ABSTRACT
The obstacles to economic development were indeed formidable; but post-Ottoman Turkey, when beginning to do battle with them, possessed certain important advantages. According to the law the Sümerbank was also a planning agency; but Turkish planning, which might be described as Sümerbank planning modified by political pressures, was a hit-or-miss affair. Even Bonne, who takes an unusually favourable view of it, admits that ‘the Turkish Government, in the practical execution of its industrial development plans, did not adhere strictly to details’. The sugar factories, for instance, are organised on the joint-stock principle, either as entirely publicly-owned companies or as mixed enterprises, usually with participation from the beet-growers’ cooperatives. Agricultural equipment at reasonable prices and credit terms is a third requirement of the cultivator. To provide them is the function of another state enterprise, the Agricultural Equipment Agency.
