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202

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216

Index

A

ABB, 2, 28

acquisition(s)

Adams, 128–9, see also Adams

acquisition

asset potential, 104–5

in China, 179–80

cross-border, 14, 19, 99, 102,

106, 111, 115, 121–2

domestic, 99–100, 115, 121–2

financial rationale/strategic

differentiation, 101–2

geographic market entry, 102

vs. greenfield investment, 132–5

hard activities, 107–15

of human resources, 37

large-scale, 98

market penetration, 102–3

orphan syndrome, 108–9, 191

process issues, 122–8

reasons for, 97–100

soft activities, 115–22

success, 115, see also acquisition

success

transformational, 98, 190

vertical integration, 103

see also mergers and acquisitions

acquisition success, 115

centralized knowledge units,

126–8

communicate to stakeholders,

118–20

cultural differences, process for

addressing, 115–18

holistic due diligence, 110–13

partnering, 125–6

preacquisition planning, 109–10

process issues in, 122

centralized knowledge units,

126–8

partnering, 125–6

using light touch, 123–5

synergy evaluation, 113–15

top-team selection, 120–2

using light touch, 123–5

Adams acquisition, 18, 98,

128–9

see also Cadbury Schweppes

Aditya Birla Group, 2

rapid growth and globalization

of, 15

world stage aspirants, 151

Africa

Lonrho, 3, 17, 28, 103, 129–30,

191

see also Armstrong, David

see also South Africa

Alfa-Access-Renova (AAR), 93

see also BP-TNK

alliance units, 90, 91

Allied Domecq, 2

Amcor, 2, 28

Antimonopoly Law (AML), 180

ArcelorMittal, 43

Arc International, 2, 28, 45, 177,

185–6

see also de Fougières,

Guillaume

Armstrong, David, 130

see also Lonrho

Australia

Amcor, 2, 28

FDI inflow, 7

FDI outflows, 9

� INDEX 217

B

Banco de Brasil, 2, 151

Bank of Nigeria, 2, 28

BAT, 28, see also British American

Tobacco

Batista, Wesley, 162–3

see also JBS

Bayer, 2, 3, 98

beachhead effect, 137, 144, 147

Belgium

FDI inflow, 7

FDI outflows, 9

born global approach, 40

“born globals,” 42, 57, 145–6, 159

boundaries, definition of, 86

BP, 28, 44, see also British

Petroleum (BP)

