Chapter 15

1. Chapter 15 Foreign Direct Investment and Political Risk

2. Foreign Direct Investment and Political Risk Learning Objectives Demonstrate how key competitive advantages support MNEs’ strategy to originate and sustain foreign direct investment Show how the OLI paradigm provides a theoretical foundation for the globalization process Identify factors and forces that must be considered in the determination of where MNEs’ invest Illustrate the managerial and competitive dimensions of the alternative methods for foreign investment

3. Foreign Direct Investment and Political Risk Learning Objectives Identify the strategies used by MNEs originating in developing countries to compete in global markets Define and classify foreign political risks Analyze firm-specific risks Examine country-specific risks Identify global-specific risks

4. Market Imperfections:A Rationale for the MNE MNEs strive to take advantage of imperfections in national markets These imperfections for products translate into market opportunities such as economies of scale, managerial or technological expertise, financial strength and product differentiation

5. Sustaining & Transferring Competitive Advantage In deciding whether to invest abroad, management must first determine whether the firm has a sustainable competitive advantage that enables it to compete effectively in the home market In order to sustain a competitive advantage it must be: Firm-specific Transferable Powerful enough to compensate the firm for the extra difficulties of operating abroad

6. Sustaining & Transferring Competitive Advantage Some of the competitive advantages enjoyed by MNEs are: Economies of scale and scope Managerial and marketing expertise Advanced technology Financial strength Differentiated products Competitiveness of the their home market

7. Exhibit 15.1 Determinants of National Competitive Advantage

8. The OLI Paradigm & Internationalization The OLI Paradigm (Buckley & Casson, 1976; Dunning 1977) is an attempt to create an overall framework to explain why MNEs choose FDI rather than serve foreign markets through alternative modes such as licensing, joint ventures, strategic alliances, management contracts and exporting The paradigm states that a firm must first have some competitive advantage in its home market - “O” or owner-specific – which can be transferred abroad

9. The OLI Paradigm & Internalization The firm must also be attracted by specific characteristics of the foreign market – “L” or location specific – which will allow the firm to exploit its competitive advantages in that market Third,the firm will maintain its competitive position by attempting to control the entire value-chain in its industry – “I” or internalization This leads to FDI rather than licensing or outsourcing

10. The OLI Paradigm & Internalization Financial strategies are directly related to the OLI Paradigm in explaining FDI Strategies can be proactive , controlled in advance by the management team Strategies can also be reactive, depend on discovering market imperfections

11. Exhibit 15.2 Finance-Specific Factors and the OLI Paradigm: “X” indicates a connection between FDI and finance-specific strategies

12. Where to Invest Two related behavioral theories behind FDI that are most popular are Behavioral approach to FDI International network theory Behavioral Approach – Observation that firms tended to invest first in countries that were not too far from their country in psychic terms This included cultural, legal, and institutional environments similar to their own

13. Where to Invest International network theory – As MNEs grow they eventually become a network, or nodes that operate either in a centralized hierarchy or a decentralized one Each subsidiary competes for funds from the parent It is also a member of an international network based on its industry The firm becomes a transnational firm, one that is owned by a coalition of investors located in different countries

14. How to Invest Abroad: Modes of FDI Exporting vs. production abroad Advantages of exporting are None of the unique risks facing FDI, joint ventures, strategic alliances and licensing Political risks are minimal Agency costs and evaluating foreign units are avoided Disadvantages are Firm is not able to internalize and exploit its advantages Risks losing market to imitators and global competitors

15. How to Invest Abroad: Modes of FDI Licensing/management contracts versus control of assets abroad Licensing is a popular method for domestic firms to profit from foreign markets without the need to commit sizable funds Disadvantages of licensing are License fees are likely lower than FDI profits although ROI may be higher Possible loss of quality control Establishment of potential competitor Possible improvement of technology by local license which then enters firm’s original home market

16. How to Invest Abroad: Modes of FDI Possible loss of opportunity to enter licensee’s market with FDI later Risk that technology will be stolen High agency costs Management contracts are similar to licensing insofar as they provide for some cash flow from foreign source without significant investment or exposure These contracts lessen political risk because the repatriation of managers is easy

17. How to Invest Abroad: Modes of FDI Joint ventures versus wholly owned subsidiary A joint venture is a shared ownership in a foreign business This is a viable strategy if the MNE finds the right local partner Some advantages include The local partner understands the market The local partner can provide competent management at all levels Some host countries require that foreign firms share ownership with local partner

18. How to Invest Abroad: Modes of FDI Joint ventures versus wholly owned subsidiary Advantages of joint ventures The local partner’s contacts & reputation enhance access to host country’s capital markets The local partner may possess technology that is appropriate for the local environment The public image of a firm that is partially locally owned may improve its position

