Passing the family business along to the next generation is the long-term goal of many enterprises. With the purpose of family sustainability, our firm assists family members in reaching a consensus towards family ownership, operation, management and other related rights and obligations. Also, we provide maintenance, renewal, administration, tax and legal services in relation to the Family Constitution or the holding company structure.
To support the unique needs of family businesses, KPMG Private Enterprise has created a global network dedicated to offering relevant information and advice to family-owned companies. We understand that the nature of a family business is inherently different from a nonfamily business and requires an approach that considers the family component.
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In a post-COVID-19 world, we believe that continuing to fuel the regenerative power of family businesses will require charismatic and transformational styles of leadership to help ensure that family businesses continue to evolve successfully. We also strongly believe that greater diversity of views and experiences and inclusivity in the C-suite can add even further to that power.
We believe the regenerative capability of family businesses is their superpower. And there are many lessons in their experiences to guide you in continuing to build on the strengths that already exist in your family business along with practical actions that you might consider to fill some potential gaps. As a starting point, we encourage you to consider the factors that are influencing the regenerative power and future performance of your family business:
FOBI is a member of the STEP Project for Family Enterprising, a global leading research network that conducts cutting-edge research about business families, through which successful best practices are uncovered, as well as the entrepreneurial challenges facing family business leaders.
Report coming soon! This year's report reflects the responses of 2,439 family business leaders from 70 countries and territories who reveal the secret to their staying power, how they stay a step ahead of their competition and how they continue to nurture and grow their businesses from decade to decade and from generation to generation.
Choosing the proper successor will be family business leaders' most important legacy, and a moment of personal pride. The family business leaders in the study expressed the decision will be built upon an important historical foundation, deeply rooted family values, and a passion for what the business does, what it stands for, and the what impact it has on people and society (STEP and KPMG, 2020, p.18).
Womens' characteristics as nurturers and caregivers, combined with their unique and transformational leadership styles, judgement, and outlook are key factors in the success and perpetuity of family businesses. Their presence as holistic managers and leaders provides additional resources that family businesses can grow and capitalize on (STEP and KPMG, 2020, pg. 11).
The three interdependent and overlapping spheres comprising family businesses' systems requires proper governance in order to achieve cohesiveness. Family governance is a dynamic practice that requires transparency, purpose, intent, and flexible mechanisms to reduce ambiguity and conflict (STEP and KPMG, 2020, pg. 3 and 9).
There are 5.5 million family businesses in the United States. Family owned businesses contribute 57% of the GDP and employ 63% of the workforce (Family Enterprise USA, 2011). That means family owned businesses employ over 98 million people! In addition, family businesses are responsible for 78% of all new job creation (Astrachan and Schanker, (2003) Family Business Review 16(3) 211-219).
Family firms boast distinct, competitive values that result in more than just profits. According to Family Enterprise USA, over 90 percent of family businesses feel that what sets them apart from non-family firms is a long-term investment philosophy, commitment to employees and suppliers and contributions to their communities.
Grand Rapids Michigan continues to rank highly on measures of community satisfaction. The city has been ranked as a top place to live (Relocate America, 2011), raise a family (Forbes, 2014) and retire (AARP, 2013). The contributions family businesses make to our community may be one of the variables why our community is so strong.
Many family businesses struggle to survive into future generations. In the literature, 30% of family businesses fail to survive the transfer from the first to second generation (Poza and Daugherty, 2014). Yet in FOBI's 2014 survey (drawn from our database of 690 family businesses in West Michigan), the average age of the family businesses in our survey were 50 years old and 11% were over 100 years old. In addition to providing stable long term jobs in West Michigan, family businesses engage in important philanthropy in our community. The 2014 FOBI survey found that 90% of family businesses engage in philanthropic giving.
Our 2014 survey also found that family businesses function differently during an economic downturn. When faced with reduced earnings, 76% of family business owners would reduce or not take a distribution and 58% would reduce or not take a salary. Layoffs were the last course of action they would take after reducing advertising and R&D expenditures. While family businesses have been criticized as being risk averse, because they have less debt and have non economic goals (i.e. values not based solely on profit) they can function differently during a downturn. FOBI has labeled this phenomenon the 'flat spline economic theory of family businesses.' We are conducting an economic and philanthropic impact study in West Michigan in the fall of 2015.
Lack of succession planning continues to threaten the longevity of many Michigan family owned businesses.Eighty percent of family businesses surveyed in West Michigan stated that they intend for the business to be passed on to the succeeding generation. Still, only 19 percent report that they have begun planning for succession (FOBI 2014).
Family businesses must also balance the needs of the business and the family. A recent study conducted by Kennesaw State University and Ernst & Young (Hall and Astrachan, 2014) found that the largest and longest lasting family businesses globally became and remain successful by optimizing both family cohesion and profitable business growth.
One family member owns the company and is responsible for all decisions. This works best when the business requires decisive leadership and creates enough liquidity to satisfy nonowners (or when nonbusiness assets can do so).
Although hybrids exist, most family businesses fall into one of those four categories. (If a family business has some shares that are publicly traded, it may fit into any of them, depending on how the family has decided to handle its piece.) In a survey we conducted of family businesses of various sizes and across numerous industries and geographies, we found that 13% had a sole owner, 24% were partnerships, 36% had distributed ownership, and 27% had concentrated ownership.
But if that power is wielded ineffectively, the business will suffer. Some owners exercise too much control, stifling innovation and making it hard to attract and retain great talent. Others step back from major decisions, leaving a vacuum that may be filled by executives looking to their own interests. We saw a number of family businesses nearly destroyed when decisions were left to nonfamily managers who wanted to run the company down and buy it at a fire-sale price.
The four-room model helps owners maintain control over the most important issues and delegate other decisions. It establishes a process for revisiting decisions as goals evolve for the family or the business or both.
The impulse to keep things private is understandable. Privacy can protect the business and the family from outsiders. But if owners hold their cards too close to the vest, they risk starving the business of its ability to cultivate valuable relationships.
Delaying or poorly planning your transition can wreak havoc on the business and the family alike. A Boston Consulting Group study of more than 200 Indian family businesses found a 28-percentage-point difference in market capitalization growth between companies that had planned their transitions and those that had not. Family empires may be consolidated or squandered in the transfer of power across generations.
There is no single way to survive, and there are few universal best practices. But by applying the five-rights framework, you can organize yourself for the work that family ownership requires. Ask the members of your business to individually assess your performance against each right. Then share the results and develop a plan that builds on your strengths and shores up your vulnerabilities. Only through such collaboration can you use the power of ownership to sustain your family business for generations to come.
TCU ACAP is a free, one-week, on-campus summer program for high school students from underrepresented groups to learn more about degrees and careers in accounting and finance. We partner with the National Association of Black Accountants Inc. (NABA) to bring the Accelerated Career Awareness Program to Fort Worth on the TCU campus to bridge the opportunity gap for minority high school students. Students stay in dorms and attend classes on careers in accounting and business, personal development and college preparation.
Attempting to visit some of these Wirecard partners in the Philippines, the FT instead discovers a retired seaman and his family, who are bemused to learn that their house is supposedly the site of an international payments business.
Our current and previous research has shown that theentrepreneurial orientation of family businesses is a strongcontributor to their financial, social and non-financialperformance, and keeping the entrepreneurial spirt alive is a toppriority. But entrepreneurialism alone isn't enough. The prideand emotional value that family members gain by owning and managingthe business - often described as their socioemotional wealth -also contributes to the overall performance of their firm beyondfinancial results, including family unity, loyalty to the businessand social impact. 2ff7e9595c
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