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international joint ventures in developing countries robert miller jack glen fred jaspersen and yannis karmokolias venture lowers capital requirements rela for example 36 percent were rated by par international joint ...

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                                                International Joint Ventures in 
                                                               Developing Countries
                                        ROBERT MILLER, JACK GLEN, FRED JASPERSEN, AND YANNIS KARMOKOLIAS
                                                                         venture lowers capital requirements rela-             for example, 36 percent were rated by par-
                    International joint ventures                         tive to going it alone.                               ticipants as having performed poorly—a
                    offer attractive opportunities,                         As attractive as joint ventures might              high proportion indeed. An obvious set of
                                                                         seem, however, they frequently perform                questions therefore arises: If international
                    yet they frequently perform                          unsatisfactorily and are comparatively                joint ventures are established to exploit the
                    unsatisfactorily. Why do they                        unstable. This seems to be true even when
                                                                         the partners are two companies from
                    run into trouble, and what                           the same industrial country; inter-
                    can partners and managers                            national joint ventures seem 
                                                                         to be more vulnerable 
                    do to maximize the chances of                        still. In a study of the
                    success?                                             latter (Killing, 1982),
                            OINT ventures between domestic
                            companies in developing countries
                    Jand foreign companies have become
                            a popular means for both manage-
                    ments to satisfy their objectives. They offer,
                    at least in principle, an opportunity for
                    each partner to benefit significantly from
                    the comparative advantages of the other.
                    Local partners bring knowledge of the
                    domestic market; familiarity with govern-
                    ment bureaucracies and regulations; under-
                    standing of local labor markets; and,
                    possibly, existing manufacturing facilities.
                    Foreign partners can offer advanced pro-
                    cess and product technologies, manage-
                    ment know-how, and access to export
                    markets. For either side, the possibility of
                    joining with another company in the new
                    Robert Miller,                          Jack Glen,                              Fred Jaspersen,                         Yannis Karmokolias,
                    a US national, is a Consultant to       a US national, is a Principal           a US national, is Lead Economist        a Greek national, is a Senior
                    the International Finance Corpora-      Economist in the International          in the International Finance            Economist in the International
                    tion’s Economics Department.            Finance Corporation’s Economics         Corporation’s Economics                 Finance Corporation’s Economics
                                                            Department.                             Department.                             Department.
                    26        Finance & Development / March 1997
                     complementary features of each partner,                           Importance and difficulty of                             virtually inevitable in a relationship as
                     why are the partners frequently disa-                               negotiating points in joint                            complex and dynamic as a joint venture. At
                     pointed with their joint performance? What                               venture agreements                                the extreme, conflicts can lead to the desire
                     problems cause them to be unstable? Can                              (percentage of respondents noting category)           of one partner or the other to dissolve the
                     these problems be alleviated to improve                                                                                    enterprise, so provisions detailing proce-
                     these ventures’ prospects for success? On                                                 Important      Difficult         dures to be followed in the event of a disso-
                     behalf of the International Finance                             Equity structure               80           33             lution are obviously necessary.
                     Corporation (IFC), we surveyed joint ven-                       Technology transfer            78           26                Division of managementresponsi-
                     tures between domestic companies in                             Marketing issues               45           28             bility and degree of management
                     developing countries and foreign compa-                         Staffing issues                44           26             independence. There is some evidence
                     nies based in industrial countries to try to                    Dividend policy                42           21             that protection of a joint venture’s manage-
                     understand the difficulties that arise in                       Source: Robert Miller, Jack Glen, Fred Jaspersen,          ment from parent company interference is
                     negotiations leading up to a joint venture                      and Yannis Karmokolias, 1996, International Joint          an important determinant of the venture’s
                                                                                     Ventures in Developing Countries, IFC Discussion
                     agreement and those that arise during the                       Paper No. 29 (Washington: World Bank).                     success. Attempts by parent companies to
                     venture’s implementation and operation.                                                                                    micromanage an enterprise that may be
                     About 75 joint ventures in 6 countries were                                                                                thousands of miles away are doomed to fail-
                     included in the study.                                                                                                     ure. A better strategy is for them to set up
                                                                                      Both sides are aware that payments for                    clear operational parameters and then let
                     Negotiating agreements                                       technology are an important means of                          the venture’s management succeed or fail
                        The managers we contacted expressed                       transferring benefits from the venture and                    on its own.
