East India Company: Transition from a Trading Company to Gaining Political Influence all over India

  • Ekta M. Khatri
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  • Ekta M. Khatri

    Student at MIT World Peace University, India

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For more than a century, the British had direct authority over the Indian subcontinent. How did a little island country on the North Atlantic's edge come to rule over a far bigger continent? Sir John Robert Seeley, a historian, stated that the British Empire was gained in "a fit of absence of mind" to illustrate that it was achieved gradually. piece-by-piece. The following article looked at some of the key reasons why the British were able to effectively capture and keep each "piece" of India. The article on “the keys to British success in south Asia” was articulated meticulously and was expressed by ‘Colin Watterson’. The article shows those aspects of British conquer over India, in a whole new light than, what was normally taught in schools. It speaks about their political agenda, how they were successfully able to acquire India, piece by piece by their overwhelming British military and navy, and how they had an immense influence over the people of India, to make them stand against each other. The author of the abovementioned article, did not only cover the political aspect of British strategies to conquer or acquire a wholesome control over the center of India, but the author in detailed expression also covers on about the socio-economical aspect, the cultural point of view and how Mughal rule and is declination was one of the most important reasons that British with their great analytical, rhetoric and persuasion skills were indeed able to change the entire Indian political dynamic. They were not only able to conquer vast portion of Indian lands, but they in addition were also successful in maximizing their profits. Hereinafter are some of the main key reasons for British success. There were numerous reasons why British were successfully able to gain a wholesome control over India, and these are illustrated below.


Research Paper


International Journal of Law Management and Humanities, Volume 4, Issue 4, Page 1205 - 1211

DOI: https://doij.org/10.10000/IJLMH.111438

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