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March 1, 2005

What UK family firms think about corporate finance

Scott Mcculloch is editor of Families in Business.

What UK family firms think about corporate finance

Risk-averse and dominated by close-knit management, the UK's family business sector could become a victim of its own success if left unchallenged, a new report on corporate finance and family businesses suggests.
 

March 1, 2005

According to recent research, family firms have stronger ‘people’ values than non-family firms and are more likely to put customers and employees ahead of profits.

According to recent research, family firms have stronger 'people' values than non-family firms and are more likely to put customers and employees ahead of profits. This doesn't mean they lose any competitive advantage, argues John Ward, Wild Group Professor of Family Business at IMD in Switzerland and Professor of Family Enterprises at Kellogg School of Management.

January 1, 2005

Family firms represent around half the output of the UK’s privately-held economy. Even so, Grant Gordon believes there’s scope for improvement

Grant Gordon is director general of the Institute for Family Business (UK). www.ifb.org.uk.

Family firms represent around half the output of the UK's privately-held economy. Even so, Grant Gordon believes there's scope for improvement

Family firms are an important part of the backbone of the UK economy and the primary constituency where they are represented is in the small business sector. A Barclay's Bank survey carried out in 2002 noted that three in five firms with turnover of £5m or less are owned or managed by related family members.

January 1, 2005

Family businesses face continued uncertainty over their tax affairs

Scott Mcculloch is editor of Families in Business.

Family businesses face continued uncertainty over their tax affairs

Never has Britain's taxman been the source of so much pillow talk since a mild mannered Sussex couple were slapped with a stinging £42,000 tax bill. Their crime? They were a family business who shared their wealth.

January 1, 2005

Johan Lambrecht and Diane Arijs are respectively director and scientific researcher of the Research Centre for Entrepreneurship, EHSAL-KU Brussel in Brussels.

"Any fool can make a fortune. It takes a man of brains to hold on to it after it is made."

January 1, 2005

It takes a lot more than entrepreneurial spirit to sustain a family and its long-term business success – vision, values and planning also play a role. The key, as Amy Braden discovers, is integrating them

Amy Braden is a managing director of JPMorgan Private Bank and head of its Family Wealth Centre in New York. www.jpmorgan.com/privatebank

Wealthy families with problems – business disputes, wayward children, expensive divorces – make for tasty media fare. What you won't often find in the news, however, are the families who have mastered the delicate art of successfully stewarding collective wealth for the benefit of family and society alike.

September 1, 2004

The globalisation of world economies means many family businesses must grow strategically to survive. More often than not, the growth capital requirements of the family firm clash with the liquidity and control needs of the family shareholders. What to do? Francois de Visscher explains

Francois de Visscher is founder and president of the family business consultancy de Visscher & Co.

The globalisation of world economies means many family businesses must grow strategically to survive. More often than not, the growth capital requirements of the family firm clash with the liquidity and control needs of the family shareholders. What to do? Francois de Visscher explains

September 1, 2004

Choosing between legacy and liquidity

Peter Munro, CEO of Turner-Munro International, a large family-owned furniture manufacturer, finds himself at a crossroads shortly after the death of his long-time business partner. Should he sell the business or keep it in the family?

Peter, age 69, never imagined that he might consider selling the business that he and his partner Lawrence Turner founded nearly 40 years ago. Childhood friends, Peter and Lawrence became business partners in their late 20s. Together, they built a sizeable, profitable company, one of the largest furniture manufacturers in the region.

July 1, 2004

Finland may be a small country overshadowed by its dominant neighbour Russia, but has a tenacious family business sector powering a stable economy. Krista Elo-Pärsinnen reports

Finland may be a small country overshadowed by its dominant neighbour Russia, but has a tenacious family business sector powering a stable economy.

Finland's family businesses embody 'accountable ownership' with a face – they are arguably the backbone of the economy as well as the engine powering it. Their broad goal is not unlike family business owners the world over: to pass down an enterprise in a better condition than when they themselves took over.

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