                     mixed feelings about the formal joint ven-                   of indirectly maintaining control, which                         Changes in ownership shares.How
                     ture agreement, with some managers view-                     inevitably leads to prolonged discussion of                   should the ownership structure be changed
                     ing it as a critical element in defining the                 technology transfer. Technology providers                     as a joint venture matures? Although most
                     longer-term relationship and others dis-                     are interested in protecting their intellectual               partners agree that they should address
                     counting its significance. The latter group                  property and, therefore, want to set limits                   this issue early on, rather than waiting for a
                     tended to stress that no agreement can                       on where and how the technology can be                        crisis to occur, it remains a sensitive one.
                     work without the good will and dedication                    used by the joint venture and to place                        Developing country partners, especially,
                     of both partners, a point that may be true                   restrictions on who controls derivative tech-                 can be leery of such provisions, which they
                     but that does not diminish the importance                    nologies, no matter where developed. The                      see as potential death warrants—that is, as
                     of a well-crafted working agreement. The                     developing country partners hope to set                       vehicles that industrial country partners
                     former group, which included the vast                        bounds on the royalties and fees they will                    may, for one reason or another, use to take
                     majority of managers contacted, believed                     have to pay providers, especially as the                      full control.
                     the agreement to be an essential building                    technology becomes older, and to broaden                         Dividend policy and other finan-
                     block in structuring the joint venture. On                   the joint venture’s control over its use.                     cial matters. Dividend policy goes to the
                     the one hand, an indication of the serious-                      There are other problems that frequently                  heart of why companies enter into joint
                     ness managers attached to such agree-                        arise during negotiations:                                    ventures, with some companies hoping to
                     ments was that nearly 85 percent of the                          Valuation problems. Each partner                          expand and gain market share rapidly
                     agreements required at least 6 months, and                   brings financial and other assets to the joint                while others are striving to achieve quick
                     about 20 percent took more than 18                           venture, and it is often not easy to deter-                   increases in cash flows that they can use to
                     months, to negotiate. On the other hand, the                 mine what these assets are worth. One side                    support other operations. Potential con-
                     survey found no relationship between the                     may bring a going business, which may not                     flicts between these differing objectives are
                     length of time required to complete an                       have equity shares traded on a secondary                      best handled when the joint venture agree-
                     agreement and the partners’ ultimate satis-                  market. Or technology may already be                          ment is being negotiated.
                     faction with the venture’s operation.                        incorporated into a product that is to be                        Marketing and staffing issues.
                        Two issues were clearly more important                    produced and sold by the venture. What are                    Because marketing is so critical to the joint
                     in joint venture negotiations (see table).                   such assets worth? Such problems are                          venture’s success, it should not be surpris-
                     First was the equity structure (noted by                     among the most difficult to sort through in                   ing that it can be a difficult matter to nego-
                     four-fifths of respondents), which was also                  negotiations.                                                 tiate. From the viewpoint of the local
                     viewed as the most difficult issue to negoti-                    Transparency. Getting accurate data                       partner’s management, maintaining control
                     ate. Control of a joint venture is not some-                 upon which to base valuations and other                       over distribution channels and marketing is
                     thing surrendered easily, although, as                       decisions can be very difficult in some                       one way in which its continuing contribu-
                     noted below, majority ownership does not                     countries, especially where accounting                        tion to the joint venture can be assured.
                     necessarily confer control of all aspects of a               standards are quite different from interna-                   Such a view, however, may conflict with the
                     joint venture’s operations. Second was the                   tional standards. Transparency is a par-                      plans of the multinational company (MNC)
                     set of conditions for technology transfer,                   ticular problem in former command                             partner, which may see the joint venture as
                     almost always from the industrial country                    economies, where, until recently, there have                  only part of a larger strategy to enter the
                     partner. Important aspects include defining                  been no real markets for outputs, supplies,                   developing country market. Similarly, insis-
                     precisely what technologies (possibly                        or financial instruments.                                     tence by the MNC partner on control of 
                     including technologies not yet developed                         Conflict resolution. Many joint ven-                      key positions in the joint venture may be
                     by either side) are to be covered in the                     ture agreements spell out how disputes                        seen by the local partner, first, as overly
                     agreement and the terms under which they                     between partners are to be resolved. These                    expensive and, second, as an effort to
                     are to be made available to the venture.                     provisions are important, since disputes are                  marginalize it.
