Fred Harvey, Railway Hospitality Pioneer and Tourism Developer, and the Harvey House Network

Biographical, Commerce & Business, Inter-ethnic relations, Regional History, Travel


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English born Fred Harvey learned the basics of good food service from a lowly station in a New York restaurant and later ran a successful cafe prior to the Civil War before entering the employ of the US railroads. Working first for the Hannibal and St Joseph Railroad and later others, Harvey was required to travel a great deal as a railroad agent. This gave him first-hand experience of how dismal railroad food and service was. 

🔺 Frederick Henry Harvey (Photo: Wall Street Journal)

This was no secret to regular passengers, before Harvey came along, the railroads were serviced by local rough eateries or unscrupulous restaurant owners who would reheat the leftover dishes and serve them again as supposedly new to the next, unsuspecting train-load of hungry passengers. Some travellers wary of the dubious quality offered up, would bring their own ‘shoebox’ lunches of fried chicken and hard-boiled eggs but this didn’t prove a satisfactory alternative – after sitting in the train for a couple of days the food from home would quickly go off [‘Fred Harvey and the Harvey Girls: A Dollar, a Dream and a Dinner’, (John Koster) Historynet, www.historynet.com].

Business-savvy Harvey sensed there was a gap in the market and in 1876 he clinched a deal with the Atchison, Topeka and Santa Fe Railroad (AT&SF) to open eating houses along the railroad. The start was modest, one small lunchroom in the Topeka (Kansas) depot of the railroad. But from these modest beginnings Harvey created a thriving railway hospitality concern and more. The prototype Harvey lunchroom has been described as “the progenitor of what (Americans) think of today as a diner” [Stephen Fried, quoted in ‘Tracing the Recipes of America’s First Restaurant Empire’, (Sara Bonisteel), Epicurious, 18-Jun-2013, www.epicurious.com].

🔺 Santa Fe railroad & Harvey hotels & dining stations

The beginnings of fast food

The key to Harvey’s success was quality of food and speed of delivery. Once the network of Harvey dining-rooms were established along the Santa Fe route, the operations were streamlined to work like clockwork…and they needed to. As the trains pulled into the stations Fred Harvey staff had 20, at most 30 minutes to feed 60 to 100 passengers. This required coordination between the train conductor and Harvey staff (to give the staff advanced warning of their impending arrival). To meet the short turnaround time, the waiting staff (“Harvey Girls”) utilised a unique signalling system, the waitress taking the order would send a signal to a second waitress, a cup turned upright on the saucer meant coffee, a cup facing down, tea. The second waitress could then immediately do that part of the order without having to wait for her colleague to return with the order [‘Watch the Cup, Please’, (Jann Bommerbach), True West, 04-Nov-2015, www.truewestmagazine.com].

🔻 Harvey’s El Tovar Hotel, Grand Canyon

No “mean cuisine” 

Harvey Houses (as they eventually came to be known) were no “Greasy Joe’s”. From the start Harvey headhunted a star head chef from back east for his first restaurant. The chef prepared top-quality cuisine for AT&SF line passengers…the food was so good that travelling salesmen and other regular travellers chose the AT&SF on that basis over rival western railroads (Koster). They were getting quality food, fresh and affordable to the middle class traveller, served on spotless Blue China with white linen tablecloths [‘Classic Harvey House recipes’, 23-Feb-2019, CBS News, www.cbsnews.com/].

Value as well as quality for money

In 1888 Fred Harvey debuted the first Fred Harvey dining-car on the Chicago to Kansas City train service. The menu for the service illustrates what a bargain it was – for the middle class—for 75¢ passengers got a mains (choice of oysters, lobster, salmon roast beef or other meats) plus dessert—often prepared by world-class chefs (Koster).

🔺 Castãneda Hotel, Las Vegas, (the ‘other’ Las Vegas – in New Mexico): the first trackside Harvey House (Image: www.castanedahotel.com]

The Harvey dining empire 

How extensive was the Harvey House network? At the onset Fred Harvey promises a depot restaurant every 100 miles between Kansas and California. At the Harvey high-point there was 25 Harvey hotels, 40 sit-down dining-rooms and 55 lunchrooms on the route (Koster), and the Harvey House concept was extended to other west-bound railroads. Harvey was a natural marketer coming up with advertising campaigns like “3,000 Miles of Hospitality” to promote tourism in the region [‘Fred Harvey—Branding the Southwest (Quality Fast Food)’, www.lib.nau.edu].

