The main objective of this book is to dispel some of the conventionally-held views surrounding trade between Europe and Asia in the sixteenth and eighteenth centuries. For instance, through a comparative and comprehensive study of merchant communities, markets and commodities, the individual authors demonstrate that Asian merchants were in no way inferior to Europeans in terms of their commercial operations and business acumen. The book as a whole attempts to view trade between Europe and Asia in its totality and emphasizes similarities rather than differences in the two regions.
Written by well-known scholars, this book raises pertinent questions and takes up alternate perspectives on the growth and development of international trade between Europe and Asia, especially India, in the sixteenth to eighteenth centuries. Through a comparative and comprehensive study of merchant communities, markets and commodities the individual authors argue, contrary to conventional views, that Asian merchants were in no way inferior to Europeans in terms of their commercial operations and business acumen. The book emphasizes the continuing and growing importance of India's overland trade, even in the seventeenth to eighteenth centuries, traces the little-known world of Armenian merchants, the hitherto obscure, but voluminous, Indian trade with the Ottoman Empire, and by unearthing new evidence, demonstrates that the export activity of Asian merchants through the overland route from Bengal was higher, in fact, than the combined total of European exports.
In this in-depth history of India's eastern coastline during the late-medieval and early-modern periods, the author unearths fresh empirical data from the records of the Dutch and English East India Companies to reconstruct the life and livelihood of the region. He discusses its geographical and economic boundaries, its topography and climate, its ports and trading outlets, and examining the unity of the area from a variety of perspectives.
Merchants to Multinationals examines the evolution of multinational trading companies from the eighteenth century to the present day. During the Industrial Revolution, British merchants established overseas branches which became major trade intermediaries and subsequently engaged in foreign direct investment. Complex multinational business groups emerged controlling large investments in natural resources, processing, and services in Asia, Latin America, and Africa. While theories of the firm predict the demise over time of merchant firms, this book identifies the continued resilience of British trading companies despite the changing political and business environments of the twentieth century. Like Japanese trading companies, they 're-invented' themselves in successive generations. The competences of the trading companies resided in their information-gathering, relationship-building, human resource, and corporate governance systems. This book provides a new dimension to the literature on international business through the focus on multinational service firms and its evolutionary approach based on confidential business records.
Commerce meets conquest in this swashbuckling story of the six merchant-adventurers who built the modern world It was an era when monopoly trading companies were the unofficial agents of European expansion, controlling vast numbers of people and huge tracts of land, and taking on governmental and military functions. They managed their territories as business interests, treating their subjects as employees, customers, or competitors. The leaders of these trading enterprises exercised virtually unaccountable, dictatorial political power over millions of people. The merchant kings of the Age of Heroic Commerce were a rogue's gallery of larger-than-life men who, for a couple hundred years, expanded their far-flung commercial enterprises over a sizable portion of the world. They include Jan Pieterszoon Coen, the violent and autocratic pioneer of the Dutch East India Company; Peter Stuyvesant, the one-legged governor of the Dutch West India Company, whose narrow-minded approach lost Manhattan to the British; Robert Clive, who rose from company clerk to become head of the British East India Company and one of the wealthiest men in Britain; Alexandr Baranov of the Russian American Company; Cecil Rhodes, founder of De Beers and Rhodesia; and George Simpson, the "Little Emperor" of the Hudson's Bay Company, who was chauffeured about his vast fur domain in a giant canoe, exhorting his voyageurs to paddle harder so he could set speed records. Merchant Kings looks at the rise and fall of company rule in the centuries before colonialism, when nations belatedly assumed responsibility for their commercial enterprises. A blend of biography, corporate history, and colonial history, this book offers a panoramic, new perspective on the enormous cultural, political, and social legacies, good and bad, of this first period of unfettered globalization.
The first and only book to describe the seven secretive families and five far-flung companies that control the world's food supplies. Little has changed their central role since Morgan's best-selling book first appeared in 1979.
What was the role of merchant guilds in the medieval and early modern economy? Does their wide prevalence and long survival mean they were efficient institutions that benefited the whole economy? Or did merchant guilds simply offer an effective way for the rich and powerful to increase their wealth, at the expense of outsiders, customers and society as a whole? These privileged associations of businessmen were key institutions in the European economy from 1000 to 1800. Historians debate merchant guilds' role in the Commercial Revolution, economists use them to support theories about institutions and development, and policymakers view them as prime examples of social capital, with important lessons for modern economies. Sheilagh Ogilvie's magisterial new history of commercial institutions shows how scrutinizing merchant guilds can help us understand which types of institution made trade grow, why institutions exist, and how corporate privileges affect economic efficiency and human well-being.
Do your salespeople feel under extreme pressure to retain accounts or gain new business at any cost? If so, you may be leaving big money on the table. Consider the integrated-circuit supplier representative who lost $500,000 of potential profit on a single transaction, just to "win" a deal that he would have closed anyway at the higher price. Do not make price concessions. Become a value merchant instead. In this authoritative book, James Anderson, Nirmalya Kumar, and James Narus explain how companies in business markets can use customer value management techniques to estimate the value of your market offerings, create value propositions that resonate with your customers, and maximize the return you will get on the superior value that you deliver. Drawing on extensive research and detailed case studies of companies like Sonoco, Tata Steel, and Quaker Chemical, Value Merchants will change the mindset and behavior of your executives, sales management, representatives, and marketers—as well as your customers.
The open access publication of this book has been published with the support of the Swiss National Science Foundation. This book examines the European commercial landscape of the early China trade, c.1700–1750. It looks at the foundational period of Sino-European commerce and explores a world of private enterprise beneath the surface of the official East India Company structures. Using rich private trade records, it analyses the making of pan-European markets, distribution networks and patterns of investment that together reveal a new geography of a trading system previously studied mostly at Canton. By considering the interloping activities of British-born merchants working for the smaller East India Companies, the book uncovers the commercial practices and cross-Company collaborations, both legal and illicit, that sustained the growth of the China trade: smuggling, wholesale trading, private commissions and the manipulation of Company auctions.
