The iconic green and yellow machinery of John Deere is a powerful symbol of American farming, recognized globally. But behind this familiar image lies a nearly 200-year history filled with surprising contradictions—a journey from a blacksmith’s forge to the world of big tech, where legendary loyalty clashes with modern-day controversies that challenge the company’s very identity.

It Started with a Broken Saw and a Flight from Bankruptcy

The story of Deere & Company begins not with a grand vision, but with a narrow escape. In 1836, John Deere, an established blacksmith, fled his home state of Vermont to escape bankruptcy. He settled in Grand Detour, Illinois, where he opened a small shop to serve as a general repairman and manufacturer of tools like pitchforks and shovels.

It was in 1837 that Deere made his breakthrough. Using a Scottish steel saw blade, he fashioned a self-scouring steel plow. This innovation was revolutionary because its highly polished surface prevented the rich, sticky Midwestern soil from clinging to it—a constant problem for farmers using traditional iron or wooden plows. He also pioneered a new business model by manufacturing plows before receiving orders, allowing customers to see and purchase the product on the spot, a departure from the slow, custom-order tradition of the time.

They Refused to Repossess Equipment During the Great Depression

In one of the most difficult periods in American history, John Deere made a decision that would become corporate legend. According to a statement made by host John Ratzenberger on the Travel Channel series Made in America, the company never repossessed equipment from American farmers during the Great Depression. This powerful gesture of solidarity went beyond simple profit, demonstrating a commitment to its customers during a time of widespread hardship. In hindsight, this act of goodwill was a long-term investment that likely secured generations of brand loyalty, turning a financial risk into a cornerstone of the company’s mythology.

That legacy of unbreakable trust, however, is now being tested in the digital age, as a 21st-century fight erupts over who truly controls the modern tractor.

A 21st-Century Fight Over Who Really Owns a Tractor

Modern John Deere equipment has become the center of a heated “Right to Repair” controversy. The tractors’ complex internal software creates a repair monopoly for John Deere dealerships, as only the company has access to the computer code required for service and to accept non-John-Deere replacement parts. This prevents owners and independent mechanics from performing their own repairs, leading some frustrated farmers to use Ukrainian versions of the software to circumvent the restrictions.

A striking example of the technology’s power emerged during the 2022 Russian invasion of Ukraine. When Russian troops stole Ukrainian farm equipment, the dealers who owned the machinery remotely disabled it, rendering the high-tech plunder completely useless.

The issue has led to significant legal and regulatory action. In June 2022, 13 lawsuits from farms and farmers alleging anticompetitive practices were consolidated in federal court. In January 2024, the Federal Trade Commission (FTC) filed an antitrust lawsuit against Deere over its restrictive repair policies. While John Deere signed a memorandum of understanding with the American Farm Bureau Federation in 2023 agreeing to allow access to repair software, the debate over true ownership continues.

The Iconic American Company That Paid 0% in Federal Taxes

In a striking financial paradox for a bedrock of the American economy, Deere & Company was one of 91 Fortune 500 companies that, in 2018, “paid an effective federal tax rate of 0% or less.” The outcome was attributed to the Tax Cuts and Jobs Act of 2017. This tax strategy places the quintessentially “American” manufacturer in the same controversial financial league as the Silicon Valley giants it now emulates in its technology practices.

A Legacy in Motion

From a single steel plow to a fleet of cloud-connected machines, John Deere’s legacy is not a static history but a dynamic narrative shaped by fierce debates over software, ownership, and corporate responsibility. As technology continues to redefine ownership, what does the future hold for the relationship between farmers and the tools they depend on?

An Overview of John Deere’s Equipment

Deere & Company, known globally as John Deere, is an American corporation renowned for manufacturing agricultural, construction, and forestry machinery under the iconic slogan, “Nothing Runs Like a Deere.” For over 180 years, the company has produced a vast range of equipment essential to critical global industries. This document provides an overview of the main categories of equipment John Deere produces, instantly recognizable by the leaping deer logo and, for its agricultural products, a distinctive green and yellow color scheme.

1.0 Agricultural Equipment: Powering Modern Farming

Agriculture is not only John Deere’s largest product category but also its very foundation, born from John Deere’s 1837 invention of the revolutionary self-scouring steel plow that transformed farming on the American prairie. This legacy of innovation continues today, with landmark developments like the first self-propelled combine, ensuring the company remains at the forefront of farming technology.

• Tractors: The quintessential workhorses of the farm, used to pull a wide variety of implements.
• Combine Harvesters: Advanced machines that efficiently harvest grain crops by combining reaping, threshing, and winnowing into a single operation.
• Cotton Harvesters / Pickers: Specialized equipment designed to expertly harvest cotton from the fields.
• Forage Harvesters: Machines that chop silage plants like corn or grass to be used as animal feed.
• Sugarcane Harvesters: Equipment built specifically for the demanding task of cutting and processing sugarcane.
• Planters / Seed Drills: Implements used to precisely plant seeds in the soil at the correct depth and spacing.
• Field Sprayers: Vehicles equipped with large booms to apply fertilizers, pesticides, and other treatments to crops.

While its roots are in agriculture, John Deere’s manufacturing expertise extends to building powerful machinery for construction projects.

2.0 Construction Equipment: Building a Stronger World

To meet the rigorous demands of the construction industry, John Deere engineers a comprehensive line of heavy equipment. As a deliberate visual distinction from its agricultural line, these products are identifiable by a different color scheme: a shade of black with the deer being yellow, and the inside border also being yellow.

• Excavators: Machines used for digging earth, trenches, and foundations.
• Loaders: Equipment designed to move materials like soil, rock, and sand from one place to another, often to load them into trucks.
• Backhoes: Versatile machines with a digging bucket on the back and a loader shovel on the front, used for a variety of construction tasks.
• Graders: Heavy equipment with a long blade used to create a flat, level surface during the construction of roads and foundations.

Beyond earthmoving, the company also produces highly specialized equipment for the forestry industry.

3.0 Forestry Equipment: Sustainably Managing Woodlands

John Deere extends its manufacturing prowess into the highly specialized field of forestry, producing a range of durable and efficient machinery for logging and sustainable forest management.

• Harvesters: Machines that can efficiently fell trees, delimb them, and cut them to specific lengths.
• Forwarders: Vehicles used to carry felled logs from the cutting site to a roadside landing area.
• Skidders: Tractors used to pull cut trees out of a forest.
• Feller Bunchers: Equipment that cuts and gathers several trees before felling them.
• Log Loaders: Machines designed to sort, stack, and load logs onto trucks.

Finally, John Deere’s product lines also include equipment for commercial and consumer use, as well as essential components for other heavy machinery.