The Harvey girls’ uniform: looking a bit too similar to a WWI nurse’s outfit or something you might see in a nunnery! 🔻(Photo: Grand Canyon Railway and Hotel)

The Harvey Girls: Helping to civilise the “Wild West”

Because the male waiters employed by Harvey had a tendency toward drinking on the job and causing trouble in the houses, the entrepreneur in 1883 had the inspired idea of replacing them with single women (aged 18-30) shipped out from the East. The Harvey Girls (as they became known) were attired in demure, conservative feminine uniforms and required to not marry before they had completed six months of service. The women waitresses on the job set standards for cleanliness and decorum which had “a civilizing effect on the often rough customers in the territories” [‘Fred Harvey, the Harvey Houses, and the Harvey Girls’, https://abqlibrary.org/railroads/HarveyHouses]. Many Harvey Girls stayed in the West after their employment, often marrying their bachelor customers, earning the railroad restaurants the sobriquet of “Cupid on Rails”.

Farm-to-table: “Meals by Fred Harvey” 

Fred Harvey Co (FHC) entered into contracts with local purveyors to ensure fresh ingredients for his meals. Fred Harvey Co also went into the farming business itself,running it’s own dairy and cattle farms (‘Fred Harvey—Branding the Southwest (Quality Fast Food).

(Photo: www.railroadmemories.com)

Business diversification: Whisky, chocolates, gifts, etc.

With success and fame came more diversification. FHC eventually manufactured it’s own whisky, sold it’s own brand of chocolates, candy, ice cream, salad dressings, as well as take-home gifts and souvenirs to passengers. Harvey’s knack for marketing put the brand everywhere. FHC gave away cookbooks of Fred Harvey recipes (‘Branding the Southwest’). The Harvey Co, as part of the tourism package it was promoting, also entered the postcard publishing field…through the Detroit Publishing Co it produced the very popular Fred Harvey Arizona ‘Phototint’ series of cards [‘Fred Harvey (entrepreneur), The Full Wiki, www.the full wiki.org/].

🔺 Menu image from the Santa Fe dining-car (Source: www.lib.nau.edu)

Menu art of the Southwest 

The railroad menus of FHC are an interesting sidelight of the company, delightfully quaint in their great diversity. Many celebrated in colourful imagery the beauty of the American Southwest or the pre-United States connexions to the region of colonial Spanish missionaries and Native American tribes (see below ‘Marketing an image of the Southwest’). The menu artwork was often of a high calibre, eg, William Deane Fausett’s humorous images. Menus like the company’s La Posada menu were instructional  including an US warplane ID chart for US servicemen using the AT&SF rail during WWII. There were menus for special occasions like Mother‘s Day and special menus for kids which doubled as clown masks (‘Branding the Southwest’). 

Marketing an image of the Southwest

Fred Harvey invented a new hospitality service for railway passengers, but he also invented (and marketed) a particular image of the country’s Southwest for Americans. Harvey, together with the AT&SF Railroad, changed the perception of Americans, filling the vast unknown void of savage desert with a new, “compelling regional identity for the Great Southwest of northern New Mexico and Arizona”. The Harvey corporation “appropriated and marketed the cultures of Native Americans” presenting them as “colourful, tamed native peoples”. Harvey to a lesser extent also did a inventive reconstruction of the cultural impact of Spanish colonial and early Anglo-Celtic settlers. Weigle suggests that FMC’s commercial innovations such as the Indian Detours program (affording railroad passengers the opportunity to visit local native communities, represented a kind of ‘Disneyfication’ of the region [Weigle, Marta. “From Desert to Disney World: The Santa Fe Railway and the Fred Harvey Company Display the Indian Southwest.” Journal of Anthropological Research, vol. 45, no. 1, 1989, pp. 115-137. JSTOR, www.jstor.org/stable/3630174. Accessed 12 Feb. 2020].

Endnote: Founder Fred died in 1901 but the business remained in the family until his grandson died in 1965. In 1968 FHC and Harvey Houses were purchased by Amfac, Inc. (an Hawaiian hospitality industry conglomerate).

