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Electric Vehicle Company
Electric Vehicle Company
Electric Vehicle Company
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The company's arm in Washington, D.C., had a circular showroom next to its battery station and repair center at 15th Street NW and Ohio Avenue in the Murder Bay neighborhood.

Key Information

Columbia Model XLIII (1904)

Electric Vehicle Company was an American holding company that operated from 1897 to 1907 and was an early manufacturer of battery-powered automobiles.

History

[edit]

The Electric Vehicle Company was founded September 27, 1897, as a holding company of battery-powered electric vehicle manufacturers acquired and assembled by Isaac Rice.[1][2]

In May 1897, Rice had acquired the Electric Carriage & Wagon Company (E.C.W.C.), a New York manufacturer of electric taxicabs. Its cabs were built by Henry G. Morris and Pedro G. Salom, who had created the Electrobats, the country's first useful electric automobiles.[3] E.V.W.C. leased, rather than sold, its vehicles, and built service stations for repairs and to quickly change out battery sets. In January 1897, 12 of the cabs were in use in Manhattan.

After the merger, E.V.C. concentrated on building heavy but reliable electric cabs in the E.C.W.C. workshops, and it also operated the rental system for a short time.[1] By 1899, E.V.C. had built several hundred vehicles[4] and become the country's leading motor car manufacturer.[5]

Electric Vehicle was taken over in 1899 by a syndicate of William C. Whitney, Thomas Fortune Ryan, Anthony N. Brady, and P. A. B. Widener. Their "Lead Cab Trust" aimed to develop a monopoly by placing electric cabs on the streets of major American cities, starting with New York City, Philadelphia, Chicago, Washington, D.C., and Boston. The company ultimately sold some 2,000 cars, but this was not enough to establish monopoly. It fell into hard times in 1900 as gasoline-powered automobiles emerged, lawsuits attacked their monopolistic practices, and scandal surrounded the poor performance of its vehicles. Oldsmobile displaced EVC as the top U.S. automaker in 1901.

1905 Columbia Mark XLII

Whitney brought in industrial leader Albert Augustus Pope, who brought the Columbia Automobile Company. The trust was reorganized as the parent company of several vehicle manufacturers, among them Columbia and the Riker Electric Vehicle Company, which was acquired in 1902.

Electric Vehicle's chief asset was now the holding of the Selden Patent, which established a right to royalties from all manufacturers of internal combustion engine vehicles. While this was initially lucrative, it drew lawsuits and other opposition from other manufacturers.

The company declared bankruptcy in 1907. The patent remained valid until 1913, but lost its worth when the appellation court held that it only applied to vehicles with Brayton engines, of which none existed.

  • Electric Vehicle Company XLIV-2[6]
  • Electric Vehicle Company Columbia Mark 48-2[7]
  • Electric Vehicle Company Columbia Mark 66-3[8]
  • Electric Vehicle Company Columbia Mark 48-3[9]

See also

[edit]

Notes

[edit]

References

[edit]
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Revisions and contributorsEdit on WikipediaRead on Wikipedia

Electric Vehicle Company

View on Grokipedia
from Grokipedia
The Electric Vehicle Company (EVC) was an American founded in 1899 that acquired and operated several early manufacturers, becoming the dominant producer of battery-powered automobiles and taxicabs in the United States until its in 1907. Formed through the efforts of New York financier William C. Whitney, who reorganized a smaller electric cab venture into a major enterprise, EVC incorporated the assets of inventors Pedro G. Salom and Henry G. Morris's Electrobat design alongside other firms. Whitney partnered with industrialist Albert A. Pope, whose in , contributed its Columbia electric vehicle line, established as early as 1897, to the fold. Under EVC's control, the company rapidly expanded by absorbing competitors like the Riker Electric Motor Vehicle Company, enabling it to produce popular models such as the Columbia Runabout and Electrobat taxicabs, which featured lead-acid batteries, quiet operation, and suitability for urban environments. By 1900, EVC had achieved a near-monopoly on New York City's taxi market, operating up to 1,000 electric cabs and holding a leading position in the national sector, with its vehicles accounting for a significant portion of the roughly one-third of U.S. automobiles that were electric at the time. The firm's success stemmed from the advantages of electric propulsion in cities—cleaner than horses and more reliable than early engines—supported by growing electrical infrastructure and demand from affluent buyers and commercial fleets. EVC's influence extended beyond production; it played a pivotal role in the industry's legal battles, including efforts to enforce the controversial Selden patent on internal combustion engines, which indirectly affected competition. However, the company's downfall began amid rising competition from affordable gasoline-powered cars like the , which offered longer ranges and lower operating costs, exacerbated by EVC's high battery expenses and a devastating 1907 fire at its . Declaring in January 1907, EVC's assets were liquidated, marking the end of the first major wave of adoption in America and highlighting the technological and infrastructural challenges that would delay widespread for decades.

