TRANSNATIONAL CORPORATION (TNCs)

1. TRANSNATIONAL CORPORATION (TNCs) Nguyen Thuy An Nguyen ThiLanAnh Tran QuocVy Ngo Nguyen Minh Hang Van Thi Ngoc Dung Nguyen TuongDat

2. Outline

3. Transnational Corporation (TNCs) Private firms that have established branch operation in nations foreign to their headquarters’ country E.g. Wal-Mart, Toyota Motor, Ford Motor …

4. Serve domestic market only Export to overseas market(s) through independent channels (e.g. sales agents) License foreign manufacturer to produce for overseas market(s) Establish sales outlet in overseas market(s) Establish production facility overseas (a) By acquiring local firm (a) By setting up new facility (a) By acquiring local firm (a) By setting up new facility TNC- development as a sequential process

5. Different entry modes used by TNCs Source: UNCTAD survey.

7. Foreign direct investment (FDI) The purchase or construction of factories and other fixed asset by TNCs

8. Distribution of FDI Source: UNCTAD survey. BRICs dominate the top 5 most attractive economies for FDI

9. Locational Criterion For market growth, developing and transition economies E.g. China, India, Brazil, the Russian Federation, Indonesia, Viet Nam, Poland and Thailand. For market size, the largest economies are favored, either developed ones (E.g. the United States, Germany and Canada) or emerging ones (E.g. China, the Russian Federation and Brazil). ….

10. Source: UNCTAD survey. Size and growth of market are the major location determinants

11. TNCs’ Impact

12. FACT & FIGURE 62 000 TNCs 900 000 foreign affiliates 56 million workers 19 trillion in sales 1/10 of world GDP 1/3 of world export  TNCs become ever-more important in the globalizing world space economy

13. 1. The direct impact of TNCs is limited to relatively few countries and regions FDI (foreign direct investment): the investment by TNC to other countries For developing country: <30% (early of 21st century) 42% (2004) majority: South, Southeast and East Asia, Latin American and Caribbean For least developed country: 1%(1994) 5%(2004)  The vast majority of FDI still flows not to the poor or developing worlds but to the rich

14. 1. The direct impact of TNCs is limited to relatively few countries and regions WHY? TNCs actively engaged in Merge and Acquisition in already developed foreign market areas HOWEVER in 2004, FDI for developed country declined (<50% of the peak in 2001) FDI in Asia rose by over 6%

15. 2. The worldwide impact of their consolidation is significant Focus in few industries: computers, electronics, petroleum and mining, motor vehicle, chemical and pharmaceuticals, etc. In raw materials: few TNC account for 85% of world trade World pharmaceutical industry: dominated by just 6 firms Automobiles producer: 15 firms( early 21st ) 5 or 10 (2015)

16. Comparative advantage of TNC Most TNCs operate in a few industries (computers, electronics….) Some dominate the marketing and distribution of basic and specialized commodities For example: in raw materials, a few TCNs account for 85% or more of world trade in wheat, maize, coffee… In manufacturing, pharmaceutical industry is dominated by just six firms The world’s 15 major automobile producers at the start of the 21st century, it has been predicted, will fall to five or 10 by 2015

17. Comparative advantage of TNC TNCs actively exploit the principle of comparative advantage They produce in that country or region where costs of materials, labor, or other production inputs are minimized Maintaining operational control and declaring taxes in localities where the economic climate is most favorable Research and development, accounting, and other corporate activities are placed wherever economical and convenient.

18. HONDA MOTOR Corporation

19. Honda • Established in 24 September 1948. • Soichiro Honda (1906-1991) • Takeo Fujikawa (1910-1988)

21. Chairman

22. CEO Takanobu Ito

23. Automobiles Motorcycles Scooters ATVs Electrical Generators Water pumps Lawn and Garden Equipments Tillers Outboard motors Robotics Jets Jet Engines Thin-film solar cells Products

27. Corporate Profile and Divisions • Honda is headquartered in Minato, Tokyo, Japan. • Their shares trade on the Tokyo Stock Exchange and the New York Stock Exchange, as well as exchanges in Osaka, Nagoya, Sapporo, Kyoto, Fukuoka, London, Paris and Switzerland. • Honda has also created joint ventures around the world: • Honda Siel Cars and Hero Honda Motorcycles in India • Guangzhou Honda and Dongfeng Honda in China • Honda Atlas in Pakistan

28. Assembly Plants • 50 Factory in 19 countries around the world. • 200.000 employees • Total Assets of 124.98 billion USD (FY 2009).

29. HONDA - regional competitive advantages. IN US Main product: automobiles

30. Regional competitive advantages • Market is large because GDP/person is high. • Traffic infrastructure is qualify. • Demand of cars is high.

31. Regional competitive advantages: Developed industry with high technology level. Skill labors

32. HONDA - regional competitive advantages. IN VIETNAM Main product: Motorcycle

33. Regional competitive advantages Large population and GDP/person is quite low Demand of motorcycle is high. The traffic infrastructure is low quality. VN economy is just centralized develop in some major region, so the short distance does not require cars.

34. Regional competitive advantages Developing country low technology and science infrastructure ; unskilled labors  more relevant to produce motorcycle than automobile.

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