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Dunhill: Difference between revisions
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"Since his apprenticeship to the family harness-making business, he had already built up and sold his interest in an enterprise called Dunhill's Motorities which had seized upon a market still in its infancy by selling special clothing and accessories to the earliest motorists." Dunhill, Mary, Our Family Business (The Bodley Head - Great Britain, 1979) | |||
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[[File:Ef.png|thumb|right| Enquiry Form]] | [[File:Ef.png|thumb|right| Enquiry Form]] | ||
[[File:Admm.jpg|thumb|right| Alfred making a mixture]] | [[File:Admm.jpg|thumb|right| Alfred making a mixture]] | ||
According to Balfour in: "Alfred Dunhill One Hundred Years And More", initially the Tobaccos were obtained from George Dobie & Sons, a manufacturer of blends located in Paisley, west of the Midland Valley in Scotland and also of some cooperatives producing Tobacco. Creating blends is more than just mixing sheets in different proportions. There are techniques to develop a mixture, for example | According to Balfour in: "Alfred Dunhill One Hundred Years And More", initially the Tobaccos were obtained from George Dobie & Sons, a manufacturer of blends located in Paisley, west of the Midland Valley in Scotland and also of some cooperatives producing Tobacco. Creating blends is more than just mixing sheets in different proportions. There are techniques to develop a mixture, for example cooking, roasting, pressing, mattering, etc. and can hardly be made at the shop counter. After five years, in 1912, his youngest brother, Herbert Edward Dunhill (1884-1950), joins the business. He was an insightful merchant and is soon ahead of the company's financial issues (a function he exercises until his death in 1950), allowing Alfred to give his creativity to the development of new products. | ||
Alfred was restless and always wanted to hone his products, taking him (in 1912) to leave the blends tailored in the background. This was when Alfred presented his own mixtures "in-house", they were: the "Royal Yacht" (Virginia), "Cuba" (Cigar Leaf) and "Durbar" (Latakia, Oriental/Turkish, Virginia). Products acclaimed up to the present day. | Alfred was restless and always wanted to hone his products, taking him (in 1912) to leave the blends tailored in the background. This was when Alfred presented his own mixtures "in-house", they were: the "Royal Yacht" (Virginia), "Cuba" (Cigar Leaf) and "Durbar" (Latakia, Oriental/Turkish, Virginia). Products acclaimed up to the present day. | ||
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"Alfred opened a small factory of his own in 1910. He set down two principles that would guide the production of Dunhill Pipes. First, pipes would be made of only the finest quality briar, with exacting care by expert craftsmen. Secondly, the pipes would be priced accordingly; the customer would recognize the value of a superior product. This ran counter to the current trend of inexpensive pipes of lessor quality that one simply discarded after a short while. The Dunhill pipe was made to last a lifetime and always with an eye to utility. It must smoke well and continue to do so with age. To this end, Alfred invented the aluminum ‘inner tube’ to keep the innards of the pipe clean. When the pipe became dirty the tube could simply and easily be replaced. Note, of course, that this innovation predated the widespread use of pipe cleaners. | "Alfred opened a small factory of his own in 1910. He set down two principles that would guide the production of Dunhill Pipes. First, pipes would be made of only the finest quality briar, with exacting care by expert craftsmen. Secondly, the pipes would be priced accordingly; the customer would recognize the value of a superior product. This ran counter to the current trend of inexpensive pipes of lessor quality that one simply discarded after a short while. The Dunhill pipe was made to last a lifetime and always with an eye to the utility. It must smoke well and continue to do so with age. To this end, Alfred invented the aluminum ‘inner tube’ to keep the innards of the pipe clean. When the pipe became dirty the tube could simply and easily be replaced. Note, of course, that this innovation predated the widespread use of pipe cleaners. | ||
In 1912, the famous white spot was introduced for very practical concerns. With straight pipes, customers had trouble knowing which way to insert the handmade vulcanite mouthpieces. So Alfred Dunhill ordered white spots to be placed on the upper side of the stem. This very practical solution would become a definitive trademark of Dunhill pipes. The “white spot” soon became known as a symbol of quality." Smokingpipes.com[http://www.smokingpipes.com/pipes/new/dunhill/history.cfm] | In 1912, the famous white spot was introduced for very practical concerns. With straight pipes, customers had trouble knowing which way to insert the handmade vulcanite mouthpieces. So Alfred Dunhill ordered white spots to be placed on the upper side of the stem. This very practical solution would become a definitive trademark of Dunhill pipes. The “white spot” soon became known as a symbol of quality." Smokingpipes.com[http://www.smokingpipes.com/pipes/new/dunhill/history.cfm] | ||
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With the advent of the First Great War in July 1914, many of its customers ended up in the trenches of northern France, where Dunhill sent boxes of tobacco, pipes and hygiene items. Alfred sent the sealed boxes, declared and labeled "castor oil", which smelled strong and penetrating, to avoid miscarriage and ensure that it reached the front. Inside the box, in addition to the courtesies, Alfred suggested in a letter that some items would be shared with other officers. Invariably, these items were part of the parallel trade that existed in the theater of war. In addition to French – obviously, there were Americans, Canadians, and Belgians (among others) in the region. The confluence of these factors favored the diffusion of the brand around the globe. | With the advent of the First Great War in July 1914, many of its customers ended up in the trenches of northern France, where Dunhill sent boxes of tobacco, pipes and hygiene items. Alfred sent the sealed boxes, declared and labeled "castor oil", which smelled strong and penetrating, to avoid miscarriage and ensure that it reached the front. Inside the box, in addition to the courtesies, Alfred suggested in a letter that some items would be shared with other officers. Invariably, these items were part of the parallel trade that existed in the theater of war. In addition to French – obviously, there were Americans, Canadians, and Belgians (among others) in the region. The confluence of these factors favored the diffusion of the brand around the globe. | ||