Brazil

Banco de Brasil, 2, 151

domestic market, 197

energy cost, 31

FDI inflow, 7

growth, 198

JBS, 2, 28, 43, 54, 98, 151,

162–3, 200

labor cost, 31

transportation cost, 31

British Aerospace (BAe), 2, 28, 51

British American Tobacco (BAT),

2, 3, 81

British Petroleum (BP), 2, 3, 85,

103, 126, 198

and TNK-BP, 93–4

see also Grote, Byron

British Telecom (BT), 2, 3, 28, 51,

192, 193

business, participants view of, 27–9

business groups

in China, 173–4

cross-shareholdings in, 73

C

Cadbury Schweppes, 2, 18, 43, 98,

128–9

see also Adams acquisition; Carr,

Sir Roger

Canada

FDI inflow, 7

FDI outflows, 9

foreign ownership restriction, 51

capital investment, 7

Cargill, 2

greenfield investment in

Vietnam, 137, 146–7

local market, tailoring for, 28

restricted ownership, 51

Caribbean,

Evertec, 2, 28

Carr, Sir Roger

Cadbury Schweppes, 18, 129

Centrica, 94

centralized knowledge units, for

acquisition success, 126–8

Centrica, 2, 28, 43, 81, 94–5

see also Carr, Sir Roger

chaebol, see South Korea

Chile, FDI inflow in, 7

China, 165

acquisition, 179–80

Antimonopoly Law (AML),

180

Arc International, 185–6

business groups, 173–4

Chinese car industry, 188–9

Chinese guanxi, 174–5

Chinese perspective, 175–6

culture, 174–5

Danone and Wahaha Group joint

venture, 187–8

11th and 12th Five-Year Plans,

169–70

and emerging market globalizers,

199–200

FDI, 165–70

inflow, 7

outflows, 9


“Go Global” campaign, 168

greenfield investment, 177

ICBC, 2, 11, 74, 92–3, 158

IMAX in, 186–7

issues, 181

INDEX218

China – continued

Chinese competitor, rise of,

184–5

employee retention and cost,

182–3

and overcoming difficulties,

176–7

perseverance, 183–4

trust, 181–2

joint ventures, 178–9

labor force, 197

long-term goals, 171–2

low-cost centers, 64

market, 197

Ministry of Commerce

(MOFCOM), 180

role of government, 170–3

Rover, 3, 189

strategic industry restriction, 30

survey participants, 181

Wahaha Group, 187–8

China Huiyuan Juice Group Ltd, 180

China Investment Corporation

(CITIC), 22

China Mobile, 169

China National Petroleum, 169

Chinese car industry, 188–9

Chinese competitor, rise of, 184–5

Chinese guanxi, 168, 174–5

Cinemark, 39

collaborative strategic alliances, 59,

60, 66, 67–9, 72

cross-shareholdings and business

groups, 73

minority equity stakes, 73–4

commercial contract/strategic

alliance, 66–7

commissioned specialists, 151

communication, definition of, 118

companies going global, 40

entry-mode choices, 44

control, 44–6, 55

corruption, 52

existing competition in market,

53

greater-risk markets, 53

intellectual property rights and

intangible assets, 53–6

local market awareness, 47–9, 55

openness of market to inward

investment, 50–2

resource allocation, 49–50, 55

speed, 46–7, 55

FDI, 44

internationalization, theories to,

40–4

Teva, 57–8

see also globalization

competition, in market, 53

Comptoir des Cotonniers, 95

contract farming, 61, 62

contractual strategic alliances, 59,

61–6, 66, 67

cookie-cutter expansion, 192–3

coopetition, 158–9

corruption, 52

Costain, 2

cost-savings alliances, 62–3

cross-border acquisition, 14, 19, 99,

102, 106, 111, 115, 121–2

vs. domestic acquisitions, 99–100

cross-border investment, 7, 9

government and venture capital

funds in, 21–5

cross-shareholdings, in business

groups, 73



culture, definition of, 115

D

Danone and Wahaha Group joint

venture, 187–8

see also Qinghou, Zong

de Fougières, Guillaume, 186

see also Arc International

degree of integration

and acquisitions, 100



ifferentiation, 101–2


� INDEX 219



and organizational culture, 116

Diageo, 2, 3, 82, 91, 159

domestic acquisitions, 115, 122

vs. cross-border acquisitions,

99–100

domestic company, 3–4

Dong Feng Motors, 169

double-pronged attack, 190

due diligence, 86–7

E

early strategic internationalizer, 40,

42

economic facilitators, of

globalization, 15

economic risk, 31–2

Électricité de France (EDF), 94–5

emergency SOEs, 22

emerging market globalizers,

199–200

emerging market internationalizer,

19–21

emerging world globalizers

(EWGs), 19, 62, 63, 64,

149–50, 159

characteristics, 151

differing resource advantages

and constraints, 152–3

home market pressures,

153–4

latecomer syndrome, 154

liability of newness, 151–2

commissioned specialists, 151

GMR Group, 163–4

internationalization strategy, 156,

159–60


internal partnering, 156–7

learning before leaping, 157–8

networking, 158

JBS and Swift, 162–3

learning from, 195–6

niche entrepreneurs, 150–1

in search of resources, 154–6

transnational agents, 151


EMI, 2

employee retention and cost, in

China, 182–3

entry-mode choices

additional issues, 50

corruption, 52

existing competition in market,

53


intangible assets, 54

intellectual property rights, 53

openness of market to inward

investment, 50–2

risks associated with entry

modes, 54–6

for survey participants, 44

control, 44–6, 55

local market awareness, 47–9,

55

resource allocation, 49–50, 55

speed, 46–7, 55

equity investment alliances, 72

BP and TNK-BP, 93–4

Centrica and EDF, 94–5

collaborative strategic alliances,

72

cross-shareholdings and

