1. See, for example, Chandler, Alfred D. Jr., Strategy and Structure: Chapters in the History of the Industrial Enterprise (Cambridge, Mass., 1962)Google Scholar; The Visible Hand: The Managerial Revolution in American Business (Cambridge, Mass., 1977)Google Scholar; Scale and Scope: The Dynamics of Industrial Capitalism (Cambridge, Mass., 1990)Google Scholar; Jones, Geoffrey, British Multinational Banking, 1830–1990 (Oxford, U.K., 1993)Google Scholar; Merchants to Multinationals (Oxford, U.K., 2000)Google Scholar; Casson, Mark, The Entrepreneur: An Economic Theory (Oxford, U.K., 1982)Google Scholar; Economics of International Business (Cheltenham, U.K., 2000)Google Scholar; Buckley, Peter J. and Casson, Mark, The Future of the Multinational Enterprise (London, 1976)Google Scholar; Dunning, John H., Explaining International Production (London, 1988)Google Scholar; “The Eclectic Paradigm of International Production: A Restatement and Some Possible Extensions,” Journal of International Business Studies 19, no. 1 (1988): 1-31; Multinational Enterprises and the Global Economy (Wokingham, U.K., 1993).

2. Mira Wilkins has emphasized brands in the growth of modern business; see her “The Neglected Intangible Asset: The Influence of the Trademark in the Rise of the Modern Corporation,” Business History 34, no. 1 (1992): 66-99. See also Jones, Geoffrey and Morgan, Nicholas, eds., Adding Value—Brands and Marketing in Food and Drink (London, 1994).Google Scholar Chandler in Scale and Scope mentions the importance of marketing, as part of the three-pronged investment (which also includes investments in production facilities and in management), made by entrepreneurs to benefit from the cost advantages of high-volume technologies of production.