Corporate Profile

Founding

The Electric Vehicle Company was established in September 1897 in as a for battery-powered manufacturers. Financier and inventor Isaac Leopold Rice, who served as president of the Electric Storage Battery Company, led the formation of the company. In 1897, Rice acquired the Electric Carriage and Wagon Company, founded in 1896 by Henry G. Morris and Pedro G. Salom, which served as the core entity for producing battery-powered vehicles. The company's initial purpose centered on manufacturing electric taxicabs to meet the growing demand for urban transportation solutions in the late . Rice, recognized for his expertise in battery technology through his leadership at the Electric Storage Battery Company, envisioned electric propulsion as a cleaner and quieter alternative to the prevalent horse-drawn carriages, which generated significant urban pollution and noise.

Key Personnel

Isaac Leopold Rice, the founder and first president of the Electric Vehicle Company, was a pivotal figure whose background in law, finance, and shaped the firm's early direction. Born on February 22, 1850, in Wachenheim, Rhenish Palatinate, Bavaria, Germany, Rice immigrated to the at the age of six with his mother, settling in where he grew up and initially pursued studies in music before shifting to law, graduating from in 1880. His financial acumen as a successful and investor enabled him to enter the burgeoning electrical industry in the early 1890s; by 1892, he had acquired the struggling Electro-Dynamic Company, a producer of motors and generators, demonstrating his expertise in applications. In 1893, Rice became involved with the Electric Storage Battery Company, rising to its presidency in 1897, where he advanced battery technology critical for electric vehicles. Rice's inventive contributions extended beyond batteries to naval innovations, including patents related to torpedo propulsion systems developed through his founding of the Electric Boat Company in 1899, which produced submarines and associated weaponry. As president of the Electric Vehicle Company from its inception in September 1897—formed by acquiring key patents for electric cabs from inventors Henry Morris and Pedro G. Salom—Rice leveraged his technical knowledge to oversee the integration of advanced storage batteries and electric motors, positioning the firm as a leader in urban electric transportation. His leadership emphasized reliable power systems tailored to early electric designs, drawing on his prior work with lead-acid batteries at the Electric Storage Battery Company to ensure in taxicabs and passenger vehicles. In 1899, control of the Electric Vehicle Company shifted through a takeover by a powerful investment syndicate, marking a transition in executive influence while retaining Rice's foundational role. The syndicate, comprising William C. Whitney—a former U.S. Secretary of the Navy and prominent financier—along with , Anthony N. Brady, and Philadelphia traction magnate Peter A. B. Widener, injected significant capital to expand operations. Whitney, whose family interests spanned transportation and utilities, provided strategic oversight in scaling production, while Widener contributed expertise from his streetcar syndicates, collectively steering the company toward aggressive market dominance in electric cabs. This group restructured the firm into a holding entity for multiple subsidiaries, enhancing its financial and operational framework. Operational leadership at the Electric Vehicle Company included engineers focused on refining battery and motor technologies for the demands of early 20th-century urban use. Drawing from the acquired expertise of Morris and Salom, who specialized in high-torque electric motors for heavy cabs, the firm's engineering team advanced compact, lead-acid battery designs capable of 40-50 mile ranges and developed series-wound motors delivering 1.5 to 3.5 horsepower for smooth, low-speed performance in city environments. These professionals, often sourced from Rice's electrical networks, prioritized durability and rechargeability, adapting innovations from the Electric Storage Battery Company to produce vehicles that operated quietly and without emissions, though specific names beyond the initial patentees remain less documented in historical records.

