Multinational corporation

Summary

A multinational corporation (MNC), also referred to as a multinational enterprise (MNE), a transnational enterprise (TNE), a transnational corporation (TNC), an international corporation or a stateless corporation with subtle but contrasting senses, is a corporate organization that owns and controls the production of goods or services in at least one country other than its home country. Control is considered an important aspect of an MNC, to distinguish it from international portfolio investment organizations, such as some international mutual funds that invest in corporations abroad simply to diversify financial risks. Black's Law Dictionary suggests that a company or group should be considered a multinational corporation "if it derives 25% or more of its revenue from out-of-home-country operations". Most of the largest and most influential companies of the modern age are publicly traded multinational corporations, including Forbes Global 2000 companies. History Colo

Official source

https://en.wikipedia.org/wiki/Multinational_corporation

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Shifting from material price to total cost of ownership in purchasing of a global company

Sascha Spiegl

2012

The Beacon: A New Framework for Business Model Reconfiguration for Complex Enterprises

Deep Ramnik Parekh

During the last twenty years we have witnessed the steady rise in academic research and practitioner interest and inquiry on the topic of business models. The topic is still in its infancy, and thus a lot of literature hitherto has focused on the basics: definitions and conceptualizations have dominated in academic literature, providing little support to practitioners who are trying to design, develop, and deploy new business models. Whereas innovative market entrants have grabbed the limelight for academics and business leaders, incumbent firms have had scarce attention, especially large, complex multinationals. There is much to be learned from these businesses in terms of the nature of the components of a business model, the dimensions of analysis, and the relationship between their strategies and business models. The goal of this body of research is to shed light on the mechanics of business model reconfiguration in complex enterprises. As its main research contribution, this dissertation introduces the Business Model Beacon: a new framework with which to characterize business models: defining the complementarity of the strategy and business model, mapping the central and peripheral components of the business model at different dimensions of analysis of the firm. To understand the mechanics of business model reconfiguration, this dissertation presents a case study on the North American unit of consumer products giant Unilever, portrayed through the lens of the Beacon framework.

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International portfolios: A comparison of solution methods

Serhiy Stepanchuk

We compare the performance of the perturbation-based (local) portfolio solution method of Devereux & Sutherland (2010a, 2011) with a global solution method. As a test suite we use model specifications that broadly capture features of international financial trade, between advanced economies, and between advanced and emerging economies. We consider both symmetric country setups and asymmetric setups, that capture important empirical facts such as differences in macroeconomic volatility, differences in portfolio composition, and high equity premia. We find that the local method performs well at business cycle frequencies, both in the symmetric and asymmetric settings, while significant differences arise at long horizons in asymmetric settings. (C) 2015 Elsevier B.V. All rights reserved.

Elsevier Science Bv2015