By Dr Rehan ul-Haq (auth.)
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Additional resources for Alliances and Co-Evolution: Insights from the Banking Sector
London merchant banks hold this view. In the purest form they are not in themselves providers of funds but can mobilize substantial funds, on a transaction by transaction basis, through their contacts and relationships. ii) The own branches strategy is one where the bank believes that relationships with other banks, through club or consortium banks, are fraught with managerial difﬁculties and that such difﬁculties are substantially larger than the beneﬁts provided. Followers of the own branch strategy would prefer to establish their own wholly owned branches, representative ofﬁces and subsidiaries in overseas countries, thereby controlling their own international network.
Thus the USA government would not have the power to sequester or freeze USSR owned funds held in London without application to and the agreement of the UK judiciary. These were the major factors that started the establishment of the Eurocurrency market, and its growth and development were substantial, integral and price sensitive: Substantial – By 1966 this market accounted for about US$10 000 million in deposits. By 1972 this ﬁgure had risen to over US$82 000 million (The Economist, 1973) of which the US dollar accounted for about 80 per cent of transactions and balances.
However, the Cuban Missile Crisis confrontation between the USA and the USSR in 1962 raised concerns in the Soviet Union that its US dollar holdings in the USA could be sequestered or frozen by the USA government. The London based Moscow Narodny Bank was instructed to place US dollar deposits in non-USA banks located in London. The Moscow Narodny Bank was majority owned by and acted as the overseas arm of the Central Bank of Russia and would have a contractual relationship with the London based bank.