Established in the mid 1860’s by Phillip Danforth Armour and John Plankinton, Armour and Company was a meat packing business that by the turn of the century had grown into one of the largest companies in the United States. For many years its presence in Chicago’s Union Stock Yards contributed, in no small way, to that city’s reputation as the capital of the American meatpacking industry.

Not only a meat producer, the company was heavily involved in the manufacture of by-products utilizing materials that were typically wasted in the slaughtering process. According to an October 20, 1901 story in the Buffalo (N.Y.) Times:

It is a saying in Chicago that the house of Armour & Co., in the slaughter of hogs, “loses nothing but the squeal of the hogs” when they are led to the slaughter. Employing many thousands of men in the varied industries growing out of their vast slaughtering business, the firm has found it immensely profitable to utilize all portions of the raw material by the firm.

The story went on to provide this menu of  products manufactured under the Armour name at the turn of the century. The list would grow well into the hundreds by the 1920’s

The business got its start with John Plankinton, not in Chicago but further north in Milwaukee, Wisconsin. His biography, available on wisconsinhistory.org tells the story.

John Plankinton was a meat packer and businessman. In 1849 he began the packing of beef and hog products, and in 1852 formed a partnership with Frederick Layton under the firm name of Layton and Plankinton Packing Co. In 1861 Layton withdrew and Plankinton continued the business alone until 1863, when he was joined by Phillip D. Armour, and the firm became Plankinton, Armour and Co. (Plankinton & Armour)

Armour had arrived in Milwaukee by way of California where he had been lured by the gold rush.  Whether he made any money on the west coast is apparently open to speculation. According to his biography published in “A History of the City of Chicago,” published in 1900:

Mr Armour returned to the East in 1856, after having a varied experience in mining enterprises, and it was conjectured at the time that he brought back with him considerable of the golden dust, but the facts of this interesting matter are known only to himself.

Another biography, this one published in the January 7, 1901 edition of Chicago’s “Inter Ocean,” described Armour’s Milwaukee years leading up to his association with Plankinton.

Mr. Armour went to Milwaukee, where he had a friend, Frederick S. Miles, who was engaged in the wholesale grocery and commission business, and soon became his business partner, the style of the firm being Miles & Armour. The firm was prosperous, but in 1863 Mr. Armour withdrew from it to engage in the shipment of wheat, in which he saw more money. He purchased the largest grain elevator in the city, and was again as successful as could be desired.

In the meantime the pork-packing firm of Plankton & Layton was dissolved, and John Plankinton formed a new firm, in the same business with Mr. Armour, under the style of Plankton & Armour.

It appears that shortly after his association with Plankinton the financial foundation for the Armour business was laid. His “Inter Ocean” biography went on to say:

The firm was successful from the first, and suddenly amassed a great fortune, all through the brilliant management of Mr. Armour. This happened in the spring of 1863, when the war of the rebellion was drawing to a close. At that time pork was selling at $40 a barrel, and the New York operators were buying it recklessly under the impression that it would go to $60. Mr. Armour believed that the war would soon end, and that pork would decline to $20 or less. He laid his plans before his partners, who gave him their approval, and then went posthaste to New York, where he sold pork short for $40 as long as anybody would buy it. Sure enough, pork soon fell to $18, and Mr. Armour and his partners were made millionaires.

In the meantime Phillip’s brother, Herman O. Armour, had started a grain commission business in Chicago sometime in 1862 and by 1864 the two brothers along with Plankinton had joined together in that city under the name H. O. Armour & Co. In 1868 they began packing pork under the name Armour & Co. and by 1870 all the business transacted in Chicago was  done under the Armour & Co. name.

According to a story written years later in the December 2, 1951 edition of the Tribune, the Chicago operation moved to the Union Stock Yards in 1872 where it would remain until the late 1950’s.

The first Armour hog plant was the old Bell house in the Archer Avenue packing center which had been built up during the Civil War. About 1868 packers began to move south to the area just west of the stock yards and Armour followed in 1872.

As early as 1865 Herman left another brother, Joseph, in charge of the Chicago operation and opened an office in New York under the name Armour, Plankinton & Co. The office was first listed in the 1866/1867 New York City directory at 129 Broad Street in Manhattan.

By the end of the decade the Armours had also established another plant, this one in Kansas City run by a fourth brother, Simeone Armour, under the name Plankinton & Armours.

As early as the mid-1870’s a story in the Kansas City Times clearly viewed their operation as the leader in the country and world’s meat packing industry.