19. How to Invest Abroad: Modes of FDI Joint ventures versus wholly owned subsidiary Disadvantages of joint ventures Political risk is increased if wrong partner is chosen Local and foreign partners have divergent views on strategy and financing issues Transfer pricing creates potential for conflict of interest Financial disclosure between local partner and firm Ability of a firm to rationalize production on a worldwide basis if that would put local partner at disadvantage Valuation of equity shares is difficult

20. How to Invest Abroad: Modes of FDI Greenfield investment versus acquisition A greenfield investment is establishing a facility “starting from the ground up” Usually require extended periods of physical construction and organizational development Here, a cross-border acquisition may be better because the physical assets already exist, shorter time frame and financing exposure However, problems with integration, paying too much for acquisition, post-merger management, and realization of synergies all exist

21. How to Invest Abroad: Modes of FDI Strategic alliances can take several different forms First is an exchange of ownership between two firms It can be a defensive strategy against a takeover In addition to exchanging shares, a separate joint venture can be developed Another level of cooperation may be a joint marketing or servicing agreement

22. Exhibit 15.3 The FDI Sequence: Foreign Presence & Foreign Investment

23. Defining Political Risk In order for an MNE to identify, measure and manage its political risks, it needs to define and classify these risks Firm-specific risks Country-specific risks Global-specific risks

24. Defining Political Risks Firm-specific are those risks that affect the MNE at the project or corporate level (governance risk due to the goal conflict between an MNE and its host government being the main political firm-specific political risk in chapter; business risk and FX risk are also in this category) Country-specific are those risks that also affect the MNE at the project or corporate level but originate at the country level (e.g. transfer risk, war risk, nepotism & corruption) Global-specific are those risks that affect the MNE at the project or corporate level but originate at the global level (e.g. terrorism, anti-globalization, poverty)

25. Exhibit 15.4 Classification of Political Risks

26. Assessing Political Risk How can multinational firms anticipate government regulations that, from the firm’s perspective, are discriminatory or wealth depriving? At the macro level, firms attempt to assess a host country’s political stability and attitude toward foreign investors At the micro level, firms analyze whether their firm-specific activities are likely to conflict with host-country goals as evidenced by existing regulations The most difficult task is to anticipate changes in host-country goal priorities

27. Assessing Political Risk Predicting Firm-Specific Risk (Micro-Risk) The need for firm-specific analyses of political risk has led to a demand for “tailor-made’ studies undertaken in-house by professional political risk analysts In-house political risk analysts relate the macro risk attributes of specific countries to the particular characteristics and vulnerabilities of their client firms Certainly, even the best possible analysis will not reflect unforseen changes in the political or economic situation

28. Assessing Political Risk Predicting Country-Specific Risk (Macro-Risk) Macro political risk analysis is still an emerging field of study These studies usually include an analysis of the historical stability of the country in question, evidence of present turmoil or dissatisfaction, indications of economic stability, and trends in cultural and religious activities It is important to remember, especially in the analysis of political trends, that the past will certainly not be an accurate predictor of the future

29. Assessing Political Risk Predicting Global-Specific Risk Predicting this type of risk is even more difficult than the other two types of political risk The attacks of September 11th, 2001 are an important example of theses difficulties However, the military buildup in Afghanistan was not as difficult to predict As we now live in a world with an expectation of future terrorist attacks, we may begin to see country-specific terrorism or other risk indices being developed

30. Firm-Specific Risks Governance Risk This is the ability to exercise effective control over and MNE’s operations within a country’s legal and political environment For an MNE, however, governance is a subject similar in structure to consolidated profitability – it must be addressed for the individual business unit and subsidiary as well as for the MNE as a whole

31. Firm-Specific Risks Governance Risk This is the ability to exercise effective control over and MNE’s operations within a country’s legal and political environment For an MNE, however, governance is a subject similar in structure to consolidated profitability – it must be addressed for the individual business unit and subsidiary as well as for the MNE as a whole

32. Firm-Specific Risks Negotiating investment agreements An investment agreement spells out the rights and responsibilities of both the foreign firm and the host government The presence of MNEs is as often sought by development-seeking host governments as a particular foreign location sought by an MNE

33. Firm-Specific Risks An investment agreement should spell out policies on financial and managerial issues; including the following; Basis on which fund flows such as dividends, royalty fees and loan repayments may be remitted Basis for setting transfer prices The right to export to third-country markets Obligations to build, or fund social and economic overhead projects such as schools and hospitals Methods of taxation, including rate, type and means by which rate is determined

34. Firm-Specific Risks Access to host country capital markets Permission for 100% foreign ownership versus required local partner Price controls, if any, applicable to sales in host country’s markets Requirements for local sourcing versus importation of materials Permission to use expatriate managerial and technical personnel Provision for arbitration of disputes Provisions for planned divestment, indicating how the going concern will be valued (build-to-own or build-to-transfer)