                                                                                                                                                Finance & Development /  March 1997                    27
                                                                                                                             • Differences in partner size. The local
                                                                   Box 1                                                  partner is likely to be considerably smaller
                                           How joint ventures can adjust:                                                 than the MNC partner, a difference that can
                               Manufacturing consumer electronics products in India                                       have important consequences for operating
                      One joint venture included in our study had brought together Indian and US partners to manu-        the joint venture. MNC managers note, for
                      facture a consumer electronics product. The joint venture was established with a clear division     example, that early, rapid expansion of the
                      of responsibilities, and, at the beginning, its target market was India. Since the Indian partner   venture can require substantial capital 
                      had existing complementary products, it was agreed that this company would be responsible           infusions that the developing country part-
                      for marketing and distribution channel development, while the US side would supply product          ner may not be able to provide. It is also
                      and process technologies. The joint venture has been enormously successful, manufacturing           true, however, that the joint venture may be
                      high-quality products throughout the country. Now the question of exporting these products          far more important to the smaller partner
                      has arisen. The agreement specifies that exporting must be done through the US partner—a            than to the MNC partner; several managers
                      multinational company that distributes similar products, manufactured in plants in a variety of     we spoke with noted that the joint ventures
                      countries, through its worldwide network. The difficult question now arising is how the Indian      they were involved in seemed to be unim-
                      joint venture’s products can best be exported through the US company’s existing distribution        portant to the MNC and to have received
                      structure.                                                                                          too little of its attention. The MNC might
                        This evolving problem is one that has been confronted by countless other joint ventures,          assign managers to the venture on a rotat-
                      and, judging from their accumulated experience, the solution is likely to be an incremental one.    ing basis, allowing too little time for them
                      First, exports will probably be shipped, through the US parent, to regions not now covered by       to become truly effective there. 
                      its distribution network. If that works out, then the joint venture could be asked to supply prod-
                      ucts ancillary to the US firm’s main product lines—line fillers, so to speak—that would be dis-        Ownership and control problems.
                      tributed through its normal channels of distribution. As the joint venture’s volume increases       One problem that frequently arises in the
                      and the quality of its output improves, its costs could come down to those of other, now much       management of joint ventures occurs when
                      larger, manufacturing plants in the MNC partner’s system. At that point, a decision would need      an owner’s attitude changes. For example,
                      to be made as to whether to include the joint venture as part of the US company’s global sourc-     the local partner might be a closely held
                      ing network.                                                                                        family corporation in which the driving
                                                                                                                          force behind formation of the venture has
                                                                                                                          come from the family patriarch, often the
                                                                                                                          founder of the company. Not infrequently,
                   Operational problems                                in such situations. The developing country         the partner’s commitment to the venture
                      Once joint ventures are in operation, they       partner, however, often has quite different        changes materially when the patriarch is
                   may experience various problems, some of            ideas, looking to the venture as a natural         succeeded by other family members who
                   which might have been foreseeable at the            vehicle for expanding into foreign markets.        may not share his original interest. Similar
                   time the agreement was negotiated, others           In most of the agreements we examined,             attitudinal shifts can occur in MNC part-
                   of which could not.                                 exports were restricted in one way or              ners when their management, or even their
                      Problems related to multination-                 another (see Boxes 1 and 2).                       ownership, changes (see Box 2).
                   ality. Many joint ventures undertaken in              • Tax issues. An MNC generally wishes               There may be other control problems: 
                   developing countries involve large MNCs            to minimize its worldwide tax burden. This             • Product line disputes. The interests of
                   that participate in a variety of other joint       objective can dramatically affect its rela-         the two partners diverge over time, with
                   ventures and run wholly owned sub-                  tions with a joint venture, especially when        one desiring to extend the current product
                   sidiaries elsewhere in the world. The devel-        the latter either imports parts and compo-         line while the other demurs.
                   oping country firms that are their joint            nents from the MNC or, as is usual, exports           • Material and component sourcing.
                   venture partners, though they may be quite         products through the MNC parent. The                Local, and possibly cheaper, sources of
                   large by local standards, are often dwarfed        MNC may manipulate transfer prices—that             components can emerge, but the MNC part-
                   by their MNC partners. One possible source         is, the prices charged by one part of the           ner, which has been supplying them,
                   of difficulty, for example, is the differing       MNC when transferring them to another               remains adamant about continuing the sup-
                   basic objectives of the two types of firms.        part—to lower its taxes, a strategy that is         ply relationship unchanged.