Thoroughly identified with the packing business of the whole country, there are no names in the United States more familiar to the trade than those of the Plankinton’s and the Armours, there being two of the former-father and son-and four of the latter-brothers. These six gentlemen stand at the head of beyond all comparisons the heaviest beef and pork packing business of the world…

A May 10, 1880 story published in the The (London) Times featured the American bacon and pork industry and included this description of the Armour business.

A few hogs are slaughtered and salted by the farmers, but the great bulk pass to the packers…

Messrs. Armour & Co. handle nearly 1,000,000 hogs annually at Chicago, and have similar establishments at Milwaukee and at Kansas City, at each of which upwards of 400,000 are slaughtered and packed. From small beginnings in 1860 their business has steadily increased; within six years it has doubled. At the Chicago works at the stock yards, 10,000 pigs are frequently killed daily in summer; 20,000 constitute a full day’s slaughtering in winter. Two thousand tons of meat are sometimes dispatched in a single day from the railway sidings which are conveniently brought into the premises. The work covers 14 acres; the buildings are four stories high, and are being constantly added to. There are six lifts, and hydrants and fire hose are fixed at convenient points on every story. A trained fire brigade is recruited from among the operatives. The premises are insured for a million dollars, the annual premium on different parts of the works varying from 1 to 1 3/4  percent. Two thousand men are employed in summer and 3,500 in winter.

The raw material which keeps this great establishment moving is conveniently found in the contiguous market where 60,000 hogs are sometimes pitched (sold) in a morning, and on one occasion last summer the number ran up to 80,000… Messrs. Armour have large pens and yards where their purchases are fed and watered until required. No fasting is practiced as in England. The grunter has his breakfast even if he is doomed before dinner time.

An advertisement published in the March 18, 1882 edition of the (New Orleans) Times-Democrat, for one of Armour’s agents, McCloskey & Henderson,  provided this list of canned meat products being  produced and shipped out of Chicago by Armour at the time. By this time the business included beef and even chicken soup, as well as pork.

Over the course of several years during the early 1880’s the Armours and Plankinton severed their various business relationships, apparently amicably. As the dust settled, the resultant situation was summarized in the October 26, 1884 edition of the Kansas City Times.

As appears from a dissolution notice published in the advertisement column of THE TIMES this morning, the partnership which has existed for twenty-five years between Mr P.D. Armour and Mr. John Plankinton, has been dissolved, Mr. Armour retiring from the Milwaukee house and Mr. Plankinton from the Kansas City house, which will in the future be known under the firm name of the Armour Packing Company.

The dissolution does not effect either the Chicago or New York houses, as Mr. Plankinton has not been connected with the former business for several years and a few weeks ago sold his interest in the New York house to Mr. H. O. Armour retaining an interest in but one establishment, that of Milwaukee, of which he is the chief owner.

It was during the remainder of the 1800’s that the Armours laid the foundation for much of the company’s expansion into industries related to their meat packing business, adding a glue factory, soap works and a pharmaceutical department among others to their operation.

A story in the January 1, 1886 edition of the Chicago Tribune announced the acquisition of the Wahl Bros. glue factory.

In a circular-letter to the trade, dated December 21, 1885, they announce the purchase of Wahl Bros’ extensive glue factory (which covers eight acres) in this city, together with the good will and all appurtenances. They will continue to produce glue in all it’s varieties, and all other products that their predecessors did, including gelatin, brewers’ isinglass, size for papermakers, bone-meal, neatsfoot oil, etc., etc. The regular packing business of the firm furnishes them with a fresh daily supply of materials, which is such an essential feature in securing superior qualities and perfect results… They employ 300 hands in the glue factory.

Ten years later, another item published in the Chicago Tribune, this one on May 5, 1896, announced the formation of their soap works.

Commencing this day the firm of Armour & Co. has added another feature to their business, to be known as the Armour Soap Works. The new building and plant are situated at Thirty-first and Benson Streets. With the inauguration of the soap works Armour & Co. now utilize everything in the way of raw material from the hog and steer.

An April 17, 1897 advertisement For Oshkosh Wisconsin’s “Kruschke’s” Department Store, confirmed that less than a year later the soap works was manufacturing at least three different soap brands.

Both the glue works and soap works were included in this May 28, 1897 advertisement in the Chicago Chronicle.

By the early 1890’s a pharmaceutical department had also been established  as evidenced by this excerpt from an April 10, 1892 Chicago Tribune article.

In the downtown office of Armour & Co. are several rows of shelves filled with bottles and at first sight a stranger would think the “old man,” as P.D. Armour is called by his employees among themselves, was running a drug store on the side to make both ends meet. In these bottles are a great and unique variety of preparations extracted from animals killed at the yards. The man who manages this department is a duly licensed druggist and physician, and the big packer’s hobby when receiving visitors is to invite them to sample his dried bullock’s blood or desiccated ox gail.