35. Firm-Specific Risks Investment insurance and guarantees: OPIC MNEs can sometimes transfer political risk through an investment insurance agency The US investment insurance and guarantee program is managed by the Overseas Private Investment Corporation (OPIC) It’s stated purpose is to mobilize and facilitate US private capital and skills in the economic development of less developed countries

36. Firm-Specific Risks Investment insurance and guarantees: OPIC OPIC offers coverage for four separate types of risk Inconvertibility - risk that the investor will not be able to convert remittances into dollars Expropriation – risk that the host government will seize the assets of the US investor without restitution payments War, revolution & insurrection – covers damages to physical property of foreign subsidiary Business income – coverage provides compensation for loss of income due to events from political violence that directly affect the company & its assets

37. Operating StrategiesAfter the FDI Decision Although FDI creates obligations on the part of the foreign subsidiary and host government, conditions change and the MNE must be able to adapt There are several strategies that an MNE can undertake to anticipate changing conditions or host government’s future actions and negotiate these terms Local sourcing – firms may be required to purchase raw materials from local producers Facility location – facilities may be located to minimize risk

38. Operating StrategiesAfter the FDI Decision Control of transportation – most important for oil and pipeline companies Control of technology – control of key patents and intellectual property Control of markets – common practice in order to enhance a firm’s bargaining position Brand name & trademark control – gives MNE ability to operate under a world brand name Thin equity base – foreign subsidiaries can be financed with a thin equity base and large proportion of local debt Multiple-source borrowing – firm can borrow from various banks and countries

39. Country-Specific Risks These risks affect all firms, both domestic and foreign operating within the host country Most typical risks are Transfer risk Cultural differences Host country protectionism

40. Country-Specific Risks Transfer risk are the limitations on the MNE’s ability to transfer funds into and out of a host country without restrictions MNEs can react to potential transfer risk at three stages Prior to making the investment, a firm can analyze the effect of blocked funds During operations a firm can attempt to move funds through a variety of repositioning techniques Funds that cannot be moved must be reinvested in the local country to avoid deterioration in real value

41. Exhibit 15.5 Management Strategies for Country-Specific Risks

42. Country-Specific Risks: Transfer Risk An MNE has at least six strategies for transferring funds under restrictions Providing alternative conduits for repatriating funds Transfer pricing goods & services between subsidiaries Leading and lagging payments Using fronting loans Creating unrelated exports Obtaining special dispensation

43. Country-Specific Risks: Transfer Risk Fronting loans A fronting loan is a parent-to-subsidiary loan channeled through a financial intermediary The lending parent deposits the funds in a bank, let’s say in London That bank in turn “loans” this amount to the borrowing subsidiary In essence, the bank “fronts” for the parent

44. Country-Specific Risks: Transfer Risk Creating unrelated exports Because main reason for stringent exchange controls is a host country’s ability or inability to earn hard currency, anything an MNE can do to generate export sales helps the host country Some exports can be created from present productive capacity or through production of unrelated products and services for export Special dispensation If the firm is in an important industry for the development of the host country, it may bargain for a special dispensation to repatriate some funds

45. Country-Specific Risks: Cultural and Institutional When investing in some of the emerging markets, MNEs that are resident in the most industrialized countries face serious risks because of cultural and institutional differences such as: Differences in allowable ownership structure Differences in human resource norms Differences in religious heritage Nepotism and corruption in the host country Protection of intellectual property rights Protectionism

46. Global-Specific Risks Global-specific risks faced by MNEs have come to the forefront in recent years: Terrorism and War Crisis Planning Cross-Border Supply Chain Integration Supply Chain Interruptions (Inventory Management, Sourcing, Transportation) Antiglobalization Movement Environmental Concerns Poverty Cyberattacks

47. Exhibit 15.6 Management Strategies for Global-Specific Risks

48. Summary of Learning Objectives Finance-specific strategies are directly related to the OLI Paradigm, including both proactive and reactive financial strategies. Competitive advantages stem from economies of scale and scope, managerial and marketing expertise, differentiated products, and competitiveness of the home market The OLI Paradigm is attempt to create an overall framework to explain why MNEs choose FDI rather than serve foreign markets through other methods

49. Summary of Learning Objectives Finance-specific strategies are directly related to the OLI Paradigm, including both proactive and reactive strategies The decision about where to invest is influenced by economic and behavioral factors as well as the stage of a firm’s historical development. Psychic distance plays a role in determining the sequence of FDI and later reinvestment. As firms learn from their early investments they venture further afield and are willing to risk larger commitments.

50. Summary of Learning Objectives Most international firms can be viewed from a network perspective. The parent firm and each of the subsidiaries are members of the network. The networks are composed of relationships within a worldwide industry, within the host countries with suppliers and customers, and within the multinational firm itself. Exporting avoids political risk but not foreign exchange risk. It requires the least up-front investment but it might eventually have lost those markets to imitators and global competitors that might be more cost efficient in production abroad and distribution