Globalization the Multinational Firm Chapter Objectives 1

Globalization & the Multinational Firm Chapter Objectives: 1 Chapter One INTERNATIONAL FINANCIAL MANAGEMENT Understand why it is important to study international finance. Third Edition EUN / RESNICK Distinguish international finance from domestic finance. 1 -0 Copyright © 2003 by The Mc. Graw-Hill Companies, Inc. All rights reserved.

Chapter One Outline l l l What’s Special about “International” Finance? Goals for International Financial Management Globalization of the World Economy Multinational Corporations Organization of the Text Summary 1 -1 Copyright © 2003 by The Mc. Graw-Hill Companies, Inc. All rights reserved.

What’s Special about “International” Finance? l l Foreign Exchange Risk Political Risk Market Imperfections Expanded Opportunity Set 1 -2 Copyright © 2003 by The Mc. Graw-Hill Companies, Inc. All rights reserved.

What’s Special about “International” Finance? l Foreign Exchange Risk n n 1 -3 The risk that foreign currency profits may evaporate in dollar terms due to unanticipated unfavorable exchange rate movements. Suppose $1 = ¥ 100 and you buy 10 shares of Toyota for ¥ 100, 000 (i. e. $100 per share = ¥ 10, 000 per share). One year later the investment is worth ten percent more in yen: ¥ 110, 000 But, if the yen has depreciated to $1 = ¥ 120, your investment has actually lost money in dollar terms. Copyright © 2003 by The Mc. Graw-Hill Companies, Inc. All rights reserved.

What’s Special about “International” Finance? l Political Risk n 1 -4 Sovereign governments have the right to regulate the movement of goods, capital, and people across their borders. These laws sometimes change in unexpected ways. Copyright © 2003 by The Mc. Graw-Hill Companies, Inc. All rights reserved.

What’s Special about “International” Finance? l Market Imperfections n Legal restrictions on movement of goods, people, and money n Transactions costs n Shipping costs n Tax arbitrage 1 -5 Copyright © 2003 by The Mc. Graw-Hill Companies, Inc. All rights reserved.

The Example of Nestlé’s Market Imperfection l Nestlé used to issue two different classes of common stock bearer shares and registered shares. n n n l Foreigners were only allowed to buy bearer shares. Swiss citizens could buy registered shares. The bearer stock was more expensive. On November 18, 1988, Nestlé lifted restrictions imposed on foreigners, allowing them to hold registered shares as well as bearer shares. 1 -6 Copyright © 2003 by The Mc. Graw-Hill Companies, Inc. All rights reserved.

Nestlé’s Foreign Ownership Restrictions 12, 000 10, 000 Bearer share SF 8, 000 6, 000 4, 000 Registered share 2, 000 0 11 20 31 9 18 24 Source: Financial Times, November 26, 1988 p. 1. Adapted with permission. 1 -7 Copyright © 2003 by The Mc. Graw-Hill Companies, Inc. All rights reserved.

The Example of Nestlé’s Market Imperfection l Following this, the price spread between the two types of shares narrowed dramatically. n l l This implies that there was a major transfer of wealth from foreign shareholders to Swiss shareholders. Foreigners holding Nestlé bearer shares were exposed to political risk in a country that is widely viewed as a haven from such risk. The Nestlé episode illustrates both the importance of considering market imperfections and the peril of political risk. 1 -8 Copyright © 2003 by The Mc. Graw-Hill Companies, Inc. All rights reserved.

What’s Special about “International” Finance? l Expanded Opportunity Set n It doesn’t make sense to play in only one corner of the sandbox. n True for corporations as well as individual investors. 1 -9 Copyright © 2003 by The Mc. Graw-Hill Companies, Inc. All rights reserved.

Goals for International Financial Management l l l The focus of the text is to equip the reader with the “intellectual toolbox” of an effective global manager—but what goal should this effective global manager be working toward? Maximization of shareholder wealth? or Other Goals? 1 -10 Copyright © 2003 by The Mc. Graw-Hill Companies, Inc. All rights reserved.

Maximize Shareholder Wealth l Long accepted as a goal in the Anglo-Saxon countries, but complications arise. n Who are and where are the shareholders? n In what currency should we maximize their wealth? 1 -11 Copyright © 2003 by The Mc. Graw-Hill Companies, Inc. All rights reserved.

Other Goals l In other countries shareholders are viewed as merely one among many “stakeholders” of the firm including: n n n l Employees Suppliers Customers In Japan, managers have typically sought to maximize the value of the keiretsu—a family of firms to which the individual firms belongs. 1 -12 Copyright © 2003 by The Mc. Graw-Hill Companies, Inc. All rights reserved.

Other Goals l l As shown by a series of recent corporate scandals at companies like Enron, World. Com, and Global Crossing, managers may pursue their own private interests at the expense of shareholders when they are not closely monitored. These calamities have painfully reinforced the importance of corporate governance i. e. the financial and legal framework for regulating the relationship between a firm’s management and its shareholders. 1 -13 Copyright © 2003 by The Mc. Graw-Hill Companies, Inc. All rights reserved.

