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CHAPTER 10: MANAGING
POLITICAL RISK,
GOVERNMENT
RELATIONS, AND
ALLIANCES
      JJ Danis
      Mary Mackie
      Drew Kayle
THE NATURE AND ANALYSIS OF
POLITICAL RISK
 The state poses a direct threat to MNCs due to their policy
  changes
 Political risk – the unanticipated likelihood that a business’s
  foreign investment will be constrained by a host
  government’s policy
 Examples of risk
THE NATURE AND ANALYSIS OF
POLITICAL RISK
 Risk of doing business in China
   Short-term interest
   Piracy and Counterfeit
   Government censorship
 Tension between US and China
   Selling American goods in China
   Yuan
   Safety of goods
Macro and Micro Analysis of Political
Risk
 Macro Political Risk Analysis – analysis that reviews
  major political decisions likely to affect all enterprises
  in the country
 Micro Political Risk Analysis – analysis directed toward
  government policies and actions that influence
  selected sectors of the economy or specific foreign
  businesses in the country
MACRO RISK ISSUES AND
EXAMPLES
 Large concern for MNCs if country doesn’t have a
  market driven economy
 Russia’s control on currency
 India’s legal system
    Ways around it
 Vietnam’s joint venture
 Fear of foreign government taking control of
  companies
 Government Corruption
LEVEL OF CORRUPTNESS 2012
MICRO RISK ISSUES AND
EXAMPLES
 Usually invovlve industry regulations, taxes on specific
  types of business activity, and restrictive local laws
 Some MNCs are treated different than others
    US steel companies
 Impact of WTO and EU regulations
    Anti-Dumping Act
    General Electric and Honeywell
    Ryanair
 South American export policies
TERRORISM AND ITS OVERSEAS
EXPANSION
 Terrorism – the use of force or violence against others to
  promote political or social views
 What is their ultimate goal?
 Three types of terrorism
    Classic terrorism
    Amateur terrorism
    Religiously motivated terrorism
 Examples
 Effect of terrorism on MNCs
    How should they prepare?
ANALYZING THE EXPROPRIATION RISK

 Expropriation – the seizure of businesses by a
  host country with little, if any, compensation to the
  owners
 Indigenization laws – laws that require nationals to
  hold a majority interest in an operation
 Who is most at risk?
 Ways to avoid expropriation
THE ROLE OF OPERATIONAL
PROFITABILITY IN RISK ANALYSIS
 Companies most concerned if they will make a profit
 Government regulations that may restrict profit
    Having to buy materials from a local company
    Restriction on the amount of profit that can be taken
     out of the country
    Laws regarding the wages and salaries that are
     paid to employees
MANAGING POLITICAL RISK AND GOVERNMENT
RELATIONS: DEVELOPING A COMPREHENSION
FRAMEWORK OR QUANTITATIVE ANALYSIS
 Political Risks
    Transfer Risks: government policies that limit the
     transfer of capital, payments, production, people, and
     technology in and out of the country
    Operational Risks: government policies and
     procedures that directly constrain management and
     performance of local operations
    Ownership-control Risks: government policies or
     actions that inhibit ownership or control of local
     operations
    Russia’s actions against Exxon Corporation
DEVELOPING A COMPREHENSION
FRAMEWORK OR QUANTITATIVE
ANALYSIS
 General Nature of Investment
   Conglomerate Investment:




   Vertical investments:




   Horizontal investments:
DEVELOPING A COMPREHENSION
FRAMEWORK OR QUANTITATIVE
ANALYSIS
 Special Nature of Investment
    Relates to the sector of economic activity, technological
     sophistication, and pattern of ownership
    Three sectors of economic activity
       Primary sector:
       Industrial sector:
       Service sector:
    Technological sophistication
       Difference?
    Patterns of ownership
ASSESING POLITICAL RISK
DEVELOPING A COMPREHENSION
FRAMEWORK OR QUANTITATIVE
ANALYSIS
TECHNIQUES FOR RESPONDING TO
POLITICAL RISK
 Governments and MNCs must develop political strategies in order
  to prevent risks
    Relative bargaining power analysis
    Integrative, Protective, and Defensive Techniques
    Proactive Political Strategies
RELATIVE BARGAINING POWER
ANALYSIS
 MNC bargaining position power > host country where it is
  operating
    Technology