It’s likely that the above mentioned licensed druggist and his department were the very beginning of  Armour Laboratories. According to a November 13, 1949 Tribune story:

One of their earliest (products) was pepsin, a commercially valuable compound recovered from the stomach linings of hogs. For many rears the rudimentary laboratories at Armour’s were called the “pepsin department.”

On April 15, 1900 Phillip Armour formed a corporation that included most, though not all, of the Armour businesses. His reasoning was explained in a February 18, 1900 Chicago Tribune story.

The business of Armour & Co always has been carried on as a partnership. The recent death of Phillip D. Armour Jr., and the illness of Phillip D, Armour, the founder and head of the firm, are said to have supplied the reasons for deciding to put the business in a stock company. For several months the elder Armour has been ill, but it was not believed his illness was sufficiently grave to warrant any change in the management of the business. The death of his son was a severe blow, however, and is said to have determined the plan of incorporation.

The new corporation included the packing houses (excluding the Armour Packing House of Kansas City),  glue factory and soap factory, as well as a felt and hair factory and rail car shops.

The factories that will be taken into the stock company are large concerns. The glue factory is one of the largest in the country. The soap factory of Armour & Co., a more recent establishment, is also an important plant. The hair factory has an output which is said to be unequalled by that of any similar institution. The car factory is used to manufacture and keep in repair the hundreds of cars used in the transportation of the meat and other products of the various Armour industries.

In addition to the manufacturing plants, the packing house includes the large cattle interests of the firm. The agencies of Armour & Co. also will fall into the corporation. In every city of any size in the United States Armour & Co. has an agency for the distribution of dressed beef and the other packing house products of the firm. There are besides agencies in foreign countries. These are to be found in every port of consequence in Europe. In Asia and Africa the firm also carries on its widespread business.

The stockholders of the new corporation were Phillip D. Armour (50%), his son, J. Ogden Armour (25%) and the estate of his deceased son Phillip D. Armour, Jr. (25%). Shortly after the business incorporated, Phillip Sr. also passed away and J. Ogden Armour assumed the presidency. It was J. Ogden Armour who, according to an August 17, 1927 Chicago Tribune story, developed the business into a world wide organization.

Expansion in this country was followed by invasion in the South American field. In 1909 Armour & Co. acquired an interest in an Argentine packing plant. Now (1927) it has in that country five large plants whose products go to the world meat trade.

In the teens their food product menu extended well beyond the by-products of their meat packing business.  A product list published in 1919 bears this out.

According to the February, 1917 edition of a journal called “Advertising & Selling,” their food product line alone had reached over 300 items that were being distributed by 350 branch houses throughout the country. So it was out of necessity that around this time they unified much of their advertising under the “Armour Oval Label”

According to the 1917 story in “Advertising and Selling:”

About two years ago (1915) it was adopted as a permanent trademark for all Armour top grade products, and since then has appeared in all the advertising of these products; newspaper, poster, magazine, window display, booklet advertising, alike, all have the Oval Label as a prominent and permanent feature of the copy. (A label committee , composed of representatives from the selling, operative and executive departments, decides upon the eligibility of a product for the Oval Label, only the highest quality products being admitted to this class.)

Armour Laboratories had also grown significantly from the fledgling department of the early 1890’s.  An advertisement published in the 1919 edition of the “Modern Hospital Year Book,” included the laboratory’s pitch to the medical community.

We are headquarters for the organotherapeutic agents. Our abattoirs supply enormous quantities of glands and membranes from which digestive ferments and endocrine gland preparations are made. Raw material is selected with rigorous care. Nothing but healthy normal material is employed, and this is put into process before any deterioration has set in.

The laboratory is conveniently located. All desiccating is done in vacuum ovens at a low temperature, which prevents injury to active principles.

The advertisement went on to provide a descriptive list of their preparations.

The post World War I years brought pressures on the business that would ultimately, in the 1920’s, transition it from a company closely held by the Armour family to a publicly held company. A feature on J. Ogden Armour published at the time of his death in the August 17, 1927 edition of the Chicago Tribune described the influence of World War I on the corporation.

During the war American packers carried tremendous meat supplies, both for the American armies and for those of European allies. Prices of live stock and meat joined the wartime inflation.The business of Armour & Co. increased sales to around $1,000,000,000 a year…

With the abrupt ending of the war American packers and the allied governments alike had vast quantities of meat on hand. The wartime demand faded. Governments cancelled contracts and threw their surplus stocks on the market for whatever they would bring. Prices of live stock and meat dropped. With the post-war depression the currencies of Europe also plunged down in value.