Other Goals l l These types of issues can be much more serious in many other parts of the world, especially emerging and transitional economies, such as Indonesia, Korea, and Russia, where legal protection of shareholders is weak or virtually non-existing. No matter what the other goals, they cannot be achieved in the long term if the maximization of shareholder wealth is not given due consideration. 1 -14 Copyright © 2003 by The Mc. Graw-Hill Companies, Inc. All rights reserved.

Globalization of the World Economy: Recent Trends l l Emergence of Globalized Financial Markets Advent of the Euro Trade Liberalization and Economic Integration Privatization 1 -15 Copyright © 2003 by The Mc. Graw-Hill Companies, Inc. All rights reserved.

Emergence of Globalized Financial Markets l l l Deregulation of Financial Markets coupled with Advances in Technology have greatly reduced information and transactions costs, which has led to: Financial Innovations, such as n n 1 -16 Currency futures and options Multi-currency bonds Cross-border stock listings International mutual funds Copyright © 2003 by The Mc. Graw-Hill Companies, Inc. All rights reserved.

Advent of the Euro l l A momentous event in the history of world financial systems. Currently more than 300 million Europeans in 12 countries are using the common currency on a daily basis. By 2004, up to 10 more countries may join the European Union and adopt the euro. The “transaction domain” of the euro may become larger than the U. S. dollar’s in the near future. 1 -17 Copyright © 2003 by The Mc. Graw-Hill Companies, Inc. All rights reserved.

Advent of the Euro l For more information on the euro, visit the European Central Bank's Web site at www. ecb. int. l Euro/Dolar Parity=1. 309 1 -18 Copyright © 2003 by The Mc. Graw-Hill Companies, Inc. All rights reserved.

Economic Integration l l Over the past 50 years, international trade increased about twice as fast as world GDP. There has been a sea change in the attitudes of many of the world’s governments who have abandoned mercantilist views and embraced free trade as the surest route to prosperity for their citizenry. 1 -19 Copyright © 2003 by The Mc. Graw-Hill Companies, Inc. All rights reserved.

Liberalization of Protectionist Legislation l l The General Agreement on Tariffs and Trade (GATT) a multilateral agreement among member countries has reduced many barriers to trade. The World Trade Organization has the power to enforce the rules of international trade. 1 -20 Copyright © 2003 by The Mc. Graw-Hill Companies, Inc. All rights reserved.

NAFTA l l l The North American Free Trade Agreement (NAFTA) calls for phasing out impediments to trade between Canada, Mexico and the United States over a 15 -year period. For Mexico, the ratio of export to GDP has increased dramatically from 2. 2% in 1973 to 28. 7% in 2001. The increased trade will result in increased numbers of jobs and a higher standard of living for all member nations. 1 -21 Copyright © 2003 by The Mc. Graw-Hill Companies, Inc. All rights reserved.

Privatization l l The selling off state-run enterprises to investors is also known as “Denationalization”. Often seen in socialist economies in transition to market economies. By most estimates this increases the efficiency of the enterprise. Often spurs a tremendous increase in cross-border investment. 1 -22 Copyright © 2003 by The Mc. Graw-Hill Companies, Inc. All rights reserved.

Multinational Corporations l l l A firm that has incorporated on one country and has production and sales operations in other countries. There about 60, 000 MNCs in the world. Many MNCs obtain raw materials from one nation, financial capital from another, produce goods with labor and capital equipment in a third country and sell their output in various other national markets. 1 -23 Copyright © 2003 by The Mc. Graw-Hill Companies, Inc. All rights reserved.

Top 10 MNCs -FORTUNE 500/20031 United States 2 Exxon. Mobile Corporation United States 3 Royal Dutch/Shell Group Netherlands/ UK 4 General Motors United States 5 Ford Motor Company United States 6 Toyota Motor Corporation Japan 7 Daimler. Chrysler AG Germany 8 Total. Fina SA France 9 IBM United States 10 1 -24 General Electric BP United Kingdom Copyright © 2003 by The Mc. Graw-Hill Companies, Inc. All rights reserved.

Top 10 MNCs -FORTUNE 500/20101 UNITED STATES 2 ROYAL DUTCH/SHELL GROUP NETHERLANDS 3 EXXONMOBILE CORPORATION UNITED STATES 4 BP UNITED KINGDOM 5 TOYOTA MOTOR CORPORATION JAPAN 6 JAPAN POST HOLDINGS JAPAN 7 SINOPEC CHINA 8 STATE GRID CHINA 9 1 -25 WAL-MART AXA FRANCE 10 CHINA NATIONAL CHINA PETROLEUM Copyright © 2003 by The Mc. Graw-Hill Companies, Inc. All rights reserved.

The Organization of the Text Part III Chapters 12 -14 Macroeconomic Environment Part I Chapters 1 -5 World Financial Markets and Institutions Part II Chapters 6 -11 Foreign Exchange Exposure and Management Financial Management of the MNC Part IV Chapters 15 -21 1 -26 Copyright © 2003 by The Mc. Graw-Hill Companies, Inc. All rights reserved.