4.0 Other Products: From Lawns to Engines

Beyond its three main industrial categories, John Deere manufactures a variety of other products for commercial, consumer, and original equipment manufacturer (OEM) markets.

• Lawn Mowers & Compact Utility Tractors: Equipment designed for consumer and commercial lawn care and property maintenance.
• Diesel Engines & Powertrains: Core components like engines, axles, and transmissions that are used in John Deere’s own heavy equipment and supplied to other manufacturers.
• Utility Vehicles (Gators): All-terrain vehicles used for a wide range of tasks on farms, job sites, and for personal use.

5.0 Conclusion: A Legacy of Diverse Machinery

From a single steel plow that tamed the prairie, John Deere has grown into a global powerhouse. Its journey from a blacksmith’s shop to a worldwide leader in manufacturing underscores a legacy of innovation and reliability. Today, the company’s extensive portfolio of machinery for the world’s most essential industries—agriculture, construction, and forestry—cements its role in building, feeding, and sustaining communities across the globe.

John Deere and the Plow That Tamed the Prairie

Introduction: The Challenge of the American Prairie

In the early 19th century, American pioneers moved west into the Midwest, drawn by the promise of its famously rich prairie soil. However, they quickly encountered a frustrating obstacle: the rich, sticky prairie soil clung to their plows, making farming nearly impossible. This challenge set the stage for a local blacksmith whose revolutionary invention would transform American agriculture forever.

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1. The Journey of a Blacksmith

John Deere was born in Rutland, Vermont, and became an established blacksmith. In 1836, facing financial ruin, he moved to Grand Detour, Illinois, to escape bankruptcy. Deere’s relocation to Illinois placed the established craftsman at the epicenter of a widespread agricultural crisis, one he was uniquely positioned to address.

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2. A Sticky Problem for Farmers

The central issue for these early Midwestern farmers was the ineffectiveness of their traditional iron and wooden plows. The rich prairie soil would stick to the plow blades, forcing farmers to stop their work constantly to scrape the heavy soil off by hand.

The impact of this issue was significant:

• Constant Manual Scraping: Required farmers to stop repeatedly to scrape the heavy, sticky soil off the plowshare.
• Impeded Progress: Made tilling the vast prairies an exceptionally slow and laborious process.

This pervasive agricultural challenge awaited a solution, which would ultimately emerge from the forge of the local village blacksmith, John Deere.

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3. The Spark of Innovation: A Self-Scouring Plow

In 1837, John Deere pioneered the invention that would set him apart: the self-scouring steel plow. He fashioned his first plow from a Scottish steel saw blade. The key to its success was its highly polished steel surface, which was so smooth that the rich, sticky soil slid right off instead of clinging to it.

This brilliant design created a clear distinction between the old way of farming and the new.

Traditional Plows	John Deere’s Steel Plow
Material: Iron or wood	Material: Highly polished steel
Performance: The rich Midwestern soil stuck to the blade	Performance: Self-scouring; soil slid off easily
Result: Hindered prairie cultivation with constant, labor-intensive cleaning	Result: Enabled efficient prairie cultivation by eliminating the need for cleaning

This breakthrough in agricultural technology was not merely an engineering success; it was the cornerstone of a burgeoning industrial enterprise.

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4. From a Single Plow to a Thriving Business

Deere not only innovated in the workshop but also in his business practices, breaking from the traditional and inefficient method of making products only after they were ordered. Instead, he began manufacturing plows before putting them up for sale. This allowed customers to see the product beforehand and purchase it immediately, helping word of his invention spread quickly.

His company’s growth and expansion followed a series of key milestones:

1. 1843: Deere entered a partnership with Leonard Andrus to construct a new, two-story factory along the Rock River in Illinois. This factory produced about 100 plows in 1842, and around 400 plows during the next year.
2. 1848: He relocated the business to Moline, Illinois, a strategic move that gave the company access to both the railroad and the Mississippi River. By 1849, the Deere, Tate & Gould Company was producing over 200 plows a month.
3. 1868: The company was officially incorporated as Deere & Company.

The company’s industrial expansion ensured the steel plow would become not just a local solution, but a catalyst for national transformation.

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5. Conclusion: The Legacy of an Invention

The creation of the self-scouring steel plow was more than just a solution to a “sticky problem.” This single tool greatly aided migration into the American Great Plains in the 19th and early 20th centuries. By making it possible to efficiently cultivate the vast and fertile prairies, John Deere’s invention helped unlock the agricultural potential of the American heartland and fundamentally shape the future of the nation.

Deere & Company: A Comprehensive Corporate Profile

Deere & Company, operating globally under the brand name John Deere, is an undisputed leader in the agricultural machinery and heavy equipment industries. As the world’s largest manufacturer of agricultural equipment, the company’s influence extends across continents, shaping the future of farming, construction, and forestry. Understanding the foundational corporate details, operational structure, and strategic direction of this industrial giant is essential for grasping the dynamics of these critical global sectors. This profile provides a comprehensive analysis of Deere & Company’s corporate architecture, product portfolio, financial standing, and key strategic initiatives.

1.0 Corporate Overview

1.1 Company Vitals

The following table synthesizes the essential corporate data for Deere & Company.

Metric	Detail
Company Name	Deere & Company
Traded As	NYSE: DE (S&P 100 & S&P 500 Component)
Headquarters	Moline, Illinois, U.S.
Founded	1837
Key Leadership	John C. May (Chairman, CEO & President)
Number of Employees	83,000 (2023)
Official Website	https://www.deere.com/

1.2 Market Position and Brand Identity

Deere & Company holds a commanding position as the world’s largest agricultural machinery company, a status reflected in its ranking as № 84 on the 2022 Fortune 500 list of the largest U.S. corporations. The company’s brand is one of the most recognizable in the industrial world, anchored by its iconic slogan, “Nothing Runs Like a Deere.” This brand identity is visually represented by its leaping deer logo, an emblem the company has used in various forms for over 155 years. The distinctive green and yellow color scheme for its agricultural products and the contrasting black and yellow for its construction line further solidify its powerful market presence.

From this high-level overview of the company’s identity, we now turn to a more detailed examination of its global operational structure.

2.0 Global Operational Structure

Deere & Company’s market dominance is supported by a complex and resilient global footprint. This section deconstructs the network of divisions, subsidiaries, and factories that are crucial to its worldwide manufacturing capabilities and operational reach.

2.1 Core Equipment Divisions

The company’s operations are organized into three primary equipment divisions, each targeting a distinct market sector.

• Agriculture: This is the company’s largest and most well-known division, focused on producing a wide range of machinery for farming and cultivation. Key products include tractors, combine harvesters, sprayers, planters, and baling equipment.
• Construction and Forestry: This division manufactures heavy equipment for earth-moving, construction, and timber harvesting. Its portfolio includes excavators, wheel loaders, backhoes, skidders, and feller bunchers.
• Turf: Targeting both consumer and commercial markets, this division produces equipment for lawn, garden, and turf care. Products include riding lawn tractors, zero-turn mowers, Gator utility vehicles, and specialized golf course maintenance equipment.