Historical Development

Early Operations (1897–1899)

Preceding its formal incorporation as the Electric Vehicle Company (EVC) in September 1897 (and subsequent reorganization in ), the enterprise rapidly scaled production of electric vehicles, beginning with an initial fleet of 12 hansom-style electric taxicabs introduced in in early 1897. These early vehicles were modifications of the Electrobat design by Henry Morris and Pedro Salom, focusing on urban taxi service. By mid-1898, the company had expanded its operational fleet to approximately 269–300 taxicabs across New York and other cities, with total production reaching hundreds of units by , positioning EVC as the leading U.S. motor car manufacturer at the time. Technologically, EVC's vehicles relied on lead-acid batteries weighing around 1,600 pounds, powering electric motors of approximately 3 horsepower that drove the front wheels. These batteries provided a range of about 20–30 miles per charge, optimized for short urban trips typical of operations, with top speeds reaching 20 miles per hour. To address the limitations of lengthy recharging times, EVC implemented a battery-swapping system at central stations, such as a converted on Broadway in New York, allowing quick exchanges in about 3 minutes to maintain fleet uptime. This infrastructure was essential for daily operations but posed logistical challenges in scaling across cities like , , and . EVC's market entry emphasized taxi fleets in , where the vehicles operated at fares of $1 for the first two miles and $0.50 per additional mile, transporting thousands of passengers in its early months. By June 1898, the New York fleet alone carried 1,580 passengers over 4,400 miles, generating $1,080–$1,580 in revenue. Initial investments from figures like financier Isaac Rice, who played a foundational role in organizing the company, fueled this growth, enabling sales of early taxicab models and expansion without immediate profitability pressures. However, operational hurdles, including battery maintenance and the need for widespread swapping stations, highlighted the nascent state of infrastructure.

Expansion and Peak (1899–1900)

In 1899, the Electric Vehicle Company underwent a significant transformation when a syndicate led by financier William C. Whitney, along with associates such as P.A.B. Widener and , acquired control from founder Isaac L. Rice. This takeover, which involved merging with the , was driven by ambitions to establish a monopoly in urban electric transportation, envisioning a nationwide network integrating electric cabs, trolleys, and trains. The syndicate aimed to capitalize on the growing demand for reliable urban mobility, planning to produce up to 2,000 vehicles annually to dominate key markets in cities like New York, , and even . Under the new ownership, the company experienced rapid expansion, achieving peak sales of approximately 850 units by early 1900, which briefly positioned it as the largest automobile manufacturer in the United States. This output captured a substantial share of the U.S. market, estimated at around one-third of all automobiles at the , outpacing competitors in the electric segment amid the broader rise of horseless carriages. Building on modest early operations from 1897–1899, the firm shifted strategically toward broader commercialization, extending beyond taxicabs into passenger automobiles while securing urban fleet contracts to operate services in multiple cities. To support this high-volume production, the Electric Vehicle Company scaled operations by leveraging Pope's established manufacturing facilities in , which had previously produced 800,000 bicycles in 1898 and were adapted for assembly. The workforce expanded accordingly to handle increased output, incorporating technicians for battery maintenance and drivers for fleet operations, while new depots—such as the one at 1684 Broadway in New York—enabled efficient battery-swapping systems to keep vehicles in service. Branches were established in , , , and Newport to facilitate nationwide distribution and service, marking the company's zenith in market influence before subsequent challenges emerged.