                   An MNC may hope the joint venture will             not necessarily in the interests of the local          • Technology utilization. The MNC part-
                   operate in a way that will be optimal from         partner—a problem frequently mentioned              ner withholds some technologies, to the
                   the standpoint of its entire global network,       by local partners in our interviews with            perceived detriment of the joint venture. 
                   not merely within the local market on              them.                                               Or new technology extensions developed
                   which their domestic joint venture partner            • Dividend and investment policies. The          within the venture are prevented from
                   usually focuses. These differing objectives         MNC partner may have global investment             being used more widely by the MNC part-
                   can lead to a variety of disagreements,             programs that involve transferring of funds        ner’s management.
                   including the following:                            from one region to another. It might, there-          • Cultural problems. Joint venture man-
                      • Export rights. Typically, the MNC              fore, prefer to receive dividends from the         agements often are drawn from different
                   would prefer not to allow the joint venture         joint venture instead of reinvesting earn-         cultures, and misunderstandings can occur
                   to export products, which may be of infe-           ings, a position not necessarily compatible        for that reason alone. MNC executives
                   rior quality (compared with those it manu-          with that of its domestic partner. The oppo-       assigned to a joint venture can be seen by
                   factures elsewhere), into markets already           site situation—in which the MNC partner            local nationals as “arrogant” or “narrow-
                   served by other manufacturing points in its         is content to delay dividends in favor of          minded” individuals who are not able or
                   own system. It therefore favors insertion of        faster expansion, and the local partner            willing to comprehend the nuances of the
                   strict export limitations into the agreement        demurs—also occurs on occasion.                    culture where the venture’s business is
                   28        Finance & Development / March 1997
                                                                                                                         overly legalistic document to provide the
                                                                Box 2                                                    basis for overcoming these future conflicts
                                    When joint venture partners disagree                                                 in an orderly manner. 
                    The need for care in negotiating and, when necessary, renegotiating joint venture agreements            • The agreement is best considered as a
                    can be illustrated by briefly describing cases from the International Finance Corporation (IFC)      “living” document, in the sense that among
                    study in which serious disagreements arose between the partners. In one case, a large foreign        its provisions should be procedures for
                    company that had failed in an attempt to become established in India retreated by forming a          changing the agreement. Partners need to
                    joint venture with a local company with roughly comparable products. All worked smoothly             realize at the outset that their respective
                    until recently, when new management in the foreign partner called for a new strategy that            comparative advantages in the joint ven-
                    would, once again, involve trying to establish the company on its own. The negotiated agree-         ture can change over time. Such ventures,
                    ment between the joint venture partners prevents such an attempt, however, because it reserves       after all, necessarily entail power relation-
                    to the joint venture any local product manufacturing and sales.  No resolution to this dilemma       ships. Wise partners make sure that their
                    had been found at the time of the IFC’s study.                                                       companies are vital to the venture’s success
                       In a second case, a provision in the agreement setting up a joint venture in Turkey to manu-      over the long run. It is not sufficient for
                    facture automotive components called for all export sales to be made through the foreign part-
                    ner, and this eventually became a constraint for the joint venture. The venture, which made          firms to depend on their intimate knowl-
                    products carrying the foreign company’s well-known brand, originally made products for only          edge of government affairs or familiarity
                    the domestic market. As time went on, however, the venture’s products became internationally         with local financial markets if they wish to
                    competitive, both in quality and in price, and there was perhaps a natural inclination to take       have continuing relevance to the joint ven-
                    advantage of this competitiveness by beginning exports to Europe. Unfortunately, the foreign         ture, since the perceived value of these con-
                    partner’s headquarters and main factories were in Europe, and it had little interest in displacing   tributions is bound to erode over time; more
                    its own production with Turkish-made items, despite what appeared to be clear cost advan-            substantive advantages—technology, dis-
                    tages. Time may change the foreign partner’s viewpoint and provide a stronger incentive for          tribution channel control, export control,
                    modification of the joint venture agreement, but in the meantime, the venture’s ability to           etc.—will be required.