2.2 Key Subsidiaries and Affiliates

Deere’s operational strength is enhanced by a portfolio of strategic subsidiaries that provide specialized technologies, financial services, and market access.

• John Deere Financial: A critical component of the company’s business model, this subsidiary provides financing for equipment purchases and other related activities, supporting sales and generating a significant revenue stream.
• Blue River Technology: A strategic 2017 acquisition to accelerate Deere’s pivot to automation and machine learning, this subsidiary specializes in applying computer vision and robotics to agriculture, developing “see and spray” technology that enables precision herbicide application.
• Wirtgen Group: A major 2017 acquisition that significantly expanded Deere’s footprint in the construction sector, specifically targeting the high-value global market for road construction machinery and enhancing its portfolio against competitors like Caterpillar.
• Waratah Forestry Attachments: This subsidiary is a leading manufacturer of forestry harvesting heads, providing specialized attachments that integrate with Deere’s forestry equipment.

2.3 Global Manufacturing Footprint

Deere & Company operates an extensive network of factories across the globe, enabling localized production and a resilient supply chain.

Major North American Factories

• Waterloo, Iowa: A central hub for tractor manufacturing, cab and assembly operations, and drivetrain production.
• East Moline, Illinois: The site of the Harvester Works, which produces large combine harvesters.
• Dubuque, Iowa: Focuses on construction and forestry equipment, including backhoes, crawlers, and skid-steer loaders.
• Des Moines, Iowa: Manufactures tillage equipment, cotton harvesters, and sprayers.
• Horicon, Wisconsin: Produces lawn, garden, and turf care equipment, including Gator utility vehicles.
• Torreon, Mexico: A key site for power systems, manufacturing 6- and 4-cylinder engines and heavy-duty axles.

Other Important International Factories

• Mannheim, Germany: A major European facility responsible for producing the 6000-series tractors.
• Pune, India: Manufactures 5000-series tractors for regional and international markets.
• Granadero Baigorria, Argentina: Produces engines, tractors, and combine harvesters for the South American market.
• Zweibrücken, Germany: Specializes in the production of harvesting equipment.
• Joensuu, Finland: The manufacturing center for forwarders and wheeled harvesters under the John Deere Forestry Oy subsidiary.
• Indaiatuba, Brazil: A key location for the production of construction and forestry equipment, including tractors and excavators.

This vast operational network is responsible for creating the diverse range of products that define the John Deere brand.

3.0 Product Portfolio Analysis

Deere & Company’s diverse product portfolio is the tangible output of its global operations and the foundation of its revenue streams across the agricultural, construction, and consumer sectors. This analysis details the key categories of equipment and services the company offers.

3.1 Agricultural Equipment

As the company’s flagship category, John Deere’s agricultural equipment line is comprehensive and technologically advanced.

• Tractors: A full range of tractors, from small utility models to super heavy-duty articulated machines.
• Combine Harvesters: Advanced harvesting machines for grains, including models with Single-Tine Separation (STS) rotary technology.
• Cotton Harvesters: Specialized equipment for picking and processing cotton in the field.
• Planters/Seeders: Precision equipment for planting seeds with high accuracy.
• Sprayers: Self-propelled and pulled sprayers for the application of fertilizers and herbicides.

3.2 Construction and Forestry Equipment

Deere serves the heavy equipment industry with a robust lineup of machinery designed for durability and performance.

• Excavators: A range of excavators for digging, trenching, and material handling.
• Loaders: Includes wheel loaders, tracked loaders, and skid-steer loaders for moving materials on job sites.
• Backhoes: Versatile machines combining loader and excavator capabilities.
• Graders: Motor graders used for creating flat surfaces in road construction and site preparation.
• Skidders & Feller Bunchers: Specialized forestry equipment for grabbing and transporting logs.

3.3 Supporting Products and Services

Complementing its core heavy machinery business, Deere has developed significant ancillary revenue streams through other products and financial services. The company manufactures consumer and commercial equipment such as lawn mowers and compact utility tractors, as well as critical components like diesel engines and powertrains (axles, transmissions) for heavy equipment. Strategically, its most important supporting business is John Deere Financial, which in 2023 generated $4.7 billion in revenue, accounting for 7.7% of the company’s total revenue, demonstrating its dual function as both a sales facilitator and a major profit center.

The sale of these products and services directly generates the financial results that underpin the company’s market leadership.

4.0 Financial Performance and Revenue Breakdown

A quantitative overview of Deere & Company’s financial health provides critical insight into its performance and market penetration. The following analysis breaks down key financial metrics and revenue distribution by business unit and geographic region.

4.1 Key Financial Metrics (Fiscal Year 2023)

The most recent top-line figures highlight the company’s strong financial position.

• Revenue: US$61.251 billion
• Net Income: US$10.166 billion
• Total Assets: US$104.087 billion

4.2 Revenue Analysis by Business Unit (2023)

Deere’s revenue is diversified across its primary operational segments, with a clear lead from its core agriculture business.

Business Unit	Revenue in billion $	Share
Production & Precision Agriculture	26.8	43.7%
Construction and Forestry	14.8	24.2%
Small Agriculture & Turf	14.0	22.8%
Financial Services	4.7	7.7%
Other	1.0	1.6%

This breakdown underscores the company’s reliance on its flagship Production & Precision Agriculture division, which alone accounts for nearly 44% of total revenue, while also highlighting the growing importance of the Construction and Forestry segment as a key pillar of diversification.

4.3 Revenue Analysis by Geographic Region (2023)

While the United States remains its dominant market, Deere maintains a significant and diversified global sales presence.

Region	Revenue in billion $	Share
United States	34.1	55.7%
Latin America	8.2	13.4%
Western Europe	7.3	12.0%
Asia, Africa, Oceania, and Middle East	5.2	8.5%
Canada	4.3	7.0%
Central Europe and CIS	2.1	3.5%

The geographic data reveals a deep entrenchment in the North American market, with the United States and Canada combined representing over 62% of revenue, indicating both a stable core market and a potential dependency that diversification into Latin America and Europe aims to mitigate.

These financial results are influenced by a range of strategic factors and market developments that shape the company’s future.

5.0 Strategic Position and Key Developments

This final section analyzes the critical strategic initiatives and external challenges that are shaping Deere & Company’s current and future trajectory, from technological innovation to significant legal and market controversies.

