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business organization was the Knights Templar, founded in 1120, this organization was
existed for nearly two century during middle age, it was officially indorsed by Catholic
Church around 1129, and was defunct by 1312. After that came the British East India
Company in 1600 was originally chartered as and then the Dutch East India Company,
founded March 20, 1602, which would become the largest company in the world for nearly
200 years.
MNCs are huge industrial organizations which extend their industrial and marketing
operations through a network of their branches or their Majority Owned Foreign Affiliates.
MNCs are also know as Transnational Corporation (TNCs). Till 1991, India was more or
less a closed Economy. The rate of growth of the economy was limited. The contribution of
the local industries to the countrys GDP was limited that were the main cause of shortage of
funds for various development projects initiated by the government. In an effort to revive the
industries and to bring the country back on the right track, the government began to open
various sectors such as Infrastructure, Automobile, Tourism, Information Technology, Food
and Beverages, etc to the Multinational Corporations. The MNCs slowly but reluctantly
began to pour capital investment, technology and other valuable resources in the country
causing a surge in GDP and upliftment of the economy as a hole. This was the post 1991 era
where the government began to invite and welcome giant MNCs into the country.
Multinational corporations are sometimes perceived as large, utilitarian enterprises with little
or no regard for the social and economic well-being of the countries in which they
operate, but the reality of their situation is more complicated. When a company operates in a
home nation established its subsidiary in other nation it becomes an MNC and there starts the
process of globalization where in a local company serves the entire worlds with its products
and services. India has experienced a dramatic increase in the presence of Multinational
Corporation having a tremendous expansion in the amount of foreign direct investment
inflows to the Indian economy. Internet tools like Google, Yahoo, MSN, E-Bay, Skype, and
Amazon make it easier for the MNCs to reach their potential customers in the country. There
are over 40,000 multinational corporations currently operating in the global economy, in
addition to approximately 250,000 overseas affiliates running cross-continental businesses. In
1995, the top 200 multinational corporations had combined sales of $7.1 trillion, which is
equivalent to 28.3 per cent of the world's gross domestic product. The top multinational
corporations are headquartered in the United States, Western Europe, and Japan; they have
the capacity to shape global trade, production, and financial transactions.
Multinational corporations are viewed by many as favoring their home operations when
making difficult economic decisions, but this tendency is declining as companies are forced
to respond to increasing global competition. The modern multinational corporation is not
necessarily headquartered in a wealthy nation.
Many countries that were recently classified as part of the developing world, including
Brazil, Taiwan, Kuwait, and Venezuela, are now home to large multinational concerns. The
days of corporate colonization seem to be nearing an end.
IBM computer and Pepsi-Cola from U.S.A., Siemens from Germany, Sony and Honda from
Japan Philips from Holland etc., are some of the MNCs operating at international levels.
Introduction Since 1991, India has experienced a dramatic increase in the presence
of Multinational Corporation (MNCs), and with it, a tremendous expansion in the amount
of foreign direct investment inflows to the Indian economy. This paper will analyse the effect
with this change has had on Indian entrepreneur. The overall conclusion reached is that the
increased presence of MNCs has had a positive impact on India entrepreneur. However, India
entrepreneur has not even come close to reaching its potential, and thus, much more change
needs to occur.
Country of Origin:
Coca Cola = USA
Dell = USA
HSBC = UK
LG = South Korea
Nestle = Switzerland
Samsung = South Korea
Sony = Japan
Vodafone = UK
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Foreign involvement
Export via agent or distributor
Export through sales representative or subsidiary
Local packaging or assembly
FDI
License
Time
International Corporation: These corporations conduct the operations in more than one
foreign country, but with the domestic orientation. This country believes that the practices
adopted in the domestic business, the people and products of the domestic business are
superior to those of the other countries. This company extends the domestic product,
domestic price, promotions and other business practices to the foreign market.
as a corporation that has its management headquarters in one country, known as the home
country, and operates in several other countries, known as host countries.
The Dutch East India Company was the second multinational corporation in the world (the
first, the British East India Company, was founded two years earlier) and the first company to
issue stock, and it was the largest of the early multinational companies. It was also arguably
the world's first mega corporation, possessing quasi-governmental powers, including the
ability to wage war, negotiate treaties, coin money, and establish colonies.
Some multinational corporations are very big, with budgets that exceed some nations'
GDPs. Multinational corporations can have a powerful influence in local economies, and
even the world economy, and play an important role in international relations and
globalization.
CHARACTERISTICS OF MNCS
1. AREA OF OPERATION : -The MNCs operate in many countries with multiple products
on large scale. A MNC may operate both manufacturing and marketing activities in a number of countries.
