The Age of Big Business Part 1

The Age of Big Business.

by Burton J. Hendrick.

CHAPTER I. INDUSTRIAL AMERICA AT THE END OF THE CIVIL WAR

A comprehensive survey of the United States, at the end of the Civil War, would reveal a state of society which bears little resemblance to that of today. Almost all those commonplace fundamentals of existence, the things that contribute to our bodily comfort while they vex us with economic and political problems, had not yet made their appearance.

The America of Civil War days was a country without transcontinental railroads, without telephones, without European cables, or wireless stations, or automobiles, or electric lights, or sky-sc.r.a.pers, or million-dollar hotels, or trolley cars, or a thousand other contrivances that today supply the conveniences and comforts of what we call our American civilization. The cities of that period, with their unsewered and unpaved streets, their dingy, flickering gaslights, their ambling horse-cars, and their hideous slums, seemed appropriate settings for the unformed social life and the rough-and-ready political methods of American democracy. The railroads, with their fragile iron rails, their little wheezy locomotives, their wooden bridges, their unheated coaches, and their kerosene lamps, fairly typified the prevailing frontier business and economic organization. But only by talking with the business leaders of that time could we have understood the changes that have taken place in fifty years. For the most part we speak a business language which our fathers and grandfathers would not have comprehended.

The word "trust" had not become a part of their vocabulary; "restraint of trade" was a phrase which only the antiquarian lawyer could have interpreted; "interlocking directorates," "holding companies,"

"subsidiaries," "underwriting syndicates," and "community of interest"--all this jargon of modern business would have signified nothing to our immediate ancestors. Our nation of 1865 was a nation of farmers, city artisans, and industrious, independent business men, and small-scale manufacturers. Millionaires, though they were not unknown, did not swarm all over the land. Luxury, though it had made great progress in the latter years of the war, had not become the American standard of well-being. The industrial story of the United States in the last fifty years is the story of the most amazing economic transformation that the world has ever known; a change which is fitly typified in the evolution of the independent oil driller of western Pennsylvania into the Standard Oil Company, and of the ancient open air forge on the banks of the Allegheny into the United States Steel Corporation.

The slow, unceasing ages had been acc.u.mulating a priceless inheritance for the American people. Nearly all of their natural resources, in 1865, were still lying fallow, and even undiscovered in many instances.

Americans had begun, it is true, to exploit their more obvious, external wealth, their forests and their land; the first had made them one of the world's two greatest shipbuilding nations, while the second had furnished a large part of the resources that had enabled the Federal Government to fight what was, up to that time, the greatest war in history. But the extensive prairie plains whose settlement was to follow the railroad extensions of the sixties and the seventies--Kansas, Nebraska, Iowa, Oklahoma, Minnesota, the Dakotas--had been only slightly penetrated. This region, with a rainfall not too abundant and not too scanty, with a cultivable soil extending from eight inches to twenty feet under the ground, with hardly a rock in its whole extent, with scarcely a tree, except where it bordered on the streams, has been p.r.o.nounced by competent scientists the finest farming country to which man has ever set the plow. Our mineral wealth was likewise lying everywhere ready to the uses of the new generation. The United States now supplies the world with half its copper, but in 1865 it was importing a considerable part of its own supply. It was not till 1859 that the first "oil gusher" of western Pennsylvania opened up an entirely new source of wealth. Though we had the largest coal deposits known to geologists, we were bringing large supplies of this indispensable necessity from Nova Scotia. It has been said that coal and iron are the two mineral products that have chiefly affected modern civilization. Certainly the nations that have made the greatest progress industrially and commercially--England, Germany, America--are the three that possess these minerals in largest amount. From sixty to seventy per cent of all the known coal deposits in the world were located in our national domain. Nature had given no other nation anything even remotely comparable to the four hundred and eighty square miles of anthracite in western Pennsylvania and West Virginia. Enormous fields of bituminous lay in those Appalachian ranges extending from Pennsylvania to Alabama, in Michigan, in the Rocky Mountains, and in the Pacific regions. In speaking of our iron it is necessary to use terms that are even more extravagant. From colonial times Americans had worked the iron ore plentifully scattered along the Atlantic coast, but the greatest field of all, that in Minnesota, had not been scratched. From the settlement of the country up to 1869 it had mined only 50,000,000 tons of iron ore, while up to 1910 we had produced 685,000,000 tons. The streams and waterfalls that, in the next sixty years, were to furnish the power that would light our cities, propel our street-cars, drive our transcontinental trains across the mountains, and perform numerous domestic services, were running their useless courses to the sea.

Industrial America is a product of the decades succeeding the Civil War; yet even in 1865 we were a large manufacturing nation. The leading characteristic of our industries, as compared with present conditions, was that they were individualized. Nearly all had outgrown the household stage, the factory system had gained a foothold in nearly every line, even the corporation had made its appearance, yet small-scale production prevailed in practically every field. In the decade preceding the War, vans were still making regular trips through New England and the Middle States, leaving at farmhouses bundles of straw plait, which the members of the household fashioned into hats. The farmers' wives and daughters still supplemented the family income by working on goods for city dealers in ready-made clothing. We can still see in Ma.s.sachusetts rural towns the little shoe shops in which the predecessors of the existing factory workers soled and heeled the shoes which shod our armies in the early days of the Civil War. Every city and town had its own slaughter house; New York had more than two hundred; what is now Fifth Avenue was frequently enc.u.mbered by large droves of cattle, and great stockyards occupied territory which is now used for beautiful clubs, railroad stations, hotels, and the highest cla.s.s of retail establishments.