business groups, 73


Fast Retailing and Lotte, 95–6

and joint ventures, 74

level of venture control and

ownership, 78–81

ongoing processes, 89–90

partner selection, 81–8

strategic objectives, 77–8

success factors, 76–7

Standard Bank and ICBC, 92–3

strategic alliances, future trends

in, 90–1

see also joint ventures; strategic

alliances

equity mode of investment, 10–11

equity shareholding, 11

INDEX220

equity synergy, 74

European Union

economic zone (1994), 14

legislation, changes in, 30

Euro zone (1999), 14

Evertec, 2, 28

expansion vehicle SOEs, 25

Experian, 2, 28

F

facilitators, of globalization, 13

economic, 15

political, 13–14

technological, 14

Fair Labor Association (FLA), 70

Fast Retailing, 2, 54, 95–6

see also Lotte; Uniqlo


differentiation, and

acquisitions, 101–2

Ford Motor Company, 2, 3, 28,

103

Foreign Corrupt Practices Act

(FCPA), 52

foreign direct investment (FDI), 7,

44

in China, 165–70

inflows, 8

outflows, 9

see also specific countries

Foster, Greg, 38, 83, 178, 186

see also IMAX

France

Arc International, 2, 28, 45, 177,

185

Comptoir des Cotonniers, 95

Danone, 187–8

FDI inflow, 7

FDI outflows, 9

foreign ownership restriction,

51

Lafarge, 3, 28, 44, 48, 103, 109,

130–1

Pinault Printemps Redoute, 3

Princesse tam tam, 95

franchising, 61, 62, 65, 66

G

GDF Suez, 17–18, 24

General Motors, 23, 24, 189

general strategic alliance research,

59–61

geographic market entry, and

acquisitions, 102

Germany

Bayer, 2, 3, 98

FDI inflow, 7

FDI outflows, 9

SAP, 3, 28, 54

Schaeffler, 3, 28

global customers, ability to serve,

37–8

global expansion

of companies

born global approach, 40, 42

early strategic

internationalizer, 40, 42

network approach, 40, 41

opportunistic globalizer, 43

stage approach, 40

method, 10–12

retrenchment to, 17–18

globalfocussing, 15–17, 155

global hyper-competitive

marketplace, 6

globalization, 6, 27

business, participants view of,

27–9

definition, 3–5

facilitators, 13

economic, 15

political, 13–14

technological, 14

future trends, 197

China and emerging market

globalizers, 199–200

emerging world, 197–9

regionalization, 200–1

global expansion, method of,

10–12

going global, reasons for, 36

global customers, ability to

serve, 37–8

� INDEX 221

human resources, acquisition

of, 37

market entry, 36

market perceptions, 38–9

risk reduction, 36–7

international investor, changing

nature of

emerging market

internationalizer, 19–21

government and venture

capital funds, in cross-border

investment, 21–5

vs. internationalization, 6–7

major themes, 190

EWG, learning from, 195–6

local/global dichotomy, 193–4

market domination, 191–2

market knowledge, 194–5

replicable process, 192–3

strategy, 190–1

team expansion, 196–7

patterns, 7–9

regionalization, 4

risks, 29

economic, 31–2

intangibles management, 34–6

people management, 33–4

political, 29–31

social/market based, 32

trends, 15

global expansion, retrenchment

to, 17–18

globalfocussing, 15–17

merger and acquisition,

changing nature of, 18–19

see also companies going global

globalizers, 4–5, 64–5, 190, 193–4

market entry and expansion

methods, 190–1


global strategic alliances, definition

of, 11

GMR Group, 2, 83, 155, 163–4,

195

see also Rao, G.M

“Go Global” campaign, 168

going global

companies, 40

entry-mode choices, 44–56

FDI, 44

internationalization, theories

to, 40–4

Teva, 57–8

reasons for, 36

global customers, ability to

serve, 37–8

human resources, acquisition

of, 37

market entry, 36


risk reduction, 36–7


going greenfield, reason for, 135–6

government funds, in cross-border

investment, 21–5

government’s role, in China, 170–3


greenfield investment, 132

acquisition vs. strategic alliances,

132–5

attention, 140–1

beachhead effect, 137

“born globals,” 145–6

brand recognition, 141

in China, 177

corporate time, 140–1

expertise, 140–1

fast market assimilation, 143–4

following existing client, 137–8

in-house marketing talent, 138

leveraging international customer

base, 145

local management team, 142–3

low-cost manufacturing site,

establishment of, 138

vs. modes of entry, 135–6

patience and persistence, 144–5

piggybacking, 137

proactive planning, 142

product, 141

project leadership, 142–3

quick decision-making, 142

INDEX222

greenfield investment – continued

resources, 140–1

in Russia, 147–8

standardized technology/

product, 136–7

success in, 138–9

technological superiority, 141

in Vietnam, 146–7

Grote, Byron, 93, 94, 133

see also BP

guanxi, see Chinese guanxi

H

Haier, 169

hard activities, for acquisition

success, 107

holistic due diligence, 110–13

preacquisition planning, 109–10

synergy evaluation, 113–15

Harrods, purchase of, 22

Heineken International, 82, 91,

159

Helmut Lang, 95

Hewlett Packard (HP), 59, 64

Hindustan Lever, 131

Hitachi, 2, 28

holistic due diligence, for


home market pressures, 153–4

Hong Kong

FDI inflow, 7

FDI outflows, 9

Hong Kong Shanghai Bank

(HSBC), 193

human resources, acquisition of, 37

Hyundai, rapid growth and

globalization of, 15

I

ICBC, 74, 92–3, see also Industrial

and Commercial Bank of

China (ICBC)