Some MNCs operate in several countries, whereas, others may operate in a few countries. Mostly MNCs
from developed countries dominate in the world markets.
2. ORIGIN:-The development of MNCs dates back to several centuries, but their real growth started
after the Second World War Majority of the MNCs are from developed countries like U.S.A, Japan,
UK, Germany and European countries. In recent years MNCs from countries like Korea, Taiwan,
India, China, etc. are operating in the world markets.
4. PROFIT MOTIVE: -MNCs are profit oriented rather than social oriented. Such
corporations do not take much interest in the social welfare activities of the host country.
5. MANAGEMENT: - The Parent company works like a holding company. The subsidiary
companies are to operate under control and guidance of parent company. The subsidiaries functions as
per the policies and directions of parent organisation.
7. QUALITY CONSCIOUSNESS: -MNCs are quality and cost conscious and managed by
professionals and experts. They have their own organisation culture and systems. MNCs believe in the
concept of total quality management.
OBJECTIVE
ADVANTAGES OF MNCS
To the Host country:
(1) Research and development activities: Developing countries lack in research and
development areas. Expenditure on research and development is essential for the promotion
of technology. Multinational corporations have greater capability for research and
development activities in comparison to national companies. Multinationals survive in the
international market through their advanced research and development activities.
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DISADVANTAGES OF MNC'S
To the Host country:
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1. MNC's may transfer technology which has become outdated in the home country. Obsolete
technology may be used in the host country.
2. As MNC's do not operate within the national autonomy, they may pose a threat to the
economic and political sovereignty of host countries.
3. MNC's may kill the domestic industry by monopolizing the host country's market.
4. In order to make profit. MNC's indiscriminately may use natural resources of the home
country indiscriminately and cause depletion of the resources.
5. A large sums of money flows to foreign countries in terms payments towards profits,
dividends and royalty.
6. Remittance of dividends and profits that can result in a net outflow of capital.
7. MNCs engage in anticompetitive activities such as formation of cartels and dumping.
8. MNCs offer higher wages to its employees in the host countries, which is much morethan
any other domestic firm.
MNCS STRUCTURE
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The opportunities for developing economies are significant as well. Through the application
of capital, technology, and a range of skills, multinational companies' overseas investments
have created positive economic value in host countries, across different industries and within
different policy regimes. The single biggest effect evidenced was the improvement in the
standards of living of the country's population, as consumers have directly benefited from
lower prices, higher quality goods, and broader selection. Improved productivity and output
in the sector and its suppliers indirectly contributed to increasing national income. And
despite often-cited worries, the impact on employment was either neutral or positive in twothirds of the cases. Foreign direct investment is already having a dramatic impact on the way
companies do business and developing economies integrate with the global economy.
Compared to its potential, however, it's just a drop in the bucket.
IMPACT ON
DEVELOPING
ECONOMIES
&
POLICY
IMPLICATIONS
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TYPES
1. Horizontal FDI arises when a firm duplicates its home country-based activities at the
same value chain stage in a host country through FDI.
2. Platform FDI Foreign direct investment from a source country into a destination
country for the purpose of exporting to a third country.
3. Vertical FDI takes place when a firm through FDI moves upstream or downstream in
different value chains i.e., when firms perform value-adding activities stage by stage
in a vertical fashion in a host country.
METHODS
The foreign direct investor may acquire voting power of an enterprise in an economy through
any of the following methods:
tax holidays
preferential tariffs
Bonded warehouses
Maquiladoras
infrastructure subsidies
R&D support
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INDIA
Foreign investment was introduced in 1991 under Foreign Exchange Management Act
(FEMA), driven by then finance minister Manmohan Singh. As Singh subsequently became
the prime minister, this has been one of his top political problems, even in the current times.
India disallowed overseas corporate bodies (OCB) to invest in India. India imposes cap on
equity holding by foreign investors in various sectors, current FDI in aviation and insurance
sectors is limited to a maximum of 49%.
Starting from a baseline of less than $1 billion in 1990, a 2012 UNCTAD survey projected
India as the second most important FDI destination (after China) for transnational
corporations during 20102012. As per the data, the sectors that attracted higher inflows were
services, telecommunication, construction activities and computer software and hardware.
Mauritius, Singapore, US and UK were among the leading sources of FDI. Based on
UNCTAD data FDI flows were $10.4 billion, a drop of 43% from the first half of the last
year.