5.1 Focus on Technology and Automation

Deere & Company is executing a strategic pivot from a traditional heavy equipment manufacturer to a technology-first enterprise. This strategy is centered on developing smart, autonomous, and connected machines to enhance farming efficiency. Key initiatives include the 2017 acquisition of Blue River Technology to integrate machine learning into its equipment and the 2022 introduction of a fully self-driving tractor designed for large-scale agriculture. The company’s overarching goal is to connect its machines to the cloud-based John Deere Operations Center, creating an ecosystem of intelligent equipment that can optimize farm productivity and provide higher-margin software and data services.

5.2 “Right to Repair” Controversy and Legal Challenges

Deere faces a significant market and legal challenge concerning its restrictive repair policies. The company has been criticized for using software locks on its equipment, which prevents owners and independent mechanics from performing necessary repairs without proprietary tools and access codes available only through its dealership network. This has led to multiple lawsuits from farmers alleging monopolistic practices. The issue has escalated, with the Federal Trade Commission (FTC) filing an antitrust lawsuit against Deere, arguing that its policies inflate repair costs. In an effort to address these concerns, Deere signed a memorandum of understanding (MOU) with the American Farm Bureau Federation in 2023, agreeing to make diagnostic tools and manuals available to farmers and independent repair shops. However, this private agreement has been met with skepticism, and the legal challenges continue.

Ultimately, Deere’s strategic trajectory hinges on its ability to monetize its technological pivot to software and data services while navigating the significant regulatory and consumer pressures demanding more openness in its historically closed hardware ecosystem.

The Enduring Legacy of Deere & Company: A Corporate History

1.0 The Forging of an American Icon (19th Century)

The story of 19th-century American agriculture is inseparable from the nation’s westward expansion. As pioneers moved into the vast prairies, they encountered formidable challenges that stifled progress, chief among them the thick, rich soil that clung tenaciously to their cast-iron plows. It was in this environment that blacksmith John Deere developed a foundational innovation that would not only solve a critical farming problem but also unlock the agricultural potential of the American heartland. His work laid the groundwork for a company that would grow from a small workshop into a global enterprise, fundamentally shaping the future of farming.

1.1 The Self-Scouring Plow: A Foundational Innovation

The company’s origins trace back to 1836, when John Deere, a Vermont-born blacksmith, moved to Grand Detour, Illinois, to escape bankruptcy. In 1837, he established a small shop and quickly identified the central obstacle facing local farmers: the rich Midwestern soil would stick to their iron and wooden plows, forcing them to stop frequently to clean the plowshares.

Deere’s solution was both simple and revolutionary. In 1837, he fashioned a plow from a Scottish steel saw blade. The highly polished steel surface of his creation was “self-scouring,” allowing the soil to slide off cleanly. This innovation directly addressed the unique challenges of tilling prairie soil and was instrumental in aiding the great migration into the American Great Plains, turning untamed grasslands into the nation’s breadbasket.

1.2 From Workshop to Factory: Early Business Strategy and Growth

John Deere distinguished himself not only as an inventor but also as a forward-thinking businessman. He broke from the traditional “make-to-order” model, where products were built only after a customer placed an order. This strategic pivot from a reactive “make-to-order” model to a proactive inventory-based system was a key differentiator, granting Deere a significant speed-to-market advantage over its contemporaries.

The company’s early growth was marked by key partnerships and strategic relocations:

• 1843: Deere entered a partnership with Leonard Andrus, constructing a new factory along the Rock River to harness water power for its machinery.
• 1848: After the partnership with Andrus ended, Deere relocated to Moline, Illinois, a strategic move that provided critical access to both the railroad and the Mississippi River. There, he formed a new partnership with Robert Tate and John Gould.

This period saw a dramatic increase in output. By 1849, the Deere, Tate & Gould Company was producing over 200 plows a month, a testament to the growing demand and the efficiency of its evolving manufacturing processes.

1.3 Incorporation and Second-Generation Leadership

In 1853, John Deere bought out his partners’ interests and was joined by his son, Charles. The company was formally incorporated as Deere & Company in 1868. The original stockholders were John Deere, his son Charles Deere, his son-in-law Stephen Velie, and George Vinton.

Following the incorporation, leadership transitioned to Charles Deere, who effectively ran the company. In 1869, Charles implemented a visionary distribution strategy, establishing a network of marketing centers and independent retail dealers. This model propelled the company’s sales nationwide and became a cornerstone of its business for generations. This powerful dealer network, a cornerstone of the company’s success for over a century, would later become a central point of contention in the 21st-century “Right to Repair” debates. The company’s growing reputation was affirmed that same year when it won an award for “Best and Greatest Display of Plows in Variety” at the 17th Annual Illinois State Fair.

From these 19th-century foundations built on a simple steel plow, Deere & Company was poised to enter a new century defined by the revolutionary power of mechanization.

2.0 Mechanization and Global Expansion (20th Century)

The 20th century ushered in an era of profound technological change for agriculture, replacing horsepower with engine power. For Deere & Company, this period was defined by a strategic pivot into mechanized farming. Facing increased competition and the demands of a modernizing world, the company leveraged key acquisitions, relentless innovation, and global expansion to cement its status as an industry leader.

2.1 Entering the Tractor Age

In the early 1900s, intense competition from the newly formed International Harvester Company prompted Deere & Company, under the leadership of President William Butterworth (John Deere’s son-in-law), to expand into the tractor business. After experimenting with its own models, the company made a pivotal move in 1918 by acquiring the Waterloo Gasoline Engine Company. This acquisition brought the popular “Waterloo Boy” tractor into its portfolio. Deere continued to sell tractors under the Waterloo Boy name until 1923, when it introduced the iconic John Deere Model D.

2.2 Innovation and Resilience Through Crisis

Throughout the 1920s and 1930s, Deere continued to innovate. In 1927, it produced its first combine harvester, the John Deere No. 2, and followed it with smaller, more popular models. During this time, the company also began developing hillside harvesting technology, enabling combines to work effectively on slopes with up to a 50% gradient.

During the Great Depression, the company demonstrated a remarkable commitment to its customers. As noted on the Travel Channel’s Made in America, Deere & Company maintained a policy of never repossessing equipment from American farmers who fell on hard times.

The company’s industrial might was later directed toward the U.S. war effort during World War II. Under the leadership of Charles Deere Wiman, John Deere’s great-grandson, the company manufactured a range of essential military supplies:

• Military tractors
• Transmissions for the M3 tank
• Aircraft parts
• Ammunition
• Mobile laundry units

2.3 The “New Generation of Power” and Post-War Dominance

On August 30, 1960, the company staged an unprecedented product launch called “Deere Day in Dallas.” Before an audience of 6,000 dealers from around the world, it unveiled its “New Generation of Power”—the company’s first modern four- and six-cylinder tractors. This new “10” series, including the 1010, 2010, 3010, and 4010 models, represented a massive technological leap over the previous two-cylinder machines. They offered significantly more power, advanced hydraulics, and vastly improved operator comfort and visibility.

