Chapter 13 - Direct Foreign Investment

Part IV
Long-Term Asset and Liability Management

Existing
Host Country
Tax Laws
Exchange
Rate
Projections
Country Risk
Analysis
Risk Unique to
Multinational
Project
MNCs Cost
of Capital
International
Interest Rates
on Long-Term
Funds
MNCs Access
to Foreign
Financing
Potential
Revision in
Host Country
Tax Laws or
Other
Provisions
Estimated
Cash Flows of
Multinational
Project
Required
Return on
Multinational
Project
Multinational
Capital
Budgeting
Decisions
Direct Foreign Investment
13
Chapter
South-Western/Thomson Learning 2003
A13 - 3
Chapter Objectives
To describe common motives for initiating
direct foreign investment (DFI); and
To illustrate the benefits of international
diversification.
A13 - 4
Motives for DFI
DFI can improve profitability and enhance
shareholder wealth, either by boosting
revenues or reducing costs.
Revenue-Related Motives
Attract new sources of demand, especially
when the potential for growth in the home
country is limited.
A13 - 5
Motives for DFI
Exploit monopolistic advantages,
especially for firms that possess
resources or skills not available to
competing firms.
React to trade restrictions.
Enter profitable markets.
A13 - 6
Cost-Related Motives
Fully benefit from economies of scale,
especially for firms that utilize much
machinery.
Use cheaper foreign factors of production.
Use foreign raw materials, especially if the
MNC plans to sell the finished product
back to the consumers in that country.
Motives for DFI
A13 - 7
Motives for DFI
React to exchange rate movements, such
as when the foreign currency appears to
be undervalued. DFI can also help reduce
the MNCs exposure to exchange rate
fluctuations.
Diversify sales/production internationally.
Use foreign technology.
A13 - 8
The optimal method for a firm to penetrate
a foreign market is partially dependent on
the characteristics of the market.
For example, if the consumers are used to
buying domestic products, then licensing
arrangements or joint ventures may be
more appropriate.
Motives for DFI
A13 - 9
Before investing in a foreign country, the
potential benefits must be weighed
against the costs and risks.
As conditions change over time, some
countries may become more attractive
targets for DFI, while other countries
become less attractive.
Motives for DFI
A13 - 10
Benefits of International
Diversification
The key to international diversification is
to select foreign projects whose
performance levels are not highly
correlated over time.
A13 - 11
Diversification Benefits for Merrimack Co.
Merrimack Co. is a U.S. firm that is considering
the location of a new investment project.
Characteristics of Proposed
Project If Located in
the U.S. the U.K.
Projects mean expected
annual after-tax return
Standard deviation of
projects return
Correlation of projects
return with return on
existing U.S. business
25%

.09

.80
25%

.11

.02
A13 - 12
In terms of return, neither new project has
an advantage.
With regard to risk, the new project is
expected to exhibit slightly less variability
in returns if located in the U.S.

A13 - 13
Suppose that the project constitutes 30%
of Merrimacks total funds, and that the
standard deviation of Merrimacks return
on existing U.S. business is .10.
If the new project is located in the U.S., the
portfolio variance for the overall firm
( )( )( )( )( )
008653 .
80 . 09 . 10 . 30 . 70 . 2 09 . 30 . 10 . 70 .
2
2 2 2 2
2 2 2 2
=
+ + =
+ + =
AB B A B A B B A A
CORR w w w w
A13 - 14
If the new project is located in the U.K.,
the portfolio variance for the overall firm
Thus, as a whole, Merrimack will generate
more stable returns if the new project is
located in the U.K.
( )( )( )( )( )
0060814 .
02 . 11 . 10 . 30 . 70 . 2 11 . 30 . 10 . 70 .
2
2 2 2 2
2 2 2 2
=
+ + =
+ + =
AB B A B A B B A A
CORR w w w w
A13 - 15
An MNC may not be insulated from a
global crisis, since many countries will be
adversely affected.
However, as can be seen from the 1997-98
Asian crisis, an MNC that had diversified
among the Asian countries might have
fared better than if it had focused on one
country. Even better would be
diversification among the continents.
Diversification
A13 - 16
As more projects are added to a portfolio,
the portfolio variance should decrease on
average, up to a certain point.
However, the degree of risk reduction is
greater for a global portfolio than for a
domestic portfolio, due to the lower
correlations among the returns of projects
implemented in different economies.
Diversification
A13 - 17
An MNC with projects positioned around
the world is concerned about the risk and
return characteristics of its projects.
Diversification
A13 - 18
Project portfolios along the efficient
frontier exhibit minimum risk for a given
expected return.
Of these efficient portfolios, an MNC may
choose one that corresponds to its
willingness to accept risk.
Diversification
A13 - 19
The frontiers of efficient project portfolios
of some MNCs are more desirable than the
frontiers of other MNCs.
Diversification
A13 - 20
Decisions
Subsequent to DFI
Some periodic decisions are necessary.
Should further expansion take place?
Should the earnings be remitted to the
parent, or used by the subsidiary?
A13 - 21
Host Government View of DFI
For the government, the ideal DFI solves
problems such as unemployment and lack
of technology without taking business
away from the local firms.
The government may provide incentives to
encourage the forms of DFI that it desires,
and impose preventive barriers or
conditions on the forms of DFI that it does
not want.
A13 - 22
The ability of a host government to attract
DFI is dependent on the countrys markets
and resources, as well as government
regulations and incentives.
Common incentives offered by the host
government include tax breaks,
discounted rent for land and buildings,
low-interest loans, subsidized energy, and
reduced environmental restrictions.
A13 - 23
Common barriers imposed by the host
government include the power to block a
merger/acquisition, foreign majority
ownership restrictions, excessive
procedure and documentation
requirements (red tape), and operational
conditions.
A13 - 24
Impact of DFI Decisions on an MNCs Value
( ) ( ) | |
( )
=
n
t
t
m
j
t j t j
k
1 =
1
, ,
1
ER E CF E
= Value
E (CF
j,t
) = expected cash flows in currency j to be received
by the U.S. parent at the end of period t
E (ER
j,t
) = expected exchange rate at which currency j can
be converted to dollars at the end of period t
k = weighted average cost of capital of the parent
DFI Decisions on
Type of Business and Location
A13 - 25
Motives for DFI
Comparing the Benefits of DFI Among
Countries
Comparing the Benefits of DFI Over Time
Chapter Review
A13 - 26
Chapter Review
Benefits of International Diversification
Example of Diversification Benefits
Diversification Benefits During a Global
Crisis
Diversification Benefits of Multiple Projects
Risk-Return Analysis of International
Projects
- Comparing Portfolios Along the Frontier
- Comparing Frontiers Among MNCs
A13 - 27
Chapter Review
Decisions Subsequent to DFI
Incentives to Encourage DFI
Barriers to DFI
Impact of the DFI Decision on an MNCs
Value

Chapter 13 - Direct Foreign Investment

Uploaded by

Copyright:

Available Formats

Chapter 13 - Direct Foreign Investment

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Chapter 13 - Direct Foreign Investment

Uploaded by

Copyright:

Available Formats

What are some of the motives for direct foreign investment (DFI)?

What are some of the benefits of international diversification?

Part IV

Long-Term Asset and Liability Management

You might also like