"For any
firm
to stay in business, it must have some fairly unique
advantages over
possible
competitors. It is only when the advantage is somehow
internationally
mobile that there is a possibility of engaging in foreign
sales.
Some advantages and some international locations are better
suited to
particular
forms of international involvement than to others."
from Daniels
and Radebaugh, International Business (4th edition), p.507
A great example of a unique advantage is location. A supermarket or convenience store has a limited monopoly over some set of consumers living nearby, limited to the extent that its prices on a few items can be fairly high, so long as it's not worthwhile for consumers to transport themselves to a more distant store for slightly lower prices.
Another advantage is a trademark. Only one company has the rights to use a given trademark: if you want to purchase goods with that trademark, you must buy from that company.
A particular production process can be an advantage, either because of a proprietary technology or because the sequential components of production work together especially smoothly in a particular company.
Companies have to pay for these advantages or assets: land
prices
reflect the benefit of a given location; trademarks are
valuable
to the extent that firms advertise and maintain product
quality;
technologies must be developed; and a smoothly running
production
chain takes good workers and suppliers, managerial excellence, and
constant
attention. Given the expense of
maintaining
these assets, it's worthwhile to consider how they can be
deployed or
exploited
in foreign markets: how can the firm increase its return
on
investment
in a location, trademark, production process,...?
Read my longer treatment of this strategic approach to management. |
FORMS OF INTERNATIONAL
BUSINESS
The firm can sell a physical product abroad, i.e., can export.
A
firm can locate a production facility abroad, i.e., engage in foreign
direct
investment. There's an array of intermediate forms
of international business that can allow a firm to get
international
returns
on its unique advantages. These include:
|
|
|
|
|
Exporting | physical product | sales price (or countertrade) | 1) the only changes from domestic operations entail
foreign
marketing
and documentation; 2) little investment -- typically no investment abroad |
1) susceptibility to trade barriers; 2) logistical difficulties; 3) less suitable for service products 4) susceptibility to exchange-rate fluctuation |
Licensing | technical info, assistance, and/or use rights | licensing fee, and commitment to use the info or rights | 1) increases return on investments in technology,
creativity,
or customer
relations; 2) little additional capital or time investment |
1) the agreement generally prohibits the originating
firm
from exploiting
the assets in particular foreign markets; 2) quality control |
Franchising | trademark, on-going service, some inputs, shared marketing expense | payment for trademark; payment for inputs used; share of operating revenues or profits | 1) important way of gaining foreign returns on certain kinds of customer-service and tradename assets; 2) some control over the conditions of sale in the foreign market; 3) limited financial commitment | quality control |
Management Contracts | people, for a period of time | salary, benefits, and indirect costs; share of operating revenues or profits | 1) contractor puts up no capital and bears no risk; 2) useful in foreign contexts that prohibit (or are too risky for) FDI | contractee will become a competitor, at least in the local market |
Turnkey Operation | design, construction, and equipping of a production facility | all costs plus fees; assumption of ownership and risk at end of project | 1) contractor bears no risk; 2) useful in foreign contexts that prohibit (or are too risky for) FDI | contractee will become a competitor, at least in the local market |
Contract Arrangements | expertise, financing, materials, or finished product | inputs available in the foreign country | avoids currency controls and foreign-exchange risk | may be difficult to negotiate a fair arrangement |
Foreign Direct Investment | capital, management, technology; perhaps key material inputs | repatriated profit; licensing fees; transfer payments for inputs | 1) control; 2) profit; 3) possibility of tax avoidance through transfer pricing | capital and operating commitment |
|
see above | see above | 1) smaller investment; 2) local marketing and production/ procurement expertise from local partner | less control over the operation |
|
see above | see above | total control and returns | 1) larger commitment; 2) perceived as a competitor by local producers (if any); 3) risk of national expropriation |
THE O-L-I FRAMEWORK
In an attempt to explain which firms engaged in FDI and where, the
British economist John Dunning developed a
framework
(in the early 1980s) for understanding the international
exploitation of corporate
assets.
He referred to these assets as organization-specific
advantages.
Where and how these advantages could be exploited in a foreign
context
depended on the relative advantages of different locations
and degree of internalization required. As a
result,
this framework was called the O-L-I framework.
(Dunning
also
referred to this as the "eclectic theory," because the
theoretical
origins were in business (strategy), geography (location), and
economics
(industrial organization and transactions-cost analysis).
This framework goes two steps further than the strategic
management
perspective of identifying, deploying, and developing
firm-specific assets. The OLI framework allows us to think
about where assets
should be deployed.
ORGANIZATION-SPECIFIC
ADVANTAGES
What advantage does the firm have over foreign competitors in a
particular
foreign setting? If the
answer
is "none," then the firm should
not
engage in international business, or should at least turn
its
attention
toward a different foreign setting. Possible advantages
include: