Branom Instrument Co.

Branom Instrument Company has been privileged to earn your business and our expert staff is available to help solve your application issues, review your processes, and make recommendations that will solve problems. Our continuing goal is to provide the best products and services available to satisfy your requirements. Our warehouses are stocked with thousands of products to be able to rapidly meet your needs. We also maintain state-of-the-art repair facilities for the process control instrumentation as well as test and measurement equipment. Our highly trained technicians repair and calibrate mechanical and electrical controllers, pressure gauges and switches, transmitters, transducers, thermometers, thermocouples, RTD, tank level indicators and recorders. We also repair and calibrate analog and digital millimeters, VOMs and AMP clamps.

Company details

5500 4th Avenue South, , Seattle , Washington 98108 USA

Locations Served

Manufacturers Represented

Business Type:
Distributor
Industry Type:
Monitoring and Testing
Market Focus:
Regionally (various states or provinces)

Company history


Branom instrument company was founded on january 1, 1947 when the young accountant, ray h. Branom and his bride vera lee decided to take their life's savings and instead of purchasing the coveted automobile, purchased a 1/2 interest in a small industrial instrument company that dabbled in war surplus and process instruments. The $ 2000 they had painstakingly saved over 10 years time was an enormous amount of money in those days ( a new house cost $ 5000 or less); yet, mr. Branom was smitten with the entrepreneurial spirit and decided to go for broke.


Mr. Branom was introduced to the instrument field due to the requirements of world war ii. After graduation from the university of idaho in moscow, mr. Branom had come to seattle to earn his advanced degree at the u of w. The war, however, sent him to the shipyards, where he was placed in the instrument test engineering group. After the war, mr. Branom decided that he liked the instrument business, and acquired a job as a salesman for the instrument laboratory in seattle. He felt, however, that the corporate structure of this company was too rigid and somewhat pompous, and that he could do better.


The tiny company of instrument sales, inc. Consisted of one individual who felt that ray h. Branom would be a major asset, and courted him. The asking price of $ 2000 was astronomical, but he was a good salesman, and mr. Branom and his wife vera, abandoned the steady job and income and spent their life savings to take the jump toward filling the needs of the business community with a company having a purpose, and a destiny.


Mr. Branom, now a full partner, immediately implemented his philosophy and sales strategy. Mr. Branom has always said that the three most important aspects of any business can be expressed simply: service, service, service. If you want people to buy your product, you must be there in person to demonstrate the product, and the customer must trust you as a helper. Your job as a salesman is to provide the customer with the best possible product and the best possible price and delivery; in so doing, you will be helping him get a raise and helping him get promoted. If you can't do that, then you are not much of a salesman.
Mr. Branom also introduced the concepts of vertical marketing as well as geographic marketing. Prior to his arrival, sales were conducted strictly on a geographical basis. Mr. Branom, however, realized that special market segments, for example the new burgeoning plastics market, the dairy market , pulp and paper, etc., required special skills and special training, and made sure that the salespeople he hired were given either market segments or geographic territories. To this day, this has proved to be the most successful sales strategy.


In 1949, mr. Branom's partner died suddenly, and mr. Branom become sole owner. In 1952, he brought in mr. Gene leeland as a partner, and they changed the name of the company to branom and leeland instrument company. Mr. Leeland left the company in 1965 to run a subsidiary company known as northwest filter company as his compensation. Mr. Branom then made the last change of the name of the company to branom instrument company.
Branom instrument company has also tried to project the basic business philosophy of fairness, whether in dealing with employees or customers. Whatever else occurs, branom instrument company always tries to do what is right and fair. This is not always the most profitable transaction in the singular; but in the long run, this is the only profitable way to do business in the pacific northwest. The customers expect no less, yet are often disappointed by other suppliers.
Despite past downturns in business, branom instrument company has continued to make a profit while increasing employment and market share. Branom's philosophy is to re-distribute the wealth among the participants. The customer is to receive the best product at the best price and the best delivery possible; the employee is to be fairly compensated for his efforts, and the owners are not to be overly compensated. In fact, most of the profits of the company are routinely plowed back into the company for raises, benefits and increased stock and capabilities.


Branom has turned from a mostly pneumatic and hydraulic mechanical instrument supplier to a state-of-the-art electronic supplier; again, this is in answer to customer needs. The future, although uncertain, brings no great worries to the management of branom. Branom has always been able to flex, and to grow and to adapt to the situations presented. There is no reason to doubt that this will ever change.





Mission Statement and Quality Assurance Statement

Branom Instrument Company (BIC) is committed to complete customer satisfaction offering the highest quality products, service, repair and calibration available. BIC strives to be the best business of this type and to continually work to achieve a higher level of quality through our Quality Management Program. Every employee is charged with the responsibility to meet customer requirements and to continually improve the quality of each and every action in keeping with our objectives. Employee development through involvement, training, and effective communications is universally agreed upon at BIC as the essential ingredients for complete customer satisfaction. BIC is committed to continued compliance with the ANSI/NCSL Z540-1-1994 standard.

Organization and Management
  1. BIC managerial and support staff have the authority and resources necessary to carry out their duties.
  2. BIC management is committed to creating an environment where its personnel are free from any undue pressure, which might adversely affect the quality of their work.
  3. BIC is organized in such a way that confidence in its independence of judgment and integrity is maintained at all times.
  4. Adequate supervision of staff is maintained by persons familiar with the methods and procedures of each phase of business, and with the assessment of results.
  5. It is the policy of BIC to assure that customer confidential information, proprietary rights, and special requests will be handled appropriately.