Illinois Tool Works (ITW), 2, 28

IMAX, 2, 28, 38, 39, 84, 85, 144,

178, 183, 186–7, 195

see also Foster, Greg

India

Aditya Birla Group, 2, 15, 151

due diligence, 86

FDI inflow, 7

GMR Group, 2, 83, 155, 163–4,

195

Lafarge in, 130–1

low-cost centers, 64

Indirectly Controlled SOEs

(ICSOEs), 173

Indonesia

FDI inflow, 7


Industrial and Commercial Bank of

China (ICBC), 2, 11, 158

see also Standard Bank

in-house marketing talent, 138

Inorganic Growth Unit, 91

institutionalized trust, in China,

181–2

intangible assets, 54–6


intellectual property rights, 53


international enterprise, 4

international investor, changing

nature of

emerging market

internationalizer, 19–21

government and venture capital

funds in cross-border

investment, 21–5

internationalization, 10

and born global approach, 40, 42

EWGs for, 156, 159–60



learning before leaping, 157–8

networking, 158

vs. globalization, 6–7

and opportunistic globalizer, 43

strategic commitment to, 159

theories to, 40–4

born global approach, 40, 42

early strategic internationalizer,

40, 42

� INDEX 223

network approach, 40, 41


stage approach, 40

International Power plc, 18

international strategic alliance, 61

Intoll Group, 22

intra-firm collaboration, 114

investment

equity mode, 10–11

nonequity mode, 10–11, 59


59, 60, 67–9


alliance, 66–7

contractual strategic alliances,

59, 61–6

general strategic alliance

research, 59–61

Nike, 70–1

inward investment, openness of

market to, 50–2

Ireland, FDI inflow in, 7

Israel, 43, 47, see also Teva

Italy, FDI outflows in, 9

ITW, see also Illinois Tool Works

Iveco, 189

J

Japan

Fast Retailing, 2, 54, 95–6

FDI outflows, 9


Hitachi, 2, 28

hostile takeovers, 31

JTI, 2, 3, 24, 28, 37

keiretsu, 73, 158, 168, 173

LIXIL Group Corporation, 3

Lotte, 95–6

M&A, 31

Mitsubishi Chemicals, 3

Nidec Corporation, 28, 42

Sony, 3, 28, 103

Taiyo, 58

Japan Tobacco Incorporated (JTI),

2, 24, 28, 37

Japan Tobacco International, 3

JBS, 2, 28, 43, 54, 98, 151, 200

and Swift, 162–3

see also Batista, Wesley;

O’Callaghan, Jerry

Jinga, 187

joint ventures, 74

Centrica and EDF, 94–5

in China, 178–9

Danone and Wahaha Group,

187–8

Fast Retailing and Lotte, 95–6

level of venture control and

ownership, 78–81

ongoing processes, 88–90

partner selection, 81

partner commitment and trust,

82–5

partner compatibility, 85

partner complementarity, 81–2

process issues in, 85–8

strategic objectives, 77–8

success factors, 76–7

TNK-BP Russian joint venture,

81, 93–4

virtual, 90, 91

K

keiretsu, 73, 158, 168, 173, see also

Japan

knowledge, about market, 194–5

KPMG, 2, 19, 98–9, 101, 102, 109,

111, 115, 119, 121, 122, 193

acquisition success and failure

study (1999), 106, 107

KPMG Business Person of the

Year lecture (2012), 1

Kraft, 18

L

Lafarge, 3, 28, 44, 48, 103, 109,

130–1

latecomer syndrome, 154

Lenovo, 169

level of control and venture

ownership, 78–81

liability of newness, 151–2

INDEX224

licensing agreements, 4, 10, 36, 44,

61, 62, 65, 66, 187

LIXIL Group Corporation, 3

Liz Claiborne, 70

local/global dichotomy, 193–4

local market awareness, 47–9

long-term internationalizers, 160

Lonrho, 3, 17, 28, 103, 129–30, 191

see also Armstrong, David; Rollex

Lonza, 82

Lotte, 95–6

see also Fast Retailing; Japan;

