The Age of Big Business: A Chronicle of the Captains of IndustryHendrick, Burton Jesse
History
The Age of Big Business: A Chronicle of the Captains of Industry
Hendrick, Burton Jesse
Big business -- United States -- History; Industries -- United States -- History
Henry Ford's earliest banker was the proprietor of a quick-lunch wagon
at which the inventor used to eat his midnight meal after his hard
evening's work in the shed. "Coffee Jim," to whom Ford confided
his hopes and aspirations on these occasions, was the only man
with available cash who had any faith in his ideas. Capital in more
substantial form, however, came in about 1902. With money advanced by
"Coffee Jim," Ford had built a machine which he entered in the Grosse
Point races that year. It was a hideous-looking affair, but it ran like
the wind and outdistanced all competitors. From that day Ford's career
has been an uninterrupted triumph. But he rejected the earliest offers
of capital because the millionaires would not agree to his terms. They
were looking for high prices and quick profits, while Ford's plans were
for low prices, large sales, and use of profits to extend the business
and reduce the cost of his machine. Henry Ford's greatness as a
manufacturer consists in the tenacity with which he has clung to this
conception. Contrary to general belief in the automobile industry he
maintained that a high sale price was not necessary for large profits;
indeed he declared that the lower the price, the larger the net earnings
would be. Nor did he believe that low wages meant prosperity. The most
efficient labor, no matter what the nominal cost might be, was the
most economical. The secret of success was the rapid production of
a serviceable article in large quantities. When Ford first talked of
turning out 10,000 automobiles a year, his associates asked him where
he was going to sell them. Ford's answer was that that was no problem at
all; the machines would sell themselves. He called attention to the
fact that there were millions of people in this country whose incomes
exceeded $1800 a year; all in that class would become prospective
purchasers of a low-priced automobile. There were 6,000,000 farmers;
what more receptive market could one ask? His only problem was the
technical one--how to produce his machine in sufficient quantities.
Public-domain text, read in full here on John Shaqi.
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