Abstract
All organizations need planning to survive, grow, and sustain themselves. Businesses are forced to plan by competitive pressures, customers, suppliers, taxes, banks, joint ventures, or acquisitions. Businesses can plan reactively by making changes based on competition, adaptively by making changes based on the market or environment, or strategically by anticipating competitive and environmental forces. All businesses have some form of planning whether it is formally documented and implemented, or informal and reactive on a day-to-day basis. Planning is recognized as an important driver of business success.
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Notes
Broehl, W. G. Cargill: Trading the World’s Grain (Hanover, N.H.: University Press of New England, 1992).
Kampmeyer, J. M. “Preparing the next generation of owners (at Cargill),” Kellogg School of Management Family Business Conference, May 16–17, 2006.
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© 2010 Randel S. Carlock and John L. Ward
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Carlock, R.S., Ward, J.L. (2010). Making the Parallel Family and Business Planning Process Work. In: When Family Businesses are Best. A Family Business Publication. Palgrave Macmillan, London. https://doi.org/10.1057/9780230294516_2
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DOI: https://doi.org/10.1057/9780230294516_2
Publisher Name: Palgrave Macmillan, London
Print ISBN: 978-1-349-30818-7
Online ISBN: 978-0-230-29451-6
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