The market’s response was decisive; the “New Generation of Power” rendered competitors’ offerings technologically obsolete almost overnight, cementing John Deere’s market dominance. The new line propelled John Deere’s market share from 23% in 1959 to 34% by 1964, establishing it as the top agricultural equipment manufacturer in the United States and solidifying its brand as the market leader and setting a new technological benchmark for the entire industry for decades to come.

This wave of innovation continued through the latter half of the century, with a steady stream of technological advancements in its tractor and combine lines:

• 1972: The introduction of “Sound Idea Tractors,” which featured the optional Sound Gard body—a fully integrated, insulated operator cab with heating and air conditioning, setting a new standard for operator comfort.
• Late 1970s: The launch of the “Iron Horses” series (4040, 4240, etc.), which featured a new, powerful 466-cubic-inch displacement engine.
• 1980s: The debut of models equipped with a 15-speed PowerShift transmission and optional mechanical front-wheel drive for improved traction and a tighter turning radius.
• 1989: The release of the completely redesigned “Maximizer” combines (9400, 9500, and 9600), which featured a center-mounted cab and rear-mounted engine.
• 1999: The introduction of the Single-Tine Separation (STS) rotary combine system, a significant advancement in rotary technology that improved material handling while using less power.

2.4 Establishing a Global Footprint

Alongside its technological advancements, Deere & Company expanded its physical presence worldwide. Two key moves during this period established its international manufacturing footprint:

• In 1956, the company bought out the German tractor manufacturer Heinrich Lanz AG.
• In 1958, it constructed a new factory in Rosario, Argentina.

As the 20th century drew to a close, Deere & Company had successfully transitioned from a maker of iconic green-and-yellow machines to a global powerhouse, setting the stage for its next evolution in the emerging digital landscape.

3.0 The Digital Frontier and Modern Challenges (21st Century)

The 21st century marked a paradigm shift in agriculture, as the industry moved from mechanical power to the digital frontier of precision agriculture, automation, and data integration. Deere & Company positioned itself at the center of this technological revolution, transforming its products from standalone machines into intelligent, connected systems. This evolution, however, has been accompanied by significant new challenges, including market volatility, complex labor relations, and a contentious public debate over the right to repair its advanced equipment.

3.1 Leading the Agri-Tech Revolution

To bolster its position in the agri-tech space, Deere has made several strategic acquisitions to enhance its machine learning and automation capabilities:

• Blue River Technology (2017): This acquisition brought in advanced computer vision and machine learning technology for its “see and spray” systems, which precisely target weeds to reduce overall herbicide use.
• Bear Flag Robotics: This purchase advanced the company’s capabilities in autonomous agricultural technology, allowing it to further develop self-driving equipment.

These investments culminated in the 2022 unveiling of a fully self-driving tractor at the Consumer Electronics Show. This move signaled a broader strategic goal: to connect 1.5 million machines and half a billion acres of farmland to its cloud-based John Deere Operations Center. This platform aims to provide farmers with data-driven insights to optimize efficiency, a model that positions Deere as much a tech company as a hardware manufacturer.

3.2 Corporate Strategy in a Volatile Market

The modern era has also brought significant business pressures. Deere has faced decreased demand and challenging economic factors, leading to several rounds of layoffs announced in 2014, July 2024, and August 2024. The company has also publicly stated it is considering moving some component production to Mexico to manage costs.

Labor relations have also been a point of focus. In October 2021, approximately 10,000 UAW-unionized employees went on strike after contract negotiations reached an impasse, highlighting the ongoing challenges of balancing corporate strategy with the needs of its workforce.

3.3 The “Right to Repair” Controversy

Deere’s increasing reliance on sophisticated software has sparked a major “right to repair” controversy. Critics argue that the company’s software locks prevent equipment owners and independent mechanics from performing necessary repairs, effectively creating a service monopoly for authorized dealerships. This has led to significant legal and regulatory scrutiny.

• June 2022: Thirteen lawsuits filed by farmers alleging monopolistic repair practices were consolidated in federal court.
• January 2023: Deere & Company signed a memorandum of understanding (MOU) with the American Farm Bureau Federation (AFBF), agreeing to provide farmers with access to its software and manuals. However, the agreement was met with skepticism due to its lack of a legal enforcement mechanism.
• January 2024: The Federal Trade Commission (FTC) filed an antitrust lawsuit against Deere, arguing that its restrictive repair policies inflate costs for farmers by preventing independent shops from servicing its equipment.

Today, Deere & Company stands as a corporation pushing the boundaries of what is possible in agriculture, while simultaneously navigating the profound legal, labor, and market challenges that define the modern industrial landscape.

4.0 A Legacy of Enduring Leadership

For over 180 years, Deere & Company has been guided by a lineage of leaders who have navigated eras of profound change, from the transition from a blacksmith’s shop to a mechanized factory and, ultimately, to a global agri-tech corporation. This consistent leadership has been a crucial element in the company’s ability to adapt and thrive across centuries.

4.1 Chronology of Leadership

The following table outlines the tenures of the company’s presidents and chairmen of the board.

Role	Leader	Tenure
President	John Deere	1837–1886
President	Charles Henry Deere	1886–1907
President	William Butterworth	1907–1928
President	Charles Deere Wiman	1928–1955
President	William Alexander Hewitt	1955–1964
President	Robert A. Hanson	1982–1990
President	Hans Becherer	1990–2000
President	Robert Lane	2000–2009
President	Samuel Allen	2009–2019
President	John C. May	2020–present
Chairman	William Butterworth	1928–1936
Chairman	William Hewitt	1964–1982
Chairman	Robert A. Hanson	1982–1990
Chairman	Hans Becherer	1990–2000
Chairman	Robert Lane	2000–2009
Chairman	Samuel Allen	2010–2020
Chairman	John C. May	2020–present

Note: The provided source material does not list the presidents who served between 1964 and 1982.

4.2 Conclusion: From Steel Plows to Smart Machines

From a single blacksmith forging a solution to a local problem, Deere & Company has evolved into a global symbol of agricultural progress. Its history is a narrative of relentless innovation—from the self-scouring steel plow that opened the prairies, to the gasoline-powered tractors that mechanized farming, to the data-driven autonomous machines of today. Through strategic adaptation to market forces, a willingness to redefine its own products, and an enduring brand identity recognized worldwide, Deere & Company has not just witnessed the transformation of agriculture; it has consistently been one of its primary architects.

