The Age of Big Business [9]
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 associates 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 accumulated 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 competitors; 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 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 associates 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 accumulated 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 competitors; 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