The initial agreement called for TBC to import component parts to Hungary, where the bicycles would be assembled and sold throughout Eastern Europe. TBC would provide component parts and design, and HBC would assemble and market the product. Hungarian managers would run the plant as an autonomous unit. TBC hoped to later export bicycles from Hungary into the United States to be more cost competitive. It was felt that if production costs could be significantly reduced, TBC bikes could be sold through mass merchandisers in the United States and the company could once again regain its leadership role in the industry.
The negotiations for the joint venture agreement became more complex than ТБС had planned. The collapse of the Soviet Union brought uncertainty and, in some cases, chaos to Eastern European governments. International joint venture laws were constantly changing and no one seemed to know the specifics of the law. Finally, in 1991, an agreement was reached and production began.
From the start, the joint venture experienced problems with production. Managers of the old Hungarian Bike Company had been trained in a system that rewarded output and paid scant attention to quality issues. TBC was surprised by the low level of quality output at the plant, given the good reputation HBC
had in Hungary. When a total quality management (TQM) program was initiated at the plant, only marginal improvements resulted. When the same program had been implemented at TBC in the United States, quality had improved substantially.
Productivity was also a problem in Hungary. Workers were prone to absenteeism and seemed to care little about their jobs. Even though their wages had been raised because of the association with TBC, workers did not appear to be very motivated. TBC estimated that the productivity level at the Hungarian plant was about half the productivity level at the American plant.
In 1992 the Hungarian government increased tariffs on imported parts, raised the value added tax (VAT), and instituted an import- handling charge. These additional taxes significantly increased the costs of production for the Hungarian bicycles.
Faced with further deterioration in its U.S. market share, lower than expected sales in Eastern Europe, and rising production costs, the company went into debt, and by 1995, TBC had declared bankruptcy.
1. Find the English equivalents for the following words and expressions:
доля рынка, затраты на рабочую силу, дешевое производство, вопросы качества, уровень производительности, устойчивый спрос на что-либо, совместное предприятие, потребители, конкурент, издержки производства, налоги;
сокращать расходы, увеличивать продажи, залезать в долги, управлять
предприятием, вернуть роль лидера, повысить заработную плату, объявить банкротство, повысить качество, появиться на рынке, производить, сталкиваться с проблемами, повысить тарифы;
2. Translate into Russian:
to manufacture, to reduce costs, to increase sales, to enter the market, to run the plant, to regain leadership role, to experience problems with, to improve quality, to raise wages, to increase tariffs, to go into debt, to declare bankruptcy;
strong demand for, market share, consumers, labor costs, low-cost production, joint venture, competitor, production costs, quality issues, productivity level, taxes;
3. Match the following:
1. labor a. share
2. quality b. demand
3. joint c. costs
4. strong d. production
5. market e. level
6. low-cost f. venture
7. productivity g. issues
4. Say whether these statements are true or false:
1. Instability and chaos in Hungary was caused to a great extent by the collapse of the Soviet Union.
2. Hungarian managers and TBC managers didn’t differ at all in the way they looked at quality issues.
3. Productivity was quite a problem in Hungary because workers were not motivated.
4. As a result of the Hungarian government measures TBC pedaled into bankruptcy.
5. Discuss the following questions:
1. What could TBC have done differently to avoid the problems it experienced in Hungary?
2. What should TBC do to pull itself out of bankruptcy?
6. Think of some more questions to the text
CASE 4
THE GREAT OKLAHOMA OIL COMPANY:
MNC JOINT VENTURE RESPONSIBILITIES
During the life of the joint venture, over 1 billion barrels of crude oil were extracted from the land. Great Oklahoma left Ecuador in 1992 and turned over all assets and responsibilities for the project to Petroecuador, as was In the early 1960s the great Oklahoma Oil Company entered into a joint venture agreement with the government of Ecuador to explore, and potentially develop, an area of land in the eastern part of the country that was believed to possess significant oil reserves. The agreement called for an equal partnership between Great Oklahoma and Petroecuador, the government-owned oil monopoly. Great Oklahoma was to provide technical expertise and capital, while Petroecuador was to provide rights to the land.