Nine of the 10 largest foreign companies investing in India (from April 2000- January 2011)
are based in Mauritius. List of the ten largest foreign companies investing in India (from
April 2000- January 2011) are as follows -1. TMI Mauritius Ltd. ->Rs 7294 crore/$1600 million
2. Cairn UK Holding -> Rs6663 crores/$1492 million
3. Oracle Global (Mauritius) Ltd. -> Rs 4805 crore/$1083 million
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GOVERNMENT INITIATIVES
Indias cabinet has cleared a proposal which allows 100 per cent FDI in railway
infrastructure, excluding operations. Though the initiative does not allow foreign firms to
operate trains, it allows them to do other things such as create the network and supply trains
for bullet trains etc.
The government has notified easier FDI rules for construction sector, where 100 per cent
overseas investment is permitted, which will allow overseas investors to exit a project even
before its completion. It also said that 100 per cent FDI will be permitted under automatic
route in completed projects for operation and management of townships, malls and business
centres.
With the objective of encouraging foreign firms to transfer state-of-the-art technology in
defence production, the government may increase the FDI cap for the sector to 74 per cent
from 49 per cent at present. India is expected to spend US$ 40 billion on defence purchases
over the next 4-5 years, mostly from abroad.
The Union Cabinet has cleared a bill to raise the foreign investment ceiling in private
insurance companies from 26 per cent to 49 per cent, with the proviso that the management
and control of the companies must be with Indians.
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The Reserve Bank of India (RBI) has allowed a number of foreign investors to invest, on
repatriation basis, in non-convertible/ redeemable preference shares or debentures which are
issued by Indian companies and are listed on established stock exchanges in the country.
In an effort to bring in more investments into debt and equity markets, the RBI has
established a framework for investments which allows foreign portfolio investors (FPIs) to
take part in open offers, buyback of securities and disinvestment of shares by the Central or
state governments.
framework of the country, and have the potential to reap profits from economically viable businesses. The
prospect of new growth opportunities and outsized profits encourages large capital inflows across a range of
industry and opportunity types.
Investors tend to look for predictable environments where they understand how decision-making
processes work. Governments therefore are incentivized to build up a track record of rational
decision making. The business environment often requires work to remove onerous regulations, reduce
corruption and encourage transparency. Governments often also seek to improve their domestic
infrastructure to meet the operational needs of investors. Providing fiscal incentives for attracting FDI
is a subject of controversy analysts have argued both in favour and against the idea. A general
consensus is developing in favour of certain incentives which have been proven historically to
grow profits and therefore foreign investments. When policies are effective, significant FDI
investments are injected into countries that help the domestic economy to grow. Different countries
and regions offer various kinds of fiscal incentives, with a related variance in the level of FDI
investments attracted. Governments are increasingly setting up promotional agencies to foster
foreign direct investment. These agencies promote FDI-friendly policies, identify prospective
sectors and investors, and structure specific deals and incentives for major foreign investors such as multinational corporations (MNCs).Global trade associations also play a major role in some of
these investment activities. These associations are tasked with creating a positive
environment for foreign direct investors and ensuring that both investors and recipient countries enjoy
a favorable environment. The formation of human capital is vital for the continued growth of FDI inflows. To
enable the most beneficial, technology and IP-driven FDI, highly skilled personnel are necessary.
Governments must therefore enact policies to provide training and skills upgrading to develop
their workforce and meet the employment needs of foreign investors.
7. For the home country it a good way to take advantage in a favorable foreign investment climate (e.g.
low tax regime).
8. For the host country FDI is a good way of improving the BoP position.
India presents a remarkable business opportunity by virtue of its sheer size and growth
Labour competiveness
FDI attractiveness
GOVERNMENT SUPPORT
Both revenue and capital expenditure on R&D are 100% deductible from taxable income under the
FDI Policy: Most sectors including manufacturing activities permitted 100% FDI
safety considerations)
Exchange Control: All investments are on repatriation basis.
Original investment, profits and dividend can be freely repatriated
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Following are the reasons why multinational companies consider India as a preferred
destination for business:
Aviation
Automobiles
Auto Components
Biotechnology
Financial Services
Food Industry
Gems and Jewellery
Healthcare
Information Technology
IT enabled Services
Media & Entertainment
Oil & Gas
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Pharmaceuticals
Real Estate
Retail
Research & Development
Science & Technology
Steel
Textiles
Telecommunications
Tourism & Hospitality
Training & Education
NESTLE
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Nestl's relationship with India dates back to 1912, when it began trading as The Nestl
Anglo-Swiss Condensed Milk Company (Export) Limited, importing and selling finished
products in the Indian market.
