchased Allen B. DuMont Laboratories, Inc. in 1958, a higher-priced line of television sets, phonographs and high-fidelity and stereo instruments, along with the DuMont trademark was added to Emerson's products.

In 1979, Emerson began selling Heart Aide, after purchasing a large portion of Cardiac Resuscitator Corp. The company spent heavily to develop and produce both an improved Implantable cardioverter-defibrillator and a pacemaker. In addition, the company took an 18 percent share in a developer of computerized axial tomographic (CAT) scanners. As this line of products never made money, Emerson disposed of its holdings in them between 1987-88.

Emerson manufactured the Arcadia 2001, the most well-known of the "Emerson Arcadia 2001" second-generation 8-bit game console variations. Although, considerably more powerful than the then-dominant Atari 2600, the Arcadia 2001 wasn't released until just before the more-advanced Atari 5200 and the ColecoVision, in mid-1982. It was successful in other countries, however, because Atari had exclusive rights to many games, it was nearly impossible for Emerson to market in the United States due to the lack of popular game titles.

In 1983, Emerson began selling re-branded Goldstar televisions at inflated prices for a substantial profit. The compact disc player and microwave oven were introduced in 1985 doubling sales. In 1986 Emerson began importing and marketing compact refrigerators. Camcorders, telephones, and answering machines were added to its product line in fiscal 1988. Personal computers and facsimile machines were added in 1990.

In 1995, Emerson Radio entered the home theater and car audio fields, and the $900-million-a-year home and personal security market with a carbon monoxide detector, however, they left this field in 1997. Also in 1995, Emerson announced it would license its name to more than 250 audio and video accessories made by Jasco Products Co., a firm selling cables, remote controls, and appliance cleaning devices.

Emerson began manufacturing and selling television and video products bearing the Emerson and G Clef trademark to U.S. retailers in 1999. They also had a licensing agreement with Telesound Electronics for telephones, answering machines, and caller ID products in the United States and Canada.

See also:

Osaka portalCompanies portal Kyocera Communications

List of digital camera brands
Mitsubishi Heavy Industries
Panasonic Wild Knights
Primearth EV Energy Co

Some References:

"Financial Results for FY 2011" (PDF). panasonic.net. Retrieved 19 April 2018.
"Consumer Market Research - Business Solutions - npd.com". npd.com. Retrieved 19 February 2015.

"Outline". panasonic.net. Retrieved 19 February 2015.

"Sanyo Electric Co., Ltd. - Panasonic". sanyo.com. Retrieved 19 February 2015.

Daisuke Wakabayashi (5 February 2010). "Sanyo Deal Hits Panasonic Results". WSJ. Retrieved 19 February 2015.

J. Impoco, "Basic Training, Sanyo Style". U.S. News & World Report, July 13, 1992, pp. 46–48.

http://assets.whirlpoolcorp.com/wp-content/uploads/history_100years_factsheet.pdf

Myer, Edwin W. (29 November 1982). "Hardware Review: Sanyo MBC 1000 Small Business Computer". InfoWorld. InfoWorld Media Group. p. 101. Retrieved 14 Feb 2017.

Shea, Tom (11 July 1983). "Sanyo Developing IBM Clone". InfoWorld. InfoWorld Media Group. p. 1. Retrieved 14 Feb 2017.

"Sanyo 555, small business computers. (evaluation)".

"Toshiba to give up on HD DVD, end format war: source". Reuters. February 16, 2008.

"The Japan Times - News on Japan, Business News, Opinion, Sports, Entertainment and More". The Japan Times. Retrieved 19 February 2015.

"Sanyo Chairwoman Tomoyo Nonaka resigns". UPI. Retrieved 19 February 2015.

"Login". timesonline.co.uk. Retrieved 19 February 2015.

NHKニュース　三洋電機 子会社化で大筋合意 Archived 2009-10-15 at the Portuguese Web Archive (NHK News: Agreement to Main Points to make Sanyo Electric a Subsidiary) Retrieved on November 2, 2008

Sanyo Press Release Retrieved on May 14, 2009

"www.sanyosemi.com has been integrated into www.onsemi.com".

"Panasonic Electric Works - Panasonic" (PDF). panasonic-electric-works.net. Archived from the original (PDF) on 14 December 2011. Retrieved 19 February 2015.

"Panasonic buying Sanyo and other unit for $9.4 billion". reuters.com. Retrieved 19 February 2015.

"Consolidation Continues: Panasonic To Buy Sanyo". Renewable Energy World. Retrieved 19 February 2015.

Brand name of Sanyo to be basically terminated in April 2012^{[permanent dead link]}

Rohit T. K. in Bangalore and James B. Kelleher (13 August 2013). "Whirlpool buys 51 percent stake in China appliance maker". Reuters.

http://solar.sanyo.com/hit.html

"404 Error - Page Not Found". www.imedinews.ge. Retrieved 19 April 2018.

"Power & Energy Technology - IHS Technology".

"Toshiba : Press Releases 27 April, 2001".

"Sanyo completes construction of lithium-ion battery facility in Japan" (Press release). Sanyo via Autoblog Green. 2010-08-10. Retrieved 2010-08-10.

BioAge Media. "Green Car Congress: Sanyo to More than Double NiMH Battery Production Based on Hybrid Demand".

"Sanyo India Launch". Financial Express. Retrieved 11 August 2016.

"Sanyo Smart TV Launch". Amazon Press Release. Retrieved 10 July 2017.

"Sanyo NXT Series". Economic Times. Retrieved 9 August 2017.

"Sanyo 4K Smart Series". Digit. Retrieved 6 December 2017.

"Sanyo EESL AC". Economic Times. Retrieved 24 May 2017.

"Sanyo LCD". TopTenREVIEWS. Retrieved 19 February 2015.

"Sanyo FVF5044". PCMAG. Retrieved 19 February 2015.

"Sanyo introduces 65-inch LCD TV for $998". CNET. CBS Interactive. Retrieved 19 February 2015.

More Notes:

^ Giovanni Borghi, su SAN - Archivi d'impresa. URL consultato il 21 dicembre 2017. ^ Sito web del Quirinale: dettaglio decorato.

Readings:

V. Notarnicola, Giovanni Borghi, Milano, Longanesi, 1966.
G. Spartà, Mister Ignis: Giovanni Borghi nell'Italia del miracolo, Segrate, Mondadori, 2003, ISBN 88-04-51406-X.

Some Links;

Giovanni Borghi, su SAN - Archivi d'impresa.
Giovanni Borghi, in Dizionario biografico degli italiani, Roma, Istituto dell'Enciclopedia Italiana.