This presentation is about how families successfully pass their businesses to their children and over several generations. This is directed at family businesses that are getting close to a "passing the baton" stage.
Presented by Leo Valdes (leo.valdes.jr@gmail.com)
“Job satisfaction or value characteristics: Which one get more preference to ...Feroza Khatun
The document discusses job satisfaction and value characteristics that potential employees seek from small and medium enterprises (SMEs). It conducted a survey of 105 university students in Bangladesh to determine if they prefer job satisfaction or value characteristics more when choosing employment from an SME. The findings suggest students place more importance on job satisfaction, seeking caring, environmentally friendly workplaces with tangible and intangible benefits, job security, supportive management, and respect. However, the study was limited to students from one university, so results may not be generalizable. The document implies SMEs should focus on outcomes graduates seek, like job satisfaction factors, to attract and retain top talent.
Sara Lee is a global consumer goods company founded in 1939 headquartered in Illinois. It produces a wide range of food, beverage, and personal care products. Some of its major brands include Douwe Egberts coffee, Jimmy Dean breakfast meats, and Senseo single-serve coffee machines. The document discusses Sara Lee's product lines and positioning, as well as its competitors which include Kraft Foods, General Mills, Kellogg, PepsiCo, and ConAgra Foods.
The document discusses the differences between finding the eyeshadow "Brule" in-store versus online. In-store navigation at MAC counters can be difficult because the eyeshadows are organized by color instead of name, while online navigation on the MAC website is cluttered with unnecessary text. Both in-store and online have advantages and disadvantages for first-time versus repeat customers.
The document proposes creating a Sara Lee Young Professionals (SLYP) affinity group to attract, develop, and retain young talent. It summarizes the characteristics of Millennials and benefits of developing talent internally. A steering committee is interviewing potential executive sponsors. The group would provide a voice for young professionals and foster a culture that values their input and career growth.
This document introduces Erin Couture, who comes from a family called "Couture" in the fashion industry. It then provides updates on Erin's life in Riverview, including starting a career in journalism, marrying a man named Rainer, having two children named Christian and Tyra, and striving to continue her family's legacy in the fashion world. The children are named after famous fashion designers and models.
Morgan Motor Company has developed various strategies across different business functions to strengthen its position in the competitive automobile market. These include pursuing differentiation through heritage, quality, and unique buyers. Functional strategies focus on increasing service, IT, and human resources. The report outlines programs to improve operations, organization, and human resources. Budgets are allocated for marketing, R&D, HR, and operations. Procedures are established for sales force management and maintaining customer relations. Strategic alliances are formed for engine development, emissions testing, and research collaborations. If implemented properly, these strategies could help Morgan regain its former market dominance.
Commercial Story Board for MAC Cosmeticssiobhan_jones
This document does not contain any text to summarize. It only contains blank lines and formatting characters. In 3 sentences or less, a summary cannot be provided as there is no information given in the document to summarize.
“Job satisfaction or value characteristics: Which one get more preference to ...Feroza Khatun
The document discusses job satisfaction and value characteristics that potential employees seek from small and medium enterprises (SMEs). It conducted a survey of 105 university students in Bangladesh to determine if they prefer job satisfaction or value characteristics more when choosing employment from an SME. The findings suggest students place more importance on job satisfaction, seeking caring, environmentally friendly workplaces with tangible and intangible benefits, job security, supportive management, and respect. However, the study was limited to students from one university, so results may not be generalizable. The document implies SMEs should focus on outcomes graduates seek, like job satisfaction factors, to attract and retain top talent.
Sara Lee is a global consumer goods company founded in 1939 headquartered in Illinois. It produces a wide range of food, beverage, and personal care products. Some of its major brands include Douwe Egberts coffee, Jimmy Dean breakfast meats, and Senseo single-serve coffee machines. The document discusses Sara Lee's product lines and positioning, as well as its competitors which include Kraft Foods, General Mills, Kellogg, PepsiCo, and ConAgra Foods.
The document discusses the differences between finding the eyeshadow "Brule" in-store versus online. In-store navigation at MAC counters can be difficult because the eyeshadows are organized by color instead of name, while online navigation on the MAC website is cluttered with unnecessary text. Both in-store and online have advantages and disadvantages for first-time versus repeat customers.
