Multinational Strategic Planning Systems

  • Derek F. Channon
  • Michael Jalland


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.


Cash Flow Planning System Business Unit Contingency Plan Product Division 


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  1. 1.
    C. K. Prahalad, ‘Strategic Choices in Diversified MNCs’, Harvard Business Review, Sep-Oct 1976, p. 76.Google Scholar
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    M. Leontiades, ‘What Kind of Corporate Planner Do You Need?’, Long Range Planning, Apr 1977, pp. 56–64.Google Scholar
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    The Opposites: GE Grows While Westinghouse Shrinks’, Business Week, 31 Jan 1977, pp. 60–6.Google Scholar
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    D. F. Channon, ‘Prediction and Practice in Multinational Strategic Planning’, Long Range Planning, June 1975.Google Scholar
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    Channon, Prediction and Practice op. cit.Google Scholar
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    G. A. Steiner and H. Schollhammer, ‘Pitfalls in Multinational Long Range Planning, Apr 1975, pp. 2–12.Google Scholar
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    H. Jones, Preparing Company Plans (Gower Press, 1974), p. 109.Google Scholar
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    G. Tavernier, ‘Planning for the Unusual’, International Management, May 1977, pp. 19–23.Google Scholar
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    Ibid., p. 48.Google Scholar
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Copyright information

© Derek F. Channon with Michael Jalland, Manchester Business School 1978

Authors and Affiliations

  • Derek F. Channon
    • 1
  • Michael Jalland
    • 1
  1. 1.Manchester Business SchoolUK

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