Petroecuador had very limited experience in the oil business and relied heavily on Great Oklahoma to provide advice. In effect Great Oklahoma was to make all decisions in the partnership, manage the day-to-day operations, and then simply provide the government of Ecuador with a source of revenue.
A large oil deposit was discovered in the El Oriente region of Ecuador, an environmentally sensitive region of the rainforest. The government of Ecuador officially held title to this land; however, it was generally accepted that the indigenous people of the region, the Ecuadorian Indians, owned the land. They had occupied the land even before the government of Ecuador was established. In order to gain their cooperation, Great Oklahoma and Petroecuador provided small incentives for these people, such as the use of electricity and the construction of sporting facilities. On the advice of Petroecuador, no monetary compensation was ever paid by Great Oklahoma to the Indians.
During the life of the joint venture over 1 billion barrels of crude oil were extracted from the land. Great Oklahoma left Ecuador in 1992 and turned over all assets and responsibilities for the project to Petroecuador, as was originally agreed to in the joint venture contract. Since that time, significant concerns have been raised about the techniques used by Great Oklahoma in its operations in Ecuador. It has been alleged that the company did not use the same standards in Ecuador that it used in the United States to prevent environmental harm and that significant problems now exist in the region as a result.
A lawsuit has been filed in New York on behalf of the Ecuadorian
Indians against Great Oklahoma, seeking $1 billion dollars in damages for environmental destruction and related health problems. It has been alleged that over 17 million barrels of oil were dumped in the jungle and that the water system of the area is now extremely polluted and hazardous. An independent team of researchers from the United States concluded that the wildlife population of the El Oriente region has been greatly reduced by the pollution, and that the increasing rates of cancer found among the local people can be traced back to the techniques of oil extraction and careless handling of oil byproducts.
Great Oklahoma defends its position by stating that it abided by the terms of the joint venture agreement and that the company is no longer involved in the project. The company insists that it followed typical standards in the industry for environmental safety and that the lawsuit is simply an attempt by a few American lawyers to exploit the situation for their own financial gain. Great Oklahoma points out that the Ecuadorian government does not support the Indians' lawsuit, and that the case was, in fact, thrown out of an Ecuadorian court.
The joint venture was very important to the government of Ecuador. During its existence, over half the Ecuadorian budget came from revenues from this project. The oil revenue was used to build roads, schools, and hospitals in the area. Great Oklahoma argues that the Ecuadorian Indians are better off because of the project and that the lawsuit in the United States should be
dismissed. The company feels that the case has no standing in an American court, and that if another trial is to be held, it should be held in Ecuador, since
it is essentially an Ecuadorian matter. Any alleged illegal activity was conducted in Ecuador and the injured parties are Ecuadorian. Furthermore, if the case is allowed to proceed in the United States, a dangerous precedent will be set in which American corporate activities all over the world will be subject to legal action in U.S. courts. Large judgments will encourage foreigners to sue in American courts in the hopes of winning unreasonably high awards.
Although Great Oklahoma concedes that the environmental landscape of the region needs attention, including the removal of the hundreds of open oil pits scattered throughout the area, the company asserts that the responsibility for these problems rests with its partner, Petroecuador. Great Oklahoma upheld its part of the agreement and followed all applicable laws while in Ecuador.
1. Find the English equivalents for the following words and expressions:
имущество, источник доходов, обязательства, денежная компенсация, финансовая выгода, равное партнерство, разрушение окружающей среды, побочные продукты, безопасность окружающей среды, пострадавшая сторона, государственная монополия, стимул;
сократить популяцию (животных), создать прецедент, соблюдать условия соглашения, соблюдать стандарты, осуществлять деятельность, соблюдать законы, участвовать в проекте, предотвращать разрушение окружающей среды.
2. Translate into Russian:
to abide by the terms of the agreement, to be involved in the project, to follow standards, to conduct activity, to follow laws; to prevent environmental harm; to reduce population, to set a precedent;
equal partnership, source of revenue, incentive, monetary compensation, assets, environmental destruction, financial gain, injured party, responsibilities, by-products, environmental safety, government-owned monopoly;
3. Match the following:
1. environmental a. gain
2. significant b. rates
3. injured c. action
4. financial d. partnership
5. equal e. problems
6. illegal f. party
7. increasing g. safety
4. Say whether these statements are true or false:
1. The agreement between the Great Oklahoma and Petroecuador provided for an exchange of specialists.
2. It was Petroecuador and not the Great Oklahoma that was to make all decisions in the partnership as it had great experience in the oil business.