 Bargaining power dependent on
    Worldwide perception of MNC
    Experience
    Legitimacy

 Government intervention possible
INTEGRATIVE, PROTECTIVE, AND
DEFENSIVE TECHNIQUES
 Integrative techniques
 Appearance of companies
 MNC relationship with host country
INTEGRATIVE, PROTECTIVE, AND
DEFENSIVE TECHNIQUES
 Protective and defensive techniques
    Microsoft prefers protective technique

 Mixed Strategy
    Food industry

 Defensive Strategy
    Steel Industry
PROACTIVE POLITICAL
STRATEGIES
 Proactive political strategies: lobbying, campaign financing,
  advocacy, and other political interventions designed to shape and
  influence the political decisions prior to the impact on the firm
    Political system & distribution of power determines strategy

 Transportation, Power & Water
 Government influence via Nongovernment Organizations
MANAGING ALLIANCES
 ISA
 Alliance = (MNC + Company) + Host Country
SUCCESSFUL MANAGEMENT
 Situational Conditions
 Management Instruments
 Performance Criteria
SUCCESS FACTORS
 Partner Selection
 Cooperation Agreement
 Management Structure
 Acculturation Process
 Knowledge Management
ALLIANCE LIFE CYCLE
1.   Alliance Start Up
2.   Alliance Hockey stick Growth
3.   Alliance Professional
4.   Alliance Mature
5.   Alliance Sustaining
DIVORCES
 Legal Issues
    Conditions of Termination
    Disposition of Assets and Liabilities
    Dispute Resolution
    Distributorship Arrangements
    Protection of Proprietary Information and Property
    Rights over Sales Territories and Obligations to Customers
ALLIANCE TERMINATION
 Business Issues
    Decision to Exit
    People-Related Issues
    Host Government Relations
HOST GOVERNMENTS
 The In-Laws