🔻 Harvey House, Seligman, Ariz.

PostScript: FH Menu dishes

Not surprisingly the FHC menus included a noticeably Latino-Mexican flavour—including Bright Angel Mexican Salisbury Steak, Guacamole Monterey, Empanadas with Vanilla Sauce, Fried Chicken Castãneda and Albondigas Soup (‘Classic Harvey House recipes’).

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the Santa Fe line ended at Needles in eastern California, where it connected with another railroad which completed the journey west to the Pacific

it is estimated that of the approximately 100,000-plus Harvey Girls in the company’s history, perhaps as much as  of them stayed and settled down to married life in the West, ‘The Harvey Girls, a Slice of American History’, (updated 26-Apr-2012),  www.hubpages.com

Hopi, Navajo, Pueblo, Apache and other Southwestern tribes

Aldiland – from a Small-Town German Corner Store to World-wide Supermarket Discount Kings (Part II)

Commerce & Business, Retailing history

A few months ago Channel Five screened a documentary on the German supermarket giant (‘Inside Aldi: Britain’s Biggest Budget Supermarket’). The doco was laced liberally with interviews of Aldi senior managers, all waxing lyrical about their ‘enlightened’ employer and the company’s “win-win” virtues for everybody, which made the program feel uncomfortably like a commercial promotional video at times. Nonetheless, the doco did unearth an interesting back story, that of the supermarket emporium’s evolution and it’s founder-brothers who emerged out of the ruins of war-time Germany to steer their fledgling company to it’s eventual lofty perch as an much envied international discount supermarket chain.

🔺 an early Albrecht store displaying Karl’s name with plenty of Spirituosen (alcohol) and Lebensmittel (food) in the display windows (Photo: www.news.com.au)

The seed of Aldi as we know it today has it’s roots in Essen, Western Germany, in 1913. Anna Albrecht, the wife of a miner, started a small grocery store in the suburb of Schonnebeck as a sideline. After serving in the German Wehrmacht in WWII, Karl and Theo Albrecht, Anna’s sons, took over their mother’s business, which they initially named Albrecht KG. During the formative first years, Karl for a time operated some stores solo (under the name “Karl Albrecht Lebensmittel”).

The Albrecht brothers concentrated on the Ruhr area of Germany at first, and then expanded rapidly across West Germany over the next 15 years. By 1960 Albrecht KG had amassed 300 shops in the Bundesrepublik and had a yearly cash flow of DM90 million. A factor contributing to the Albrecht stores’ early popularity and success was it’s novel approach to tax rebates from purchases. Instead of following the business norm of making customers collect stamps before they qualified for the 3% rebate, the brothers subtracted the tax from the price before sale, a radical idea and an ingeniously simple one which undercut their rivals’ bottom price. Aldi, as it was soon to be known, was on it’s way to revolutionising the low-cost grocery trade.

🔻 Theo (L), Karl (R)

(Source: www.broadview.tv)

Sibling rivalry: Splitting of the ‘atom’ in two
1960 was a momentous year in the history of Aldi. The two brothers fell out, apparently over whether or not to sell cigarettes in Albrecht Discounts, and decided to divide the company into two separate entities. With a new, shorter, snappy name, ‘Aldi’, derived from the first two letters of their family name and the ‘Di’ from Diskont (Discounts), the company split into two – Aldi Nord (North) and Aldi Süd (South). At this time, as Aldi was an intra-West Germany operation only, the division was between the north (Theo’s domain) and the south (Karl’s domain) of the country. The geographical border separating Aldi Nord and Süd is known as the Aldi-Aquator (‘equator’). Aldi, after the schism, continued to grow, the brothers’ insistence on stocking only popular items, cut down inefficiencies and proved profitable.