The document proposes creating a Sara Lee Young Professionals (SLYP) affinity group to attract, develop, and retain young talent. It summarizes the characteristics of Millennials and benefits of developing talent internally. A steering committee is interviewing potential executive sponsors. The group would provide a voice for young professionals and foster a culture that values their input and career growth.
This document introduces Erin Couture, who comes from a family called "Couture" in the fashion industry. It then provides updates on Erin's life in Riverview, including starting a career in journalism, marrying a man named Rainer, having two children named Christian and Tyra, and striving to continue her family's legacy in the fashion world. The children are named after famous fashion designers and models.
Morgan Motor Company has developed various strategies across different business functions to strengthen its position in the competitive automobile market. These include pursuing differentiation through heritage, quality, and unique buyers. Functional strategies focus on increasing service, IT, and human resources. The report outlines programs to improve operations, organization, and human resources. Budgets are allocated for marketing, R&D, HR, and operations. Procedures are established for sales force management and maintaining customer relations. Strategic alliances are formed for engine development, emissions testing, and research collaborations. If implemented properly, these strategies could help Morgan regain its former market dominance.
Commercial Story Board for MAC Cosmeticssiobhan_jones
This document does not contain any text to summarize. It only contains blank lines and formatting characters. In 3 sentences or less, a summary cannot be provided as there is no information given in the document to summarize.
This document presents a service blueprint for the cafeteria of Khulna University in Bangladesh. It identifies several pain points in the current service process including low food quality, high prices, inefficiency, and a lack of variety and customer interaction. The blueprint then proposes solutions such as online ordering, rearranging the physical space, improving employee training, and establishing performance standards. The goal is to create a new, improved blueprint that addresses the issues and better meets student needs through the application of technology and other service enhancements.
Swarovski is a manufacturer of high-end crystal glass known for its precision cut lead crystal. The company was founded in 1895 in Austria by Daniel Swarovski and produces luxury goods decorated with Swarovski crystals, which are sold worldwide in over 120 countries. Swarovski crystals are used for decorative purposes in accessories, lighting, jewelry and more.
Bang & Olufsen is known for its high-end audiovisual products with unique designs influenced by Bauhaus and Scandinavian styles. The company focuses on innovative design through collaborations between in-house and external designers rather than customer demands. It aims to create surprising experiences through questioning norms. However, extending its expertise into new digital areas like the iPod challenged its traditional process. It formed Idealab to inject new ideas and consider supplementary functionality for existing products from outside perspectives to adapt.
This document provides an outline for a strategic audit of Estée Lauder Companies, Inc. It begins with an introduction that lists the company's production divisions and key facts. It then lists the company's achievements and competitors. The document discusses the company's vision and mission statements and compares them to a competitor. It provides an internal assessment of the company's strengths, weaknesses, business model, and financial ratios. It analyzes the company's organizational structure and provides recommendations to improve it. The document aims to conduct a thorough strategic audit of Estée Lauder.
Industrial Marketing Environment- A case study studying various environment (external and internal) affecting company's strategies to target their customers in B2B environment.
The document presents a case study on the hotel industry by Aditya Pilkhane, Anurag, Sanjay, Simran, Shikhar and Smriti. It discusses factors such as location, amenities, customer satisfaction, pricing and promotion that are important for hotels. It also examines concepts like search quality, experience quality, credence quality, demand and supply management. The document provides recommendations on positioning different hotel segments and using integrated marketing communications.
9 Awesome Ways to End Your Speech with a BangSketchBubble
There must be a better way to conclude your speech. After all, what the grand finale is to a musician, the conclusion is to a speaker. Learn the 9 awesome ways to end your speech with a bang.
The document discusses various luxury hotels around the world and provides information on hotel classification criteria, marketing strategies, and segmentation approaches. It outlines the characteristics of 3-star, 4-star and 5-star hotels. The marketing mix elements of product, price, place, promotion, people, physical evidence and process are also summarized. Specific luxury hotels mentioned include The Emirates Palace, Burj Al Arab, Palazzo Versace, Oberoi Udaivilas, and The Ritz Carlton.
