The Age of Big Business by Burton Jesse Hendrick (best android ereader .TXT) 📕

This outline of invention, however, comprises only part of the story. The development of the reaper business presents a narrative quite as adventurous as that of the reaper itself.

Cyrus McCormick was not only a great inventor; he was also a great businessman. So great was his ability in this direction, indeed, that there has been a tendency to discredit his achievements as a creative genius and to attribute his success to his talents as an organizer and driver of industry. “I may make a million dollars from this reaper,” said McCormick, in the full tide of enthusiasm over his invention; and these words indicate an indispensable part of his program. He had no miserly instinct but he had one overpowering ambition. It was McCormick’s conviction, almost religious in its fervor, that the harvester business of the world belonged to him. As already indicated, plenty of other hardy spirits, many of them almost as commanding personalities as himself, disputed the empire. Not far from 12,000 patents on harvesting machines were granted in this country in the fifty years following McCormick’s invention, and more than two hundred companies were formed to compete for the market. McCormick always regarded these competitors as highwaymen who had invaded a field which had been almost divinely set apart for himself. A man of covenanting antecedents, heroic in his physical proportions, with a massive, Jove-like head and beard, tirelessly devoted to his work, watching every detail with a microscopic eye, marshaling a huge force of workers who were as possessed by this one overruling idea as was McCormick himself, he certainly presented an almost unassailable battlefront to his antagonists. The competition that raged between McCormick and the makers of rival machines was probably the fiercest that has prevailed in any American industry. For marketing his machine McCormick developed a system almost as ingenious as the machine itself. The popularization of so ungainly and expensive a contrivance as the harvester proved a slow and difficult task.

McCormick at first attempted to build his product on his Virginia farm and for many years it was known as the Virginia Reaper.

Nearly ten years passed, however, before he sold his first machine. The farmer first refused to take it seriously. “It’s a great invention,” he would say, “but I’m running a farm, not a circus.” About 1847 McCormick decided that the Western prairies offered the finest field for its activities, and established his factory at Chicago, then an ugly little town on the borders of a swamp. This selection proved to be a stroke of genius, for it placed the harvesting factory right at the door of its largest market.

The price of the harvester, however, seemed an insurmountable obstacle to its extensive use. The early settlers of the Western plains had little more than their brawny hands as capital, and the homestead law furnished them their land practically free. In the eyes of a large-seeing pioneer like McCormick this was capital enough. He determined that his reaper should develop this extensive domain, and that the crops themselves should pay the cost. Selling expensive articles on the installment plan now seems a commonplace of business, but in those days it was practically unknown. McCormick was the first to see its possibilities. He established an agent, usually the general storekeeper, in every agricultural center. Any farmer who had a modicum of cash and who bore a reputation for thrift and honesty could purchase a reaper. In payment he gave a series of notes, so timed that they fell due at the end of harvesting seasons. Thus, as the money came in from successive harvests, the pioneer paid off the notes, taking two, three, or four years in the process.

In the sixties and seventies immigrants from the Eastern States and from Europe poured into the Mississippi Valley by the hundreds of thousands. Almost the first person who greeted the astonished Dane, German, or Swede was an agent of the harvester company, offering to let him have one of these strange machines on these terms. Thus the harvester, under McCormick’s comprehensive selling plans, did as much as the homestead act in opening up this great farming region.

McCormick covered the whole agricultural United States with these agents. In this his numerous competitors followed suit, and the liveliest times ensued. From that day to this the agents of harvesting implements have lent much animation and color to rural life in this country. Half a dozen men were usually tugging away at one farmer at the same time. The mere fact that the farmer had closed a contract did not end his troubles, for “busting up competitors’ sales” was part of the agent’s business. The situation frequently reached a point where there was only one way to settle rival claims and that was by a field contest. At a stated time two or three or four rival harvesters would suddenly appear on the farmer’s soil, each prepared to show, by actual test, its superiority over the enemy. Farmers and idlers for miles around would gather to witness the Homeric struggle. At a given signal the small army of machines would spring savagely at a field of wheat. The one that could cut the allotted area in the shortest time was regarded as the winner. The harvester would rush on all kinds of fields, flat and hilly, dry and wet, and would cut all kinds of crops, and even stubble. All manner of tests were devised to prove one machine stronger than its rival; a favorite idea was to chain two back to back, and have them pulled apart by frantic careering horses; the one that suffered the fewest breakdowns would be generally acclaimed from town to town. Sometimes these field tests were the most exciting and spectacular events at country fairs.

