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Americans --- -Art dealers --- -Dealers (Retail trade) --- Yankees --- Ethnology --- History --- -Diaries --- Diaries --- Paris (France) --- -Social life and customs --- -Americans --- Art dealers --- Diaries. --- Lucas, George A., --- Social life and customs --- -History --- Dealers (Retail trade)

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eebo-0097

Dealers (Retail trade) --- Law and legislation --- Great Britain --- England --- History --- Politics and government --- Court and courtiers --- Food

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Im Sommer 1937 holten die Nationalsozialisten zum großen Schlag gegen die »entartete« Kunst aus. Mehr als 20.000 Gemälde, Skulpturen, Zeichnungen und Grafiken wurden beschlagnahmt, viele Werke vernichtet, andere veräußert. Der als »Verwertung« bezeichnete Verkauf der konfiszierten Kunst erfolgte über Händler, die eigens vom Propagandaministerium ausgewählt wurden. Zu ihnen gehörte auch der Buch- und Kunsthändler Karl Buchholz aus Berlin. Er fand Kunden in Holland, Norwegen und der Schweiz, doch ging der überwiegende Teil der beschlagnahmten Werke an seinen New Yorker Geschäftspartner Curt Valentin. Es war ein von den Nationalsozialisten gewiss nicht beabsichtigter Nebeneffekt, dass die Verfemung der Moderne in Deutschland deren sammlerische - und damit letztlich auch kunsthistorische - Etablierung auf dem amerikanischen Kontinent bewirkte. Die vorliegende Untersuchung verfolgt den Weg der »entarteten« Kunst in die Privatsammlungen und Museen der Neuen Welt, sie zeichnet aufgrund ausführlicher, oft erstmals ausgewerteter Quellenanalysen das Geschäftsgebaren der beteiligten Kunsthändler nach und erforscht die gegensätzliche Entwicklung zweier Kunstmärkte während des Zweiten Weltkriegs. Die mit dem Buch »Die ›entartete‹ Moderne und ihr amerikanischer Markt. Karl Buchholz und Curt Valentin als Händler verfemter Kunst« vorgelegte Studie bietet damit einen profunden Beitrag zur internationalen Rezeptionsgeschichte der modernen, von der nationalsozialistischen Kulturpolitik verfemten Kunst.

Entartete Kunst. --- National socialism and art. --- Art dealers --- Dealers (Retail trade) --- Art and national socialism --- Nazi art --- Art --- Degenerate art --- Art, Modern --- History --- Buchholz, Karl, --- Valentin, Curt,

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In this study of Amsterdam's Golden Age cultural elite, John Michael Montias analyzes records of auctions from the Orphan Chamber of Amsterdam through the first half of the seventeenth century, revealing a wealth of information on some 2,000 art buyers' regional origins, social and religious affiliations, wealth, and aesthetic preferences. Chapters focus not only on the art dealers who bought at these auctions, but also on buyers who had special connections with individual artists.

Art auctions --- Art dealers --- Artists and patrons --- Patrons and artists --- Art patrons --- Dealers (Retail trade) --- Auctions --- History --- veiling --- verzamelaars --- kunsthandel --- 17de eeuw --- Amsterdam --- kunstverkoop, kunstveiling --- kunstverkoop, kunstveiling. --- verzamelaars. --- kunsthandel. --- 17de eeuw. --- Amsterdam. --- Cluysenaar, John. --- Cluysenaar (familie).

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American business is dysfunctional. Companies of all sizes follow the mistaken belief that their products and services are best sold through mega-customers with pervasive market reach, such as Amazon and Walmart. Far too many business leaders fail to realize—until it is too late—that the relentless pursuit of volume at all cost is not the key to long-term profits and success. The Customer Trap: How to Avoid the Biggest Mistake in Business is Thomas and Wilkinson’s sequel to The Distribution Trap: Keeping Your Innovations from Becoming Commodities, which won the Berry-American Marketing Association Prize for the best marketing book of 2010. The Distribution Trap contended that cracking the big-box channel is not necessarily the Holy Grail that many marketers assume it is. The Customer Trap takes this thesis to the next level by arguing that all companies, regardless of the industry there are in, should maintain control over their sales and distribution channels. Volume forgone by avoiding the mass market is more than offset by higher margins and stronger brand equity. The Customer Trap shows that giving power to a customer who violates "the ten percent rule" sets a company up for ruin. Yet, when presented with the opportunity to push more sales through large customers, most decision-makers jump at the chance. As a result, marketing has come to resemble a relentless quest for efficiency and scale. Demands from mega-customers in the form of discounts, deals, and incentives erode the integrity of the brand and what it originally stood for. Lower margins become the norm and cost-saving compromises on quality take over. In time, the brand suffers and, in some cases, fails outright. Stark examples from Oreck Vacuum Cleaners, Rubbermaid, Goodyear, Levi’s, and others illustrate the perils of falling into the "customer trap." This book demonstrates in vivid detail how to thrive by controlling your sales and distribution. The authors show how many firms, such as STIHL Inc., etailz, Apple, Red Ant Pants, and Columbia Paints & Coatings, have prospered by avoiding the "customer trap"—and how your company can have similar success.

Economics/Management Science. --- Business/Management Science, general. --- Economics. --- Economie politique --- Management --- Commerce --- Business & Economics --- Management Theory --- Local Commerce --- Distributors (Commerce) --- Consumers. --- Dealers (Retail trade) --- New products --- Marketing. --- Sellers --- Customers (Consumers) --- Shoppers --- Distributers (Commerce) --- Industrial distributors --- Jobbers --- Sole distributors --- Wholesalers --- Business. --- Management science. --- Business and Management. --- Business and Management, general. --- Quantitative business analysis --- Problem solving --- Operations research --- Statistical decision --- Trade --- Economics --- Industrial management --- Persons --- Businesspeople