Syracuse China stands the test of time

CNY Business Journal (1996+), Jul 16, 2004 by Spohr, George

Libbey's documentation shows that Syracuse China's salesmen gave away more than 2,500 samples of its products in an effort to capture market share. It worked, because orders came in well before production started. As the company marked its 100th anniversary in 1971, processes of change already under way both inside and outside of the business shaped its entry into a second century as an industry leader, Libbey says. During its first century, the ownership of Syracuse China had been vested principally in heirs to the original Onondaga Pottery Co., ownership. At that point, after four generations of direct involvement in the business, family ownership ended. New management purchased the assets of the old company and formed the new Syracuse China Corp. on Sept. 30, 1971.

In 1978, shareholders of Syracuse China Corp. voted to merge with Canadian Pacific Investments, Ltd. (CPO, a multibillion dollar corporation with successful worldwide investments in oil and gas resources, mines and minerals, forest products, iron and steel, real estate, hotels and food services, financial services, and other diversified businesses.

As a wholly owned subsidiary of CPI, Syracuse China retained its corporate identity as well as the management team that had successfully operated the business. Syracuse China Corp. prospered despite intensifying challenges from overseas competition.

The company expanded its presence by acquiring the Mayer China Company in 1984 and Shenango Pottery in 1988, Libbey says. The Syracuse China Co. closed both Pennsylvania plants and made the ware of all three companies at its Syracuse plant by the early 1990s.

In 1989, redirecting its assets into its core businesses, CPI put the Syracuse China Co. on the market. The Susquehanna-Pfaltzgraff Company of York, Pa., outbid more than 20 investors for the highly regarded pottery. After six years of ownership, the Pennsylvania firm returned to its retail-oriented roots by selling the' Syracuse China Co., paving the way for its sale to Libbey.

Connors says Libbey's purchase of Syracuse China was a natural fit, because Libbey - a glassmaker - profits by bundling its own wares with Syracuse China products.

Libbey made all of its company documentation about Syracuse China available for the Onondaga Historical Association Museum's exhibit.