In this period before the Civil War comparatively small single owners, or frequently copartnerships, controlled practically every industrial field. Individual proprietors, not uncommonly powerful families which were almost feudal in character, owned the great cotton and woolen mills of New England. Separate proprietors, likewise, controlled the iron and steel factories of New York State and Pennsylvania. Indeed it was not until the War that corporations entered the iron industry, now regarded as the field above all others adapted to this kind of organization. The manufacture of sewing machines, firearms, and agricultural implements started on a great scale in the Civil War; still, the prevailing unit was the private owner or the partnership. In many manufacturing lines, the joint stock company had become the prevailing organization, but even in these fields the element that so characterizes our own age, that of combination, was exerting practically no influence.

Compet.i.tion was the order of the day: the industrial warfare of the sixties was a free-for-all. A mere reference to the status of manufactures in which the trust is now the all-prevailing fact will make the contrast clear. In 1865 thousands of independent companies were drilling oil in Pennsylvania and there were more than two hundred which were refining the product. Nearly four hundred and fifty operators were mining coal, not even dimly foreseeing the day when their business would become a great railroad monopoly. The two hundred companies that were making mowers and reapers, seventy-five of them located in New York State, had formed no mental picture of the future International Harvester Company. One of our first large industrial combinations was that which in the early seventies absorbed the manufacturers of salt; yet the close of the Civil War found fifty competing companies making salt in the Saginaw Valley of Michigan. In the same State, about fifty distinct ownerships controlled the copper mines, while in Nevada the Comstock Lode had more than one hundred proprietors. The modern trust movement has now absorbed even our lumber and mineral lands, but in 1865 these rich resources were parceled out among a multiplicity of owners: No business has offered greater opportunities to the modern promoter of combinations than our street railways. In 1865 most of our large cities had their leisurely horse-car systems, yet practically every avenue had its independent line. New York had thirty separate companies engaged in the business of local transportation. Indeed the Civil War period developed only one corporation that could be described as a "trust"

in the modern sense. This was the Western Union Telegraph Company.

Incredible as it may seem, more than fifty companies, ten years before the Civil War, were engaged in the business of transmitting telegraphic messages. These companies had built their telegraph lines precisely as the railroads had laid their tracks; that is, independent lines were constructed connecting two given points. It was inevitable, of course, that all these scattered lines should come under a single control, for the public convenience could not be served otherwise. This combination was effected a few years before the War, when the Western Union Telegraph Company, after a long and fierce contest, succeeded in absorbing all its compet.i.tors. Similar forces were bringing together certain continuous lines of railways, but the creation of huge trunk systems had not yet taken place. How far our industrial era is removed from that of fifty years ago is apparent when we recall that the proposed capitalization of $15,000,000, caused by the merging of the Boston and Worcester and the Western railroads, was widely denounced as "monstrous" and as a corrupting force that would destroy our Republican inst.i.tutions. Naturally this small-scale ownership was reflected in the distribution of wealth. The "swollen fortunes" of that period rested upon the same foundation that had given stability for centuries to the aristocracies of Europe. Social preeminence in large cities rested almost entirely upon the ownership of land. The Astors, the Goelets, the Rhinelanders, the Beekmans, the Brevoorts, and practically all the mighty families that ruled the old Knickerbocker aristocracy in New York were huge land proprietors. Their fortunes thus had precisely the same foundation as that of the Prussian Junkers today. But their acc.u.mulations compared only faintly with the fortunes that are commonplace now. How many "millionaires" there were fifty years ago we do not precisely know. The only definite information we have is a pamphlet published in 1855 by Moses Yale Beach, proprietor of the New York Sun, on the "Wealthy Men of New York." This records the names of nineteen citizens who, in the estimation of well-qualified judges, possessed more than a million dollars each. The richest man in the list was William B. Astor, whose estate is estimated at $6,000,000. The next richest man was Stephen Whitney, also a large landowner, whose fortune is listed at $5,000,000. Then comes James Lenox, again a land proprietor, with $3,000,000. The man who was to acc.u.mulate the first monstrous American fortune, Cornelius Vanderbilt, is accredited with a paltry $1,500,000. Mr. Beach's little pamphlet sheds the utmost light upon the economic era preceding the Civil War. It really pictures an industrial organization that belongs as much to ancient history as the empire of the Caesars. His study lists about one thousand of New York's "wealthy citizens." Yet the fact that a man qualified for entrance into this Valhalla who had $100,000 to his credit and that nine-tenths of those so chosen possessed only that amount shows the progress concentrated riches have made in sixty years. How many New Yorkers of today would look upon a man with $100,000 as "wealthy"?

The sources of these fortunes also show the economic changes our country has undergone. Today, when we think of our much exploited millionaires, the phrase "captains of industry" is the accepted description; in Mr. Beach's time the popular designation was "merchant prince." His catalogue contains no "oil magnates" or "steel kings" or "railroad manipulators"; nearly all the industrial giants of ante-bellum times--as distinguished from the socially prominent whose wealth was inherited--had heaped together their acc.u.mulations in humdrum trade.

Perhaps Peter Cooper, who had made a million dollars in the manufacture of isingla.s.s and glue, and George Law, whose gains, equally large, represented fortunate speculations in street railroads, faintly suggest the approaching era; yet the fortunes which are really typical are those of William Aspinwall, who made $4,000,000 in the shipping business, of A. T. Stewart, whose $2,000,000 represented his earnings as a retail and wholesale dry goods merchant, and of Peter Harmony, whose $1,000,000 had been derived from happy trade ventures in Cuba and Spain. Many of the reservoirs of this ante-bellum wealth sound strangely in our modern ears. John Haggerty had made $1,000,000 as an auctioneer; William L.

Coggeswell had made half as much as a wine importer; j.a.phet Bishop had rounded out an honest $600,000 from the profits of a hardware store; while Phineas T. Barnum ranks high in the list by virtue of $800,000 acc.u.mulated in a business which it is hardly necessary to specify.

Indeed his name and that of the great landlords are almost the only ones in this list that have descended to posterity. Yet they were the Rockefellers, the Carnegies, the Harrimans, the Fricks, and the Henry Fords of their day.

