London merchant bankers emerged during the 1820s in the wake of financial turmoil caused by the wars of American Independence, the Napoleonic campaigns and the Anglo-American war of 1812. Though the majority of merchant bankers remained cautious in their affairs, Huth & Co established an impressive global network of trade and lending, dealing with over 6,000 correspondents in more than seventy countries. Based on archival research, this comparative study provides a new chronology of early nineteenth-century commercial and financial expansion. Huth & Co. were truly market-makers and key intermediaries of commodities and capital flows in the international economy. This is an important example of a firm shaping globalisation well before the transport and communication revolution of the last quarter of the nineteenth century. But rather than a case study, this is a comparative study concerned with the commercial and financial activities of the leading merchant-bankers of the period This book will be of great interest to business and economic historians interested in the nature of the early decades of the first globalization.

An in-depth history of how finance remade everyday life in Thatcher's Britain. Are We Rich Yet? tells the story of the financialization of British society. During the 1980s and 1990s, financial markets became part of daily life for many Britons as the practice of investing moved away from the offices of the City of London, onto Britain's high streets, and into people's homes. The Conservative Party claimed this shift as evidence that capital ownership was in the process of being democratized. In practice, investing became more institutionalized than ever in late-twentieth-century Britain: inclusion frequently meant tying one's fortunes to the credit, insurance, pension, and mortgage industries to maintain independence from state-run support systems. In tracing the rise of a consumer-oriented mass investment culture, historian Amy Edwards explains how the "financial" became such a central part of British society, not only economically and politically, but socially and culturally, too. She shifts our focus away from the corridors of Whitehall and towards a cast of characters that included brokers, bankers and traders, newspaper editors, goods manufacturers, marketing departments, production companies, and hundreds of thousands of ordinary men and women. Between them, they shaped the terrain upon which political and economic reform occurred. Grappling with the interactions between structural transformation and the rhythms of everyday life, Are We Rich Yet? thus understands the rise of neoliberalism as something other than the inevitable outcome of a carefully orchestrated right-wing political revolution.

A historical look at the early evolution of global trade and how this led to the creation and dominance of the European business corporation Before the seventeenth century, trade across Eurasia was mostly conducted in short segments along the Silk Route and Indian Ocean. Business was organized in family firms, merchant networks, and state-owned enterprises, and dominated by Chinese, Indian, and Arabic traders. However, around 1600 the first two joint-stock corporations, the English and Dutch East India Companies, were established. Going the Distance tells the story of overland and maritime trade without Europeans, of European Cape Route trade without corporations, and of how new, large-scale, and impersonal organizations arose in Europe to control long-distance trade for more than three centuries. Ron Harris shows that by 1700, the scene and methods for global trade had dramatically changed: Dutch and English merchants shepherded goods directly from China and India to northwestern Europe. To understand this transformation, Harris compares the organizational forms used in four major regions: China, India, the Middle East, and Western Europe. The English and Dutch were the last to leap into Eurasian trade, and they innovated in order to compete. They raised capital from passive investors through impersonal stock markets and their joint-stock corporations deployed more capital, ships, and agents to deliver goods from their origins to consumers. Going the Distance explores the history behind a cornerstone of the modern economy, and how this organizational revolution contributed to the formation of global trade and the creation of the business corporation as a key factor in Europe's economic rise.

The fight to control RJR Nabisco during October and November of 1988 was more than just the largest takeover in Wall Street history. Marked by brazen displays of ego not seen in American business for decades, it became the high point of a new gilded age, and its repercussions are still being felt. The ultimate story of greed and glory, Barbarians at the Gate is the gripping account of these two frenzied months, of deal makers and publicity flaks, of an old-line industrial powerhouse that became the victim of the ruthless and rapacious style of finance in the 1980s. Written with the bravado of a novel and researched with the diligence of a sweeping cultural history, here is the unforgettable story of the takeover in all its brutality.