Briefing Document: Deere & Company

Executive Summary

Deere & Company, operating as John Deere, is a globally recognized American corporation specializing in the manufacture of agricultural, construction, and forestry machinery, alongside diesel engines and lawn care equipment. Founded in 1837 by blacksmith John Deere, the company’s foundational innovation was the self-scouring steel plow, which revolutionized farming on the American prairies. Headquartered in Moline, Illinois, the company is a major economic force, reporting revenue of over $61 billion in 2023 and employing approximately 75,800 people as of 2024.

The company’s history is marked by significant milestones, including its 1918 entry into the tractor market with the acquisition of the Waterloo Gasoline Engine Company and the landmark 1960 “Deere Day in Dallas” event, which introduced the “New Generation of Power” tractors that propelled the company to market leadership. In the 21st century, Deere has focused on integrating advanced technology, such as autonomous systems and machine learning, highlighted by its acquisition of Blue River Technology and the 2022 launch of a self-driving tractor.

A central contemporary issue facing the company is the “right to repair” controversy. Deere has been widely criticized for using proprietary software locks that prevent equipment owners and independent mechanics from performing necessary repairs, thereby creating a service monopoly for its authorized dealerships. This has resulted in widespread backlash from farmers, the introduction of right-to-repair legislation in numerous states, and significant legal challenges, including multiple consolidated lawsuits and an antitrust lawsuit filed by the Federal Trade Commission (FTC) in 2025. While Deere signed a memorandum of understanding with the American Farm Bureau Federation in 2023 to provide greater access to repair materials, skepticism regarding its enforceability and long-term commitment remains.

I. Corporate Profile

Deere & Company is a publicly traded corporation listed on the New York Stock Exchange (NYSE: DE) and is a component of both the S&P 100 and S&P 500 indices. It ranked 84th on the 2022 Fortune 500 list. The company’s slogan is “Nothing Runs Like a Deere,” and its leaping deer logo has been in use for over 155 years.

Key Corporate Details (as of 2024):

Metric	Value
Headquarters	Moline, Illinois, U.S.
Area Served	Worldwide
Chairman, CEO & President	John C. May
Number of Employees	75,800
Revenue (2024)	US$51.72 billion
Net Income (2024)	US$7.088 billion
Total Assets (2024)	US$107.3 billion
Total Equity (2024)	US$22.84 billion

The company’s leadership has evolved over its history, with John C. May assuming the roles of President, CEO, and Chairman of the Board in 2020. Notably, in 2018, Deere & Company was one of 91 Fortune 500 companies that paid an effective federal tax rate of 0% or less, following the Tax Cuts and Jobs Act of 2017.

II. Historical Development

A. 19th Century: Foundation and Early Growth

Deere & Company was founded by John Deere, who moved to Grand Detour, Illinois, in 1836. In 1837, he pioneered the self-scouring steel plow by fashioning it from a Scottish steel saw blade. This invention was critical for tilling the rich soil of the American Midwest, as it did not require frequent cleaning like iron or wooden plows.

• 1837: John Deere opens a 1,378-square-foot shop and develops the steel plow.
• 1843: Deere partners with Leonard Andrus to build a new factory on the Rock River, producing around 400 plows that year.
• 1848: Deere ends his partnership with Andrus and relocates to Moline, Illinois, to gain access to the Mississippi River and railroads. He forms a new partnership with Robert Tate.
• 1849: The Deere, Tate & Gould Company is producing over 200 plows per month.
• 1853: Deere buys out his partners and is joined by his son, Charles Deere. The company diversifies into wagons, corn planters, and cultivators.
• 1858: A financial recession forces reorganization, with management largely transferred to Charles Deere and son-in-law Christopher Webber.
• 1868: The company is officially incorporated as Deere & Company.
• 1869: Charles Deere establishes a network of marketing centers and independent retail dealers to expand sales nationwide.

B. 20th Century: Mechanization and Global Expansion

The 20th century saw Deere & Company transform into a dominant force in mechanized agriculture, defined by its entry into the tractor business and continuous innovation in harvesting equipment.

• 1912: Company president William Butterworth begins expansion into the tractor business.
• 1918: Deere acquires the Waterloo Gasoline Engine Company, manufacturer of the popular Waterloo Boy tractor.
• 1923: The John Deere Model D tractor is introduced, replacing the Waterloo Boy name.
• 1927: The company produces its first combine harvester, the John Deere No. 2.
• Great Depression: The company reportedly never repossessed equipment from American farmers during this period.
• World War II: Under the direction of Charles Deere Wiman, the company manufactured military tractors, M3 tank transmissions, aircraft parts, and ammunition for the war effort.
• 1956: Deere acquires German tractor manufacturer Heinrich Lanz AG.
• 1958: A factory is constructed in Rosario, Argentina, beginning decades of production in the country.
• 1960: The “Deere Day in Dallas” event introduces the “New Generation of Power,” a line of modern four- and six-cylinder tractors (1010, 2010, 3010, and 4010 models). This move was pivotal, propelling Deere’s U.S. market share from 23% in 1959 to 34% by 1964.
• 1972: Deere introduces its “Sound Idea Tractors” with the optional Sound Gard body, an integrated, insulated operator’s cab with heating and air conditioning.
• 1989: The company launches a completely redesigned line of ‘Maximizer’ combines (9400, 9500, 9600).
• 1999: Deere introduces the Single-Tine Separation (STS) rotary combine system, a significant technological step forward.

C. 21st Century: Technology, Labor, and Controversy

The current century is characterized by Deere’s focus on “smart” technology, acquisitions to bolster its machine learning capabilities, and significant public scrutiny over its repair policies.

• 2017: Deere acquires Blue River Technology, a company specializing in applying machine learning and computer vision to agriculture, enabling “see and spray” technology that reduces herbicide use.
• 2019: John May is elected CEO, replacing Samuel R. Allen.
• 2021: Approximately 10,000 UAW-unionized employees go on strike after contract negotiations reach an impasse.
• 2022: The company unveils a fully autonomous tractor at the Consumer Electronics Show, part of a strategy to connect 1.5 million machines and half a billion acres to its cloud-based Operations Center.
• 2024: Deere announces layoffs of 600 employees in its Midwest facilities and considers moving some component production to Mexico.

III. The “Right to Repair” Controversy

A defining issue for Deere & Company in recent years is the conflict over the “right to repair.” The company has been criticized for implementing policies that restrict the ability of equipment owners and independent third parties to service and repair its modern machinery.