South Korea

low-cost manufacturing site,

establishment of, 138

Luxembourg

FDI inflow, 7

FDI outflows, 9

M

Malaysia, foreign ownership

restriction in, 51

Mannesmann, 18

market based risk, 32

market domination, 191–2

market entry, 36, 98

market knowledge, 194–5

market openness, to inward

investment, 50–2

market penetration, and

acquisitions, 102–3


mergers and acquisitions, 97

Cadbury Schweppes and Adams

acquisition, 128–9

changing nature, 18–19

degree of integration, 100



differentiation, 101–2




expansion methods and reasons

for acquiring, 97–100

JBS and Swift, 162–3

Lafarge in India, 130–1

Lonrho and Rollex, 129–30

success and failure, 106

hard activities, 107–15

process issues, 122–8

soft activities, 115–22

Mexico

FDI inflow, 7


Microsoft, 64

Millennia Merger Wave, 17, 18

minority equity cross-holdings, 73


minority shareholding, 11–12

Mitsubishi Chemicals, 3

Mittal, 43

see also ArcelorMittal

modern Chinese development,

history of, 166

multinational enterprises (MNEs), 4

N

Namibia Breweries, 82, 91, 159

Nanjing Automotive, 189

Netherlands, FDI outflows in, 9

network approach, and

internationalization, 40, 41

networking, 158

niche entrepreneurs, 150–1

Nidec Corporation, 3, 28, 42, 44,

103, 145, 160, 161

see also Yoshimatsu, Masuo

Nigeria, 2, 28, see also Bank of Nigeria

Nike, 63, 66, 70–1

nonequity modes of investment,

10–11, 59


59, 60, 67–9


alliance, 66–7

contractual strategic alliances, 59,

61–6

estimation, 62


59–61

Nike, 70–1

� INDEX 225

nontraditional arrangements, 66

nontraditional partnerships, 90

Norwegian Government Pension

Fund, 22

O

O’Callaghan, Jerry, 162–3

see also JBS

offshoring vs. outsourcing, 63

offsourcing, 63

ongoing processes, in joint venture,

88–90

openness of market, to inward

investment, 50–2

operational synergies, 113


Oracle, 59, 64

organizational culture and degree

of integration, 116

orphan syndrome acquisitions,

108–9, 130–1, 191

outsourcing, 10, 61, 64, 65, 66, 67,

138, 145

P

participants view of business, in

global context, 27–9

partner commitment and trust,

82–5

partner compatibility, 85

partner complementarity, 81–2

partnering, for acquisition success,

125–6, 156

partner selection, 81–5

process issues in, 85–8

patterns, of globalization, 7–9

Pension Plan Investment Board, 22


perceptions, of market, 38–9

perseverance, in China, 183–4

persistent late internationalizers,

160

Petrofac, 3

Pfizer, 18

Philippines, foreign ownership

restriction in, 51

piggyback approach, 42, 137, 144,

147

Pinault Printemps Redoute, 3

political facilitators, of

globalization, 13–14

political risk, 29–31

preacquisition planning, for


Princesse tam tam, 95

privatized SOEs, 23

Procter & Gamble, 57, 193

project-based ventures, 90–1

Q

Qatar Investment Authority, 22

Qinghou, Zong, 187

see also Danone and Wahaha

Group joint venture

R

Rao, G. M., 155, 164

see also GMR Group

Reebok, 70

Regal Entertainment, 39

regionalization, 4, 200–1

Renault–Nissan alliance, 88

replicable process, for world

expansion, 192–3

resource allocation, 49–50

risk(s), 29

economic, 31–2



political, 29–31

reduction, 36–7

social/market based, 32

RJR Nabisco, 18

Rollex, 129–30

see also Lonrho

Rover, 3, 189

Royal Bank of Scotland, 23, 93

Royal Dutch Shell, 81

Russian Federation

fast-emerging markets, 198

FDI inflow, 7

FDI outflows, 9

INDEX226

Russian Federation – continued


Tele2

greenfield investment in,

147–8

organic growth, 192

S

Samsung, rapid growth and


Santander, 3, 11, 17, 28, 43, 93,

200

SAP, 3, 28, 54

Saudia Arabia, FDI inflow in, 7

scale resources, 82

Schaeffler, 3, 28

serendipitous internationalizers, 160

Shanghai Automotive Industry