Marketing Plan MAC Cosmetics (New Product Development)siobhan_jones
The document introduces M.A.C.'s new "Modern Glam Art" brush collection inspired by artist Andy Warhol. The "Pop Art" brush set has 5 brush heads that store around a single stem and comes in a semi-round palette. It has a suggested retail price of $75 but is priced at $60 if two colors from the collection are purchased together. M.A.C. will promote the limited edition set on temporary websites before adding it to normal inventory. The goal is to increase unit sales by 5% in six months by targeting young women, career women, and makeup professionals.
MAC Cosmetics was founded in 1984 in Toronto, Canada to create professional-quality makeup for photographers and makeup artists. It has since expanded to sell products worldwide to consumers directly. The company's mission is to be the leading authority in makeup and meet customers' needs. MAC practices corporate social responsibility through various initiatives that support communities affected by HIV/AIDS. Though MAC targets women, its products were initially made for makeup professionals.
World startup expo 2016 : Entrepreneurship and GrowthGeorge Molakal
This document discusses key aspects of entrepreneurship and growth. It outlines that successful entrepreneurs need focus and tenacity to overcome challenges. It recommends hiring specialists and adding management structure to sustain startup growth into a great company. The document also discusses using mergers and acquisitions as tools for global growth. Finally, it emphasizes the importance of investing for both the short and long term to avoid failure in the future.
World startup expo 2016 : Entrepreneurship and GrowthGeorge Molakal
Two critical factors govern entrepreneurship success : Focus and Tenacity : The entrepreneurial leap and entrepreneurial leadership clearly explained. The four critical missteps of entrepreneurs and how to avoid them and finally Measure of Life !!
To describe the importance of family businesses in the Asia–Pacific and their unique problems
To discuss the concept of transgenerational entrepreneurship and its differences in mind-set and context
To explore the unique types of family capital
To examine some of the hallmarks of family entrepreneurship across our region
To depict family entrepreneurship as three sometimes conflicting but overlapping systems
To explore the ways that climate change and family entrepreneurship may be interrelated
To examine the problems as well as the key factors in management succession
To explain the steps involved in carrying out a succession plan
To understand the contextual aspects toward developing a succession strategy
To examine the harvest strategy for reaping the value of family business through trade sale
This document discusses working with family businesses from engaging family members, to retaining them, and passing the business to the next generation. It includes:
- An agenda for a workshop on the topic, including presentations from experts.
- A case study of MJ Conroy & Sons, a 3 generation family construction business that has diversified internationally over time through property development, commercial agriculture, and other industries to manage risk.
- How the business changed ownership structures over time through family buyouts as generations succeeded one another, requiring distinction between family and business relations.
This document discusses succession planning in family businesses. It notes that only one-third of family businesses transition successfully to the second generation, and that choosing a successor can be difficult due to sibling rivalry, fear of loss, or greed over plundering the business. The owner must develop a clear succession plan to overcome these barriers. While passing the business to family is one option, there may also be reasons to consider selling the business instead of succession, such as preparing for retirement or harvesting the value of the business. Overall, family businesses face unique challenges around succession but also have advantages like flexibility and long-term orientation.
This document discusses issues facing the multi-generational family business Paddy's Italia. The business was founded as a pub by Paddy and is now a successful chain of restaurants led by his son Stephen as CEO. Stephen wants to pass management responsibilities to his son Dominic, but is reluctant to fully let go. Other issues discussed include how to divide business assets between children involved in the business and those not, balancing experience and education between generations, and ensuring fair compensation. The document provides perspectives on effectively addressing these challenges to help facilitate a smooth transition of the business to the next generation.
Family Business, Non Family Business, Urban MythsSteven Brown
Looking at the differences between Family business, Non Family Business and Urban Myths. The Knowledge and understanding needed for C level people, companies and owners.
Common traits of successful family business: why some thrive, while other fal...Browne & Mohan
How families build structures and process for managing the business and the family matters in the continuation of their family business. In this paper, Browne & Mohan consultants share common traits that associated with families that have survived multiple generations.
Rania LABAKI, Ph.D.
Associate Professor of Management
Director, EDHEC Family Business Centre
Scholar, Cornell Smith Family Business Initiative
rania.labaki@edhec.edu
Outfront layout copy; copy by Anita Tyler for University of Louisville School...Anita Tyler
This document summarizes insights from the advisory board of the University of Louisville's Family Business Center on the local business climate for 2013. Key points include:
- The local business climate is seen as "flat," "uncertain," and apprehensive. Growth is not expected to increase much in 2013.