Before the Civil War had ended, however, the transformation of the United States from a nation of farmers and small-scale manufacturers to a highly organized industrial state had begun. Probably the most important single influence was the War itself. Those four years of bitter conflict ill.u.s.trate, perhaps more graphically than any similar event in history, the power which military operations may exercise in stimulating all the productive forces of a people. In thickly settled nations, with few dormant resources and with practically no areas of unoccupied land, a long war usually produces industrial disorganization and financial exhaustion. The Napoleonic wars had this effect in Europe; in particular they caused a period of social and industrial distress in England. The few years immediately following Waterloo marked a period when starving mobs rioted in the streets of London, setting fire to the houses of the aristocracy and stoning the Prince Regent whenever he dared to show his head in public, when cotton spindles ceased to turn, when collieries closed down, when jails and workhouses were overflowing with a wretched proletariat, and when gaunt and homeless women and children crowded the country highways. No such disorders followed the Civil War in this country, at least in the North and West. Spiritually the struggle accomplished much in awakening the nation to a consciousness of its great opportunities. The fact that we could spend more than a million dollars a day--expenditures that hardly seem startling in amount now, but which were almost unprecedented then--and that soon after hostilities ceased we rapidly paid off our large debt, directed the attention of foreign capitalists to our resources, and gave them the utmost confidence in this new investment field. Immigration, too, started after the war at a rate hitherto without parallel in our annals. The Germans who had come in the years preceding the Civil War had been largely political refugees and democratic idealists, but now, in much larger numbers, began the influx of north and south Germans whose dominating motive was economic. These Germans began to find their way to the farms of the Mississippi Valley; the Irish began once more to crowd our cities; the Slavs gravitated towards the mines of Pennsylvania; the Scandinavians settled whole counties of certain northwestern States; while the Jews began that conquest of the tailoring industries that was ultimately to make them the clothiers of a hundred million people. For this industrial development, America supplied the land, the resources, and the business leaders, while Europe furnished the liquid capital and the laborers.

Even more directly did the War stimulate our industrial development.

Perhaps the greatest effect was the way in which it changed our transportation system. The mere necessity of constantly transporting hundreds of thousands of troops and war supplies demanded reconstruction and reequipment on an extensive scale. The American Civil War was the first great conflict in which railroads played a conspicuous military part, and their development during those four years naturally left them in a strong position to meet the new necessities of peace. One of the first effects of the War was to close the Mississippi River; consequently the products of the Western farms had to go east by railroad, and this fact led to that preeminence of the great trunk lines which they retain to this day. Almost overnight Chicago became the great Western shipping center, and though the river boats lingered for a time on the Ohio and the Mississippi they grew fewer year by year.

Prosperity, greater than the country had ever known, prevailed everywhere in the North throughout the last two years of the War.

So, too, feeding and supplying an army of millions of men laid the foundation of many of our greatest industries. The Northern soldiers in the early days of the war were clothed in garments so variegated that they sometimes had trouble in telling friend from foe, and not infrequently they shot at one another; so inadequately were our woolen mills prepared to supply their uniforms! But larger government contracts enabled the proprietors to reconstruct their mills, install modern machines, and build up an organization and a prosperous business that still endures. Making boots and shoes for Northern soldiers laid the foundation of America's great shoe industry. Machinery had already been applied to shoe manufacture, but only to a limited extent; under the pressure of war conditions, however, American inventive skill found ways of performing mechanically almost all the operations that had formerly been done by hand. The McKay sewing machine, one of the greatest of our inventions, which was perfected in the second year of the war, did as much perhaps as any single device to keep our soldiers well shod and comfortable. The necessity of feeding these same armies created our great packing plants. Though McCormick had invented his reaper several years before the war, the new agricultural machinery had made no great headway. Without this machinery, however, our Western farmers could never have harvested the gigantic crops which not only fed our soldiers but laid the basis of our economic prosperity. Thus the War directly established one of the greatest, and certainly one of the most romantic, of our industries--that of agricultural machinery.

Above all, however, the victory at Appomattox threw upon the country more than a million unemployed men. Our European critics predicted that their return to civil life would produce dire social and political consequences. But these critics were thinking in terms of their own countries; they failed to consider that the United States had an immense unoccupied domain which was waiting for development. The men who fought the Civil War had demonstrated precisely the adventurous, hardy instincts which were most needed in this great enterprise. Even before the War ended, a great immigration started towards the mines and farms of the trans-Mississippi country. There was probably no important town or district west of the Alleghanies that did not absorb a considerable number. In most instances, too, our ex-soldiers became leaders in these new communities. Perhaps this movement has its most typical and picturesque ill.u.s.tration in the extent to which the Northern soldiers opened up the oil-producing regions of western Pennsylvania. Venango County, where this great development started, boasted that it had more ex-soldiers than any similar section of the United States.

