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The reborn Prince Hechingen of the Swabian branch of the Hohenzollern family perceives the unfolding situation in Europe, where war is imminent. Europe cannot afford to delay. The strategy involves establishing a presence in East Africa, fostering immigration and development, and laying the foundations for agriculture. This gradual approach leverages the crisis to expedite the process of industrialization

African Entrepreneurship History

Before his trip to Paris, Tom thoroughly prepared and practiced his approach. Although Tom's speaking skills might not be impressive to experienced politicians, his role in this trip was primarily to inspire and motivate young individuals like Alfonso XII Jr.

Sha Er and young Alfonso had recently arrived in Paris from Spain. While the former Queen was concerned about their safety, she believed that in Paris, they wouldn't face the same risks as in Spain due to their connections and the current anti-American sentiment in Europe.

The Habsburgs of Hechingen were aware that their financial support for the Spanish royal family would draw attention. Many hoped to receive funds from Sha Er, given her extravagant reputation and her ability to take valuable items from the Spanish royal palace when she fled.

Sha Er had even attempted to contact the Carlos faction, her political rival, offering them financial assistance. Although Carlos declined, it was clear that Sha Er had considerable financial resources.

Ernst, on the other hand, was investigating the Hechingen Consortium's business in Marseille, France. While in France, Ernst aimed to reestablish connections between his royal family and the Hechingen families living in France.

Marseille, the second-largest city in France, was a prosperous business center. The Hechingen Consortium had a French branch here, managing its business operations in France.

The Hechingen Consortium's markets were divided into tiers. Germany and the Austro-Hungarian Empire were in the first tier, France and Eastern Europe in the second, and Ottoman and Middle Eastern markets were being explored with East Africa as a focal point.

The Marseille branch of the Hechingen Consortium served as a hub for the Mediterranean region, while German factories focused on Eastern Europe. The business strategy included providing differentiated products tailored to each nation's conditions and collaborating with local commercial outlets to establish a strong presence in each market.

Ernst's inspection of the Marseille branch found minor discrepancies, which were easily corrected. He emphasized the importance of customer satisfaction, quality products, and reliability, which contributed to the Hechingen Consortium's strong reputation in the market.

The Consortium had established commercial outlets across Europe, offering a wide range of products, including some from other companies. Ernst's approach mirrored the supermarket model, allowing consumers to directly interact with products and reducing intermediary steps.

Commercial outlets in France operated under local names, such as "Department Store on the Seine" in Paris, creating an illusion that these were Parisian establishments. This approach successfully attracted consumers who believed that products from the capital city were of high quality.

The Hechingen Consortium was also expanding into the UK market, with plans to introduce supermarkets there. Despite not being limited to France, the romantic image of Paris had a positive impact on the brand perception in Europe. The UK was the next target for expansion.

Chapter 150