The result of all this was that the large inventories of American meat packers lost tremendously in value. Their stocks in Europe were paid for in constantly depreciating currencies. It is estimated that Armour & Co. lost around $125,000,000 in two years.

Ultimately in 1923 a refinancing of the business was effected that ultimately resulted in J. Ogden Armour both relinquishing the presidency and selling the majority of his stock.

The Associated Press announced the organizational change on January 3, 1923.

Armour & Co. for the first time since it was organized in 1862, today operated without a member of the Armour family in the president’s chair.

Instead F. Edison White, a worker from the ranks, occupied the controlling station made vacant by the resignation of J. Ogden Armour yesterday, who became chairman of the board of directors.

However, members of the Armour family will retain important positions with the company. Phillip D. Armour III who has been a vice president of the company was designated first vice president, and Lester Armour was continued as a member of the board of directors.

A Chicago Tribune Story, dated February 14, 1925 revealed that the refinancing plan also included an option to purchase the bulk of Mr. Armour’s stock holdings within five years. The story went on to say that the purchase began at that time with a third of his holdings.

Armour & Co., largest of the packing concerns, will be owned by a large body of investors and will cease to be a family corporation with the working out of plans made known yesterday.

It is understood that about one third of the total stock holdings of J. Ogden Armour will be bought by the banking group, which conducted the financial reorganization of Armour & Co. two years ago, and then offered publicly to investors. Later on and as market conditions permit, further offerings of stock will be made.

J. Ogden Armour’s 1927 Chicago Tribune obituary mentioned that Armour’s stock holdings at the time of his death were not large, so it appears much of his remaining stock was sold over the next two years. Four years later in January, 1931 P. D. Armour, the grandson and namesake of the founder, resigned as first vice president. He would be the last member of the Armour family to hold an executive position in the corporation.

Overall the company had its ups and downs but continued to grow through the 1930’s and early 1940’s as evidenced by this financial snapshot included in the Chicago Tribune’s January 23, 1943 edition.

Stockholders were given a glimpse of company progress as indicated by a comparison of balance sheets of last year and of 1923, after a reorganization. Funded debt was reduced from 144 million to 62 million dollars during the 20 years, and sales increased from slightly more than 800 millions to 1 billion 300 millions.

Around this time they were contributing significantly to the World War II effort, so much so that an April 11, 1943 Chicago Tribune story announced that 90 to 95 per cent of Armour’s total production was devoted to war production. As a result, the army and navy awarded their E flag to company officials.

Notice that Armour & Co. had been elected to the award came in a letter from Robert P. Patterson, Undersecretary of War. The letter read in part; “You men and women of Armour & Co. are making an outstanding contribution to victory. You have every reason to be proud of the record you have set, and your practical patriotism stands as an example to all Americans.

Among the company’s specific accomplishments in aiding the war, (Armour)President Eastwood cited the following: “The development of wood veneer drums to replace metal drums, such as are used in the shipment of lard; a new method of smoking ham and bacon for army use which takes 96 hours instead of seven days; the telescoping of lambs to save shipping space.”

He also pointed to a new product “Tushonka,” a canned pork popular with Russians; to a new style of “stuffing horn” for packaging of ground beef; and, finally to the formula for “Pemmican,” an emergency ration carried by airplanes and ships.

The award also recognized the achievements of Armour Laboratories.

Brig. Gen. C. C. Hillman, acting Surgeon General, Washington D. C., said in his statement of the award to Armour Laboratories that they had “given a rich endowment, not only to the war effort but to the entire field of medicine. Listed on the chart of Armour’s achievements will be their production of ligatures, insulin, and other medical supplies for the military service. In addition to this, your conversion of facilities for the absorption of great production loads all shall be listed on the war chart victory.”

After the war the company continued to introduce new products and innovations. In 1948 the company introduced their famous brand, DIAL deodorant soap.

An August 11, 1948 Chicago Tribune advertisement bragged that the soap was so popular that after being introduced, it immediately sold out.

In the mid-1950’s Armour became the first company to vacuum package their bacon as well as other meats. A May 5, 1956 Chicago Tribune feature provided the details.

Armour was the very first to discover how to keep bacon slicer-fresh from packing house to your pan. Old style packages of bacon usually lost freshness after a week or 10 days, so Armour research set about developing a package that would maintain freshness for three weeks.

Since air was known to be the villain that made bacon lose flavor, the obvious solution was to remove the air and pack bacon in a vacuum.

Obvious? Well not exactly. While vacuum packed jars and cans have been used for years, the requirement that a bacon package be both flexible and transparent gave the problem new complexity.

