The Continental Monthly , Vol. 2 No. 5, November 1862. VariousЧитать онлайн книгу.
the chief concerns of nearly forty years' career, may be mentioned C.W. & J.T. Moore & Co., who began in a small way in Pearl street, followed the flood of trade to Broadway, and afterward took possession of the splendid store built by James E. Whiting, on the site of the Broadway theatre. Bowen & McNamee commenced somewhere about 1840, having sprung from the bankrupt house of Arthur Tappan & Co. Their first establishment was in Beaver street, whence they removed to a marble palace which they built in Broadway in 1850, having, in ten years, realized an enormous fortune in the silk trade. Encouraged by the success following this second movement, the firm sold their store at an enormous advance, and purchased the corner of Broadway and Pearl streets, thus indicating that trade had advanced a mile up town. The palatial store which they erected on this spot will long mark the climacteric point in mercantile architecture. It was supposed at the time of its erection to be the finest jobbing store in existence, and although since then both Mr. Astor and James E. Whiting have each put up a splendid marble establishment in Broadway, they have not surpassed the one we refer to. Messrs. Bowen & McNamee were early identified with the progressive views of New England politics, which they maintained throughout their business career. At an early day a system of persecution was opened upon them by a portion of the New York press on the score of their anti-slavery sentiments, to which they replied by announcing that 'they had goods for sale, not opinions.' This bold expression became quite popular in its day, and did much to extend the business of the high-toned concern which proclaimed it, so that what was lost by prejudice was more than gained from legions of new friends, until, for a time, they reaped a golden harvest from a trade which ramified to all parts of the North, East, and West.
Another famous concern which sustained a position diametrically opposite to the one we have just mentioned, was that of Henrys, Smith & Townsend. This house was for more than a quarter of a century distinguished in the dry goods line, but held a Southern trade, and its members were men of corresponding proclivities. Commencing in Hanover square, the firm had followed the drift of trade into Broadway, and had become immensely rich. Like Bowen & McNamee (or Bowen, Holmes & Co., their later firm), they led in political, as well as in mercantile enterprise, and these two houses, like Calpe and Abyla, were for years set over against each other as the trade representatives of the Northern and Southern sentiment.
Yet, whatever may have been their difference of opinion, we are well persuaded of the fact that both houses were composed of patriotic and high-minded men, who differed simply because their views were of an extreme character. We might record other distinguished firms, which like these arose to greatness from humble beginnings, and at last fell like them beneath the revulsion which preceded the present civil war; but these will serve as general illustrations.
With this revulsion the glory of the great houses has passed away. The marble palaces which formerly rented for $20,000 to $50,000, either stand empty or are tenanted at a nominal rate; and the enormous traffic of millions annually, has sunk down to the proportions of primitive times. Those grand Broadway stores must hereafter be divided, for no one concern can fill them, and the dreams of merchant and of builder are alike exploded. The dry goods trade in New York is now under a process of change, and as the dispensation of high rents and broad floors, long credits and enormous sales, seems to be passing away, it is a question of no small interest what shape the trade will put on. We will not attempt to answer that question. We prefer to give a sketch of the man who has done the most to solve it—Mr. A. T. Stewart.
