2.976
Bearbeitungen
Robert Bosch GmbH/en: Unterschied zwischen den Versionen
Zur Navigation springen
Zur Suche springen
keine Bearbeitungszusammenfassung
Keine Bearbeitungszusammenfassung |
Keine Bearbeitungszusammenfassung |
||
| Zeile 16: | Zeile 16: | ||
[[File:1962 Verkaufshaus Stuttgart 1962 rbosch 17486.jpg|thumb|1962: A salesman is giving advice in the Bosch store in Stuttgart. (Source: Robert Bosch GmbH - Corporate Archives, signature 6 001 17486)]] | [[File:1962 Verkaufshaus Stuttgart 1962 rbosch 17486.jpg|thumb|1962: A salesman is giving advice in the Bosch store in Stuttgart. (Source: Robert Bosch GmbH - Corporate Archives, signature 6 001 17486)]] | ||
The reconstruction following the war years progressed successfully. Most of the foreign subsidiaries were rebuilt and some new ones added. The product range was expanded to include a host of new innovations, including a diesel injection pump in addition to vehicle lighting, windshield wipers and power brakes. Further production branches were added by the mid-1930s, with production of home appliances commencing in 1933 with the [[ | The reconstruction following the war years progressed successfully. Most of the foreign subsidiaries were rebuilt and some new ones added. The product range was expanded to include a host of new innovations, including a diesel injection pump in addition to vehicle lighting, windshield wipers and power brakes. Further production branches were added by the mid-1930s, with production of home appliances commencing in 1933 with the [[Special:MyLanguage/Der_erste_Kühlschrank_von_Bosch_–_eine_runde_Sache|first electric refrigerator]]. Robert Bosch AG transformed itself at this time from a pure automotive supplier to a broadly diversified electronics corporation. Robert Bosch turned the public limited company (AG) into a limited liability company (GmbH) in keeping with his "... desire that Robert Bosch GmbH (...) remains active for as many generations as possible, securing their financial independence, their autonomy and capacity to act at all times." | ||
During the years of National Socialism in Germany, the company acted in the same way as other German family businesses guided by politically liberal-minded and European thinking individuals. Employees suffering persecution and others known to management received support and were, where possible, protected against deportation. At the same time, however, because the company was an important manufacturer of armaments, goods vital to the war effort were produced by the company, sometimes with the use of forced labor, which allowed National Socialist Germany to wage wars of aggression. Robert Bosch did not survive the end of the war. He died from an ear infection in 1942.<ref>Robert Bosch GmbH (Hrsg.): Bosch 125 Jahre Technik fürs Leben. Stuttgart, 2011, pages 66-83.</ref> | During the years of National Socialism in Germany, the company acted in the same way as other German family businesses guided by politically liberal-minded and European thinking individuals. Employees suffering persecution and others known to management received support and were, where possible, protected against deportation. At the same time, however, because the company was an important manufacturer of armaments, goods vital to the war effort were produced by the company, sometimes with the use of forced labor, which allowed National Socialist Germany to wage wars of aggression. Robert Bosch did not survive the end of the war. He died from an ear infection in 1942.<ref>Robert Bosch GmbH (Hrsg.): Bosch 125 Jahre Technik fürs Leben. Stuttgart, 2011, pages 66-83.</ref> | ||
| Zeile 24: | Zeile 24: | ||
[[File:1977 Ausstellung Kleine Hausgeräte BSH Konzernarchiv E01-0504 14.jpg|thumb|Consumer products exhibtion in 1977. (Source: BSH Corporate Archives)]] | [[File:1977 Ausstellung Kleine Hausgeräte BSH Konzernarchiv E01-0504 14.jpg|thumb|Consumer products exhibtion in 1977. (Source: BSH Corporate Archives)]] | ||
The situation at the end of the Second World War was similar to the 1920s in terms of the rebuilding effort. An international sales network and global manufacturing network were gradually established again. Apart from automotive technology, Robert Bosch GmbH focused on three other business sectors at this time: power tools, white goods, in other words electrical appliances, and [[ | The situation at the end of the Second World War was similar to the 1920s in terms of the rebuilding effort. An international sales network and global manufacturing network were gradually established again. Apart from automotive technology, Robert Bosch GmbH focused on three other business sectors at this time: power tools, white goods, in other words electrical appliances, and [[Special:MyLanguage/Braune Ware – Unterhaltungselektronik der BSH|brown goods]], including products from the field of radio and television technology. The company grew rapidly and the workforce quadrupled in the intervening years between the 1950s and 1960s. Individual business units were transformed into independent business divisions in the course of modernizing the company structure. For example, the home appliance business was converted into an autonomous Bosch home appliance group in 1965 as part of the restructuring. This company then went on to establish the joint venture Bosch-Siemens Hausgeräte GmbH (BSHG) together with the home appliance arm of Siemens AG in [[BSH Chronologie 1967-1978: Gründung und nationale Konsolidierung|1967]]. The Bosch brand had already established itself on the home appliance market with products such as [[Special:MyLanguage/Der erste Kühlschrank von Bosch – eine runde Sache|the domestic refrigerator]] (1933), the Bosch food processor (1952) or the world's first built-in cooker (1962).<ref>Robert Bosch GmbH (Hrsg.): Bosch 125 Jahre Technik fürs Leben. Stuttgart, 2011, pages 87-104. Robert Bosch Hausgeräte GmbH (Hrsg.): 75 Jahre Bosch Hausgeräte. Stuttgart, 2008, pages 8-9.</ref> | ||
The parent company continued to develop into a global concern in the years that followed. The expansion into Asian markets that had been taking place since the 1970s and 1980s was followed by the development of the Eastern European markets in the 1990s with the opening of the Iron Curtain. The telecommunications product division grew in importance, while the digital age in the new millennium heralded the use of connected technology. The 21st century has already posed new challenges in the form of the global economic crisis and climate change.<ref>Robert Bosch GmbH (Hrsg.): Bosch 125 Jahre Technik fürs Leben. Stuttgart, 2011, pages 126-151.</ref> | The parent company continued to develop into a global concern in the years that followed. The expansion into Asian markets that had been taking place since the 1970s and 1980s was followed by the development of the Eastern European markets in the 1990s with the opening of the Iron Curtain. The telecommunications product division grew in importance, while the digital age in the new millennium heralded the use of connected technology. The 21st century has already posed new challenges in the form of the global economic crisis and climate change.<ref>Robert Bosch GmbH (Hrsg.): Bosch 125 Jahre Technik fürs Leben. Stuttgart, 2011, pages 126-151.</ref> | ||