1934, Andersen was growing dissatisfied with life as a traveling salesman. He heard through an associate that the H. B. Fuller Company in St. Paul, Minnesota, a manufacturer of school paste, was looking for someone to hire in sales promotion. Andersen discussed the position with the owner and president, Harvey B. Fuller Jr., and joined the company on October 8, 1934. Andersen managed sales for the H.B. Fuller Company over the next seven years until purchasing a controlling interest in the company in 1941 and taking over as president. Under his leadership, the firm became an early model of corporate responsibility, recognized for offering generous benefits to employees, their spouses, and retirees. Andersen's corporate philosophy was built around four priorities in a definite order. The highest priority was service to the customer. "Anything the customer wanted should be seen as an opportunity for us to provide it. Number two was that the company should exist deliberately for the benefit of the people associated in it. I never liked the word employee. It intimated a difference in class within a plant. We always used the word associate. Fuller's third priority was to make money. To survive, you have to make money. To grow, you need money. To conduct research and develop new products, you must have money. The need for money can be desperate at times. But corporations must put the quest for money in its proper place. Our philosophy did not leave out service to the larger community. We put it in fourth place, behind service to customers, our associates, and the bottom line. Community service cannot be paramount to a business, but it ought not to be omitted, as it too often is. Business must concern itself with the larger society—for reasons of self-interest if nothing else." Under Andersen's guidance, Fuller grew from a small plant to an international Fortune 500 company. Its expansion strategy baffled the competition. Competitors thought the company was struggling to keep all the new plants afloat, but the opposite was true. Other leaders in the adhesives industry operated in New York City, Chicago, and San Francisco. "They had huge plants and big established investments. They could not start a new plant. What would they do with their big old plant? By comparison, we were popping around the country and setting up small plants in lively little markets. We kept our real estate costs down.