The Japanese Sugar Industry and the Asian Refined Sugar Market, 1895-1940
| Project/Area Number |
61530048
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| Research Category |
Grant-in-Aid for General Scientific Research (C)
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| Allocation Type | Single-year Grants |
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| Research Field |
Economic history
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| Research Institution | Keio University |
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Principal Investigator |
SUGIYAMA Shinya Department of Economics, Keio University, 経済学部, 教授 (30171185)
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| Project Period (FY) |
1986 – 1987
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| Project Status |
Completed (Fiscal Year 1987)
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| Budget Amount *help |
¥1,200,000 (Direct Cost: ¥1,200,000)
Fiscal Year 1987: ¥500,000 (Direct Cost: ¥500,000)
Fiscal Year 1986: ¥700,000 (Direct Cost: ¥700,000)
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| Keywords | Sugar industry / Import substitution / International competition / John Swire and Sons |
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| Research Abstract |
The object of this project was to review the external economic environment for the development of the Japanese sugar industry during the period from 1895 to 1940. In particular, I focussed on the Anglo-Japanese competition for domination of the Chinese refined sugar market in the twentieth century as experienced by Butterfield and Swire's Taikoo Sugar Refining Co. The correspondence and reports of the Refinery, preserved in the archives of John Swire & Sons, constituted my major primary source.
In the late nineteenth century, Taikoo products were gradually ousted from the Japanese market by Japanese competition. The Refinery had to concentrate on sales to China, but soon began to feel increasing pressure from Japanese products there too. This forced a review of production and selling methods. As a result of this the Refinery extended its up-country selling organization system in the 1910s. However, the business performance of the Refinery was already largely governed by external factors over which it had no control : the buoyant market brought about by World War I,the keen competition from the Japanese refineries and Java white sugar, and the growing political unrest in China. This situation continued. The Refinery tried to adjust its production and marketing policies to meet each new market situation. It was, however, impossible to plan on a long-term basis.
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Report
(3 results)
Research Products
(5 results)