Mr. Stewart possesses one of the most truly executive minds in America. Indeed, as respects this feature, we doubt if any exception could be made to according him the very first position among our business men. Others may occasionally equal him in grasp of intellect, as in the instance of George Law, or Cornelius Vanderbilt; but, considered in the point of executive ability, we consider him unapproachable. He has long been chief among American dry goods dealers, and is known far and wide as the largest merchant (that is, buyer and seller) on this continent, and perhaps in the world. Yet there are thousands, including New Yorkers as well as country people, who have lost sight of Mr. Stewart's personality, and mention his name daily, and, perhaps, hourly, merely as the representative of a mammoth house of trade. The reason of this is obvious: hundreds and thousands have dealt year after year in that marble palace without ever beholding its proprietor. To such persons the name 'Stewart' has become merely a symbol, or, at most, a term of locality. To them he is a myth, with no personal entity. To their minds the term sets forth, instead of so many feet stature encased in broadcloth, with countenance, character, and voice like other men, merely a train of ideas, a marble front, plate glass, gorgeous drapery, legion of clerks, paradise of fashion, crowds of customers, and all the fascination of a day of shopping. 'Where did you get that love of a shawl?' asks Miss Matilda Namby Pamby of her friend Miss Araminta Vacuum. 'Why, at Stewart's, of course,' is the inevitable reply; 'and so cheap! only $250.' Now, to this pair of lady economists, what is 'Stewart's' but a mere locality, as impersonal as Paris or Brussels, or any other mart of finery? We would correct this tendency to the unreal (which, by the way, is very natural), by stating that behind the mythic idea, there is a Stewart; not a mere locality, but a man—plain, earnest, and industrious—who, amid this army of clerks and bustle of external traffic, drives the secret machinery with wonderful precision. Purchasers at retail are the most liable to the symbolic idea, since they never behold the existing Stewart. They see hundreds of salesmen, some stout and some thin, some long and some short, some florid and some pale, moving about in broadcloth, with varied port of dignity and importance, who may look as if they would like to own a palace. Yet among these the proprietor will be sought in vain. But if one ascends to the second story, he will find himself in a new world. This is the wholesale establishment, and here Mr. Stewart appears as the presiding genius.
As one enters this department he may observe, in a large office on the side of the house looking into Chambers street, the grandmaster of the mammoth establishment, sitting at the desk, and occupied by the pressing demands of so important a position. Here, from eight in the morning until a late dinner hour, he is engrossed by the schemes and plans of his active brain. He bears a calm and thoughtful appearance, and yet, such is his executive ability, that the burden which would crush others is borne by him with comparative ease. His aspect and manners are plain and simple to a remarkable degree, and a stranger would be surprised to acknowledge in that tall form and quiet countenance, the Autocrat of the Dry Goods Trade. This man did not achieve this position save by patient toil; his greatness was not 'thrust upon him.' It has arisen from forty years of close application to the branch of trade which he adopted in early life, and to which he has bent his rare powers of mind. Like most of our successful men, he began the world with no capital beside brains; and like Daniel Webster and Louis Philippe, his early employment was teaching. The instructor, however, was soon merged in the business man, and in 1827 his unpretending name was displayed in Broadway, The little concern in which he then was salesman, buyer, financier, and sole manager, has gradually increased in importance, until it has become the present marble palace. It is probable that much of his early prosperity was owing to a remarkably fine taste in the selection of dress goods; but the subsequent breadth of his operations and their splendid success may be ascribed to his love of order, and its influence upon his operations. Years of practice upon this idea have enabled him to reduce everything to a system. Beside this, he is a first-class judge of character, reads men and schemes at a glance, and continually exhibits a depth of penetration which astonishes all who witness it. Thus, although sitting alone in his office, he is apparently conscious of whatever is going on in all parts of his establishment. So completely is he en rapport with matters on the different floors, that the clerks sometimes imagine that there must be an invisible telegraph girdling the huge building. These men often say, by way of pleasant illustration of this fact, that if any one of them is absent, he is the very man to be first called for. From this it may be understood that it is not an easy matter to vary from the rigid system which holds its alternative of diligence or discharge over all beneath its control. We have referred to Mr. Stewart's habits of order as a means by which he controls his vast business with apparent ease. To explain this more explicitly, we may state that each department or branch of trade is under a distinct manager. These wholesale departments have been increased every year, until there is hardly an item in the comprehensive variety of the dry goods trade that is not here to be found. The advantage of this progressive movement was lately shown by the fact that, while Mr. Stewart lost enormous sums by Southern repudiation, he made up a large