- The biggest challenge is estate planning and tax increases, making generational transfers of family businesses more difficult.
- Opportunities exist in acquiring other struggling companies and improving operations, but access to capital remains challenging.
This document presents a service blueprint for the cafeteria of Khulna University in Bangladesh. It identifies several pain points in the current service process including low food quality, high prices, inefficiency, and a lack of variety and customer interaction. The blueprint then proposes solutions such as online ordering, rearranging the physical space, improving employee training, and establishing performance standards. The goal is to create a new, improved blueprint that addresses the issues and better meets student needs through the application of technology and other service enhancements.
Swarovski is a manufacturer of high-end crystal glass known for its precision cut lead crystal. The company was founded in 1895 in Austria by Daniel Swarovski and produces luxury goods decorated with Swarovski crystals, which are sold worldwide in over 120 countries. Swarovski crystals are used for decorative purposes in accessories, lighting, jewelry and more.
Bang & Olufsen is known for its high-end audiovisual products with unique designs influenced by Bauhaus and Scandinavian styles. The company focuses on innovative design through collaborations between in-house and external designers rather than customer demands. It aims to create surprising experiences through questioning norms. However, extending its expertise into new digital areas like the iPod challenged its traditional process. It formed Idealab to inject new ideas and consider supplementary functionality for existing products from outside perspectives to adapt.
This document provides an outline for a strategic audit of Estée Lauder Companies, Inc. It begins with an introduction that lists the company's production divisions and key facts. It then lists the company's achievements and competitors. The document discusses the company's vision and mission statements and compares them to a competitor. It provides an internal assessment of the company's strengths, weaknesses, business model, and financial ratios. It analyzes the company's organizational structure and provides recommendations to improve it. The document aims to conduct a thorough strategic audit of Estée Lauder.
Industrial Marketing Environment- A case study studying various environment (external and internal) affecting company's strategies to target their customers in B2B environment.
The document presents a case study on the hotel industry by Aditya Pilkhane, Anurag, Sanjay, Simran, Shikhar and Smriti. It discusses factors such as location, amenities, customer satisfaction, pricing and promotion that are important for hotels. It also examines concepts like search quality, experience quality, credence quality, demand and supply management. The document provides recommendations on positioning different hotel segments and using integrated marketing communications.
9 Awesome Ways to End Your Speech with a BangSketchBubble
There must be a better way to conclude your speech. After all, what the grand finale is to a musician, the conclusion is to a speaker. Learn the 9 awesome ways to end your speech with a bang.
The document discusses various luxury hotels around the world and provides information on hotel classification criteria, marketing strategies, and segmentation approaches. It outlines the characteristics of 3-star, 4-star and 5-star hotels. The marketing mix elements of product, price, place, promotion, people, physical evidence and process are also summarized. Specific luxury hotels mentioned include The Emirates Palace, Burj Al Arab, Palazzo Versace, Oberoi Udaivilas, and The Ritz Carlton.
Marketing Plan MAC Cosmetics (New Product Development)siobhan_jones
The document introduces M.A.C.'s new "Modern Glam Art" brush collection inspired by artist Andy Warhol. The "Pop Art" brush set has 5 brush heads that store around a single stem and comes in a semi-round palette. It has a suggested retail price of $75 but is priced at $60 if two colors from the collection are purchased together. M.A.C. will promote the limited edition set on temporary websites before adding it to normal inventory. The goal is to increase unit sales by 5% in six months by targeting young women, career women, and makeup professionals.
MAC Cosmetics was founded in 1984 in Toronto, Canada to create professional-quality makeup for photographers and makeup artists. It has since expanded to sell products worldwide to consumers directly. The company's mission is to be the leading authority in makeup and meet customers' needs. MAC practices corporate social responsibility through various initiatives that support communities affected by HIV/AIDS. Though MAC targets women, its products were initially made for makeup professionals.
World startup expo 2016 : Entrepreneurship and GrowthGeorge Molakal
This document discusses key aspects of entrepreneurship and growth. It outlines that successful entrepreneurs need focus and tenacity to overcome challenges. It recommends hiring specialists and adding management structure to sustain startup growth into a great company. The document also discusses using mergers and acquisitions as tools for global growth. Finally, it emphasizes the importance of investing for both the short and long term to avoid failure in the future.