Decline (1901–1907)

The Electric Vehicle Company's dominance in the urban electric market began to erode in the early 1900s as gasoline-powered automobiles gained ground due to their lower production costs and extended driving range. By 1901, ' had produced 425 vehicles, outpacing many electric manufacturers and signaling the shift toward internal combustion engines that could travel farther without frequent recharging. Gasoline vehicles benefited from improving infrastructure and cheaper fuel following the 1901 oil discovery, which flooded the market and reduced operating expenses compared to the high costs of lead-acid batteries and electricity. This competition was particularly acute in urban settings, where electric had previously thrived, but longer-range gasoline alternatives began capturing market share from the company's lead-acid-powered cabs. Internal challenges compounded the external pressures, including scandals tied to the founding and persistent disputes. In , a New York Herald investigation accused the company of fraudulently obtaining a $200,000 , sparking widespread scrutiny and eroding investor confidence in the syndicate led by figures like William C. Whitney. Repeated corporate reorganizations and recapitalizations fueled further allegations of financial manipulation, portraying the Electric Vehicle Company as an elaborate swindle rather than a viable enterprise. The death of Whitney in 1904 intensified leadership instability, as his absence left a power vacuum that hindered strategic decision-making and deepened factional conflicts among executives. Additionally, inefficiencies in battery technology, such as limited scalability for mass production and vulnerability to cold weather reducing range, hampered operational reliability and deterred fleet expansion. Sales figures reflected these mounting difficulties, declining from a peak of around 850 units in 1900—primarily taxis serving —to fewer than 500 vehicles annually by 1905, amid a shrinking for electric cabs in urban markets. The company's once-monopolistic hold on electric services weakened as competitors entered the fray, reducing the appeal of short-range electric models confined to city routes. Overexpansion into multiple cities without adequate infrastructure, coupled with ongoing lawsuits over operational practices, imposed severe financial strain that foreshadowed collapse, exacerbated by a devastating fire at its New York charging station in 1907. The syndicate's aggressive growth strategy, including rapid fleet buildup and subsidiary acquisitions, outpaced revenue generation and drained capital reserves. By 1907, these pressures had pushed the company toward , marking the end of its viability as a market leader.

Products and Technology

Electric Taxicabs

The Electric Vehicle Company's primary product line consisted of electric taxicabs, with the Electrobat serving as the key model designed specifically for commercial urban transportation. Built on a robust steel frame, the Electrobat offered durability suited to the demands of city streets and early road conditions. This construction allowed for a 4-passenger capacity, enabling efficient service for taxi operations while maintaining a compact footprint similar to traditional hansom cabs. The Electrobat's performance specifications included a top speed of 15 to 20 mph, depending on the model variant, and a range of approximately 25 to 30 miles per charge from its lead-acid . Powered by two 1.5-horsepower electric motors driving the front wheels, it provided reliable propulsion for short urban trips without the noise or pollution of combustion engines. A notable was the swappable battery system, which facilitated rapid exchanges at centralized stations using cranes and elevators, allowing cabs to achieve up to 100 miles of daily operation with minimal downtime. Deployment of the Electrobat taxicabs began in in 1897, with the fleet expanding to over 60 vehicles by 1898, representing one of the earliest large-scale introductions of motorized . This rollout influenced public perceptions of automobiles by demonstrating practical, clean alternatives to horse-drawn carriages, serving thousands of passengers and paving the way for broader adoption of electric mobility in urban settings. In terms of production, early operations yielded around 62 units for the New York fleet that year. The economic model for these taxicabs focused on low operating costs, as electricity eliminated fuel expenses and reduced maintenance compared to horses, though high initial battery expenses required a leasing structure targeted at municipal and commercial fleet operators. Vehicles were leased monthly or by the ride, emphasizing reliability for city services and capitalizing on the quiet, odor-free operation to appeal to urban regulators and riders.