🔺 Aldi’s first German store (in the “North sector”)

A store displaying both names, Albrecht and Aldi 🔻 (Photo: Getty)

By 1967 the first international growth steps were taken with the acquisition of Austrian grocer Hofer by Aldi South. As Aldi expanded elsewhere the arrangement between the brothers divied up the world thus (with a few later variations): Aldi South’s jurisdiction would entail Austria and the English-speaking countries, whereas Aldi North would operate in Germany and the rest of Europe. Netherlands followed in 1973, and in 1976 Aldi South made its first incursions into the US. The US became the only market penetrated by both arms of the Aldi empire when Aldi North acquired the US Trader Joe’s chain. Britain came into the Aldi South fold in 1990. Aldi South has been particularly aggressive in it’s drive for store expansion in both the US and Britain. The retailer has upward of 2,000 stores in 36 states across the US and in 2017 announced plans to add 900 more by 2022.

🔻 Trader Joe’s, Amherst, NY

Aldi found the highly-competitive (and crowded) UK grocery field initially hard to penetrate, coming up against well-established market leaders Tesco, Asda, Sainsbury’s and Morrisons. By the 2010s however it was making exponential inroads into the Brits’ grocery market…by October 2013 it had 300 stores and doubled that by 2016, with new stores opening at the rate of one a week! Aldi South’s stated goal is to reach the 1,000 mark by 2022. At this rate it is looming as a genuine threat to the above “Big Four” Supermarket chains.

🔻 Aldi Long Eaton store (int) in Derbyshire (Photo: www.nottinghampost.com)

Aldi global expansion intensified after the collapse of the Eastern Bloc system in 1989 and has experienced rapid growth in the 21st century. Since the 1990s Aldi has moved into Australia, Belgium, Denmark, France, Hungary, Ireland, Portugal, Slovenia, Spain and Switzerland. In 2019 it made another market quantum leap, opening two pilot stores in Shanghai, China.

🔺 The Albrecht brotherscarve-up of the world map (Theo plays black, Karl orange)

Counting the combined Aldi stores operating in Germany by both Nord and Süd (about 4,100 stores), there are over 8,000 stores in Europe as a whole (more counting the Hofer chain). All up, the reach of the Aldi retail tentacle worldwide accounts for 10,000 to 12,000 stores, with revenue (2010) of €53 billion. An international supermarket success story with nary a blot on it’s copybook – with one exception. In 2008 Aldi South invested an estimated €800 million in Greece but after only two years operating, it had to pull the plug on it’s 38 stores in the ancient land of the Olympiad. Nothing substantial divulged as to motive (par for the course for Aldi), but apparently the Aldi board of management was frightened off by the “informal business practices” prevalent in Greece (transparently code for government/business corruption).

🔺 Theo in 1971, following his misadventure (Photo: Getty)

Endnote: The saga of the reclusive co-founders (“the brothers frugal”)
Theo and big brother Karl were never your stereotypical, über-rich CEOs, bobbing up everywhere, constantly in the media spotlight, being snapped for glossy mags gratuitously showing off their latest flashy, expensive car or girlfriend. That was not the brothers’ ‘bag’ – for in business and in personal lifestyles their thriftiness was legendary. But after 1971 the Albrechts’ customary muted behaviour reached a whole new level. That year, the brothers’ extraordinary wealth came back to haunt them. Theo was kidnapped at gunpoint and held hostage for seventeen days. The younger brother was released on the payment of a ransom – after Theo had haggled with his captors over the amount demanded! Theo later tried to claim the nearly US$3 million Aldi North had to fork out for his release as a tax deduction business expense! Theo’s ordeal profoundly affected both brothers, they became even more reclusive and secretive in their personal lives and movements (no interviews or public statements, hardly any photos of them together or separately after 1971 exist). Eternally vigilant thereafter, both brothers reportedly would drive home from work, separately, by different routes each day. The brothers Albrecht, having profoundly changed “German food culture and consumption mentality” forever, semi-retired to a remote island in the North Sea in their eighties to pursue the hobbies of golf, orchid-growing and collecting old typewriters (very old school typical of them).