After India's independence in 1947, the economic policies of the Indian Government
emphasized the need for local production. Nestl responded to India's aspirations by forming
a company in India and set up its first factory in 1961 at Moga, Punjab, where the
Government wanted Nestl to develop the milk economy. Progress in Moga required the
introduction of Nestl's Agricultural Services to educate advice and help the farmer in a
variety of aspects. From increasing the milk yield of their cows through improved dairy
farming methods, to irrigation, scientific crop management practices and helping with the
procurement of bank loans.
Nestl set up milk collection centres that would not only ensure prompt collection and pay
fair prices, but also instill amongst the community, a confidence in the dairy business.
Progress involved the creation of prosperity on an on-going and sustainable basis that has
resulted in not just the transformation of Moga into a prosperous and vibrant milk district
today, but a thriving hub of industrial activity, as well.
Nestl has been a partner in India's growth for over nine decades now and has built a very
special relationship of trust and commitment with the people of India. The Company's
activities in India have facilitated direct and indirect employment and provides livelihood to
about one million people including farmers, suppliers of packaging materials, services and
other goods.
The Company continuously focuses its efforts to better understand the changing lifestyles of
India and anticipate consumer needs in order to provide Taste, Nutrition, Health and Wellness
through its product offerings. The culture of innovation and renovation within the Company
and access to the Nestl Group's proprietary technology/Brands expertise and the extensive
centralized Research and Development facilities gives it a distinct advantage in these efforts.
It helps the Company to create value that can be sustained over the long term by offering
consumers a wide variety of high quality, safe food products at affordable prices.
Nestl India manufactures products of truly international quality under internationally famous
brand names such as NESCAF, MAGGI, MILKYBAR, KIT KAT, BAR-ONE, MILKMAID
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and NESTEA and in recent years the Company has also introduced products of daily
consumption and use such as NESTL Milk, NESTL SLIM Milk, NESTL Dahi and
NESTL Jeera Raita.
Nestl India is a responsible organisation and facilitates initiatives that help to improve the
quality of life in the communities where it operates.
After more than a century-old association with the country, today, Nestl India has presence
across India with 8 manufacturing facilities and 4 branch offices.
Nestl India set up its first manufacturing facility at Moga (Punjab) in 1961 followed by its
manufacturing facilities at Choladi (Tamil Nadu), in 1967; Nanjangud (Karnataka), in 1989;
Samalkha (Haryana), in 1993; Ponda and Bicholim (Goa), in 1995 and 1997, respectively;
and Pantnagar (Uttarakhand), in 2006. In 2012, Nestle India set up its 8th manufacturing
facility at Tahliwal (Himachal Pradesh).
The 4 Branch Offices located at Delhi, Mumbai, Chennai and Kolkata help facilitate the
sales and marketing activities. The Nestl Indias Head Office is located in Gurgaon,
Haryana.
Research and Development (R&D) in India is part of Nestl S.A.s global R&D network and
supports all markets worldwide with new product development and manufacturing excellence
for Noodles. It is also a Centre of expertise for local Indian cuisine within the Nestl R&D
network and offers assistance to Culinary, Confectionery, Nutrition and Dairy products in the
South Asia Region (SAR).
Better nutrition in the region is a perpetual challenge. Its meaning changes with the stage of
development, the degree of social awareness, and scientific advancement. The new Nestl
R&D facility in India will help develop great tasting food solutions that are relevant for
consumers in the South Asia Region, creating products that take the promise of taste and
health to a broader economic and social section than ever before. It will also strengthen
Nestls position as the leader in Nutrition, Health and Wellness in the emerging markets.
Nestl India has always had Research and Development support from the Nestl R&D
network across the world. Now, with the new R&D Centre in Manesar, Nestl South Asia
Region will benefit from a greater regional consumer focus. Having an R&D Centre in
India also brings Research and Development closer to Nestl India businesses, and reflects
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the Nestl spirit of R&D-Business partnership towards developing winning concepts, suited
to the local consumer. It will in turn help Nestl R&D to bring out strong local concepts that
are in accordance with the Nestl Group ambition to provide affordable Nutrition, Health
and Wellness.
Ultimately, these concepts will not just be relevant for emerging markets like India, but could
be transferred to Nestl worldwide.
CASE STUDIES
NESCAF PLAN helping Indian coffee farmers
Baduvandra Laxhipathi Gowda is among the 176,040 proud Coffee farmers associated with
the NESCAF Plan operational across ten countries. His farm, Morning Mist is located in
Margodu Village, the Coorg District of Karnataka on the foothills of the Western Ghats where
the NESCAF Plan was launched in 2012. The Western Ghats, one of the eight hottest hot
spots of biodiversity in the world are home to shade grown eco-friendly coffee plantations.
