Economic Development

Generation ¥

April 20, 2015

Global

April 20, 2015

Global
David Line

Partner

David was a managing editor for The Economist Group's thought leadership division in Asia. He has been writing about Asian economics, politics and finance for over 14 years. He has led numerous major research projects in the region, focusing on financial services, including most recently a series of papers on free-trade agreements in the region, several studies on the internationalisation of the renminbi, and the landmark Bank of America Merrill Lynch CFO Outlook Asia series. Among other things he is the author of a major study of middle-market companies in Japan and a chapter on the long-term future of the financial services industry in a 2015 Nikkei book charting global megatrends to 2050.

David was formerly Associate Director in Tokyo of The Economist Corporate Network, a membership-based advisory service for senior executives, and a reporter for the EIU's breaking news service, ViewsWire. He holds Masters degrees in Global Finance from NYU Stern School of Business/Hong Kong University of Science and Technology, in Japanese Studies from the School of Oriental and African Studies (University of London), and in Modern History from Oxford University.

The internationalisation of the RMB faces yet another milestone in October this year, when the International Monetary Fund will decide whether to include the RMB in its “virtual currency” basket known as Special Drawing Rights (SDR). The designation is arcane, even to many in business, but if the IMF grants the status central banks around the world will automatically recognise the RMB as a reserve currency, accelerating their RMB investment. How are companies based outside of China using the RMB and how is that usage changing?

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This research, conducted by the Economist Intelligence Unit and commissioned by Allen & Overy, examines how companies based outside of China are using its currency, the renminbi (RMB) and how that usage is changing.

The rapidity of the currency's internationalisation means that to a manager of a P&L statement in a multinational company, coming to grips with managing RMB exposure can seem like mounting a stallion without any real knowledge of how to ride it. Some learn quickly, others have to manage the jolts as best they can. 

Some 77% of the respondents to this survey say that little or no understanding within the firm about how to conduct RMB transactions remains an important obstacle to greater usage of the currency in cross-border transactions. That figure suggests many non-Chinese companies have been caught by surprise at the currency’s international advance, but also that those that grasp the importance of sound management of their RMB exposures will be able to seize a competitive advantage.

Some results in this survey indicate this is happening already. Companies’ usage of RMB is affecting their China strategies in many ways, from the way they manage employees, to their approach to entering new markets in China, and even to their global supplier networks. But the next stage of this strategic development is now just beginning: deployment of RMB competence as a component of global strategy. Companies will soon regard their management of the currency in the same way they regard management of the US dollar, the euro and the yen. In emerging markets, where China is investing heavily, RMB competence may take prominence.

For so long, the RMB has been seen as a currency full of potential, with the brightest of international futures. For global companies, that future has already arrived.

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