Few American manufacturers have been able to create a product of high quality, lasting value, and with name recognition equal to that of the Steinway piano.

The Steinway (nee Steinweg) family business saga began in 1835 with the German cabinet and instrument maker, Heinrich Steinweg. Heinrich's family members sought a more favorable manufacturing environment and, like many other Europeans, headed for the wide open promised land of America. In 1850 the family Americanized their name and began manufacturing pianos in their rented shop, below Canal Street on the west side of Manhattan. During their first year, every Steinway piano was handcrafted entirely by Steinway family members. By the end of their inaugural year, The Steinway family had produced and sold 11 grand pianos.

One hundred and thirty-seven years later in 1972, Henry, the sixth and last of the family business leaders, along with his brother, John, acknowledged Yamaha's worldwide dominance in the mass production piano market. Without full family support, the brothers decided for the entire family to accept a stock swap offer from CBS and relinquish all ownership rights to the Steinway name.

In between is a story and lesson for almost everyone. Leiberman's book touches upon the many issues that would ultimately affect the Steinway business: from manufacturing, labor unions, new product development, marketing, and financial solvency to the family issues of alcoholism, mental collapse, sexual scandal, bribery, and fraternal dissension.

The latest research on family businesses indicates that 66% of all family businesses fail during the first generation and that a mere 10% survive until a third generation. Yet Steinway, under six different family leaders spanned five full generations. "This longevity was in large part achieved by having a partnership of an artist and a businessman at the helm. That mix of craft and commerce at the tiller was crucial in establishing the standards and style of Steinway & Sons." One explanation the author suggests for the family business success was the fact that only once during the history did leadership ever pass from father to son. Leadership at Steinway & Sons had become a tradition of bringing a nephew to the top.

Steinway & Sons is an uplifting chronicle of piano and musical traditions. If ever as a child you were ordered to sit in front of a piano keyboard, hour after tedious hour, practicing, hoping one day your fingers would dance rhythmically along the ivories producing musical sounds that would entertain the relatives, this book will give you much pleasure and insight. If however, your interest is less erudite and you want the nitty-gritty on the family without having to read 300 plus pages, go to your local bookstore, pull Steinway & Sons off the shelf, find a comfortable chair, open to page 99, and read chapter eight. Enjoy.