Comments on “Singapore and Thailand” Joshua Felman IMF India Conference on Asian FDI April 26, 2007 Motivation There has been an explosion of overseas acquisitions by emerging market companies in recent years This explosion is historically unprecedented – typically overseas investments have begun at much higher levels of development (Japan in the 1980s) Key questions What is the driving force behind this overseas expansion? How are these investments faring? Paper attempts to answer these questions by examining the experience of Singapore and Thailand What has it found? Key questions What is the driving force behind this overseas expansion? How are these investments faring? Do “connections” provide a comparative advantage? Standard theory suggests that MNCs need to have a comparative advantage, usually technological Paper suggests that “connections” could provide an this advantage What is the logic? There are high barriers to entry: possible only if you have connections Because entry barriers are high, you can earn monopoly rents, so profits are assured But over time high profits attract new entrants, increasing competition So, networking cannot provide a lasting advantage: you need a real comparative advantage What about cultural affinity? EMNCs could be better than MNCs from developed countries in dealing with emerging markets In particular, companies run by ethnic Chinese might do better than Western firms in China But the evidence in the paper does not support this hypothesis Thai firms have stuck to Western-oriented Shenzen Singapore companies have ventured out of Shenzen, but have had a difficult time, as Chinese business culture has proved very different Other reasons for expansion? Paper suggests that Thai firms expanded in neigboring countries to take advantage of free-trade agreements But traditional theory suggests the opposite, that FDI is spurred by trade barriers, as firms try to jump over tariff walls In contrast, when there is free trade, they can just export from the home country Indeed, when it comes to Europe and the US, the paper says that Thai firms have invested in these regions precisely to bypass trade barriers So, what is the driving force behind overseas expansion? No clear conclusion: paper cannot identify any durable comparative advantage Key questions What is the driving force behind this overseas expansion? How are these investments faring? The record so far Paper tells a cautionary tale: Overseas expansion based on “connections” is fraught with financial peril (Thailand) Acquisitions by state-linked enterprises create political risks (Singapore) Many companies have had to restructure and scale back their international activities Temasek’s investment in Shin has proved a financial and political disaster Is this pessimistic conclusion warranted? Financial peril? Conclusions are based on a few case studies Almost no analysis of financial data Could examine financial statements to see whether the investments have proved profitable Many of Temasek’s holdings are in listed companies Temasek has earned substantial returns in Indonesia Political risks? Temasek’s investment in Shin has certainly been a disaster But what lesson should we draw from this case? State-linked companies can generate a political backlash or Financial dealings with controversial politicians are risky Temasek’s many other successful investments suggests the second lesson is more important Experience in Indonesia with Suharto-linked firms reinforces this conclusion Conclusion There are certainly grounds for caution But before we draw conclusions further research will be important The historically unprecedented expansion of overseas investment in the past few years has coincided with a surge in global liquidity: there may be an “acquisitions bubble” Companies are leveraging up to fund these acquisitions Record suggest many overseas acquisitions, even by developed country MNCs, do not work out To identify the theoretical comparative advantage of EMNC’s To review the financial evidence to see how these overseas investments are faring in practice This paper, through its careful review of some case studies, makes a valuable start 12
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