• The Core Issue: Deere utilizes proprietary software and digital locks on its equipment’s internal computers. This prevents users and independent mechanics from accessing diagnostic codes, modifying software, or using non-Deere replacement parts, effectively creating a repair monopoly for authorized John Deere dealerships.
• Company Justification: The company has claimed that user repair is prohibited under the Digital Millennium Copyright Act (DMCA) by bypassing digital rights management (DRM) and that unqualified repairs could pose safety risks.
• Backlash and Farmer Response: The policy has drawn condemnation from farmers and advocacy groups like the Electronic Frontier Foundation. Some farmers have resorted to using hacked Ukrainian versions of Deere software to bypass the restrictions.
• Legislative and Legal Action:
  • As of April 2022, right-to-repair bills had been introduced in 26 U.S. states.
  • In June 2022, 13 lawsuits from farmers alleging unlawful monopolization of the repair market were consolidated in federal court.
  • In February 2023, the U.S. Department of Justice filed a “statement of interest” in the case, arguing that repair restrictions can harm consumers.
  • In January 2025, the Federal Trade Commission (FTC), joined by five states, filed an antitrust lawsuit against Deere over its restrictive repair policies.
• Memorandum of Understanding (MOU): In January 2023, Deere signed an MOU with the American Farm Bureau Federation (AFBF), agreeing to allow farmers and independent shops to purchase access to necessary software, manuals, and tools. However, critics point out the MOU is a private agreement lacking legal enforcement and requires the AFBF to refrain from supporting right-to-repair legislation.
• International Dimension: The issue extends globally, with agricultural industry bodies in countries like Australia lobbying for similar right-to-repair laws covering farm machinery.

IV. Products, Operations, and Subsidiaries

John Deere manufactures a wide array of products across several key sectors and maintains a vast global manufacturing footprint.

A. Product Lines

• Agricultural Equipment: Tractors, combine harvesters, cotton and sugarcane harvesters, planters, seeders, sprayers, and balers.
• Construction Equipment: Excavators, loaders, backhoes, and graders.
• Forestry Equipment: Harvesters, forwarders, skidders, and log loaders. The company owned the Timberjack brand from 2000 to 2006.
• Other Products: Lawn mowers, compact utility tractors, Gator utility vehicles, snowmobiles, diesel engines, and powertrains.
• Financial Services: John Deere Financial is a major division, providing financing for equipment and other loans, accounting for a third of the company’s income as of 2017.

B. Global Manufacturing Footprint

Deere operates numerous factories worldwide. Key North American locations include:

Factory Name	Location	Primary Products
Harvester Works	East Moline, IL	Large combine harvesters
Davenport Works	Davenport, IA	Wheel loaders, motor graders, dump trucks
Dubuque Works	Dubuque, IA	Backhoes, crawlers, skid-steer loaders
Des Moines Works	Ankeny, IA	Tillage equipment, cotton harvesters, sprayers
Waterloo Works	Waterloo, IA	Tractors, drivetrains, engines, foundry operations
Horicon Works	Horicon, WI	Lawn & garden equipment, Gator utility vehicles
Industrias John Deere	Monterrey, Mexico	Agricultural and construction equipment
Motores John Deere	Torreon, Mexico	Power systems, engines, axles

Other major international factories are located in Argentina, Brazil, China, Finland, France, Germany, India, and the Netherlands.

C. Key Subsidiaries

• Blue River Technology (Machine learning for agriculture)
• Bear Flag Robotics (Autonomous agricultural technology)
• Wirtgen Group
• NavCom Technology, Inc. (Precision positioning systems)
• John Deere Financial
• Hagie Sprayers

V. Financial Profile and Corporate Data

A. Financial Performance (2013-2023)

The company has demonstrated robust financial performance over the past decade, with significant growth in revenue and net income.

Year	Revenue (in billion USD)	Net Income (in billion USD)	Total Assets (in billion USD)
2013	$37.795	$3.537	$59.521
2014	$36.067	$3.162	$61.336
2015	$28.863	$1.940	$57.948
2016	$26.644	$1.524	$57.919
2017	$29.738	$2.159	$65.786
2018	$37.358	$2.368	$70.108
2019	$39.258	$3.253	$73.011
2020	$35.540	$2.751	$75.091
2021	$44.024	$5.963	$84.114
2022	$52.577	$7.130	$90.030
2023	$61.251	$10.166	$104.087

B. Revenue Breakdown (2023)

Business Unit	Revenue (in billion USD)	Share
Production & Precision Agriculture	$26.8	43.7%
Construction and Forestry	$14.8	24.2%
Small Agriculture & Turf	$14.0	22.8%
Financial Services	$4.7	7.7%
Other	$1.0	1.6%

Region	Revenue (in billion USD)	Share
United States	$34.1	55.7%
Latin America	$8.2	13.4%
Western Europe	$7.3	12.0%
Asia, Africa, Oceania, Middle East	$5.2	8.5%
Canada	$4.3	7.0%
Central Europe and CIS	$2.1	3.5%

C. Carbon Footprint

John Deere reported total CO2e emissions of 766 kilotonnes for the fiscal year ending September 30, 2020, a 16.8% year-over-year reduction. The company has stated a goal to reduce emissions by 15% by 2022 from a 2017 baseline.

Study Guide: Deere & Company

Short-Answer Quiz

1. Describe the key invention that launched John Deere’s success in the 19th century. What problem did it solve for Midwestern farmers?
2. How did Deere & Company first enter the tractor business in the early 20th century, and what was the name of the popular tractor it initially sold?
3. What was the “New Generation of Power” introduced at the “Deere Day in Dallas” event in 1960? Explain its significance for the company.
4. Explain the “right to repair” controversy associated with John Deere. What are the central arguments from farmers and critics?
5. What was the purpose of the Memorandum of Understanding (MOU) signed between John Deere and the American Farm Bureau Federation in 2023, and what are some criticisms of this agreement?
6. Beyond agricultural equipment, what are the other major product categories manufactured by Deere & Company? Provide examples for each.
7. What significant contributions did Deere & Company make to the U.S. war effort during World War II?
8. How is the company’s branding distinguished between its agricultural and construction product lines?
9. Summarize Deere’s evolution in combine harvester technology, from its first models to the introduction of rotary combines.
10. What is Blue River Technology, and why was its acquisition significant for Deere & Company’s strategy in the 21st century?