An examination of how the patent system works, imperfections and all, to incentivize innovation Do patents facilitate or frustrate innovation? Lawyers, economists, and politicians who have staked out strong positions in this debate often attempt to validate their claims by invoking the historical record-but they frequently get the history wrong. The Battle over Patents gets it right. Bringing together thoroughly researched essays from prominent historians and social scientists, this volume traces the long and contentious history of patents and examines how they have worked in practice. Editors Stephen H. Haber and Naomi R. Lamoreaux show that patent systems are the result of contending interests at different points in production chains battling over economic surplus. The larger the potential surplus, the more extreme are the efforts of contending parties-now and in the past-to search out, generate, and exploit any and all sources of friction. Patent systems, as human creations, are therefore necessarily ridden with imperfections. This volume explores these shortcomings and explains why, despite all the debate, historically US-style patent systems still dominate all other methods of encouraging inventive activity.

Decline can be avoided.

Decline can be detected.

Decline can be reversed.

Amidst the desolate landscape of fallen great companies, Jim Collins began to wonder: How "do" the mighty fall? Can decline be detected early and avoided? How far can a company fall before the path toward doom becomes inevitable and unshakable? How can companies reverse course?

In "How the Mighty Fall," Collins confronts these questions, offering leaders the well-founded hope that they can learn how to stave off decline and, if they find themselves falling, reverse their course. Collins' research project--more than four years in duration--uncovered five step-wise stages of decline:

Stage 1: Hubris Born of Success

Stage 2: Undisciplined Pursuit of More

Stage 3: Denial of Risk and Peril

Stage 4: Grasping for Salvation

Stage 5: Capitulation to Irrelevance or Death

By understanding these stages of decline, leaders can substantially reduce their chances of falling all the way to the bottom.

Great companies can stumble, badly, and recover.

Every institution, no matter how great, is vulnerable to decline. There is no law of nature that the most powerful will inevitably remain at the top. Anyone can fall and most eventually do. But, as Collins' research emphasizes, some companies do indeed recover--in some cases, coming back even stronger--"even after having crashed into the depths of Stage 4."

Decline, it turns out, is largely self-inflicted, and the path to recovery lies largely within our own hands. We are not imprisoned by our circumstances, our history, or even our staggering defeats along the way. As long as we never get entirely knocked out of the game, hope always remains. The mighty can fall, but they can often rise again.

Since 1818, Brooks Brothers, America s oldest clothing brand, has grown into a global sartorial institution that has influenced American style through its iconic fashions, which conjure intimate memories of pivotal life events from your first navy blazer as a child to stepping into a bespoke suit on your wedding day. On the eve of its two-hundredth anniversary, Brooks Brothers remains synonymous with timeless style, the finest quality, and innovative designs that resonate with both old and new generations. This richly illustrated book is replete with photographs of the signature heritage pieces, from the Original Polo button-down oxford, grey flannel suit, and Rep ties to the camel overcoat, and features an unparalleled roster of high-profile political and cultural icons who have worn and made these pieces their own: from Abraham Lincoln and John F. Kennedy to Madonna, Lady Gaga, Grace Kelly, Katharine Hepburn, Miles Davis, and Andy Warhol, as well as TV and film stars in Glee, Gossip Girl, Mad Men, and Baz Luhrmann s The Great Gatsby. The text comprises interviews and personal anecdotes from the retailer s loyal clientele fashion designers, writers, and celebrities each sharing treasured memories and connections to Brooks Brothers. This dazzling volume invites readers to delve into the world of Brooks Brothers, providing insight into the people, places, and historical moments that have shaped and provoked the innovative yet timeless American institution, and is a must for those interested in fashion and American style.

By examining "the real thing" ingredient by ingredient, this brilliant history shows how Coke used a strategy of outsourcing and leveraged free public resources, market muscle, and lobbying power to build a global empire on the sale of sugary water. Coke became a giant in a world of abundance but is now embattled in a world of scarcity, its products straining global resources and fueling crises in public health.