The Civil War period also forced into prominence a few men whose methods and whose achievements indicated, even though roughly and indistinctly, a new type of industrial leadership. Every period has its outstanding figure and, when the Civil War was approaching its end, one personality had emerged from the humdrum characters of the time--one man who, in energy, imagination, and genius, displayed the forces that were to create a new American world. Although this man employed his great talents in a field, that of railroad transportation, which lies outside the scope of the present volume, yet in this comprehensive view I may take Cornelius Vanderbilt as the symbol that links the old industrial era with the new. He is worthy of more detailed study than he has ever received, for in personality and accomplishments Vanderbilt is the most romantic figure in the history of American finance. We must remember that Vanderbilt was born in 1794 and that at the time we are considering he was seventy-one years old. In the matter of years, therefore, his career apparently belongs to the ante-bellum days, yet the most remarkable fact about this remarkable man is that his real life work did not begin until he had pa.s.sed his seventieth year. In 1865 Vanderbilt's fortune, consisting chiefly of a fleet of steamboats, amounted to about $10,000,000; he died twelve years later, in 1877, leaving $104,000,000, the first of those colossal American fortunes that were destined to astound the world. The mere fact that this fortune was the acc.u.mulated profit of only ten years shows perhaps more eloquently than any other circ.u.mstance that the United States had entered a new economic age. That new factor in the life of America and the world, the railroad, explains his achievement. Vanderbilt was one of the most astonishing characters in our history. His physical exterior made him perhaps the most imposing figure in New York. In his old age, at seventy-three, Vanderbilt married his second wife, a beautiful Southern widow who had just turned her thirtieth year, and the appearance of the two, sitting side by side in one of the Commodore's smartest turnouts, driving recklessly behind a pair of the fastest trotters of the day, was a common sight in Central Park. Nor did Vanderbilt look incongruous in this brilliant setting. His tall and powerful frame was still erect, and his large, defiant head, ruddy cheeks, sparkling, deep-set black eyes, and snowy white hair and whiskers, made him look every inch the Commodore. These public appearances lent a pleasanter and more sentimental aspect to Vanderbilt's life than his intimates always perceived. For his manners were harsh and uncouth; he was totally without education and could write hardly half a dozen lines without outraging the spelling-book. Though he loved his race-horses, had a fondness for music, and could sit through long winter evenings while his young wife sang old Southern ballads, Vanderbilt's ungovernable temper had placed him on bad terms with nearly all his children--he had had thirteen, of whom eleven survived him--who contested his will and exposed all his eccentricities to public view on the ground that the man who created the New York Central system was actually insane. Vanderbilt's methods and his temperament presented such a contrast to the commonplace minds which had previously dominated American business that this explanation of his career is perhaps not surprising. He saw things in their largest aspects and in his big transactions he seemed to act almost on impulse and intuition. He could never explain the mental processes by which he arrived at important decisions, though these decisions themselves were invariably sound. He seems to have had, as he himself frequently said, almost a seer-like faculty. He saw visions, and he believed in dreams and in signs. The greatest practical genius of his time was a frequent attendant at spiritualistic seances; he cultivated personally the society of mediums, and in sickness he usually resorted to mental healers, mesmerists, and clairvoyants. Before making investments or embarking in his great railroad ventures, Vanderbilt visited spiritualists; we have one circ.u.mstantial account of his summoning the wraith of Jim Fiske to advise him in stock operations. His excessive vanity led him to print his picture on all the Lake Sh.o.r.e bonds; he proposed to New York City the construction in Central Park of a large monument that would commemorate, side by side, the names of Vanderbilt and Washington; and he actually erected a large statue to himself in his new Hudson River station in St. John's Park. His att.i.tude towards the public was shown in his remark when one of his a.s.sociates told him that "each and every one"

of certain transactions which he had just forced through "is absolutely forbidden by the statutes of the State of New York." "My G.o.d, John!"

said the Commodore, "you don't suppose you can run a railroad in accordance with the statutes of the State of New York, do you?" "Law!"

he once roared on a similar occasion, "What do I care about law? Hain't I got the power?"

These things of course were the excrescences of an extremely vital, overflowing, imaginative, energetic human being; they are traits that not infrequently accompany genius. And the work which Vanderbilt did remains an essential part of our economic organization today. Before his time a trip to Chicago meant that the pa.s.senger changed trains seventeen times, and that all freight had to be unloaded at a similar number of places, carted across towns, and reloaded into other trains. The magnificent railroad highway that extends up the banks of the Hudson, through the Mohawk Valley, and alongside the borders of Lake Erie--a water line route nearly the entire distance--was all but useless. It is true that not all the consolidation of these lines was Vanderbilt's work. In 1853 certain millionaires and politicians had linked together the several separate lines extending from Albany to Buffalo, but they had managed the new road so wretchedly that the largest stockholders in 1867 begged Vanderbilt to take over the control. By 1873 the Commodore had acquired the Hudson River, extending from New York to Albany, the New York Central extending from Albany to Buffalo, and the Lake Sh.o.r.e which ran from Buffalo to Chicago. In a few years these roads had been consolidated into a smoothly operating system. If, in transforming these discordant railroads into one, Vanderbilt bribed legislatures and corrupted courts, if he engaged in the largest stock-watering operations on record up to that time, and took advantage of inside information to make huge winnings on the stock exchange, he also ripped up the old iron rails and relaid them with steel, put down four tracks where formerly there had been two, replaced wooden bridges with steel, discarded the old locomotives for new and more powerful ones, built splendid new terminals, introduced economies in a hundred directions, cut down the hours required in a New York-Chicago trip from fifty to twenty-four, made his highway an expeditious line for transporting freight, and transformed railroads that had formerly been the playthings of Wall Street and that frequently could not meet their pay-rolls into exceedingly profitable, high dividend paying properties. In this operation Vanderbilt typified the era that was dawning--an era of ruthlessness, of personal selfishness, of corruption, of disregard of private rights, of contempt for law and legislatures, and yet of vast and beneficial achievement. The men of this time may have traveled roughshod to their goal, but after all, they opened up, in an amazingly short time, a mighty continent to the uses of mankind. The triumph of the New York Central and Hudson River Railroad under Vanderbilt, a triumph which dazzled European investors as well as our own, and which represented an entirely different business organization from anything the nation had hitherto seen, appropriately ushered in the new business era whose outlines will be sketched in the succeeding pages.

CHAPTER II. THE FIRST GREAT AMERICAN TRUST

When Cornelius Vanderbilt died in 1877, America's first great industrial combination had become an established fact. In that year the Standard Oil Company of Ohio controlled at least ninety per cent of the business of refining and marketing petroleum. A new portent had appeared in our economic life, a phenomenon that was destined to affect not only the social and business existence of the every-day American but even his political and legal inst.i.tutions.

