2,169 Result(s)
within
Business Strategy/Leadership
International Economics
Chapter
English
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Chapter
Introduction
The managing-agency system dates back to the 1830s, when the East India Company lost its monopoly, and individual private trading was permitted. Former East India Company personnel formed partnerships and crea...
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War and Nationalism, 1939–47
By the mid-1940s, the impact upon the British Managing Agency Houses of the impending political changes in India was clearly visible, in the form of lack of motivation, confidence and no fresh investment. In c...
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Reorganisation and Adaptation, c. 1950s
The 1950s were a period of slow but determined change for the managing agencies. Although much of the government legislation directed against the managing agencies which was enacted in this period failed reall...
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Formal Indianisation and After, 1976–91
Since the Foreign Exchange Regulations Act (FERA), all the managing agencies have undergone almost total change, but to a surprising extent, much evidence of the past remains. This is still apparent in the ret...
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Conclusions
How do the ‘Merchants of the Raj’ — of yesterday and today — sum up what the managing-agency system achieved? There is an overall feeling that the success and value of the system depends on the context of the ...
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The Historical Background, c. 1840–1939
The period from the origins of the major managing-agency houses to the eve of the Second World War saw their emergence, expansion, and the beginning of their decline. They established their businesses in tradi...
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Independence and Partition, 1947–9
At first, Independence and Partition seemed to make little difference to the operation of the managing agencies, even those whose assets were split between India and what became Pakistan and East Pakistan — an...
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The Beginnings of Indianisation, c. 1960–76
After a decade of India’s political independence, and after a wide-ranging series of changes in Indian company law, the pressures upon the British merchant groups of Calcutta to seek closer links with Indian e...
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The Future
Two questions keep crop** up again and again in the context of the ex-managing agencies and their continuing role in India, and especially in Calcutta:
concern over the future pr...
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International trade: concepts and strategy
This chapter explains how developments in international trade theory influence our understanding of the changing pattern of competitiveness at the levels of the country, the industry and the firm. There is emp...
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The international business environment
The operating environment for the business is the keynote in the first part of this chapter, with an explanation of how environmental analysis can be used to identify new business opportunities through approac...
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Planning for international expansion: the link between strategy and operations
This chapter deals with operational aspects following the consideration of strategic options in Chapter 4. Key criteria for setting and implementing corporate objectives and marketing strategies are discussed,...
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Managing international operations
The extent of the responsibilities and tasks of global management is addressed in this chapter, beginning with an explanation of what makes an effective global manager; Case examples illustrate some of the key...
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International business: concepts and organisation
This chapter explains how companies develop international operations through direct exporting and then investing overseas, and the implications for management. The key point here is that internationalisation i...
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International business strategy
This chapter builds on the foundations laid by the first three chapters by explaining the nature of competitiveness at the strategic and global levels. It discusses the formulation of competitive strategies in...
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Financial aspects
Companies need finance to grow, and the raising of finance for international expansion is an important focus in this chapter. The first section deals with foreign direct investment (FDI), the criteria and the ...
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Develo** international marketing
This chapter is concerned with the implementation of the global marketing programme: it follows logically from the research aspects discussed in Chapter 3, and the strategic planning aspects covered in Chapter...
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The Learning Business: Models for Evolving the Knowledge-Creating Company
This is the learning business. In this chapter we will learn how we learn before turning to issues of change. Peter Senge in The Fifth Discipline (1990) is credited with establishing the first framework for the l...
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Strategic Change in Practice
In April 1994 I joined Rolls-Royce Industrial Power Group as Board member for personnel - an opportunity to return to manufacturing after my spell with Northern Electric Pic (the change programme was detailed ...
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Beyond Change. The Role of Leadership and Strategy
In Chapter 1 we looked at how individuals and teams made the learning organization. This theme was then developed into how companies could create knowledge for competitive advantage. To capitalize on knowledge...