🔺 Island of Föhr off the Holstein Coast, where the supermarket entrepreneur brothers beavered away on their personal hobbies during much of their twilight years (Photo: www.tourism.de)

although the separation wasn’t legally finalised until 1966

German supermarket retail discounter Lidl—a copycat competitor to Aldi utilising the Aldi business model as a lodestar to chart it’s own course to retail riches —followed its path into the US market in 2017

with concessions made for Chinese consumer buying-preferences based on online testing via Alibaba’s Tmall

no doubt to Aldi’s chagrin, Lidl stores in Greece by comparison are apparently thriving

they were reputed to be the richest men in Germany

Articles and sites referred to:

‘The History of Aldi: The Tale of Two Corporations with the Same Name’, (Team S4RB), 13-Jun-2017, www.blog.s4rb.com

‘Inside ALDI’s first two pilot stores in China’, (10-Jun-2019), Shanghai’s.ist

‘Aldi founder became recluse after family kidnapping’, Albrecht obituary,

‘Aldi’, Wikipedia, http://en.m.Wikipedia.org

Aldi quits Greece’, German Retail Blog, 23-Jul-2010, www.german-retail-blog.com

‘Grocery chain Aldi to open another 900 stores in U.S.’, (Zlati Meyer), USA Today, 13-Jun-2017, www.usatoday.com

‘The Aldi Story – Karl and Theo Albrecht’, (2014 documentary), www.broadview.tv

‘Secrets of store success: Why Aldi is winning the retail battle’, (Alison Kirker), Sunday Post, 19-Feb-2018, www.sundaypost.com

Aldiland – from a Small-Town German Corner Store to World-wide Supermarket Discount Kings (Part I)

Commerce & Business, Retailing history

Anyone who’s ever walked into an Aldi supermarket would notice the difference from your established, big-name chain supermarket. For a start, in your mega-‘market you would expect to see palettes lying out the back in the loading dock, NOT on the aisle floors in the middle of the store. Perched on the Aldi palettes are groceries and other goods in their original cardboard boxes. Aldi has a small shop-fit budget, it doesn’t spend money on installing fancy shelving, it’s stores typify the “no frills store format”, which simply offers, as it’s advertising spiel announces, “Everyday low prices”. Minimalism is one of the standard Aldi store’s by-words. The checkout area tells a similar story. Shoppers line up their purchases on a long counter which gets shunted down to the cashier. The area of the till itself is small, minute even, the whole thing is streamlined for speed and ease of transacting. And you won’t find a cornucopia of either choice or types of products in Aldi’s.

The key to retail success
Sticking to the basis is a large part of the Aldi formula. The supermarket stocks less than 2,000 items…compare this to your average Coles or Woolies supermarket which typically stocks upward of 40,000 items! Looking for some Foie de gras or that special Russian black caviar, no, you won’t find these here. Aldi’s product base resides on what they call Private brand items. Smaller concentration of staple products + purchase in high quantities = lower prices for the customers. Although that said, Aldi also offers up to the trolly-pushing punters what it calls “Weekly Special Offers”. Located in the middle aisles—what Aldi cutely calls its “Treasure Aisle” (get it?)—are a diverse range of merchandise, some of which might be in the luxury category, Alpine snow suits and hiking tents, tools for the house handy-person, electronics, European chocolates, right through to the more peculiarly exotic pet pampering products like dog sofas and cat caves. All of which are seriously cheap.

🔺 from “The Book of Aldi”

Aldi eschews the “nice shopping experience”, customer service is not great. The store’s mission, once the shoppers have made their selections, is to shuffle them through as rapidly as possible, hence the streamlined checkout. Shoppers are ‘encouraged‘ (by the scarcity of space) and the requirement to self-pack to quickly move their goods to the back bench to pack them. Aldi doesn’t have self-serve checkouts or ‘fast’ minimum-item lanes, so inevitably there are queues because of popularity…as a consequence sometimes patience and timing are supreme virtues.

When the last item has been taken from a carton on the palette, a shop assistant will simply replace it with a new carton. This is time-efficient, saving the store staff from having to constantly restock the shelves. And when it comes to personnel on the ground, Aldi certainly have leaner staffing structures than the “Coles-worths” and Tesco’s of this world. This has prompted claims that the German employer puts unrealistic time-pressures on the reduced number of store staff to move the palettes into their point-of-sale position and complete other store-related tasks. When the stores close at 8pm or whatever the local time applicable, the shop attendants and cashiers turn into cleaners and spend the next hour getting the store spotless. There have been allegations (denied by Aldi) that it makes staff in some regions arrive 15 minutes before start-time to check the stock level without being paid. And of course it’s widely known that Aldi have consistently been notoriously anti-union in its staffing management practices.