How America's biggest company began taking better care of its workers--and why such efforts will never be enough.Fifteen years ago, Walmart was the most controversial company in America. By offering incredibly low prices, it had come to dominate the retail landscape. But with this dominance came a suite of ethical concerns. Walmart was accused of wiping out of mom-and-pop businesses across the country; ruthlessly pressuring suppliers to cut costs, even if it meant closing up U.S. factories and moving production overseas; and, above all, not taking adequate care of its own employees, who were paid so little that many wound up on public assistance. Today, while Walmart remains America's largest employer, the picture is very different. It has become an environmental leader among businesses, and has taken many other steps to use its immense scale to have a positive social impact. Most notably, its starting wage has risen from $7.25 to $12, and employee benefits have improved. With internal and external threats to its business looming, the company began to change directions in 2005-a transformation that accelerated in 2014, with the arrival of CEO Doug McMillon. By undertaking such large-scale change without a legal mandate to do so, Walmart has joined a number of major corporations that say they are dedicated to practicing a new, socially conscious form of capitalism.In Still Broke, award-winning author Rick Wartzman goes inside the company's transformation, showing in novelistic detail how the company has gotten to where it is. Yet he also asks a critical question: is it enough? With a still-simmering public debate around the minimum wage and widespread movements by workers demanding better treatment, how far will $12 an hour go in today's economy? Or even $15? Or Walmart's average wage, which now hovers above $16-but, even so, doesn't pencil out to so much as $35,000 a year for a fulltime worker? In the richest nation on earth, how did the bar get set so low? How did America find itself relying on an army of low-wage workers without ever acknowledging their most basic needs? And if Walmart's brand of change is the best we have, how can we ever expect to build a healthy society?With unparalleled access to the key executives and change-makers at Walmart, Still Broke does more than document a remarkable business makeover. It interrogates the role of business in American life, and asks what the future of our economy and country can be-and whose job it is to make it.

In 1899, Allie Rowbottom's great-great-great-uncle bought the patent to Jell-O from its inventor for $450. The sale would turn out to be one of the most profitable business deals in American history and the generations that followed enjoyed immense privilege - but they were also haunted by suicides, cancer, alcoholism and mysterious ailments. More than 100 years after that deal was struck, Allie's mother Mary was diagnosed with the same incurable cancer, a disease that had also claimed her own mother's life. Determined to combat what she had come to consider the "Jell-O curse" and her looming mortality, Mary began obsessively researching her family's past, determined to understand the origins of her illness and the impact on her life of Jell-O and the traditional American values the company championed. Before she died in 2015, Mary began to send Allie boxes of her research and notes, in the hope that her daughter might write what she could not. JELL-O GIRLS is the liberation of that story. A gripping examination of the dark side of an iconic American product and a moving portrait of the women who lived in the shadow of its fractured fortune, JELL-O GIRLS is a family history, a feminist history and a story of motherhood, love and loss. In crystalline prose Rowbottom considers the roots of trauma not only in her own family but in the American psyche as well, ultimately weaving a story that is deeply personal, as well as deeply connected to the collective female experience.

"An adulating biography of Apple's left-brained wunderkind, whose work continues to revolutionize modern technology." --"Kirkus Reviews"
In 1997, Steve Jobs discovered a scruffy British designer toiling away at Apple's headquarters, surrounded by hundreds of sketches and prototypes. Jony Ive's collaboration with Jobs would produce some of the world's most iconic technology products, including the iMac, iPod, iPad, and iPhone. Ive's work helped reverse Apple's long decline, overturned entire industries, and created a huge global fan base. Yet little is known about the shy, soft-spoken whiz whom Jobs referred to as his "spiritual partner."
Leander Kahney offers a detailed portrait of the English art school student with dyslexia who became the most acclaimed tech designer of his generation. Drawing on interviews with Ive's former colleagues and Apple insiders, Kahney "takes us inside the creation of these memorable objects." ("The Wall Street Journal")

In 1977, the iconic Swindon Works was building locomotives. By 1986, it was shut down. In The End of the Line, Ron Bateman recounts the fight to save Swindon Works, its 3,500 jobs and the livelihood of the entire community it represented. Initially joining through the Works Training School in 1977, Ron witnessed this tragic struggle and the crushing blow dealt to the industry that had defined Swindon for generations. Combining personal recollections with information and interviews from many other insiders and railmen, this book provides the only comprehensive chronicle on the final decade of 147 years of railway engineering and a fateful milestone in the history of Swindon.