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Answer Key

1. The key invention was the self-scouring steel plow, pioneered in 1837. Deere fashioned it from a Scottish steel saw blade, creating a highly polished surface. This solved a major problem for Midwestern farmers, as the rich soil would stick to traditional iron or wooden plows, requiring frequent cleaning; Deere’s plow allowed the soil to slide off easily, greatly improving tilling efficiency.
2. Deere & Company entered the tractor business in 1918 by purchasing the Waterloo Gasoline Engine Company. Following this acquisition, the company sold the popular “Waterloo Boy” tractor. It continued to market tractors under this name until 1923, when the John Deere Model D was introduced.
3. The “New Generation of Power” was the company’s first line of modern four- and six-cylinder tractors, including the 1010, 2010, 3010, and 4010 models. This was significant because it marked a shift away from the two-cylinder machines Deere had focused on for decades. These new tractors were more powerful, easier to operate with better controls and visibility, and helped propel the company to become the top U.S. farm equipment manufacturer.
4. The “right to repair” controversy stems from John Deere’s use of proprietary software on its equipment, which prevents owners or third-party mechanics from performing certain repairs. The company’s license for the internal software does not allow modification, effectively creating a monopoly for John Deere dealerships for service and parts. Critics, including farmers and the Electronic Frontier Foundation, argue this is contrary to the right to repair and inflates costs for farmers.
5. The 2023 MOU was an agreement in which John Deere committed to allowing farmers and independent repair shops to purchase access to the software, manuals, and information needed to fix its equipment. However, critics are skeptical because the MOU is a private-sector agreement that lacks a legal enforcement mechanism. Furthermore, the agreement stipulates that the American Farm Bureau Federation will refrain from supporting “Right to Repair” legislation, and Deere can pull out if such legislation is enacted.
6. Beyond agricultural equipment, Deere & Company manufactures construction equipment (excavators, loaders, backhoes), forestry machinery (harvesters, forwarders, skidders), and other products. This last category includes consumer and commercial items like lawn mowers, compact utility tractors, snow throwers, and ATVs (Gators), as well as diesel engines and powertrains.
7. During World War II, Deere & Company manufactured military tractors, transmissions for the M3 tank, aircraft parts, and ammunition. The company also produced mobile laundry units to support the war effort, and its then-president, Charles Deere Wiman, directed the farm machinery division of the War Production Board.
8. The company uses distinct color schemes for its branding. Agricultural products are identifiable by a signature shade of green paint with a yellow inside border. In contrast, construction products are painted a shade of black, with the leaping deer logo and inside border rendered in yellow.
9. Deere produced its first combine harvester, the No. 2, in 1927, followed by the smaller, more popular No. 1. In 1947, it introduced its first self-propelled combine, the model 55. A major evolution occurred in 1999 when Deere introduced the Single-Tine Separation (STS) system on its 50 series Maximizer combines, marking its entry into rotary combine technology, which improved material handling and used less horsepower than the conventional walker combines it had built previously.
10. Blue River Technology is a California-based company that applies machine learning to agriculture, which Deere & Company acquired in 2017. The acquisition was significant because Blue River’s technology, which integrates computer vision and machine learning, enables “see and spray” machines that can precisely treat individual plants. This allows growers to significantly reduce the use of herbicides by spraying only where weeds are present, aligning with Deere’s strategy of developing “smart machines” for more efficient farming.

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Essay Questions

1. Analyze the business strategies that allowed Deere & Company to evolve from a small blacksmith shop in 1837 to the world’s largest agriculture machinery company. Discuss key decisions, acquisitions, and innovations mentioned in the text.
2. Examine the “right to repair” issue as a case study in the conflict between intellectual property rights and consumer ownership in the digital age. Using the details provided, construct an argument for and against Deere & Company’s position.
3. Trace the timeline of Deere & Company’s global expansion, citing specific examples of factories and operations established outside the United States, such as in Germany and Argentina. What does this expansion reveal about the company’s long-term strategy?
4. Discuss the evolution of the John Deere tractor from the “New Generation of Power” in 1960 to the autonomous tractors of the 21st century. What major technological and design shifts occurred, and how did they reflect the changing needs of agriculture?
5. Based on the source material, describe Deere & Company’s corporate structure and product diversification. How do its various divisions (e.g., Agriculture, Construction, Financial Services) and subsidiaries contribute to its overall market position and revenue?

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Glossary of Key Terms

Term	Definition
American Farm Bureau Federation (AFBF)	A national organization of farmers with which John Deere signed a Memorandum of Understanding (MOU) in 2023 regarding the “right to repair” issue.
Blue River Technology	A company acquired by John Deere in 2017 that specializes in applying machine learning, computer vision, and robotics to agriculture, particularly through its “see and spray” technology to reduce herbicide use.
Charles Deere	The son of founder John Deere, who took on major managerial roles in the company, effectively ran it after its 1868 incorporation, and introduced marketing centers and retail dealers.
Deere Day in Dallas	An unprecedented product showcase event held on August 30, 1960, where Deere & Company introduced its “New Generation of Power” tractors to 6,000 dealers and guests.
Digital Millennium Copyright Act (DMCA)	A U.S. copyright law that John Deere has cited to forbid user repair of its equipment, claiming that bypassing its software’s digital rights management (DRM) is a violation.
Grand Detour, Illinois	The town where John Deere moved in 1836 and opened a blacksmith shop in 1837, where he pioneered the self-scouring steel plow.
Green Magazine	A publication started in 1984 that is devoted to John Deere enthusiasts, featuring articles on tractors and company history.
Iron Horses	A series of tractors introduced in the late 1970s, including the 4040, 4240, 4440, 4640, and 4840 models, which featured a new 466-cubic-inch engine and improvements to the operator cab.
John Deere (inventor)	Born in 1804, he was a blacksmith who founded Deere & Company in 1837 after inventing the self-scouring steel plow.
Maximizer Combines	A new line of completely redesigned combines introduced in 1989, which included the 9400, 9500, and 9600 models, featuring a center-mounted cab and rear-mounted engine.
Memorandum of Understanding (MOU)	An agreement signed in 2023 between John Deere and the AFBF, in which Deere agreed to provide farmers and independent shops access to its repair software and manuals.
Moline, Illinois	The city where John Deere relocated his company in 1848 to gain access to the railroad and the Mississippi River. It serves as the location of the company’s World Headquarters.
New Generation of Power	A line of modern four- and six-cylinder tractors introduced in 1960, marking a significant technological shift from the company’s previous two-cylinder models.
Right to Repair	A movement advocating for the right of equipment owners and independent technicians to repair products without restrictions from the manufacturer, a central issue in the controversy over John Deere’s software locks.
Self-Scouring Steel Plow	John Deere’s pioneering 1837 invention, made from a steel saw blade, that had a polished surface allowing the rich Midwestern soil to slide off, which dramatically increased tilling efficiency.
Single-Tine Separation (STS)	A rotary combine technology introduced by John Deere in 1999 that uses less horsepower and improves material handling compared to traditional walker combines.
Sound Gard Body	An optional, completely integrated, and insulated operator’s cab introduced with the Generation II tractors in 1972, which included a roll-over protective structure, heating, and air conditioning.
Waterloo Boy	A popular tractor manufactured by the Waterloo Gasoline Engine Company. After acquiring the company in 1918, Deere & Company continued to sell tractors under this name until 1923.
Waterloo Gasoline Engine Company	The company that Deere & Company purchased in 1918 to officially enter the tractor manufacturing business.