                    expand its sales beyond Turkey’s borders will remain tightly circumscribed.                             • Technology transfer is one of the more
                                                                                                                         sensitive and difficult issues confronting
                                                                                                                         joint venture managements. Although 
                                                                                                                         the relevant provisions of the venture
                 being done. For their part, MNC managers            tive costs and quality. Such a change can           agreement provisions are important in
                 may dislike some business practices that            necessitate new and large capital infusions         establishing an operational framework,
                 they view as unacceptable and deeply                that might be acceptable to one partner but         technology is one area where formal provi-
                 embedded corruption that local nationals            not the other.                                      sions cannot serve as an adequate substi-
                 might see as quite normal. At the root of              Obsolescing provisions of a joint venture        tute for good will and understanding
                 such problems is the fact that common               agreement are another cause of disputes.            between the partners.
                 events can be interpreted in different ways         Disputes occur in instances where excessive            • Agreements need to contain fairly
                 by individuals from different countries (or         detail has been initially inserted into the         detailed provisions covering dispute resolu-
                 companies). This can be a particular prob-          agreement, and they are difficult to resolve        tion and, in the event of failure to reconcile
                 lem in transition economies, where the eco-         once the conditions that motivated the pro-         differences, the exit mechanism to be
                 nomic and political system may persist in           visions change. An example of a problem             employed in terminating the joint venture.
                 transmitting ambiguous signals to individ-          provision is one dictating that the MNC             Negotiation of such provisions should not
                 uals on what behavior is expected of them.          partner will purchase a fixed proportion of         be avoided because of an optimistic belief
                    Changing relationships. Joint ven-               the joint venture’s output, which may ulti-         that good relations will be maintained over
                 tures involve dynamic relationships, and it         mately prove to be inappropriate for sale in        the life of the venture, since trying to
                 is almost impossible to foresee at the time         the MNC’s other markets. In general, too            resolve disputes in an ad hoc fashion can be
                 of agreement just how underlying condi-             strong a drive for legalistic purity in             highly problematic. F&D
                 tions might change. For example, learning           spelling out the precise joint venture rela-
                  takes place, and it can modify how one             tionship in the partners’ initial agreement
                  partner views the contributions of the             creates rigidities that may require lengthy
                  other. A developing country partner often          renegotiations later on.
                  is seen at the outset as mainly contributing
                  knowledge of local practices, and the per-         Conclusions
                  ceived value of its contribution can                  Joint venture relationships are often frag-
                  decrease as the MNC partner learns more            ile and both difficult to negotiate and, once
                  about the local setting.                           negotiated, to hold together. Yet many do
                    Technological change also can lead to            succeed and, indeed, thrive. Some of the
                  modifications in the partners’ relationship.       lessons learned in this study are as follows:        This article is based on the authors’
                  Unforeseen advancements in product or                 • Although no joint venture agreement             International Joint Ventures in Developing
                  process technologies can obviate the origi-        can serve as a substitute for the commit-            Countries, IFC Discussion Paper No. 29
                  nal need for the joint venture from the per-       ment of the partners, even deeply commit-            (Washington: World Bank, 1996).
                  spective of one or the other partner. Or new       ted partners can expect to have conflicts. A         Reference:
                  technology might require the venture to            suitable agreement, therefore, is a vital               J. Peter Killing, “How to Make a Global Joint
                  adopt much more capital-intensive produc-          component of a successful relationship.              Venture Work,” Harvard Business Review, 
                  tion methods in order to maintain competi-         Such an agreement does not have to be an             Vol. 60 (May/June 1982), pp. 120–27.
                                                                                                                          Finance & Development /  March 1997           29
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...International joint ventures in developing countries robert miller jack glen fred jaspersen and yannis karmokolias venture lowers capital requirements rela for example percent were rated by par tive to going it alone ticipants as having performed poorly a offer attractive opportunities might high proportion indeed an obvious set of seem however they frequently perform questions therefore arises if yet unsatisfactorily are comparatively established exploit the why do unstable this seems be true even when partners two companies from run into trouble what same industrial country inter can managers national more vulnerable maximize chances still study success latter killing oint between domestic jand foreign have become popular means both manage ments satisfy their objectives at least principle opportunity each partner benefit significantly comparative advantages other local bring knowledge market familiarity with govern ment bureaucracies regulations under standing labor markets possibly ...

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