Ford and Mazda in Japan
Starbucks in China
Russia
Vietnam

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Meeting_8

  • 1. CHAPTER 10: MANAGING POLITICAL RISK, GOVERNMENT RELATIONS, AND ALLIANCES JJ Danis Mary Mackie Drew Kayle
  • 2. THE NATURE AND ANALYSIS OF POLITICAL RISK  The state poses a direct threat to MNCs due to their policy changes  Political risk – the unanticipated likelihood that a business’s foreign investment will be constrained by a host government’s policy  Examples of risk
  • 3. THE NATURE AND ANALYSIS OF POLITICAL RISK  Risk of doing business in China  Short-term interest  Piracy and Counterfeit  Government censorship  Tension between US and China  Selling American goods in China  Yuan  Safety of goods
  • 4. Macro and Micro Analysis of Political Risk  Macro Political Risk Analysis – analysis that reviews major political decisions likely to affect all enterprises in the country  Micro Political Risk Analysis – analysis directed toward government policies and actions that influence selected sectors of the economy or specific foreign businesses in the country
  • 5. MACRO RISK ISSUES AND EXAMPLES  Large concern for MNCs if country doesn’t have a market driven economy  Russia’s control on currency  India’s legal system  Ways around it  Vietnam’s joint venture  Fear of foreign government taking control of companies  Government Corruption
  • 7. MICRO RISK ISSUES AND EXAMPLES  Usually invovlve industry regulations, taxes on specific types of business activity, and restrictive local laws  Some MNCs are treated different than others  US steel companies  Impact of WTO and EU regulations  Anti-Dumping Act  General Electric and Honeywell  Ryanair  South American export policies
  • 8. TERRORISM AND ITS OVERSEAS EXPANSION  Terrorism – the use of force or violence against others to promote political or social views  What is their ultimate goal?  Three types of terrorism  Classic terrorism  Amateur terrorism  Religiously motivated terrorism  Examples  Effect of terrorism on MNCs  How should they prepare?
  • 9. ANALYZING THE EXPROPRIATION RISK  Expropriation – the seizure of businesses by a host country with little, if any, compensation to the owners  Indigenization laws – laws that require nationals to hold a majority interest in an operation  Who is most at risk?  Ways to avoid expropriation
  • 10. THE ROLE OF OPERATIONAL PROFITABILITY IN RISK ANALYSIS  Companies most concerned if they will make a profit  Government regulations that may restrict profit  Having to buy materials from a local company  Restriction on the amount of profit that can be taken out of the country  Laws regarding the wages and salaries that are paid to employees
  • 11. MANAGING POLITICAL RISK AND GOVERNMENT RELATIONS: DEVELOPING A COMPREHENSION FRAMEWORK OR QUANTITATIVE ANALYSIS  Political Risks  Transfer Risks: government policies that limit the transfer of capital, payments, production, people, and technology in and out of the country  Operational Risks: government policies and procedures that directly constrain management and performance of local operations  Ownership-control Risks: government policies or actions that inhibit ownership or control of local operations  Russia’s actions against Exxon Corporation
  • 12. DEVELOPING A COMPREHENSION FRAMEWORK OR QUANTITATIVE ANALYSIS  General Nature of Investment  Conglomerate Investment:  Vertical investments:  Horizontal investments:
  • 13. DEVELOPING A COMPREHENSION FRAMEWORK OR QUANTITATIVE ANALYSIS  Special Nature of Investment  Relates to the sector of economic activity, technological sophistication, and pattern of ownership  Three sectors of economic activity  Primary sector:  Industrial sector:  Service sector:  Technological sophistication  Difference?  Patterns of ownership
  • 15. DEVELOPING A COMPREHENSION FRAMEWORK OR QUANTITATIVE ANALYSIS
  • 16. TECHNIQUES FOR RESPONDING TO POLITICAL RISK  Governments and MNCs must develop political strategies in order to prevent risks  Relative bargaining power analysis  Integrative, Protective, and Defensive Techniques  Proactive Political Strategies
  • 17. RELATIVE BARGAINING POWER ANALYSIS  MNC bargaining position power > host country where it is operating  Technology  Bargaining power dependent on  Worldwide perception of MNC  Experience  Legitimacy  Government intervention possible
  • 18. INTEGRATIVE, PROTECTIVE, AND DEFENSIVE TECHNIQUES  Integrative techniques  Appearance of companies  MNC relationship with host country
  • 19. INTEGRATIVE, PROTECTIVE, AND DEFENSIVE TECHNIQUES  Protective and defensive techniques  Microsoft prefers protective technique  Mixed Strategy  Food industry  Defensive Strategy  Steel Industry
  • 20. PROACTIVE POLITICAL STRATEGIES  Proactive political strategies: lobbying, campaign financing, advocacy, and other political interventions designed to shape and influence the political decisions prior to the impact on the firm  Political system & distribution of power determines strategy  Transportation, Power & Water  Government influence via Nongovernment Organizations
  • 21. MANAGING ALLIANCES  ISA  Alliance = (MNC + Company) + Host Country
  • 22. SUCCESSFUL MANAGEMENT  Situational Conditions  Management Instruments  Performance Criteria
  • 23. SUCCESS FACTORS  Partner Selection  Cooperation Agreement  Management Structure  Acculturation Process  Knowledge Management
  • 24. ALLIANCE LIFE CYCLE 1. Alliance Start Up 2. Alliance Hockey stick Growth 3. Alliance Professional 4. Alliance Mature 5. Alliance Sustaining
  • 25. DIVORCES  Legal Issues  Conditions of Termination  Disposition of Assets and Liabilities  Dispute Resolution  Distributorship Arrangements  Protection of Proprietary Information and Property  Rights over Sales Territories and Obligations to Customers
  • 26. ALLIANCE TERMINATION  Business Issues  Decision to Exit  People-Related Issues  Host Government Relations
  • 27. HOST GOVERNMENTS  The In-Laws Ford and Mazda in Japan Starbucks in China Russia Vietnam