Passenger Automobiles

Following the acquisition of the Columbia brand, the Electric Vehicle Company expanded its offerings to include a line of electric passenger automobiles designed for private use, adapting durable components like battery systems originally developed for commercial taxicabs to lighter, leisure-oriented vehicles. These cars targeted affluent urban buyers seeking clean, quiet alternatives to gasoline-powered options, with prices typically ranging from $850 for basic runabouts to $3,500 for more luxurious enclosed models. The emphasis was on ease of operation in city environments, free from the noise and maintenance demands of internal combustion engines, appealing to elites in cities like New York and . Key models included open-top runabouts such as the 1903 Columbia Mark LX, a single-bench vehicle resembling a horseless carriage with a 64-inch , wood-spoke wheels, and tiller for responsive handling. Powered by a series-wound and 20 lead-acid batteries, it achieved a top speed of 15 mph and a range of about 40 miles per charge, weighing just 1,200 pounds for nimble urban driving. Priced at $850 without a top, it prioritized simplicity and affordability within the electric segment. Enclosed options, like the 1904 Columbia Brougham, offered greater comfort with seating for four passengers in a tonneau body, twin rear-mounted electric motors, and a focus on smooth, vibration-free rides for affluent owners. These models highlighted quiet operation and user-friendly controls, such as lever-based speed selection, making them suitable for short leisure trips without the ruggedness required for taxi fleets. Over time, passenger models evolved with enhancements in motor efficiency and battery density tailored to non-commercial needs, such as lighter packs enabling ranges of 25–40 miles while reducing overall vehicle weight for better handling on paved city streets. This progression allowed for more refined designs, including optional canopies and improved power distribution, distinguishing them from heavier-duty applications.

Business Strategies

Acquisitions and Subsidiaries

In 1900, the Electric Vehicle Company acquired the Columbia Automobile Company, integrating its electric and gasoline vehicle production lines to enable diversified manufacturing under a unified holding structure. This acquisition, backed by the Whitney-led syndicate, positioned the company to combine Columbia's established facilities in Hartford, Connecticut, with its own operations, enhancing overall production scale. The following year, in 1901, the company purchased the Riker Electric Vehicle Company, which added significant manufacturing capacity in , New York, along with a robust portfolio of patents for electric motors and drivetrains. Riker's expertise in heavy-duty electric vehicles, including trucks and early racing models, complemented the acquirer's focus on urban transport, allowing for expanded output without immediate new investments in . To support nationwide deployment, the Electric Vehicle Company established subsidiaries for regional taxi operations, operating fleets in major cities such as New York, , , and by the early 1900s. These entities, including dedicated cab and rental companies, managed local maintenance, charging stations, and fleet logistics, enabling the company to control over 2,000 electric cabs by 1904. This consolidation strategy emphasized across the , incorporating in-house production of batteries, electric motors, and final vehicle assembly to minimize dependency on external suppliers and lower operational costs. By centralizing these elements, the company aimed to dominate the emerging market through efficiency and .

Selden Patent Involvement

In 1899, the Electric Vehicle Company, backed by a Wall Street syndicate led by William C. Whitney and , acquired the rights to George B. Selden's U.S. No. 549,160 for $10,000 plus a share of future royalties. The , originally granted in 1895, described a "road engine" design for a self-propelled vehicle powered by an operating on the , but its broad claims were interpreted to cover a wide range of internal combustion engine-powered road vehicles. The acquisition aimed to create barriers against emerging gasoline competitors and generate licensing revenue to supplement the company's declining sales. The company pursued a licensing strategy through the Association of Licensed Automobile Manufacturers (ALAM), formed in 1903, to collect royalties from gasoline producers and diversify revenue beyond its struggling sales. Manufacturers joining ALAM paid a 1.25% royalty on the retail price of each vehicle, equivalent to roughly $5 to $15 per , with proceeds split such that 40% went to the Electric Vehicle Company, 40% to ALAM for enforcement efforts, and 20% to Selden. This approach generated substantial income, with total royalties under the exceeding $5 million by its expiration, providing the Electric Vehicle Company an estimated $2 million that helped sustain operations during the early 1900s as demand waned. The strategy involved aggressive legal enforcement against unlicensed competitors, underscoring the patent's expansive claims on fundamental vehicle propulsion mechanisms. In 1903, the company, via , sued the for infringement after Ford refused licensing, leading to a protracted battle that reached the U.S. Court of Appeals. A upheld the in 1909, but the 1911 appeals ruling invalidated its application to Otto-cycle engines, limiting validity to the original Brayton design and effectively ending royalty collections for most internal combustion vehicles.