Aldi stores don’t include the extraneous auxiliary facilities regularly found in other larger mainstream supermarkets and hypermarkets—no in-store banking/ATM machines, cafes, photo booths, pharmacies, children’s rides, toilets, etc—Aldi’s view is these add to the store’s end-cost. Instead they concentrate on the singular task of delivering groceries and other household essentials.

Aldi’s control of it’s “own brand”—which makes up a whopping 90 to 95% of what it sells—is interesting. First there’s the design, it deliberately makes the packaging on its food items look much the same as the leading manufacturers’ equivalent brands. Next, it tries to replicate the taste of these popular brands. Then Aldi invents a brand name for the product which often sounds vaguely like the well-known brand. And it apparently works – even on luxury items. To take a UK example: Many British consumers who once shopped at the upmarket Sainsbury’s and Waitrose supermarkets have been enticed by Aldi’s “Specially-Selected” luxury items – and the reason is twofold, obviously price (much cheaper than Sainsbury’s), but also because they now feel they are getting a similar-quality product (retail expert Julie McColl, Glasgow Caledonian University). As well as a recent product expansion to include luxury treats for it’s shoppers, Aldi’s move into ‘fresh’, the fruit and veg lines, has broadened it’s appeal.

Another key to Aldi being so spectacularly successfully in the supermarket game is it’s relationship to suppliers. Because of their runaway retail success they have many primary producers and manufacturers lining up to do business with them, but Aldi is well-known for driving a hard bargain with suppliers (sort of a case of “my way or the highway”). They are also clever at judging what will be efficacious – by sourcing local suppliers and advertising in the UK they have softened the German outsider element and fostered an impression among British shoppers of the big discount ‘invader’ being home-based.

Dr McColl has also drawn attention to Aldi’s recently strategy of positioning some of its new stores in towns next door to the prestigious Marks and Spencer outlets. The appeal of this being that shoppers can easily flit between the two – and avail themselves to the best of both worlds, getting their luxury items at M&S and their basics at Aldi.

The above factors, outlined, are apparently the ‘secrets’ to Aldi’s stellar success and it’s ability to offer and maintain retail prices at rock bottom in markets across the world. In part II I will tell the story of Aldi’s rise from a single grocer’s store in provincial Germany to international retail empire, and of the two publicity-shy and increasingly reclusive brothers who spearheaded the company’s seemingly unstoppable growth and expansion.

called Exclusive brands in US AldiLand

pet furniture seems to be one of Aldi’s specialities

or maybe I mean non-existent – staff are hard to catch, as they are usually flat out haring round the store trying to meet management’s daily schedules

200 Aldi store managers in the US filed charges against unfair labour practices (University of Huddersfield). Aldi operations in other countries have similarly been criticised for incidences where the store has adopted an authoritarian or heavy-handed line towards it’s staff

 

Articles, papers and sites referred to:

‘Aldi – “The No Frills Retailer”, (Peter Emsell, with contributions by Leigh Morland), Unpublished case study, University of Huddersfield (2011), www.eprints.hud.ac.uk

‘Secrets of store success: Why Aldi is winning the retail battle’, (Alison Kirker), The Sunday Post, 19-Feb-2018, www.sundaypost.com

‘Aldi’s secret for selling cheaper groceries than Wal-Mart or Trader Joe’, Business Insider, (Ashley Lutz), 09-Apr-2015, www.businessinsider.com

Aldi rebukes Dispatches Investigation, says it contains “selective information”‘, (Natalie Mortimer), The Drum, 10-Nov-2015, www.thedrum.com

    


The Luddites of Britain’s Industrial Revolution: Technophobes with an Excessively Destructive Bent or Practitioners of Last Resort Workplace Bargaining?

Economic history, Old technology, Popular Culture, Regional History, Social History

The Luddites of Britain’s Industrial Revolution: Technophobes with an Excessively Destructive Bent or Practitioners of Last Resort Workplace Bargaining?

We’ve all heard the term bandied round—anyone who is reluctant to embrace new technology or the world of computers is labelled a Luddite. The Cambridge Dictionary defines it as “a person who is opposed to the introduction of new working methods, especially new machines”. Many of us would also have an inkling of the term’s origins, deriving from the group of English workers in the early 19th century whose method of resisting new work technologies in Georgian factories and mills took on a very “hands-on”, destructive manner. Beginning with weavers in the textile industry in Nottinghamshire taking to the new machines with sledgehammers in protest, the movement soon spread to other parts of the Midlands and the North of England.