Several hundred kinds of materials, and nearly as many different shapes and types of packages were tried and discarded.

Finally, a new plastic was tested and found to have just the right combination of strength and pliability for use in newly developed vacuum packaging machines.

Subsequent taste tests revealed that bacon packaged the new way keeps fresh much longer than was once thought possible. This fundamental research on bacon packaging was so successful that it soon led to vacuum packaging of many other products.

Armour Laboratories was also making significant advances during the late late 1940’s and 1950’s. Some were enumerated in a December 2, 1951 story.

Recently the science of animal utilization has reached its highest point at Armour & Co., which is now headed by Frederick Specht. The company views its laboratory accomplishments primarily from a humanitarian, rather than a money making angle.

The outstanding achievement was development of the pituitary hormone , ACTH, which was ordered into production in the early summer of 1949. It has been used in treating arthritis and 20 other diseases. A later development is trypsin, which has the ability to turn dead flesh into liquid without damaging live tissue. Trypsin, like the insulin used by diabetics, come from a meat animal’s pancreas.

Hormones are not the only medical products of meat packing. Liver extracts are used in treating anemia, many products are made from animal blood, and a stomach lining substance is used for ulcer.

As the 1960’s approached the overall corporate picture was apparently beginning to lose some shine. In 1959 Armour discontinued all slaughtering operations in Chicago. A story dated June 9, 1959 in the Chicago Tribune detailed the facts and reasoning behind the decision.

Armour & Co. announced Monday that it will discontinue all slaughtering operations at six plants, including the one at Chicago…

Approximately 5,000 employees will be affected at all plants, including 2,000 in Chicago. Armour employs nearly 3,000 persons in its Chicago unit, but not all of them work in slaughtering operations. Such Chicago operations as refining of fats and oils, wool pulling, soap manufacturer, and sales and distribution will be continued. In addition, Armour will continue to buy cattle on the Chicago market for its eastern plants…

The company said there were several basic causes for its inability to reverse substantial losses encountered at these plants. These include obsolescence of buildings, many of which were constructed more than 50 years ago; shifts in live stock numbers sectionally; declining receipts of live stock at some markets; and a general and widely recognized condition of excess production capacity in the meat packing industry.

Ultimately Armour was acquired by the Greyhound Corporation in 1970. This strange marriage is explained by company histories.com.

The country’s leader in the motor coach industry since 1930, Greyhound under chairperson and CEO Gerald H. Trautman had begun to diversify its operations in the 1960’s in response to declining bus ticket sales. As automobiles and airline tickets became less expensive and bus line profits dwindled, Greyhound acquired small companies in the fields of automobile leasing, money orders, insurance, and catering. Greyhound board members were approached by Armour in the late 1960’s when General Host threatened Armour with a hostile takeover, and Greyhound was persuaded to add Armour to its subsidiaries. The 1970 $400 million purchase was Greyhound’s first major acquisition. To reduce its investment, Greyhound immediately sold $225 million of Armour assets, retaining only the meatpacking and consumer products subsidiaries. The meatpacking operation was renamed Armour Foods, while the consumer products operation was renamed Armour-Dial.

Less than a year later, and after more than 100 years, the Arizona Republic announced that, now a subsidiary of Greyhound, the Armour headquarters was leaving Chicago for Phoenix Arizona.

Greyhound Corp. the nation’s 29th largest firm, and its big subsidiary, Armour and Co., are moving from Chicago to Phoenix.

Gerald H. Trautman of Paradise Valley, chairman and chief executive said the move will affect ” a few hundred”employees of the headquarters staffs of the Greyhound Corp. and of these subsidiaries:

Armour and Co., Greyhound Bus Lines, Greyhound Leasing and Financial Corp., and Greyhound Computer Corp., except its service center personnel.

The largest of Greyhound’s subsidiaries is Armour and Co., acquired in 1970. From its start in meat packing, that firm has diversified into a modern industrial complex.

Today Armour meat products continue to be sold by Smithfield Foods and are still marketed under an oval label.

Over the years I’ve found two Armour bottles, both small and mouth blown. One embossed “Armour Laboratories,” is colored brown and approximately one ounce in size. The Armour Laboratory Pharmaceutical List, published in the 1919 “Modern Hospital Yearbook” included a one ounce bottle size for both pepsin and pancreatin powders.

The second bottle is approximately two ounces in size and embossed “Armour and Company,” not “Armour Laboratories,” which leads me to believe its not a pharmaceutical bottle. Armour produced lemon, orange and vanilla flavoring extracts in several size bottles, including two ounces, so I’m leaning in that direction.