It seems natural enough at the present time to refer to petroleum as an indispensable commodity. At the beginning of the Civil War, however, any such description would have been absurd. Though petroleum was not unknown, millions of American households were still burning candles, whale oil, and other illuminants. Not until 1859 did our ancestors realize that, concealed in the rocky of western Pennsylvania, lay apparently inexhaustible quant.i.ties of a liquid which, when refined, would give a light exceeding in brilliancy anything they had hitherto known. The mere existence of petroleum, it is true, had been a familiar fact for centuries. Herodotus mentions the oil pits of Babylon, and Pliny informs us that this oil was actually used for lighting in certain parts of Sicily. It had never become an object of universal use, simply because no one had discovered how to obtain it in sufficient quant.i.ties.

No one had suspected, indeed, that petroleum existed practically in the form of great subterranean rivers, lakes, or even seas. For ages this great natural treasure had been seeking to advertise its presence by occasionally seeping through the rocks and appearing on the surface of watercourses. It had been doing this all over the world--in China, in Russia, in Germany, in England, in our own country. Yet our obtuse ancestors had for centuries refused to take the hint. We can find much cause for self-congratulation in that it was apparently the American mind that first acted upon this obvious suggestion.

In Venango County, Pennsylvania, petroleum floated in such quant.i.ties on the surface of a branch of the Allegheny River that this small watercourse had for generations been known as Oil Creek. The neighboring farmers used to collect the oil and use it to grease their wagon axles; others, more enterprising, made a business of gathering the floating substance, packing it in bottles, and selling it broadcast as a medicine. The most famous of these concoctions, "Seneca Oil," was widely advertised as a sure cure for rheumatism, and had an extensive sale in this country. "Kier's Rock Oil" afterwards had an even more extended use. Samuel M. Kier, who exploited this comprehensive cure-all, made no lasting contributions to medical science, but his method of obtaining his medicament led indirectly to the establishment of a great industry.

In this western Pennsylvania region salt manufacture had been a thriving business for many years; the salt was obtained from salt water by means of artesian wells. This salt water usually came to the surface contaminated with that same evil-smelling oil which floated so constantly on top of the rivers and brooks. The salt makers spent much time and money "purifying" their water from this substance, never apparently suspecting that the really valuable product of their wells was not the salt water they so carefully preserved, but the petroleum which they threw away. Samuel M. Kier was originally a salt manufacturer; more canny than his compet.i.tors, he sold the oil which came up with his water as a patent medicine. In order to give a mysterious virtue to this remedy, Kier printed on his labels the information that it had been "pumped up with salt water about four hundred feet below the earth's surface." His labels also contained the convincing picture of an artesian well--a rough woodcut which really laid the foundation of the Standard Oil Company.

In the late fifties Mr. George H. Bissell had become interested in rock oil, not as an embrocation and as a cure for most human ills, but as a light-giving material. A professor at Dartmouth had performed certain experiments with this substance which had sunk deeply into Bissell's imagination. So convinced was this young man that he could introduce petroleum commercially that he leased certain fields in western Pennsylvania and sent a specimen of the oil to Benjamin Silliman, Jr., Professor of Chemistry at Yale. Professor Silliman gave the product a more complete a.n.a.lysis than it had ever previously received and submitted a report which is still the great cla.s.sic in the scientific literature of petroleum. This report informed Bissell that the substance, could be refined cheaply and easily, and that, when refined, it made a splendid illuminant, besides yielding certain byproducts, such as paraffin and naphtha, which had a great commercial value. So far, Bissell's enterprise seemed to promise success, yet the great problem still remained: how could he obtain this rock oil in amounts large enough to make his enterprise a practical one? A chance glimpse of Kier's label, with its picture of an artesian well, supplied Bissell with his answer. He at once sent E. L. Drake into the oil-fields with a complete drilling equipment, to look, not for salt.w.a.ter, but for oil.

Nothing seems quite so obvious today as drilling a well into the rock to discover oil, yet so strange was the idea in Drake's time that the people of t.i.tusville, where he started work, regarded him as a lunatic and manifested a hostility to his enterprise that delayed operations for several months. Yet one day in August, 1859, the coveted liquid began flowing from "Drake's folly" at the rate of twenty-five barrels a day.

Because of this performance Drake has gone down to fame as the man who "discovered oil." In the sense that his operation made petroleum available to the uses of mankind, Drake was its discoverer, and his achievement seems really a greater one than that of the men who first made apparent our beds of coal, iron, copper, or even gold. For Drake really uncovered an entirely new substance. And the country responded spontaneously to Drake's success. For anything approaching the sudden rush to the oil-fields we shall have to go to the discovery of gold in California ten years before. Men flocked into western Pennsylvania by the thousands; fortunes were made and lost almost instantaneously. Oil flowed so plentifully in this region that it frequently ran upon the ground, and the "gusher," which threw a stream of the precious liquid sometimes a hundred feet and more into the air, became an almost every-day occurrence. The discovery took the whole section by surprise; there were no towns, no railways, and no wagon roads except a few almost impa.s.sable lumber trails. Yet, almost in a twinkling, the whole situation changed; towns sprang up overnight, roads were built, over which teamsters could carry the oil to the nearest shipping points, and the great trunk lines began to extend branches into the regions. The one thing, next to Drake's well, that made the oil available, was the discovery, which was made by Samuel Van Syckel, that a two-inch pipe, starting at the well, could convey the oil for several miles to the nearest railway station. In a few years the whole oil region of Venango County was an inextricable tangle of these primitive pipelines. Thus, before the Civil war had ended, the western Pennsylvania wilderness had been transformed into the busy headquarters of a new industry. Companies had been formed, many of them the wildest stock-jobbing operations, refineries had been started, in a few years the whalers of New England had almost lost their occupation, but millions of American homes, that had hitherto had to spend the long winter evenings almost in darkness, suddenly found themselves flooded with light. In Cleveland, in Pittsburgh, in Philadelphia, in New York, and in the oil regions, the business of refining and selling petroleum had reached extensive proportions. Europe, although it had great undeveloped oil-fields of its own, drew upon this new American enterprise to such an extent that, eleven years after Drake's "discovery," petroleum had taken fourth place among our exported articles.