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Rampage against the machine provokes a repressive reaction
The British government wasted little time in sending in an army of soldiers
(𝓪 ) in defence of capital. Their assignment was to protect the factories and quell the workers’ revolts. Parliament enacted laws making the workers’ trail of destruction against the machines a capital offence, and many of the offenders were summarily and violently dealt with (shootings, hangings, transportation to New Holland for 14 years). Consequently, the Luddite movement lost energy and cohesion and petered out within a few years [‘The Original Luddites Raged Against the Machine of the Industrial Revolution’, (Christopher Klein), History, 04-Jan-2019, www.history.com].

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Class loyalty
The ruling elite of the day viewed the actions of the workers in attacking the private property of employers as merely bloody-minded vandalism, a perspective that still held an attraction for some modern conservative historians in the 20th century… eminent historian JH Plumb
for instance dismissed the Luddites’ revolts as nothing more than “pointless, frenzied industrial jacquerie”. But was that all there was to it, nihilism, the mindless, purposeless, random savagery of working class vandals? 

In a ground-breaking article in the early Fifties radical historian EJ Hobsbawn took issue with the conventional “nihilistic sabotage” view of historians like Plumb. Hobsbawn places the rebellious workers’ actions in their proper context, that of the Industrial Revolution and the economic vicissitudes of the period. The machine-breaking by the weavers and other workers was a direct action form of industrial strategy initiated by labour, Hobsbawn calls it “collective bargaining by riot” [EJ Hobsbawn, ‘The Machine Breakers’, Past and Present, No 1, (Feb., 1952), pp.57-70]. EP Thompson describes Luddism as “a violent eruption of feeling against unrestrained industrial capitalism” [E.P. Thompson, The Making of the English Working Class, (1966)](𝓫).

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The threat accompanying automation
Workers such as the weavers in Nottinghamshire around 1811/12 foresaw the dire implications for them of the introduction of new inventions like the mechanical loom. The economic downturn Britain experienced during the drawn-out Napoleonic Wars resulted in loss of profits for the merchants who owned the mills and factories. But it harmed working families even more…unemployment was widespread, food became scarce and therefore more expensive. Magnifying the problem, trades like the stocking knitters and the lace workers were in decline. By using the new technology, employers could increase production allowing them to engage untrained workers at lower wages. This directly and adversely affected the weavers and other artisans who had spent years learning and honing the skills of their craft. Now the new machines were being taken over by untrained workers who produced inferior work. The job security of textile craftsmen were thus imperilled, by the use of the (new) machinery in (as they saw it) “a fraudulent and deceitful manner” to circumvent standard labour practices(𝓬). The danger identified, the textile workers found themselves limited in the forms of protest available to them—they could not legally form trade unions and they could not strike(𝓭 ). Smashing knitting frames and other machines was conceivably the only effective way to protest the inevitable erosion of their economic livelihood [George Binfield, quoted in Klein; ‘What is a Luddite?’, wiseGEEK, www.wisegeek.com].

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Not technophobes of the Industrial Revolution
Hobsbawn is at pains to stress that the protesting mill and factory workers bore no hostility to the machines
per se(𝓮). Notwithstanding that the concept of trade unionism was inchoate and still barely nascent at this time, Hobsbawn describes the “wrecking (as) simply a technique of trade unions in the period before (and during) the early Industrial Revolution“. A more contemporary historian George Binfield concurs with Hobsbawn’s central thesis, stating that the derisory ‘technophobe’ tag is a mischaracterisation of the movement—the textile artisans were not against the new technology of the Industrial Revolution, but against the use of it to produce shoddy clothing and depress the wages of skilled workers (Binfield in Klein)(𝓯). Actually, far from being inept, many of the Luddites in the textile industry were highly skilled machine operators [‘What the Luddites Really Fought Against’, (Richard Conniff), Smithsonian Magazine, March 2011, www.smithsonianmag.com].

