Incwadi Yami; or, twenty years' personal experience in South AfricaMatthews, J. W. (Josiah Wright)
History
Incwadi Yami; or, twenty years' personal experience in South Africa
Matthews, J. W. (Josiah Wright)
Diamond mines and mining -- South Africa; South Africa -- Description and travel
This was indeed a time when a visitor to Kimberley could not help being
struck with the remarkable amount of business, legitimate and
illegitimate, which was transacted in a place so lately a mere desert.
As I have already mentioned the streets were thronged with an eager
crowd, all engaged in the same pursuit, the purchase or sale of shares;
a pursuit which each one firmly believed to be the high road to fortune.
Well-nigh every conveyance which arrived on the Fields brought new
comers, anxious to share in the supposed good fortune, all the hotels
were crowded, and from every drinking bar might be heard the popping of
champagne corks; for lucky speculators were lavish with their money,
believing as they did that they had hit on an inexhaustible mine of
wealth. Diggers who had hitherto scarcely managed to make both ends meet
now imagined themselves wealthy, as their claims had been put into
companies at a price sufficient to make them comfortable for life; men
who before had been contented to work hard for five or six pounds a week
secured positions as managers of companies with comparatively enormous
salaries, clerks and shopmen became secretaries, and assumed all the
dignity of their new positions, and lawyers were employed day and night,
drawing up agreements and trust deeds. The insatiate thirst for
speculation was not slaked by the opportunity afforded of drinking
fortune’s drams in mining ventures alone. Although 113 of these were
floated, yet some score of other schemes were thrown out as baits to
catch the unwary investor. Brick, coal, laundry, transport, ironmongery,
labor supply, theatres, clubs, hotels, aerated waters, in fact the
prosecution of every conceivable industry was changed from private hands
to those of managers and directors, some directors becoming veritable
“guinea pigs,” occupying seats at as many as from ten to fifteen boards
at the same time.
Public-domain text, read in full here on John Shaqi.
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