The very year that Bissell had organized his petroleum company a boy of sixteen had obtained his first job in a produce commission office on a dock in Cleveland. As the curtain rises on the career of John D.

Rockefeller, we see him perched upon a high stool, adding up figures and casting accounts, faithfully doing every odd office job that came his way, earning his employer's respect for his industry, his sobriety, and his unmistakable talents for business. Nor does this picture inadequately visualize Rockefeller's whole after-life, and explain the business qualities that made possible his unexampled success. It is, indeed, the scene to which Mr. Rockefeller himself most frequently reverts when, in his famous autobiographical discourses to his Cleveland Sunday School, he calls our attention to the rules that inevitably lead to industrial prosperity. "Thrift, thrift, Horatio," is the one idea upon which the great captain of the oil business has always insisted.

Many have detected in these habits of mind only the cheese-paring activities of a naturally narrow spirit. Rockefeller's old Cleveland a.s.sociates remember him as the greatest bargainer they had ever known, as a man who had an eye for infinite details and an unquenchable patience and resource in making economies. Yet Rockefeller was clearly more than a pertinacious haggler over trifles. Certainly such a diagnosis does not explain a man who has built up one of the world's greatest organizations and acc.u.mulated the largest fortune which has ever been placed at the disposal of one man. Indeed, Rockefeller displayed unusual business ability even before he entered the oil business. A young man who, at the age of nineteen, could start a commission house and do a business of nearly five hundred thousand the first year must have had commercial capacity to an extraordinary degree.

Fate had placed Rockefeller in Cleveland in the days when the oil business had got well under way. In the early sixties a score or so of refineries had started in this town, many of which were making large profits. It is not surprising that Rockefeller, gazing at these black and evil-smelling buildings from the vantage point of his commission office, should have felt an impulse to join in the gamble. He plunged into this new activity at the age of twenty-three. He possessed two great advantages over most of his adventurous compet.i.tors; one was a heavy bank account, representing his earnings in the commission business, and the other a partner, Samuel Andrews, who was generally regarded as a mechanical genius in the production of illuminating oil.

At the beginning, therefore, Rockefeller had the two essentials which largely explain his subsequent career; an adequate liquid capital and high technical resources. In the first few years the Rockefeller houses--he rapidly organized three, one after another--competed with a large number of other units in the oil business on somewhat more than even terms. At this time Rockefeller was merely one of a large number of successful oil refiners, yet during these early days a grandiose scheme was taking shape in that quiet, insinuating, far-reaching brain. He said nothing about it, even to his closest a.s.sociates, yet it filled his every waking hour. For this young man was taking a comprehensive sweep of the world and he saw millions of people, in the Americas, in Europe, and in Asia, whose need for the article in which he dealt would grow more insistent every day. He saw that he was handling a product which was becoming as much a necessity of life as the air itself. The young man reached out to grasp this business. "All of it," we can picture Rockefeller saying to himself, "all of it shall be mine." Any study of Rockefeller's career must lead to the conclusion that, before he had reached his thirtieth year, he had determined to monopolize this growing necessity. The mere fact that this young man could form such a stupendous plan indicates that in him we are meeting for the first time a new type of industrial leader. At that time monopolies were unknown in the United States. That certain old English Kings had frequently granted exclusive trading privileges to favored merchants most educated Americans knew; and their knowledge of monopolies extended little further than this. Yet about 1868 John D. Rockefeller started consciously to revive this ancient practice, and to bring under one ownership the magnificent industry to which Drake's sensational discovery had given rise.

Daring as was this conception, the resourcefulness and the skill with which Rockefeller executed it were more startling still. Merely to catalogue, one by one, the achievements of the ten succeeding fruitful years, almost takes one's breath away. Indeed the whole operation proceeded with such a Napoleonic rapidity of action that the outside world had hardly grasped Rockefeller's intention before the monopoly had been made complete. We catch one glimpse of Rockefeller, in 1868, as head of the prosperous house of Rockefeller, Andrews, and Flagler, and eight years afterwards we see him once more, this time the man who controlled practically the entire petroleum business of the world. His career of conquest began in 1870, when the firm of Rockefeller, Andrews, and Flagler, joining hands with several large capitalists in Cleveland and New York, was incorporated under the name of the Standard Oil Company of Ohio. In 1870 about twenty-five independent refineries, many of them prosperous and powerful, were manufacturing oil in the city of Cleveland; two years afterward this new Standard Oil Company had absorbed all of them except five: In these two critical years the oil business of the largest refining center in the United States had thus pa.s.sed into Rockefeller's hands. By 1874 the greatest refineries in New York and Philadelphia had likewise merged their ident.i.ty with his own.

When Rockefeller began his acquisition, there were thirty independent refineries operating in Pittsburgh, all of which, in four or five years, pa.s.sed one by one under his control. The largest refineries of Baltimore surrendered in 1875.

These capitulations left only one important refining headquarters in the United States which the Standard had not absorbed. This was that section of western Pennsylvania where the oil business had had its origin. The mere fact that this area was the headquarters of the oil supply gave it great advantages as a place for manufacturing the finished product.