Corporation (SAIC), 169,

188–9

Singapore

FDI inflow, 7

FDI outflows, 9

SINOPEC, 169

social risk, 32

soft activities, for acquisition

success, 115

communicate to stakeholders,

118–20



top-team selection, 120–2

soft synergies, 113–14

Sony, 3, 28, 103

South Africa

Heineken International in, 82,

91, 159

market share in, 192

Namibia Breweries, 82, 91, 159

Standard Bank, 3, 11, 17, 27–8,

74, 92–3, 158

South Korea

chaebol, 73, 158, 168, 173

FDI outflows in, 9

Lotte, 95–6

sovereign wealth funds, 22, 151

sovereign wealth SOEs, 23

Spain

FDI inflow, 7

FDI outflows, 9

Santander, 2, 3, 11, 17, 28, 43,

93, 200

University of Madrid, 3

split control, 80

springboarding process, 156

stage approach, and

internationalization, 40

stakeholders, communication to,

118–20

Standard Bank, 3, 11, 17, 27–8, 74,

92–3, 158

see also Industrial and

Commercial Bank of China

(ICBC)

state-influenced funds, 22

state-owned enterprises (SOEs), 14,

21–5, 167

strategic alliances, 11

collaborative, 59, 60, 66, 67–9, 72

cross-shareholdings and

business groups, 73


commercial contract, 66–7

contractual, 59, 61–6

differences, 66

future trends in, 90–1


59–61

vs. greenfield investment, 132–5

international, 61

meaning, 61

see also equity investment

alliances; joint ventures

strategic early internationalizers,

159–60

Strategic Emerging Industries

(SEIs), 170

strategic symmetry, 82

strategy, for globalization, 190–1

Sweden

FDI outflows in, 9

Tele2, 3, 17, 28, 51

� INDEX 227

Swift, 162–3

see also JBS

Switzerland

ABB, 2, 28

FDI outflows in, 9

synergy evaluation, for acquisition

success, 113–15

T

Taiyo, 58

Tata, rapid growth and


team expansion, and globalization,

196–7

technological facilitators, of

globalization, 14

Tele2, 3, 17, 28, 51, 137, 147–8,

192, 196, 198, 200

see also Torstensson, Lars

Teva, 3, 49, 57–8

see also Yanai, Shlomo

Thailand, foreign ownership

restriction in, 51

Theory, 95

TNK-BP Russian joint venture, 81,

93–4

top-line growth alliances, 62

top-team selection, for acquisition

success, 120–2

Torstensson, Lars, 147–8

see also Tele2

traditional contracts, 66

transformational acquisitions, 98, 190

transnational agents, 151

transnational corporations

(TNCs), 4

trends, in globalization, 15

global expansion, retrenchment

to, 17–18

globalfocussing, 15–17

merger and acquisition, changing

nature of, 18–19

trust

in China, 181–2

and partner commitment, 82–5

Turkey, 81

U

Unilever, 81

Uniqlo, 54, 95

see also Fast Retailing

United Kingdom (UK)

Allied Domecq, 2

BAe, 2, 28, 51

BAT, 2, 3, 28, 81

BP, 2, 3, 28, 44, 85, 93–4, 103,

126, 133, 198

BT, 2, 3, 28, 51, 192, 193

Cadbury Schweppes, 2, 18, 43,

98, 128–9

Centrica, 2, 28, 43, 81, 94–5

Costain, 2

Diageo, 2, 3, 82, 91, 159

FDI inflow in, 7

KPMG, 2, 19, 98, 99, 101, 102

Petrofac, 3

Rover, 3, 189

United States (USA)

Cargill, 2, 28, 51, 137, 146–7

EMI, 2

Experian, 2, 28

FDI inflow, 7

FDI outflows, 9

Ford Motor Company, 2, 3, 28,

103

Illinois Tool Works, 2, 28

IMAX, 2, 28, 38, 39

Theory, 95

United Technologies, 3, 28

United Technologies (UTC), 3, 28

University of Madrid, 3

Uppsala Theory, 40, 41

UTC, 3, 28, see also United

Technologies (UTC)

V

venture capital funds, in cross-

border investment, 21–5

vertical integration acquisitions,

103

Vietnam, Cargill’s greenfield

investment in, 146–7

virtual joint ventures, 90, 91

INDEX228

Vodafone, 18

Volkswagen, 189

Volvo, 189

W

Wahaha Group and Danone joint

venture, 187–8

Walmart, 63, 64


World Trade Center, 19

World Trade Organization (WTO),

13, 167

Y

Yanai, Shlomo, 57, 58

see also Teva

Yoshimatsu, Masuo, 161

see also Nidec Corporation

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