Multinational Corporation (MNC)

A corporation that has its facilities and other assets in at least one country other than its
home country. Such companies have offices and/or factories in different countries and
usually have a centralized head office where they co-ordinate global management.
Very large multinationals have budgets that exceed those of many small countries.

Sometimes referred to as a "transnational corporation".

Nearly all major multinationals are either American, Japanese or Western European,
such as Nike, Coca-Cola, Wal-Mart, AOL, Toshiba, Honda and BMW. Advocates of
multinationals say they create jobs and wealth and improve technology in countries that
are in need of such development. On the other hand, critics say multinationals can have
undue political influence over governments, can exploit developing nations as well
as create job losses in their own home countries.

Company or enterprise operating in several countries, usually defined as one that has
25% or more of its output capacity located outside its country of origin.

The world's four largest multinationals in 2000, were Exxon Mobil, Wal-Mart Stores,
General Motors, and Ford Motor – their joint revenues were more than the combined
gross national product of all African countries. 22 multinationals made more than $6
billion profit in 2000, and Exxon Mobil made $17.7 billion profit, a 124% increase
over the previous year. The value of mergers and acquisitions in 2000 was estimated at
$3.2 trillion, the most notable being Pfizer with Warner-Lambert in a $116 billion deal,
and Glaxo Wellcome's purchase of SmithKline Beecham for $76 billion (to create
GlaxoSmithKline).

Multinationals are seen in some quarters as posing a threat to individual national

sovereignty, and as using undue influence to secure favourable operating conditions. In
1992, it was estimated that the world's 500 largest companies controlled at least 70% of
world trade, 80% of foreign investment, and 30% of global GDP. The 100 largest had
assets of $3,400 billion, of which 40% were located outside their home countries.
Unsuccessful efforts were made in 1992, through the UN, to negotiate a voluntary code
of conduct for multinationals, but governments and corporations alike were hostile to
the idea. In June 2000, the Organization for Economic Cooperation and Development
(OECD) issued guidelines for multinational enterprises. The guidelines, drawn up with
the aid of non-governmental organizations (NGOs) and trade unions, aimed to promote
better relationships between multinational companies and the societies within which
they worked; similar guidelines introduced in 1976 had proved ineffective. The OECD
also called on multinationals to respect human rights and work to eliminate child
labour.
Definition

Economists are not in agreement as to how multinational or transnational corporations

should be defined. Multinational corporations have many dimensions and can be viewed
from several perspectives (ownership, management, strategy and structural, etc.) The
following is an excerpt from Franklin Root (International Trade and Investment, 1994)
Ownership criterion: some argue that ownership is a key criterion. A firm becomes
multinational only when the headquarter or parent company is effectively owned by
nationals of two or more countries. For example, Shell and Unilever, controlled by
British and Dutch interests, are good examples. However, by ownership test, very few
multinationals are multinational. The ownership of most MNCs are uninational. (see
videotape concerning the Smith-Corona versus Brothers case) Depending on the case,
each is considered an American multinational company in one case, and each is
considered a foreign multinational in another case. Thus, ownership does not really
matter.

Nationality mix of headquarter managers: An international company is multinational

if the managers of the parent company are nationals of several countries. Usually,
managers of the headquarters are nationals of the home country. This may be a
transitional phenomenon. Very few companies pass this test currently.

Business Strategy: global profit maximization

According to Howard Perlmutter (1969)*:

Multinational companies may pursue policies that are home country-oriented.

or host country-oriented or world-oriented. Perlmutter uses such terms as ethnocentric,

polycentric and geocentric.However, "ethnocentric" is misleading because it focuses on
race or ethnicity, especially when the home country itself is populated by many different
races, whereas "polycentric" loses its meaning when the MNCs operate only in one or
two foreign countries.

According to Franklin Root (1994), an MNC is a parent company that

1. engages in foreign production through its affiliates located in several countries,

2. exercises direct control over the policies of its affiliates,
3. implements business strategies in production, marketing, finance and staffing that
transcend national boundaries (geocentric).

In other words, MNCs exhibit no loyalty to the country in which they are incorporated.

Three Stages of Evolution

Export stage
 ∑ initial inquiries => firms rely on export agents
∑ expansion of export sales
∑ further expansion þ foreign sales branch or assembly operations (to save transport
cost)

2. Foreign Production Stage

There is a limit to foreign sales (tariffs, NTBs)

DFI versus Licensing

Once the firm chooses foreign production as a method of delivering goods to foreign
markets, it must decide whether to establish a foreign production subsidiary or license the
technology to a foreign firm.

Licensing

Licensing is usually first experience (because it is easy)

e.g.: Kentucky Fried Chicken in the U.K.

∑ it does not require any capital expenditure

∑ it is not risky
∑ payment = a fixed % of sales

Problem: the mother firm cannot exercise any managerial control over the
licensee (it is independent)
The licensee may transfer industrial secrets to another independent firm, thereby
creating a rival.

Direct Investment

It requires the decision of top management because it is a critical step.

∑ it is risky (lack of information) (US -> Canada)

∑ plants are established in several countries
∑ licensing is switched from independent producers to its subsidiaries.
∑ export continues

3. Multinational Stage
The company becomes a multinational enterprise when it begins to plan, organize and
coordinate production, marketing, R&D, financing, and staffing. For each of these
operations, the firm must find the best location.

Rule of Thumb

A company whose foreign sales are 25% or more of total sales. This ratio is high for
small countries, but low for large countries, e.g. Nestle (98%: Dutch), Phillips (94%:
Swiss).

Motives for Direct Foreign Investment

New MNCs do not pop up randomly in foreign nations. It is the result of conscious
planning by corporate managers. Investment flows from regions of low anticipated profits
to those of high returns.

1. Growth motive A company may have reached a plateau satisfying domestic

demand, which is not growing. Looking for new markets.
2. Protection in the importing countries
Foreign direct investment is one way to expand bypassing protective instruments
in the importing country.
o European Community: imposed common external tariff against outsiders.
US companies circumvented these barriers by setting up subsidiaries.
o Japanese corporations located auto assembly plants in the US, to bypass
VERs.
3. Market competition
The most certain method of preventing actual or potential competition is to
acquire foreign businesses.

GM purchased Monarch (GM Canada) and Opel (GM Germany). It did not buy
Toyota, Datsun (Nissan) and Volkswagen. They later became competitors.

4. Cost reduction
United Fruit has established banana-producing facilities in Honduras.

Cheap foreign labor. Labor costs tend to differ among nations. MNCs can hold
down costs by locating part of all their productive facilities abroad. (Maquildoras)