The company grew exponentially after the war. It is estimated that in 1914 Dunhill had sold 10,000 pipes, jumping to 30,000 in 1916, 134,000 in 1918 and 276,000 in 1921. In 1923 the international demand was gigantic, resulting in the creation of an exclusive export department. Dunhill also initiated numerous partnerships with Cuban cigar manufacturers, selling exclusive brands. With the success of his store in London, he expanded to | The company grew exponentially after the war. It is estimated that in 1914 Dunhill had sold 10,000 pipes, jumping to 30,000 in 1916, 134,000 in 1918 and 276,000 in 1921. In 1923 the international demand was gigantic, resulting in the creation of an exclusive export department. Dunhill also initiated numerous partnerships with Cuban cigar manufacturers, selling exclusive brands. With the success of his store in London, he expanded to New York in 1921 and Paris three years later. | ||
[[File:Cigars.jpg|thumb|right| Selected Cigars]] | [[File:Cigars.jpg|thumb|right| Selected Cigars]] | ||
[[File:Cigars2.jpg|thumb|right| La Flor de Lorenz]] | [[File:Cigars2.jpg|thumb|right| La Flor de Lorenz]] | ||
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Another new technique ended up ensuring the quality of Dunhill pipes. Before the sandblasting process, Dunhill would have the Algerian briarwood bowls immersed in olive oil for several weeks. | Another new technique ended up ensuring the quality of Dunhill pipes. Before the sandblasting process, Dunhill would have the Algerian briarwood bowls immersed in olive oil for several weeks. Afterward, they were left to dry, with the excess oil being occasionally wiped off. This method was originally developed for aesthetic reasons, but it turned out that the oil caused impurities to be forced out of the wood, resulting in a faster curing process. A further consequence of this process was the briar became incredibly durable, making the occurrence of burnouts much less frequent." Smokingpipes.com[http://www.smokingpipes.com/pipes/new/dunhill/history.cfm] | ||
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"The company expanded, offering specially designed pipes during the 1920s that would be marked OD for ‘own design.’ This concern for marking and always having patent numbers on pipes is what allows for much of the dating process today. The stamping during the twenties was inconsistent and some of the early shell pieces lack marking altogether. In the | "The company expanded, offering specially designed pipes during the 1920s that would be marked OD for ‘own design.’ This concern for marking and always having patent numbers on pipes is what allows for much of the dating process today. The stamping during the twenties was inconsistent and some of the early shell pieces lack marking altogether. In the 1930s there was a desire to standardize. A shape chart was developed that used numbers and letters to signify a specific shape. Each new pipe would be stamped to identify its size and shape." Smokingpipes.com[http://www.smokingpipes.com/pipes/new/dunhill/history.cfm] | ||
Alfred retires in 1928 with health problems, leaving his brother Herbert ahead for a few months until his first son, Alfred Henry could take his position. Richard Dunhill (the Firstborn of Vernon), years later, gives the understanding that Herbert was the head of the company until his death in the ages of 1950. He lived in Monte Carlo and participated in the management of the business through correspondence – letters, telegrams, and punctual visits. Alfred Henry, like his uncle Herbert and his brother, Vernon, began his journey in the company as an apprentice in 1912, then at the age of 16. In 1914, with the beginning of the war, he was absent from the business to serve the army. He entered as a private and was discharged at the end of the war with the rank of captain. He was decorated with Military Cross, a third-level military award awarded to officers and squares of the British armed forces. He resumes its position in the company in 1919. Mary, Alfred's youngest daughter, joins 1924, 18 years old. Alfred Henry and Mary begin to have more effective participation in 1929, facing the difficulties of Uncle Herbert with modern commercial practices. Between 1923 and the beginning of 1970, 95% of the company's revenues were related to tobacco consumption, the accessories accounted for only 5%. After expansion and strategic reformulation in the years 70, these numbers changed order. | Alfred retires in 1928 with health problems, leaving his brother Herbert ahead for a few months until his first son, Alfred Henry could take his position. Richard Dunhill (the Firstborn of Vernon), years later, gives the understanding that Herbert was the head of the company until his death in the ages of 1950. He lived in Monte Carlo and participated in the management of the business through correspondence – letters, telegrams, and punctual visits. Alfred Henry, like his uncle Herbert and his brother, Vernon, began his journey in the company as an apprentice in 1912, then at the age of 16. In 1914, with the beginning of the war, he was absent from the business to serve the army. He entered as a private and was discharged at the end of the war with the rank of captain. He was decorated with Military Cross, a third-level military award awarded to officers and squares of the British armed forces. He resumes its position in the company in 1919. Mary, Alfred's youngest daughter, joins 1924, 18 years old. Alfred Henry and Mary begin to have more effective participation in 1929, facing the difficulties of Uncle Herbert with modern commercial practices. Between 1923 and the beginning of 1970, 95% of the company's revenues were related to tobacco consumption, the accessories accounted for only 5%. After expansion and strategic reformulation in the years 70, these numbers changed order. | ||