In the early twentieth century, companies relied on advertising to inform international audiences about their products and services, just as they do today. The J. Walter Thompson Company, a New York–based advertising agency, entered the global stage early, and by 1928 Thompson advertisements had appeared in twenty-six languages in over forty countries. Reaching international audiences and expanding their tastes required an understanding of local cultures and the ways in which they conducted their businesses, and advertisers often had to act as mediators for their clients. The J. Walter Thompson Company's efforts in Argentina provide an excellent case study of how both “local” and “global” messages of consumption were understood–and often misinterpreted–when they were transmitted to other countries from the United States.

Beginning in 1897, the American ceramics industry entered a period of stability and collaboration that emerged from an agreement by several leading firms to fix prices and discounts, exchange cost and price information, and begin close contractual relations with its workers' union, the National Brotherhood of Operative Potters. One issue, however, remained trouble-some: how to deal with occupational health issues in this disease-ridden trade. Should firms rely on state or private inspection? Should they be bound to one standard? Significantly, the companies and unions opted for private inspection systems that allowed them to maintain trade stability, even at the cost of health improvements. This arrangement remained in place until 1923, when federal antitrust actions shattered the trade association. Employers then faced a shift to state inspection and enacted a range of new schemes and private welfare plans to suit their designs.

The sale of luxury goods during the 1930s represents an incongruous aspect of American business that has been largely ignored by historians. This essay focuses on the efforts of one manufacturer of high-quality, elegant glassware, A. H. Heisey & Company of Newark, Ohio, to survive the Great Depression. Heisey created successful new sales strategies and product designs to meet the changing tastes of its customers. Although difficult to gauge with precision, Heisey's business also benefited from the overlapping influence of several New Deal measures: the Beer–Wine Revenue Act, the National Recovery Act, and the National Housing Act. Paradoxically, Heisey was most hampered by President Roosevelt's adoption of fiscal restraint in 1937, a policy that the company's Republican executives strongly advocated.