At the time of its collapse in 2001, Enron was one of the largest companies in the world, boasting revenue of over $100 billion. During the 1990s economic boom, the Houston, Texas-based energy company had diversified into commodities and derivatives trading and many other ventures-some more legal than others. In the lead-up to Enron's demise, it was revealed that the company's financial success was sustained by a creatively planned and well-orchestrated accounting fraud. The story of Enron and its disastrous aftermath has since become a symbol of corporate excess and negligence, framed as an exceptional event in the annals of American business. With Risk and Ruin, Gavin Benke places Enron's fall within the larger history and culture of late twentieth-century American capitalism. In many ways, Benke argues, Enron was emblematic of the transitions that characterized the era. Like Enron, the American economy had shifted from old industry to the so-called knowledge economy, from goods to finance, and from national to global modes of production. Benke dives deep into the Enron archives, analyzing company newsletters, board meeting minutes, and courtroom transcriptions to chart several interconnected themes across Enron's history: the changing fortunes of Houston; the shifting attitudes toward business strategy, deregulation, and the function of the market among policy makers and business leaders; and the cultural context that accompanied and encouraged these broader political and economic changes. Considered against this backdrop, Enron takes on new significance as a potent reminder of the unaddressed issues still facing national and global economies. Published in cooperation with the William P. Clements Center for Southwest Studies at Southern Methodist University.

A remarkable fifteen Nordic family businesses are among the 500 biggest companies in the world and the Nordic countries have more dynasties than most others per capita and in GDP terms. The willingness, often reluctant, of both the political system and labour movement to accept asset accumulation has helped these Nordic businesses survive. The top 1% of Swedes own close to 25% of the country's wealth, as opposed to 16.5% of Spaniards, where dynasties are also abundant. The pattern has held a firm grip on the Nordic countries since the Industrial Revolution and emergence of free enterprise. The trend is particularly pronounced in comparison with the Anglo-Saxon countries - somewhat less so relative to places like Italy, Japan, Germany and South-Asian countries. This book describes the factors and dynamics behind the ability of Nordic businesses to grow and thrive from one generation to the next in the process of becoming dynasties. Far from being commercial enterprises, they are a venue for power, philanthropy, passion, conflict, freedom and captivity. Like many other dynasties, the Nordic ones are a witch's brew of Machiavelli's Prince, Marx's belief in the potential of the meritocracy and Smith's baker who works to sustain his family. Topped by a spoonful of Weber's Protestant Ethic. This book will be key readings for students and scholars of entrepreneurship, corporate governance, business history, Scandinavian history, family business and enterprises and the related disciplines.

Proven principles for sustainable success, with new leadership insight PEAK is the popular, transformative guide to doing business better, written by a seasoned entrepreneur/CEO who has disrupted his favorite industry not once, but twice. Author Chip Conley, founder and former CEO of one of the world's largest boutique hotel companies, turned to psychologist Abraham Maslow's Hierarchy of Needs at a time when his company was in dire need. And years later, when the young founders of Airbnb asked him to help turn their start-up home sharing company into a world-class hospitality giant, Conley once again used the principles he'd developed in PEAK. In the decade since this book's first edition, Conley's PEAK strategy has been developed on six continents in organizations in virtually every industry. The author's foundational premise is that great leaders become amateur psychologists by understanding the unique needs of three key relationships--with employees, customers, and investors--and this message has resonated with every kind of leader and company including some of the world's best-known, from Apple to Facebook. Avid users of PEAK have found that the principles create greater loyalty and differentiation with their key stakeholders. This new second edition includes in-depth examples of real-world PEAK companies, including the author's own at Airbnb, and exclusive PEAK leadership practices that will take you--and your company's performance--to new heights. Whether you're at a startup or a Fortune 500 company, at a for-profit, nonprofit, or governmental organization, this book can help you and your people reach potential you never realized you had. Understand how Maslow's hierarchy makes for winning business practices Learn how PEAK drove some of today's top businesses to success Help employees reach their full potential--and beyond Transform the customer experience and keep investors happy The PEAK framework succeeds because it elevates the business from the inside out. These same principles apply in the boardroom, the breakroom, and your living room at home, and have proven to be the foundation of healthy, fulfilled lives. Even if you think you're doing great, you could always be doing better--and PEAK gives you a roadmap to the next level.

