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332 PART 5 • KEY STRATEGIC-MANAGEMENT TOPICS

process is more complex for international firms due to more variables and relationships.
The social, cultural, demographic, environmental, political, governmental, legal, techno-
logical, and competitive opportunities and threats that face a multinational corporation are
almost limitless, and the number and complexity of these factors increase dramatically
with the number of products produced and the number of geographic areas served.
More time and effort are required to identify and evaluate external trends and events in
multinational corporations than in domestic corporations. Geographic distance, cultural and
national differences, and variations in business practices often make communication between
domestic headquarters and overseas operations difficult. Strategy implementation can be
more difficult because different cultures have different norms, values, and work ethics.
Multinational corporations (MNCs) face unique and diverse risks, such as expropria-
tion of assets, currency losses through exchange rate fluctuations, unfavorable foreign
court interpretations of contracts and agreements, social/political disturbances, import/
export restrictions, tariffs, and trade barriers. Strategists in MNCs are often confronted
with the need to be globally competitive and nationally responsive at the same time. With
the rise in world commerce, government and regulatory bodies are more closely monitor-
ing foreign business practices. The U.S. Foreign Corrupt Practices Act, for example, mon-
itors business practices in many areas.
Before entering international markets, firms should scan relevant journals and patent
reports, seek the advice of academic and research organizations, participate in interna-
tional trade fairs, form partnerships, and conduct extensive research to broaden their con-
tacts and diminish the risk of doing business in new markets. Firms can also offset some
risks of doing business internationally by obtaining insurance from the U.S. government’s
Overseas Private Investment Corporation (OPIC).
Philips Electronics NV is one of many firms moving into emerging markets. A few of
Philips’s acquisitions in the year 2008 alone were Medel in Italy, Meditronics in India,
Alpha X-Ray Technologies in India, Dixtal Biomedica & Tecnologia in Brazil, Shenzhen
Goldway Industrial in China, and VMI-Sistemes Medicos in Brazil.

Advantages and Disadvantages of International
Operations
Firms have numerous reasons for formulating and implementing strategies that initiate,
continue, or expand involvement in business operations across national borders. Perhaps
the greatest advantage is that firms can gain new customers for their products and services,
thus increasing revenues. Growth in revenues and profits is a common organizational
objective and often an expectation of shareholders because it is a measure of organiza-
tional success.
Potential advantages to initiating, continuing, and/or expanding international
operations are as follows:
1. Firms can gain new customers for their products.
2. Foreign operations can absorb excess capacity, reduce unit costs, and spread
economic risks over a wider number of markets.
3. Foreign operations can allow firms to establish low-cost production facilities
in locations close to raw materials and/or cheap labor.
4. Competitors in foreign markets may not exist, or competition may be less intense
than in domestic markets.
5. Foreign operations may result in reduced tariffs, lower taxes, and favorable political
treatment.
6. Joint ventures can enable firms to learn the technology, culture, and business
practices of other people and to make contacts with potential customers, suppliers,
creditors, and distributors in foreign countries.
7. Economies of scale can be achieved from operation in global rather than solely
domestic markets. Larger-scale production and better efficiencies allow higher
sales volumes and lower-price offerings.