Poster notice offering a reward for information leading to the arrest of the frame-breakers who attacked George Ball’s Notts. workshop in 1812 🔻

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Antecedents and successors of the Luddites
Luddism, as Donald MacKenzie put it, “was neither mindless, nor completely irrational, nor completely unsuccessful” [DA MacKenzie, ‘Marx and the Machine’,
Technology and Culture, Vol 25, No 3, July 1984, pp.473-503]. Hobsbawn scuttles any suggestion that the Luddites’ movement was a one-off phenomena. Arguing that it’s antecedents can be traced back as far as the 17th century, he details instances of other English workers utilising the same industrial tactic as the Luddites—West of England clothing industry , 1710s-1720s; weavers in Somerset, Wiltshire, Gloucestershire and Devon, 1726/27(𝓰); rioting of textile workers in Melksham (Wilts), 1738; and not confined to the textiles business – coal miners employed the same wrecking tactic in the Northumberland coal-field in the 1740s (𝓱). Hobsbawn notes that the Luddites’ tactic of destroying the tools of production in a calculated fashion did not end with the movement’s swift demise. He cites the riots in Bedlington (Durham) in 1831 in which strikers wilfully wrecked the capitalists’ winding-gear.

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No unmitigated failure; the preventative measures tactic
Although the Luddites’ revolt ended in suppression and broken dreams, Hobsbawn makes the case that there were successes in the workers’ efforts in other episodes of machine-breaking. In some instances, the mere threat from disgruntled craftsmen to wreak havoc on factories and mills was sufficient to dissuade some employers from introducing the machinery as planned, eg, this was the case earlier with weavers in Norwich and shearmen in Wiltshire. Hobsbawn concludes that “invariably, the employer, faced with such hazards” decided to delay or not implement the new technology, cognisant of the latent threat to his property and even his own life. In several of the cases cited by the historian, the threats were a successful bargaining tool to stop employers from cuttingworkers‘ wages, and in the instance of the Northumberland coal miners, their provocative action in burning the mine’s pit-head machinery actually won themselves “a sizeable pay rise”.

🔺‘Ned Ludd’ (sometimes transcribed as Ned Lud) (Image: Granger Collection, NY)

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Footnote: The eponymous ‘leader’ of the movement
The Luddites’ leader was supposed to be one “Ned Ludd”, sometimes refer
red to as ‘General‘, ‘Captain’ or even ‘King’ Ludd. Purportedly he was an apprentice in the late 1770s who was either beaten or berated by his master and took revenge by damaging the factory’s stocking frame. It seems that in all probability Ned is apocryphal in the fashion of Robin Hood, the English personification of the mythical figure invoking social justice. Ned can be viewed as a symbolic leader for the wrongly-treated to rally round in pursuit of righting (in this instance) the workplace injustices foisted upon skilled industrial craftsmen (Ludd was even said to reside in Sherwood Forest, another nod to the inspiration of the Robin Hood legend in his invention).

(𝓪) some 12,000 troops in total were despatched, more than the number under the command of Wellington in the concurrent Peninsula War, a classic, heavy-handed overkill by the British authorities 

(𝓫) one writer applies the term “labor strategists” to the Luddites as a de facto vocational appellation, [Brian Merchant, ‘You’ve Got Luddites All Wrong’, (Tech By Vice), 03-Sep-2014, www.vice.com]

(𝓬) being prevented from forming trade unions left industrial workers already behind the eight-ball when IR mechanisation came along—they were unable to establish a minimum wage, establish workers’ pensions and set standard working conditions

(𝓭) the technology the Luddites railed against did not necessarily need to be new, the stocking frame for instance had been invented 200 years earlier (Conniff)

(𝓮) nor were they “heroic defenders of a pre-technological way of life” – as romantically portrayed later in some quarters (Conniff)

(𝓯) as Binfield contends, the Luddites were in fact willing to adapt to mechanisation…it was the direction that enhanced productivity was heading—enriching the merchant owners, not the workers—that was their beef. Their objective was a share of those profits, or at the very least, a decent wage

(𝓰) their attack on the property and materials of masters and blacklegs had the positive outcome of gaining them a “collective contract” of sorts

(𝓱) workers in the East Midlands hosiery trade also resorted to frame-breaking as part of the riots in 1778 to protest wage erosion…Hobsbawn calls these hose-makers “the ancestors of Ludditism”