Thus the harvesting machine “pushed the frontier westward at the rate of thirty miles a year,” according to William H. Seward. It made American and Canadian agriculture the most efficient in the world. The German brags that his agriculture is superior to American, quoting as proof the more bushels of wheat or potatoes he grows to an acre. But the comparison is fallacious. The real test of efficiency is, not the crops that are grown per acre, but the crops that are grown per man employed. German efficiency gets its results by impressing women as cultivators—depressing bent figures that are in themselves a sufficient criticism upon any civilization. America gets its results by using a minimum of human labor and letting machinery do the work. Thus America’s methods are superior not only from the standpoint of economics but of social progress. All nations, including Germany, use our machinery, but none to the extent that prevails on the North American Continent.

Perhaps McCormick’s greatest achievement is that his machine has banished famine wherever it is extensively used, at least in peace times. Before the reaper appeared existence, even in the United States, was primarily a primitive struggle for bread. The greatest service of the harvester has been that it has freed the world—unless it is a world distracted by disintegrating war—from a constant anxiety concerning its food supply. The hundreds of thousands of binders, active in the fields of every country, have made it certain that humankind shall not want for its daily bread. When McCormick exhibited his harvester at the London Exposition of 1851, the London Times ridiculed it as “a cross between an Astley chariot, a wheel barrow, and a flying machine.” Yet this same grotesque object, widely used in Canada, Argentina, Australia, South Africa, and India, becomes an engine that really holds the British Empire together.

For the forty years succeeding the Civil War the manufacture of harvesting machinery was a business in which many engaged, but in which few survived. The wildest competition ruthlessly destroyed all but half a dozen powerful firms. Cyrus McCormick died in 1884, but his sons proved worthy successors; the McCormick factory still headed the list, manufacturing, in 1900, one-third of all the selfbinders used in the world. The William Deering Company came next and then D. M. Osborne, J. J. Glessner, and W.

H. Jones, established factories that made existence exceedingly uncomfortable for the pioneers. Whatever one may think of the motives which caused so many combinations in the early years of the twentieth century, there is no question that irresistible economic forces compelled these great harvester companies to get together. Quick profits in the shape of watered stock had nothing to do with the formation of the International Harvester Company.

All the men who controlled these enterprises were individualists, with a natural loathing for trusts, combinations, and pools. They wished for nothing better than to continue fighting the Spartan battle that had made existence such an exciting pastime for more than half a century. But the simple fact was that these several concerns were destroying one another; it was a question of joining hands, ending the competition that was eating so deeply into their financial resources, or reducing the whole business to chaos. When Mr. George W. Perkins, of J. P. Morgan and Company, first attempted to combine these great companies, the antagonisms which had been accumulated in many years of warfare constantly threatened to defeat his end. He early discovered that the only way to bring these men together was to keep them apart. The usual way of creating such combinations is to collect the representative leaders, place them around a table, and persuade them to talk the thing over. Such an amicable situation, however, was impossible in the present instance. Even when the four big men—McCormick, Deering, Glessner, and Jones—were finally brought for the final treaty of peace to J. P. Morgan’s office, Mr. Perkins had to station them in four separate rooms and flit from one to another arranging terms. Had these four men been brought face to face, the Harvester Company would probably never have been formed.

Having once signed their names, however, these once antagonistic interests had little difficulty in forming a strong combination.

The company thus brought together manufactured 85 per cent of all the farm machinery used in this country. It owned its own coal-fields and iron mines and its own forests, and it produces most of the implements used by 10,000,000 farmers. In 1847 Cyrus McCormick made 100 reapers and sold them for $10,000; by 1902 the annual production of the corporation amounted to hundreds of thousands of harvesters—besides an almost endless assortment of other agricultural tools, ploughs, drills, rakes, gasoline engines, tractors, threshers, cream separators, and the like—and the sales had grown to about $75,000,000. This is merely the financial measure of progress; the genuine achievements of McCormick’s invention are millions of acres of productive land and a farming population which is without parallel elsewhere for its prosperity, intelligence, manfulness, and general contentment.

CHAPTER VII. THE DEMOCRATIZATION OF THE AUTOMOBILE

In many manufacturing lines, American genius for organization and large scale production has developed mammoth industries. In nearly all the tendency to combination and concentration has exercised a predominating influence. In the early years of the twentieth century the public realized, for the first time, that one corporation, the American Sugar Refining Company, controlled ninety-eight per cent of the business of refining sugar. Six large interests—Armour, Swift, Morris, the National Packing Company, Cudahy, and Schwarzschild and Sulzberger—had so concentrated the packing business that, by 1905, they slaughtered practically all the cattle shipped to Western centers and furnished most of the beef consumed in the large cities east of Pittsburgh. The “Tobacco Trust” had largely monopolized both the wholesale and retail trade in this article of luxury and had also made extensive inroads into the English market. The textile industry had not only transformed great centers of New England into an American Lancashire, but the Southern States, recovering from the demoralization of the Civil War, had begun to spin their own cotton and