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Multinational Strategic Planning Systems

In: Multinational Strategic Planning

Author

Listed:
  • Derek F. Channon

    (Manchester Business School)

  • Michael Jalland

    (Manchester Business School)

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.

Suggested Citation

  • Derek F. Channon & Michael Jalland, 1978. "Multinational Strategic Planning Systems," Palgrave Macmillan Books, in: Multinational Strategic Planning, chapter 3, pages 51-88, Palgrave Macmillan.
    • Handle: RePEc:pal:palchp:978-1-349-02855-9_3
    DOI: 10.1007/978-1-349-02855-9_3
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    Cited by:

    1. Suranjan Bhattacheryay, 2023. "Multinational working capital management a study on Toyota Motor Corporation," International Journal of Finance & Economics, John Wiley & Sons, Ltd., vol. 28(1), pages 236-256, January.

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