Book contents
- Frontmatter
- Contents
- List of figures
- List of tables
- Preface
- 1 The new multinationals
- 2 Traditional and new multinationals
- 3 Diversification and vertical integration in traditional industries
- 4 Market access and technology in durable consumer goods
- 5 Serving global customers in producer goods
- 6 Learning by doing in infrastructure and financial services
- 7 Competing in hard and soft services
- 8 The new multinational as a type of firm
- References
- Index
6 - Learning by doing in infrastructure and financial services
Published online by Cambridge University Press: 05 June 2012
- Frontmatter
- Contents
- List of figures
- List of tables
- Preface
- 1 The new multinationals
- 2 Traditional and new multinationals
- 3 Diversification and vertical integration in traditional industries
- 4 Market access and technology in durable consumer goods
- 5 Serving global customers in producer goods
- 6 Learning by doing in infrastructure and financial services
- 7 Competing in hard and soft services
- 8 The new multinational as a type of firm
- References
- Index
Summary
One cannot understand the economic strategies of former monopolies if one does not also take into account the related political strategies … At the international level, these firms' political strategies have limitations related to the fact that not only the home government but also the host government plays an important role … However, in spite of those limitations, political strategies still remain a key part of these firms' behaviors.
Jean-Philippe Bonardi (2004: 116)Construction firms … have diversified into activities requiring the same culture as that of the contractor … entering services, infrastructure concessions and, more recently, energy.
Florentino Pérez, Chairman and CEO of ACSServices account for two-thirds of the global economy. In high-income countries, the share hovers around 73 percent, and in low-income countries around 46 percent. Among the BRICs, Brazil's 65 percent and Russia's 57 percent are much higher than the corresponding share for China (40 percent) or India (52 percent). Not surprisingly, only twenty of the BCG's ranking of the 100 most significant emerging-market multinationals are service-sector firms, although their size and international presence is likely to grow very quickly over the next two decades (BCG 2009). For instance, many firms in the field of business services outsourcing start by exporting from a home country with low wages and later establish operations abroad, as the cases of Tata Consultancy Services, Wipro, or Infosys illustrate.
- Type
- Chapter
- Information
- The New MultinationalsSpanish Firms in a Global Context, pp. 127 - 165Publisher: Cambridge University PressPrint publication year: 2010