Legacy and Impact

Bankruptcy and Dissolution

The prolonged decline experienced by the Electric Vehicle Company from 1901 to 1907 culminated in its filing for on December 10, 1907, amid substantial financial strain triggered by unsuccessful royalty collections under the Selden patent and a broader market shift toward gasoline-powered vehicles. A devastating in January 1907 destroyed approximately 300 vehicles and the main , further exacerbating the crisis. The economic crisis further strained finances, as production delays, warehouse fires, and shareholder lawsuits compounded the inability to sustain operations in an increasingly competitive landscape dominated by internal combustion engines. Court proceedings under involved the appointment of overseers to liquidate assets, including manufacturing plants in and Yonkers, extensive holdings, and remaining inventory of electric taxicabs and passenger vehicles. While physical assets were sold off to regional operators and the highest bidders to offset liabilities, the Selden —a cornerstone of the company's licensing strategy—was retained by the receivers but rendered largely valueless due to protracted legal disputes and its narrowing applicability amid technological advancements. These sales generated limited recovery, as the market for electric vehicles had sharply contracted. The dissolution process encompassed the full of subsidiaries, such as regional operating firms already by 1902, alongside mass layoffs that dismantled the workforce across assembly and service operations. This marked the definitive end of the company's active business in early 1908. In the immediate aftermath, surviving assets and were transferred to successor entities, notably through reorganization into the Columbia Motor Car Company, which continued limited production of electric and gasoline-powered vehicles before facing its own challenges.

Influence on the Automotive Industry

The Electric Vehicle Company (EVC) pioneered large-scale urban electric fleets through its deployment of battery-powered taxicabs, which by 1900 comprised up to approximately 1,000 vehicles in alone, operating efficiently in dense environments with low maintenance needs compared to horse-drawn alternatives. This model demonstrated the practicality of electric for short-range, high-frequency services like and deliveries, influencing contemporary electric fleet strategies by introducing innovations such as centralized battery-swapping stations that enabled quick vehicle recharges and minimized downtime. Such systems underscored the efficiency of electrics in urban settings, where they covered thousands of miles daily while avoiding the and of combustion engines. EVC's 1899 acquisition of George Selden's broad for road engines positioned the company as a key architect of early automotive norms, leading to the formation of the Association of Licensed Automobile Manufacturers in 1903, which collected royalties from licensees and enforced compliance across the nascent U.S. industry. This structure temporarily entry and , fostering standardized licensing practices that accelerated manufacturer consolidation and under a controlled framework, even as it drew legal challenges. The eventual court ruling invalidating the patent's scope against internal combustion engines dismantled the monopoly but established precedents for patent disputes that shaped regulatory approaches to automotive technology licensing thereafter. Despite its brief prominence, EVC's engineering of electric drivetrains—featuring series-wound DC motors and lead-acid batteries tailored for reliable urban performance—provided foundational insights into battery management and electric delivery, which informed subsequent designs by highlighting the complementary strengths of electric systems for low-speed efficiency. These advancements, refined through real-world fleet operations, contributed to the technical heritage of modern electric vehicles, where similar principles underpin and urban-optimized powertrains in hybrids and pure EVs. EVC actively promoted its vehicles as superior urban solutions, touting their silent operation and absence of exhaust fumes as advantages over gasoline contemporaries, thereby advancing the cultural narrative of electric cars as cleaner alternatives well before 20th-century environmental advocacy. This early emphasis on pollution-free mobility in cities like New York helped embed the idea of in public discourse, predating broader ecological movements and influencing perceptions that resurfaced during later EV resurgences.

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