The corporate
finance function has two roles: obtaining capital for corporate operations,
and allocating financial resources among competing uses and projects.
International operations provide more and different potential sources and
uses for financial resources.
DETERMINING CAPITAL STRUCTURE
D&R, p. 827: "The company's capital structure, or
capitalization,
is the permanent financing of its assets through long-term debt, capital
stock, and retained earnings. Its leverage is the ratio of
the book value of total debt to total assets."
In general, a company's capital structure is a function of the relative cost at which it can obtain financing from these three sources. What's the interest rate that the company would have to pay for long-term debt? What return must be promised for a new stock issue? Will corporate assets increase sufficiently that new stock shares will not "dilute" outstanding shares? What are the opportunity costs of retained earnings?
When we consider international business, "country-specific factors are a more important determinant of a company's capital structure than is any other factor" [D&R, p. 827]. These country-specific factors include the country's norms, the relative transactions cost of borrowing versus selling new shares, and the prevailing interest rates. Companies tend to be more highly leveraged in countries where lenders (are allowed to) take a role in the oversight of their major borrowers (as in Japan and Germany).
FINANCING MULTINATIONAL OPERATIONS
A corporation with branches and subsidiaries in several countries faces
several choices for its financing. Let's take a case where a U.S.-based
MNC has a wholly-owned subsidiary in Mexico, which plans a major expansion.
What are the options for financing?
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External to the MNC | |||
Debt | U.S.-dollar bonds on behalf of the Mexican subsidiary (or, less likely, secured by assets of the parent company) | Mexican-peso bonds (secured by the subsidiary's assets) | dollar-denominated Eurobonds, foreign bonds, or global bonds (secured by the subsidiary's assets) |
New Equity | new U.S. issues in the parent, which retains whole ownership | new Mexican issues in the subsidiary, reducing the parent's ownership stake in the firm | Euroequity issue of the Mexican company's shares in other countries, reducing the parent's ownership stake in the firm |
Internal to the MNC | |||
Debt | long-term loan (bonds) from the parent to the subsidiary | long-term loans (bonds) from other subsidiaries to the Mexican subsidiary | |
New Equity | parent purchases new shares of the subsidiary |
Note that MNCs do not unilaterally transfer capital from home to host country. Once an international subsidiary is established, it may obtain capital from local and international markets. Indeed, given the corporate advantages that we expect it to have (technology, international markets, quality management, trademarks), the subsidiary can often compete very effectively for capital in its host country, at favorable rates.
MANAGING INTERNATIONAL FINANCIAL
EXPOSURE
The text identifies four types of financial exposure of international
business operations:
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Inflation | Accelerate receivables; stretch payables; remit profit to corporate operations in a lower-inflation country; invest local cash in appreciating assets |
Currency-translation risk | Reduce the net exposure by equalizing the exposed assets and liabilities of the operation (note that the "exposed" assets and liabilities depend on the translation method used to consolidate corporate accounts: current vs. temporal method), for example, by borrowing in the local currency |
Currency-transaction risk | Operational hedging for arm's length transactions:
minimize exposure by negotiating favorable terms (immediate payment, or
payment in one's home currency) with arm's-length transactions.
Operational hedging for intra-corporate (international) transactions: monitor to match receivables and payables in each foreign currency. Contractual hedging: use forward contracts and options. |
Economic risk | Develop tactics for pricing and promotion under volatile currency environments;
modify product strategy to compete in the most advantageous market segments in the given environment; locate production operations in more stable or more advantageous currency environments. |