Established by New York stockbroker Juan Trippe in 1927, the story of Pan Am is the story of US-led globalisation and imperial expansion in the twentieth century, with the airline achieving the vast majority of 'firsts' in aviation history, pioneering transoceanic travel and new technologies, and all but creating the glitz, style and ambience eulogised in Frank Sinatra's 'Come Fly with Me'. Bryce Evans investigates an aspect of the airline service that was central to the company's success, its food; a gourmet glamour underpinned by both serious science and attention to the detail of fine dining culture. Modelled on the elite dining experience of the great ocean liners, the first transatlantic and transpacific flights featured formal thirteen course dinners served in art deco cabins and served by waiters in white waist-length jackets and garrison hats. As flight times got faster and altitudes higher, Pan Am pioneered the design of hot food galleys and commissioned research into how altitude and pressure affected taste buds, amending menus accordingly. A tale of collaboration with chefs from the best Parisian restaurants and the wining and dining of politicians and film stars, the book also documents what food service was like for flight attendants, exploring how the golden age of airline dining was underpinned by a racist and sexist culture. Written accessibly and with an eye for the glamour and razzamatazz of public aviation history, Bryce Evans' research into Pan Am airways will be valuable for scholars of food studies and aviation, consumer, tourism, transport and 20th century American history.

The first book about the Albatross Press, a Penguin precursor that entered into an uneasy relationship with the Nazi regime to keep Anglo-American literature alive under fascism The Albatross Press was, from its beginnings in 1932, a "strange bird": a cultural outsider to the Third Reich but an economic insider. It was funded by British-Jewish interests. Its director was rumored to work for British intelligence. A precursor to Penguin, it distributed both middlebrow fiction and works by edgier modernist authors such as D. H. Lawrence, Virginia Woolf, James Joyce, and Ernest Hemingway to eager continental readers. Yet Albatross printed and sold its paperbacks in English from the heart of Hitler's Reich. In her original and skillfully researched history, Michele K. Troy reveals how the Nazi regime tolerated Albatross-for both economic and propaganda gains-and how Albatross exploited its insider position to keep Anglo-American books alive under fascism. In so doing, Troy exposes the contradictions in Nazi censorship while offering an engaging detective story, a history, a nuanced analysis of men and motives, and a cautionary tale.

HOW ONE MAN FOUGHT AGAINST LARGE-SCALE FINANCIAL CORRUPTION ...AND WON

When Carlos Legaspy, Mexican-American owner of a rising broker-dealer, uncovered the inner workings of a nine- figure Ponzi scheme, he thought he was doing the right thing by sounding the alarm. Instead, the fraud's perpetrators shifted blame onto him, touching o a two-year saga of betrayal, fraud, and high-stakes financial drama that would extend over international borders and impact some of Wall Street's biggest players--and bring Legaspy's own business and reputation to the brink of destruction.

Going for Broke chronicles Legaspy's rise from the grandson of a junkyard owner in Mexico to the head of a successful broker-dealer to becoming an overnight pariah facing $40 million in legal claims for malfeasance he did not commit. To clear his name, Legaspy wages a multifront war against conniving attorneys, scheming financial advisors, aggressive regulators, and deep-pocketed banks in a race to save his company before the scandal leaves him bankrupt and his company in ruins. Legaspy's tale reminds us that, even in a cutthroat industry where "guilty until proven innocent" takes the place of due process and allies are few and far between, you're not down for the count as long as you can get back up and throw one more punch.

From a long-time Alibaba executive and friend of Jack Ma, this is first book to articulate how Alibaba's unique culture and "tai chi" management principles are providing a business and economic development model for the rest of the world.If you took the economic might of Amazon, and added the penetration of Facebook, the ubiquity of Google, and the cultural significance of YouTube, you might have something starting to resemble Alibaba. Commonly mischaracterized as a kind of Chinese eBay for businesses, Alibaba and its interlinked network of products and services have exploded into global markets, disrupting conventional businesses and creating previously unimaginable opportunities for millions of small businesses worldwide. This book reveals the Tao of Alibaba-the company's "secret sauce"-a consciously cultivated ethos and spirit that has enabled Alibaba to weather tough times (including its recent setbacks with the Chinese government) and persist toward a common mission. It is a blueprint of the company's management philosophy, crystalized into the most important elements that have driven its success, and it provides a road map for how to incorporate these principles into any organization's operations. Wong distills his 20 years of experience inside the company to show readers how to align their organization's capabilities with performance-maximizing tools in order to achieve success. But most importantly, the Tao of Alibaba teaches the pursuit of greater purpose and meaning, steering entrepreneurs to view their ventures as a vehicle for having profound and lasting impacts on their communities. Ultimately, the lessons shared in The Tao of Alibaba will serve as timeless tools for any entrepreneur seeking to configure their organization toward purpose and impact.

The commercial airline industry is one of the most volatile, dog-eat-dog enterprises in the world, and in the late 1990s, Europe's Airbus overtook America's Boeing as the preeminent aircraft manufacturer. However, Airbus quickly succumbed to the same complacency it once challenged, and Boeing regained its precarious place on top. Now, after years of heated battle and mismanagement, both companies face the challenge of serving burgeoning Asian markets and stiff competition from China and Japan. Combining insider knowledge with vivid prose and insight, John Newhouse delivers a riveting story of these two titans of the sky and their struggles to stay in the air.

The best of W. Chan Kim and Renee Mauborgne's articles on blue ocean strategy, all in one place. The seminal book Blue Ocean Strategy has sold over 3.6 million copies globally and is in print in 44 languages. But much of W. Chan Kim and Renee Mauborgne's work on creating new market spaces was originally published in the pages of Harvard Business Review. This book brings the best of those articles together all in one place. Piece by piece, these articles explain the process of creating "blue oceans"--uncontested market spaces, untainted by competition. Kim and Mauborgne introduce tools for exploring and exploiting these markets, such as the Value Curve, the Strategy Canvas, the Price Corridor of the Mass, and the Business Model Guide--tools that have come to make up the blue ocean strategy framework. This collection also features the authors' latest Harvard Business Review article, "Red Ocean Traps." Whether or not you're familiar with blue ocean strategy, this book will give you a new perspective on this important framework--and help you implement it in your organization.

Investing-the commitment of resources to achieve a return-affects individuals, families, companies, and nations, and has done so throughout history. Yet until the sixteenth century, investing was a privilege of only the elite classes. The story behind the democratization of investing is bound up with some of history's most epic events. It is also a tale rich with lessons for professional and everyday investors who hope to make wiser choices. This entertaining history doubles as a sophisticated account of the opportunities and challenges facing the modern investor. It follows the rise of funded retirement; the evolution of investment vehicles and techniques; investment misdeeds and regulatory reform; government economic policy; the development of investment theory; and the emergence of new investment structures. Norton Reamer and Jesse Downing map these trends and profile the battle between low cost index and exchange-traded funds, on the one hand, and the higher-fee hedge funds and private equity, on the other. By helping us understand this history and its legacy of risk, Reamer and Downing hope to better educate readers about the individual and societal impact of investing and ultimately level the playing field.

As consumers, our access to-and appetite for-information about what and how we buy continues to grow. Powered by social media, increasingly we look at the companies behind the products and are disappointed when their actions do not meet our expectations. With engaged citizens acting as 24/7 auditors of corporate behavior, one formerly trusted company after another has had their business disrupted with astonishing velocity in the wake of what, in the past, might have been written off as a bad media cycle. Gone are the days when a company could hide behind "socially responsible" branding or when marketing controlled the corporate narrative. That control has shifted to engaged stakeholders in the new social landscape, requiring a more radical change to company practices. James Rubin and Barie Carmichael provide a strategic roadmap for businesses to navigate the new era, rebuild trust, and find their voice. Reset traces the global decline of trust in business at the same time that the public's expectations for business's role in society is increasing. Today, businesses must bridge this widening gap at a time when online stakeholders are committed to holding business accountable for its behavior, with unprecedented internal and external scrutiny. This requires strategic solutions anchored in a critical outside-in understanding of the stakeholder footprint of the business model. Reset offers case studies of reputations lost and found, suggesting fundamental strategies to mitigate risk and build the corporate brand. In this new era of instant transparency, corporate behavior has become the proof of corporate character for recruiting and retaining both customers and the next generation of talent. Offering essential advice for managing brand, reputation, and risk, this book is a guide to navigating the pitfalls and taking advantage of the opportunities of the reset.