3. Oil reserves had been nearly depleted in Ecuador and that is why the Great Oklahoma saw no point in entering into a joint venture agreement with the Government of Ecuador.
4. The techniques of oil extraction used by the Great Oklahoma caused environmental destruction and related health problems according to the Ecuadorian Indians.
5. The joint venture played a major role in raising the living standards of the Indians.
5. Discuss the following questions:
1. What are the responsibilities of a multinational corporation that operates in a less-developed country? Did the Great Oklahoma Oil Company fulfill these responsibilities?
2. Are the duties of a MNC different in an agreement with a company that is less knowledgeable or experienced?
3. Do you agree with Great Oklahoma that it is not responsible for any environmental damages since it fulfilled its part of the agreement?
4. What could have been done to avoid this problem?
5. Make an outline of the article
CASE 5
Problems Taxing the Demon Weed:
Tobacco and Gray Market Activity
The price of smoking is going up. As the federal government increases taxes on tobacco products and tobacco companies raise prices to pay for state-initiated settlements, consumers will see the price of their favorite brands rise. In January 2000 federal taxes on tobacco were raised by 10 cents to 34 cents a pack, and various states have increased their taxes on tobacco as well.
A settlement in 1998 in which the tobacco companies agreed to pay over $200 billion to state governments was designed in theory to compensate state governments for increased health costs, reduce consumption of tobacco, and penalize the tobacco companies for their actions.
Because the foreign markets in which the American tobacco companies sell their products are competitive, domestic consumers will mainly pay the additional costs of higher taxes, litigation, and settlement expenses. Such consumers have seen prices rise by about 70 cents a pack, and higher prices are expected. The price charged for exported tobacco has remained basically unchanged because the American tobacco companies face stiff competition from foreign producers that were not affected by the court settlement or federal U.S. taxes.
When international companies sell in multiple markets and charge different prices, there is the potential that some of the cheaper products will find their way back into the exporting country. This market is referred to as the "gray market" and is more likely to develop when the price differentials are large and the product can be easily transported. Small price differences and products that are hard to ship do not lend themselves as well to gray market activity.
With the price differential increasing between American markets and foreign markets, more cigarettes exported from the United States are finding their way back into the United States. It is estimated that 5 percent of the U.S. tobacco market is now gray, and that proportion may rise even further as the effect of new taxes raises domestic prices even further, According to a spokesman for the Brown & Williamson Tobacco Company, "When you raise taxes, you don't change smoking patterns, just buying patterns." Increasing taxation has created a financial incentive for middlemen to redirect the channel of distribution and sell products intended for export back into the United States.
1. Find the English equivalents for the following words and expressions:
рынок конкурирующих продавцов, различия в ценах, “серый” рынок,
цены внутреннего рынка, материальный стимул, посредник, производитель, налогообложение, отечественные потребители, дополнительные расходы, канал распределения;
повысить налоги, сталкиваться с жесткой конкуренцией, сократить потребление, назначать цену, повышать цены, компенсировать что-либо.
2. Translate into Russian:
to increase taxes, to raise prices, to compensate for something, to reduce consumption, to charge a price, to face stiff competition;
competitive market, domestic consumers, price differentials, gray market,
domestic prices, taxation, financial incentive, middleman, distribution channel, additional costs, producer;
3. Match the following:
1. additional a. incentive
2. competitive b. taxes
3. domestic c. differentials
4. financial d. consumers
5. increased e. market
6. price f. costs
4. Say whether these statements are true or false:
1. The price of smoking is going up because of the need to increase health costs.
2. The gray market will exist as long as there are large price differentials in multiple markets.
3. Middlemen are the ones who benefit most from increasing taxation.
5. Discuss the following questions:
1. Which parties in this situation benefit and which parties are harmed by this gray market activity?
2. What can be done to reduce or eliminate this problem?