The oil regions regarded these advantages as giving them the right to dominate the growing industry, and they had frequently proclaimed the doctrine that the business belonged to them. They hated Rockefeller as much as they feared him, yet at the very moment when the t.i.tusville operators were hanging him in effigy and posting the h.o.a.rdings with cabalistic signs against his corporation, this mysterious, almost uncanny power was encircling them: Men who one night were addressing public meetings denouncing the Standard influence would suddenly sell out their holdings the next day. In 1875 John D. Archbold, a brilliant young refiner who had grown up in the oil regions and who had gained much local fame as opponent of the Standard, appeared in t.i.tusville as the President of the Acme Oil Company. At that time there were twenty-seven independent refineries in this section. Archbold began buying and leasing these establishments for his Acme Company, and in about four years practically every one had pa.s.sed under his control. The Acme Company was merely a subsidiary of the Standard Oil. These rapid purchasing campaigns gave the Standard ninety per cent of all the refineries in the United States, but Rockefeller's scheme comprehended more than the acquisition of refineries. In the main the Rockefeller group left the production of crude oil in the hands of the private drillers, but practically every other branch of the business pa.s.sed ultimately into their hands. Both the New York Central and the Erie railroads surrendered to the Standard the large oil terminal stations which they had maintained for years in New York. As a consequence, the Standard obtained complete supervision of all oil sent by railroad into New York, and it also secured the machinery of a complete espionage system over the business of compet.i.tors. The Standard acquired companies which had built up a large business in marketing oil. Even more dramatic was its success in gathering up, one after another, these pipe lines which represented the circulatory system of the oil industry. In the early days these pipe lines were small and comparatively simple affairs.

They merely carried the crude oil from the wells to railroad centers; from these stations the railroads transported it to the refineries at Cleveland, New York, and other places. At an early day the construction and management of these pipe lines became a separate industry. And now, in 1873, the Standard Oil Company secured possession of a one-third interest in the largest of these privately owned companies, the American Transfer Company. Soon afterward the United Pipe Line Company went under their control. In 1877 the Empire Transportation Company, a large pipe line and refining corporation which the Pennsylvania Railroad had controlled for many years, became a Standard subsidiary.

Meanwhile certain hardy spirits in the oil regions had conceived a much more ambitious plan. Why not build great underground mains directly from the oil regions to the seaboard, pump the crude oil directly to the city refineries, and thus free themselves from dependence on the railroads?

At first the idea of pumping oil through pipes over the Alleghany Mountains seemed grotesque, but competent engineers gave their indors.e.m.e.nt to the plan. A certain "Dr." Hostetter built for the Columbia Conduit Company a trunk pipe line that extended thirty miles from the oil regions to Pittsburgh. Hardly had Hostetter completed his splendid project when the Standard Oil capitalists quietly appeared and purchased it! For four years another group struggled with an even more ambitious scheme, the construction of a conduit, five hundred miles long, from the oil regions to Baltimore. The American people looked on admiringly at the splendid enterprise whose projectors, led by General Haupt, the builder of the Hoosac Tunnel, struggled against bankruptcy, strikes, railroad opposition, and hostile legislatures, in their attempts to push their pipe line to the sea. In 1879 the Tidewater Company first began to pump their oil, and the American press hailed their achievement as something that ranked with the laying of the Atlantic Cable and the construction of the Brooklyn Bridge. But in less than two years the Rockefeller interest had entered into agreements with the Tidewater Company that practically placed this great seaboard pipe line in its hands.

Thus in less than ten years Rockefeller had realized his ambitious dream; he now controlled practically everything concerned in the manufacture and sale of petroleum. The change had come about so stealthily, so secretly, and even so remorselessly that it impressed the public almost as the work of some uncanny genius. What were the forces, personal and economic, that had produced this new phenomenon in our business life? In certain particulars the Standard Oil monopoly was the product of well-understood principles. From his earliest days John D.

Rockefeller had struggled to eliminate the middleman. He established factories to build his own barrels, to make his own acids; he created his own selling firms, and, instead of paying large storage charges, he constructed his own warehouses in New York. From his earliest days as a refiner, he had adopted the principle of paying no man a profit, and of performing all the intermediate acts that had formerly resulted in large tribute to middlemen. Moreover, the Standard Oil Company was apparently the first great American industrial enterprise that realized the necessity of operating with an abundant capital. Not the least of Mr.

Rockefeller's achievements was his success in a.s.sociating with the new company men having great financial standing--Amasa Stone, Benjamin Brewster, Oliver Jennings, and the like, capitalists whose banking resources, placed at the disposition of the Standard, gave it an immense advantage over its rivals. While his compet.i.tors were "kiting" checks and waiting, hat in hand, on the good nature of the money lenders, Rockefeller always had a large bank balance, upon which he could instantly draw for his operations.

Nor must we overlook the fact that the Standard group contained a large number of exceedingly able men. "They are mighty smart men," said the despairing W. H. Vanderbilt, in 1879, when pressed to give his reasons for granting rebates to the Rockefeller group. "I guess if you ever had to deal with them you would find that out." In Rockefeller the corporation possessed a man of tireless industry and unshakable determination. Nothing could turn him aside from the work to which he had put his hand. Public criticism and even denunciation, while he resented it as unjust and regarded it as the product of a general misunderstanding, never caused the leader of Standard Oil even momentarily to flinch. He was a man of one idea, and he worked at it day and night, taking no rest or recreation, skillfully turning to his purpose every little advantage that came his way. His a.s.sociates--men like Flagler, Archbold, and Rogers--also had unusual talents, and together they built up the splendid organization that still exists. They exacted from their subordinates the last ounce of attention and energy and they rewarded generously everybody who served them well. They showed great judgment in establishing refineries at the most strategic points and in giving up localities, such as Boston and Portland, which were too far removed from their supplies. They established a marketing system which enabled them to bring their oil directly from their own refineries to the retailer, all in their own tank cars and tank wagons. They extended their markets in foreign countries, so that now the Standard sells the larger part of its products outside the United States.

They established chemical research laboratories which devised new and inexpensive methods for refining the product and developed invaluable byproducts, such as paraffin, naphtha, vaseline, and lubricating oils.

It is impossible to study the career of the Standard Oil Company without concluding that we have here an example of a supreme business intelligence working in a field which gave the widest possible scope of action.

