This article reports the results of empirical research into the budgeting and evaluation techniques used by a number of British multinational companies to monitor the performance of their foreign subsidiaries and suggests guidelines for use by management moving into cross border activity. It concludes that while the sample companies are able to avoid currency distortions by working exclusively in local currencies, the effects on group profits of currency fluctuations are not well monitored, and subsequent evaluation does not take account of substantial areas such as the impact of foreign taxes. Emerging international companies are recommended to avoid the trap of simply applying their domestic reporting system to international operations.