Mr. Laxmipathi shares his association and experience with NESCAF Plan, India.
My name is Baduvandra Laxhipathi Gowda. Im 40 years old and Ive been in coffee
farming for over 20 years. I live with my wife, Vidhya, and our daughters Punarva, 7 years
and Monal, 3 years old.
Ive been involved with the NESCAF Plan since 2012, when Nestl Agronomists came to
my farm and explained how the plan would benefit coffee farming communities. I also
encouraged other farmers to participate in this programme and brought along 85 farmers for
the Nestl Better Farming Practices training sessions. We are all now a part of the NESCAF
Plan.
Sustainable approach to coffee cultivation
My farm is about six hectares and produces around 2,500 kg/ hectare of Robusta coffee
annually. I also get additional income from the 600 pepper vines that I have cultivated.
Through NESCAF Plan, I learnt about a lot of sustainable practices and I have started
implementing them.
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I was able to get the soil of my farm tested and now apply fertilizer based on this. I also learnt
about how I can better manage the plastic waste on the farm. I have invested in a rain water
harvesting facility with support from Nestl after learning more about water and soil
conservation. We were also given training on improving the skills of farm labour and
implementing health and safety measures for them.
By improving post-harvest practices such as drying coffee on plastic sheets, drying to
optimum moisture levels and storing dried coffee in a proper place, I have benefited with
premiums for good quality coffee over the market price.
Community development
The NESCAF Plan has been very helpful in improving existing cultivation practices,
enhancing coffee quality and protecting our environment. I feel fortunate to be associated
with it as whenever I need technical assistance or information, the NESCAF Plan team
make themselves available.
I also like the transparent method of quality based payment system followed in NESCAF
Plan. I have been able to better understand the quality of coffee produced in my farm and the
price it fetches. Now I also understand the importance of maintaining the quality.
Our day to day life in coffee cultivation is affected by changes in climate and variation in
coffee prices. But I am hopeful that NESCAF Plan will improve my farm income in coming
years and help me to play a role in environmental conservation through my efforts.
NESCAF Plan in India: Facts and figures
Launched in 2012, with a focus on three Districts in the main coffee growing regions: Coorg
and Chikmagalur in Karnataka and Waynad in Kerala
Total number of farmers trained - 1227
Global Partners 4C Association
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CONCLUSION
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Liberalisation has paved the way for the growth of MNCs in different countries. It should not
be that MNCs are not simply agents of exploitation but they also act as agents of
development by helping the host countries to increase domestic investment and employment
generation, boost exports, transfer technology and accelerate economic growth. What is
needed is to have a proper code of conduct for MNCs and an effective competition policy and
law in the host countries.
Multinational companies are like double-edged sword. The sword can harm if not handled
properly. Similarly the Multinational companies have their own pros and cons.
The extent of technology and management of know-how transfer by the MNCs depend to a
large extent on their corporate strategy; for example, firms desiring to have a longer-term
relationship with the suppliers (rather than those simply using the host country as a
marketing/export base) will be more inclined to effect transfer technology. As pointed out in
the World Investment Report, 2000, MNCs may restrict the access of particular affiliates to
technology in order to minimize inter-affiliate competition. It is noted that MNCs are more
likely to licence older technologies from which they have already derived significant rents
than newer technologies on which there are still relying for market leadership. Further, they
may hold back the upgrading of the affiliate technology or invest insufficiently in hostcountry training and R&D in accordance with their global corporate strategies. Therefore,
arguing that FDI inflows and economic liberalization automatically facilitates technology
transfer is being extremely nave.
BIBLIOGRAPHY
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Mascarenhas
http://en.wikipedia.org/wiki/Multinational_corporation - modified on 7 February 2015
http://www.investopedia.com/terms/m/multinationalcorporation.asp
http://www.answers.com/Q/What_is_the_role_of_MNC_in_India
http://theglobaljournals.com/ijsr/file.php?
val=October_2013_1380979753_205f5_154.pdf
http://www.yourarticlelibrary.com/company/multinational-corporations-of-india
characteristics-growth-and-criticisms/23462/
http://business.mapsofindia.com/india-company/multinational.html
http://www.nestle.in/aboutus/allaboutnestl%C3%A9
http://www.nestle.in/csv/case-studies
http://www.nestle.in/csv/case-studies/coffee
http://www.nestle.in/csv/case-studies/villagewomendairy
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