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Chapter 17

Chapter 17. Political Risk Assessment and Management. Political Risk Assessment and Management: Learning Objectives. Define and classify foreign political risks Analyze firm-specific risks Examine country-specific risks Identify global-specific risks. Defining Political Risk.

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Chapter 17

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  1. Chapter 17 Political Risk Assessment and Management

  2. Political Risk Assessment and Management: Learning Objectives • Define and classify foreign political risks • Analyze firm-specific risks • Examine country-specific risks • Identify global-specific risks

  3. 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

  4. 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)

  5. Classification of Political Risks Country-Specific Risks Global-Specific Risks Firm-Specific Risks • Governance risks • Terrorism & War • Anti-globalization movement Transfer Risk Cultural and Institutional Risk • Environmental concerns • Poverty • Ownership structure • Blocked funds • Cyberattacks • Human resource norms • Religious heritage • Nepotism & corruption • Intellectual property rights • Protectionism

  6. 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

  7. 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

  8. 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

  9. 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

  10. 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

  11. 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

  12. 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

  13. 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)

  14. 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

  15. 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

  16. 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

  17. 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

  18. 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

  19. 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

  20. Management Strategies for Country-Specific Risks Cultural and Institutional Risk Transfer Risk Ownership Structure Human Resource Norms Blocked Funds • Local management & staffing • Joint venture • Preinvestment strategy to anticipate blocked funds Intellectual Property Religious Heritage • Fronting loans • Legal action in host country courts • Understand and respect host country religious heritage • Creating unrelated exports • Obtaining special dispensation • Support worldwide treaty to protect intellectual property rights Nepotism and Corruption • Forced reinvestment • Disclose bribery policy to both employees and clients Protectionism • Retain a local legal advisor • Support government actions to create regional markets

  21. 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

  22. 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

  23. 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

  24. 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

  25. 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

  26. Management Strategies for Global-Specific Risks Terrorism & War Anti-Globalization Environmental Concerns • Support government efforts to flight terrorism and war • Support government efforts to reduce trade barriers • Show sensitivity to environmental concerns • Crisis planning • Recognize that MNEs are the targets • Support government efforts to maintain a level playing field for pollution controls Poverty Cyber Attacks • Provide stable, relatively well-paying jobs • No effective strategy except internet security efforts • Establish the strictest of occupational safety standards • Support government anti-cyber attack efforts MNE movement towards multiple primary objectives: Profitability, Sustainable Development, Corporate Social Responsibility

  27. Mini-Case: Globalization and Starbucks Coffee • Starbucks found itself an early target of the anti-globalist movement • Like McDonald’s, Starbucks found that its uniquely defined brand and experience did not have to conform to local cultural norms, but could exist alongside traditional practices • Unlike McDonald’s, Starbucks was the purveyor of a commodity (coffee), which was priced and sold on global markets • Coffee is sourced from hundreds thousands of small growers in Central and South America

  28. Mini-Case: Globalization and Starbucks Coffee • Coffee was traditionally bought and sold using market pricing, buying from wholesalers at a global market price • Starbucks, however, preferred to purchase using outright pricing, in which the price was negotiated directly with small and medium-sized farmers (cutting out wholesalers) • In principle, a greater proportion of the price would go to the growers • Additionally, Starbucks was moving to set up longer-term purchase contracts instead of buying only in the cash market

  29. Mini-Case: Globalization and Starbucks Coffee • The single biggest problem for Starbucks was the price of coffee itself • As can be seen in the next exhibit, the global price of Arabica Bean Coffee has been extremely volatile • In recent years, the price had plummeted, as more and more production created and excess supply • By 2001, Starbucks had implemented a multitude of programs to pursue its program for corporate social responsibility (CRS) and pursue sustainable economic development for people in its supply chain

  30. Arabica Bean Coffee Prices, 1981-2001 US cents/pound Source: International Coffee Organization (ICO), www.ico.org.

  31. Mini-Case: Globalization and Starbucks Coffee • Much of the growing pressure on all multinational companies for sustainable development and social responsibility arose directly from consumer segments • The following exhibit illustrates Starbucks efforts in its program called Commitment to Origins

  32. Starbucks’ CSR Programs Focusing on Coffee Growers Starbucks’ coffee buyers work with coffee wholesalers and directly with small farmers and farm cooperatives in procurement Infrastructure, including schools, clinics, and coffee processing facilities Supplemental funding for farm credit programs to support farm capital needs Contributions to CARE, the non-profit international relief organization Fair Trade Certified Brand Partnership in which Starbucks promises consumers that the farmers who produced the coffee beans were paid a guaranteed minimum price that helps support a better life for farm families(with TransFair USA) Shade Grown Mexico Brand Partnership formed in 1998, encourages production of shade-grown coffee using ecologically sound growing practices to promote bio-diversity and to financially support farms employing these practices (with Conservation International, CI)

  33. Mini-Case: Globalization and Starbucks Coffee • Although very aggressive in the eyes of many, the anti-globalization movement continued to focus much of its efforts on Starbucks • Although Starbucks had actively pursued a number of corporate social responsibility initiatives, it was accused of polishing its image more than truly working to improve the lives of those its existence depended upon, the coffee growers

  34. Summary of Learning Objectives • Political risks can be defined by classifying them on three levels, namely firm-specific, country-specific, or global-specific • Firm-specific risks, also known as micro risks, are those that affect the MNE at the project or corporate level • Country-specific risks, also known as macro risks, are those risks that also affect the MNE at the project or corporate level but originate at the country level • Global-specific risks are those risks that affect the MNE at the project or corporate level but originate at the global level

  35. Summary of Learning Objectives • The main firm-specific risk is governance risk, which is the ability to exercise control over the MNE as a whole, globally, and within a specific country’s legal and political environment on the individual subsidiary level • The most important type of governance risk arises from a goal conflict between bona fide objectives of governments and private firms • The main tools used to manage goal conflict are to negotiate and investment agreement, purchase investment insurance and guarantees and to modify operating strategies in production, logistics, marketing, finance, organization and personnel

  36. Summary of Learning Objectives • The main country-specific risks are transfer risk, known as blocked funds, and certain cultural and institutional risks • Blocked funds can be managed by at least five different strategies • Cultural and institutional risks emanate from host country policies with respect to ownership structure, human resource norms, religious heritage, nepotism and corruption, intellectual property rights, and protectionism

  37. Summary of Learning Objectives • Managing cultural and institutional risks requires the MNE to understand the differences, take legal actions in host country courts, support worldwide treaties to protect intellectual property rights, and support government efforts to create regional markets • The main global-specific risks MNEs are currently caused by terrorism and war, the anti-globalization movement, environmental concerns, poverty and cyberattacks • MNEs need to adopt a crisis plan to protect itself, its employees and property in the face of such threats

  38. Exhibit 17.1 Classification of Political Risks

  39. Exhibit 17.2 Country Risk Ratings for Selected Countries

  40. Exhibit 17.3 Management Strategies for Country-Specific Risks

  41. Exhibit 17.4 Transparency International’s Corruption Perception Index, 2002

  42. Exhibit 17.5 Types of Non-Tariff Barriers

  43. Exhibit 17.6 Management Strategies for Global-Specific Risks

  44. Exhibit 1 Arabica Bean Coffee Prices, 1981–2001

  45. Exhibit 2 Starbucks’ CSR Programs Focusing on Coffee Growers

  46. Exhibit 3 Cyberattack: The Starbucks Campaign

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