Multinational Strategic Planning Systems

Derek F. Channon and Michael Jalland
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Derek F. Channon: Manchester Business School
Michael Jalland: Manchester Business School

Chapter 3 in Multinational Strategic Planning, 1978, pp 51-88 from Palgrave Macmillan

Abstract: Abstract Multinational strategic planning differs significantly from planning purely for domestic operations. There are differences in distance, culture and language which must be taken into account; markets are no longer essentially homogeneous but fragmented and diverse; the collection of market data is often difficult and the data itself suspect in accuracy; the environment in which business operates is also likely to differ from country to country, while the ability to manage political factors becomes much more important; and business is conducted in a variety of currencies which are themselves subject to varying values rather than in a single currency. Consistent planning assumptions are thus more difficult to establish as a result of differences in culture and business tradition, not only between domestic and foreign operations but also between foreign operations themselves.

Keywords: Cash Flow; Planning System; Business Unit; Contingency Plan; Product Division (search for similar items in EconPapers)
Date: 1978
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DOI: 10.1007/978-1-349-02855-9_3

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