Upload
samantha-clementine-hall
View
213
Download
0
Tags:
Embed Size (px)
Citation preview
Cross-border anticompetitive practices and global supply
chains: Challenges for developing
countries
Cross-border M&A: WD’s acquisition of Hitachi’s hard disk drive business
Hard-disk drivers Thailand, China
Power supplies China
Memory chips Korea, US
Microprocessor US
Liquid-crystal display Korea,Japan,China
HP’s global sourcing map Post-merger market share
Merger review by jurisdictions
Approval conditional on the divesture of production assets for 3.5 inch HDD (Nov 2011)
53.2
46.8
0
47.2
31.6
21.2
0 20 40 60
WD/ HGST
Seagate
Toshiba
2.5 inch3.5 inch
Main issues in dealing with cross-border M&A
• A cross-border M&A normally engages many jurisdictions.
• When it involves a key component in global supply chains, the effect can easily cover the entire globe.
• Therefore, one of the key issues is how to coordinate merger reviews conducted by different jurisdictions.
• From the perspective of developing countries, a big challenge is how to address their competitive concerns with limited resources and capabilities.
• Risk of non-notification by merging parties – risk being much higher in jurisdictions with voluntary notification system.
• Notification preference for “priority” jurisdictions.
• Timely filing of the transaction and respect for local legislation in mergers between foreign companies.
Notification
Challenges faced by developing countries
• Challenges for small economies like Singapore in mergers between large foreign firms:
• Submission of notifications based on data filed to other jurisdictions.
• Difficulty in distinguishing the specific effects of the merger in the country concerned when merging parties are involved in a wide range of activities globally.
Notification
Challenges faced by developing countries
• Difficulties in collecting information, questionnaire distribution and gathering
• Language of communication and data
Access to information
Challenges faced by developing countries
Remedies
• Difficulty in enforcing and monitoring remedies.
• Differences in approaches of competition authorities to remedies – these do not block the merger.
A way forward
• Young competition agencies must first strengthen their capacities by dealing with domestic mergers, from which they could gain experience.
• Given their limited resources, young competition authorities need to give priority to those international mergers which significantly affect their market.
• Promote formal cooperation (Bilateral/regional cooperation agreements).
• Informal cooperation is important and seems to work well.
Suppliers of the Specified CRTs Customers of the Specified CRTs
Japanese manufacturers Japanese manufacturers of CRT televisionsof CRT televisions
55 parent companies etcparent companies etc.. out of the 11 companiesout of the 11 companies(( located in located in Japan, Korea, Chinese Taipei etc.. ) )
Overseas Manufacturing Subsidiaries etc.Overseas Manufacturing Subsidiaries etc.(( substantial production bases of CRT
televisions in the Southeast Asian Region ))
66 subsidiaries etc. out of thesubsidiaries etc. out of the 11 companies11 companies(( substantial production bases of CRTs
in the Southeast Asian Region ))
① At “CRT Meetings”,jointly setting the minimum target prices
etc. of the Specified CRTs
④ Selling the Specified CRTs in accordance with ③ (( Note 2))
② Negotiating and determining prices etc. of the Specified CRTs in
accordance with ① (( Note 1))
③ Giving instructions to sell the Specified CRTs in accordance with the determined prices in the negotiation of ②
⑤ Selling almost all the CRT televisions
ThailandPhilippinesViet NamIndonesiaSingapore Malaysia
Giving instructions to purchase the Specified CRTs in accordance with the determined prices in the negotiation of ②
International cartel cases
Main issues in dealing with international cartels
• The last two decades have seen a great success in prosecution of international cartels by the US and the EU.
• However, there has been little enforcement activity on the part of developing countries,
- even though international cartels also affect developing countries.
• International cartelists are usually MNCs located in developed countries, which creates huge problems in obtaining evidence.
• International cartelists make strategic choices of leniency applications.
• Even in follow-on investigations, no leniency applications were filed (Korea).
No leniency
Application
• Cartels come to their attention only after other’s enforcement
• Informal information by the US helped it to decide whether to launch an investigation (Brazil)
Initiation of
Investigation
Challenges faced by developing countries
• In many cases, there is no branch or subsidiary in developing countries.
• In response to investigations, one of cartelists closed its office (Turkey)
No physical presence
• Official decisions open to the public do not contain material information due to confidential concerns.
• KFTC benefited from US court decisions in its early case (Korea)
Material
evidence from others
Challenges faced by developing countries
• Where it has a certain legal effect, it could be a serious issue.
• An option is to have a formal help from foreign authorities (Chile).
Service of document
• When the period has passed, no legal action can be taken.
• So the case could collapse or end without fines (Japan)
Period of exclusion
Challenges faced by developing countries
A way forward
• A jurisdiction cannot entirely rely on others’ enforcement.
• Given its scarce resource, a young authority needs to focus on international cartels which create specific harm to its market.
• The first priority is to establish an effective leniency program.
• A young authority must step up its enforcement efforts against domestic cartels, from which they could build up reputations and capabilities.
• Informal cooperation should not be underestimated. An idea is to set up an intelligence network based on what is already available.