A high quality of organization, however, does not completely explain the growth of this monopoly. The Standard Oil Company was the beneficiary of methods that have deservedly received great public opprobrium. Of these the one that stands forth most conspicuously is the railroad rebate.

Those who have attempted to trace the very origin of the Rockefeller preeminence to railroad discrimination have not entirely succeeded. Only the most hazy evidence exists that the firm of Rockefeller, Andrews, and Flagler greatly profited from rebates. In fact, refined oil was not transported from Cleveland to the seaboard by railroad until 1870, the year that this firm dissolved; practically all of the product then went by way of the Great Lakes and the Erie Ca.n.a.l. Possibly the Rockefeller firm did get occasional rebates on crude oil from the oil regions to the refineries, but so did their compet.i.tors. It is therefore not likely that such favors had great influence in making this single firm the most successful in the largest refining center. With the organization of the Standard Oil Company, however, rebates became a more important consideration.

The turning-point in the history of the oil industry came when the Rockefeller interests acquired the Cleveland refineries. The details concerning this act of generalship are fairly well known. The South Improvement Company is a corporation that necessarily bulks large in the history of the Standard Oil. Mr. Rockefeller and his a.s.sociates have always disclaimed the parentage of this organization. They a.s.sert--and their a.s.sertion is doubtless true--that the only responsible begetters were Thomas A. Scott, President of the Pennsylvania Railroad, and certain refineries in Pittsburgh and Philadelphia which, though they were afterwards absorbed by the Standard, were at that time their compet.i.tors. These refiners and the Pennsylvania, over which the Standard Oil then was making no shipments, thus represented a group, composed of railroads and refiners, which was antagonistic to the Rockefeller interests. The South Improvement Company was an a.s.sociation of refiners with which the railroads, chiefly the Pennsylvania, the New York Central, and the Erie, made exclusive contracts for shipping oil.

Under these contracts rates to the seaboard were to be generally raised, though the members of the South Improvement Company were to receive liberal rebates. The refiners of Cleveland and Pittsburgh were to get lower rates than the refiners located in the oil regions. But the clause in these contracts that caused the greatest amazement and indignation was one which gave the inside group rebates on every barrel of oil shipped by its compet.i.tors.

It would be difficult to imagine any transaction more wicked than these contracts. Carried into execution they inevitably meant the extinction of every refiner who had not been admitted into the inside ring. Of the two thousand shares of the South Improvement Company, the gentlemen who were at that time most conspicuously identified with the Standard Oil Company subscribed to five hundred and forty. Mr. Rockefeller has always protested that he did not favor the scheme and that he became a party to it simply because he could not afford to antagonize the powerful Pennsylvania Railroad, which had originated it. When the details became public property, a wave of indignation swept from the Atlantic to the Pacific; the oil regions, which would have been the heaviest sufferers, shut down their wells and so cut off the supply of crude oil; the New York newspapers started a "crusade" against the South Improvement group and Congress ordered an investigation. So fiercely was the public wrath aroused that the railroads ran to cover, abrogated the contracts, signed an agreement promising never more to grant rebates to any one, while the Pennsylvania Legislature repealed the charter of the South Improvement Company. This particular scheme, therefore, never came to maturity.

Before the South Improvement Company ended its corporate existence, however, a great change had taken place in the oil situation.

Practically all the refineries in Cleveland had pa.s.sed into the control of the Standard Oil Company. The Standard has always denied that there was any connection between the purchase of these great refineries and the organization of the South Improvement Company. But there is much evidence sustaining a contrary view, for many of these refiners afterward went on the witness stand and told circ.u.mstantial stories, all of which made precisely the same point. This was that the Standard men had come to them, shown the contracts which had been made by the South Improvement Company, and argued that, under these new conditions, the refineries left outside the combination could not long survive. The Standard's rivals were therefore urged to "come in," to take Standard stock in return for their refineries, or, if they preferred, to sell outright. Practically all saw the force in this argument and sold--in most cases taking cash.

The acquisition of these Cleveland refineries made inevitable the Rockefeller conquest of the oil industry. Up to that time the Standard had refined about fifteen hundred barrels a day, and now suddenly its capacity jumped to more than twelve thousand barrels. This one strategic move had made Rockefeller master of about one-third of all the oil business in the United States, and this fact explains the rapidity with which the other citadels fell. There is no evidence that the Standard exercised any pressure upon the great refineries in New York, Pittsburgh, and Philadelphia. Indeed these concerns manifested an eagerness to join. The fact that, unlike the Cleveland refiners, many of the firms in these other cities took Standard stock, and so became parts of the new organization, is in itself significant. They evidently realized that they were casting their fortunes with the winning side.

The huge shipments which the Standard now controlled explain this change in front. Every day Mr. Rockefeller could send from Cleveland to the seaboard a train, sixty cars long, loaded with the blue barrels containing his celebrated liquid. That was a consideration for which any railroad would at that time sell its soul. And the New York Central road promptly made this sacrifice. Hardly had the ink dried on its written promise not to grant any rebates when it began granting them to the Standard Oil Company.

In those days the railroad rate was not the sacred, immutable thing which it subsequently became, although the argument for equal treatment of shippers existed theoretically just as strongly forty years ago as it does today. The rebate was just as illegal then as it is at present; there was no precise statute, it is true, which made it unlawful until the Interstate Commerce Act was pa.s.sed in 1887; but the common law had always prohibited such discriminations. In the seventies and eighties, however, railroad men like Cornelius Vanderbilt and Thomas A. Scott were less interested in legal formalities than in getting freight. They regarded transportation as a commodity to be bought and sold, like so much sugar or wheat or coal, and they believed that the ordinary principles which regulated private bargaining should also regulate the sale of the article in which they dealt. According to this reasoning, which was utterly false and iniquitous, but generally prevalent at the time, the man who shipped the largest quant.i.ties of oil should get the lowest rate.