World startup expo 2016 : Entrepreneurship and GrowthGeorge Molakal
Two critical factors govern entrepreneurship success : Focus and Tenacity : The entrepreneurial leap and entrepreneurial leadership clearly explained. The four critical missteps of entrepreneurs and how to avoid them and finally Measure of Life !!
To describe the importance of family businesses in the Asia–Pacific and their unique problems
To discuss the concept of transgenerational entrepreneurship and its differences in mind-set and context
To explore the unique types of family capital
To examine some of the hallmarks of family entrepreneurship across our region
To depict family entrepreneurship as three sometimes conflicting but overlapping systems
To explore the ways that climate change and family entrepreneurship may be interrelated
To examine the problems as well as the key factors in management succession
To explain the steps involved in carrying out a succession plan
To understand the contextual aspects toward developing a succession strategy
To examine the harvest strategy for reaping the value of family business through trade sale
This document discusses working with family businesses from engaging family members, to retaining them, and passing the business to the next generation. It includes:
- An agenda for a workshop on the topic, including presentations from experts.
- A case study of MJ Conroy & Sons, a 3 generation family construction business that has diversified internationally over time through property development, commercial agriculture, and other industries to manage risk.
- How the business changed ownership structures over time through family buyouts as generations succeeded one another, requiring distinction between family and business relations.
This document discusses succession planning in family businesses. It notes that only one-third of family businesses transition successfully to the second generation, and that choosing a successor can be difficult due to sibling rivalry, fear of loss, or greed over plundering the business. The owner must develop a clear succession plan to overcome these barriers. While passing the business to family is one option, there may also be reasons to consider selling the business instead of succession, such as preparing for retirement or harvesting the value of the business. Overall, family businesses face unique challenges around succession but also have advantages like flexibility and long-term orientation.
This document discusses issues facing the multi-generational family business Paddy's Italia. The business was founded as a pub by Paddy and is now a successful chain of restaurants led by his son Stephen as CEO. Stephen wants to pass management responsibilities to his son Dominic, but is reluctant to fully let go. Other issues discussed include how to divide business assets between children involved in the business and those not, balancing experience and education between generations, and ensuring fair compensation. The document provides perspectives on effectively addressing these challenges to help facilitate a smooth transition of the business to the next generation.
Family Business, Non Family Business, Urban MythsSteven Brown
Looking at the differences between Family business, Non Family Business and Urban Myths. The Knowledge and understanding needed for C level people, companies and owners.
Common traits of successful family business: why some thrive, while other fal...Browne & Mohan
How families build structures and process for managing the business and the family matters in the continuation of their family business. In this paper, Browne & Mohan consultants share common traits that associated with families that have survived multiple generations.
Rania LABAKI, Ph.D.
Associate Professor of Management
Director, EDHEC Family Business Centre
Scholar, Cornell Smith Family Business Initiative
rania.labaki@edhec.edu
Outfront layout copy; copy by Anita Tyler for University of Louisville School...Anita Tyler
This document summarizes insights from the advisory board of the University of Louisville's Family Business Center on the local business climate for 2013. Key points include:
- The local business climate is seen as "flat," "uncertain," and apprehensive. Growth is not expected to increase much in 2013.
- The biggest challenge is estate planning and tax increases, making generational transfers of family businesses more difficult.
- Opportunities exist in acquiring other struggling companies and improving operations, but access to capital remains challenging.
The document discusses the unique strengths and challenges of family-run businesses. It outlines several advantages family-run businesses have over publicly owned companies, such as flexibility, long-term thinking, strong corporate culture and better labor relations. However, only 3% of family businesses survive into the fourth generation, as many struggle with succession planning and an inability to innovate and evolve with changing markets. The key challenge for long-term survival is preparing the business for continuous renewal and innovation beyond just running existing operations.
We are all small fish in a big pond. It's all about the splash you make and how you make it. Work is Personal. Computing is Social. Knowledge is Power.
The document discusses different exit strategies for business owners, including transferring the business to family or selling it. It provides statistics on the most common exit strategies business owners are considering and their typical success rates. The document also identifies some of the key roadblocks that can derail plans to transfer a business to family or sell it. It provides tips for overcoming these challenges, such as preparing early, communicating effectively, and running the business for growth and marketability to maximize its value upon exit.
The document discusses the future of family businesses in India, noting that they account for a large percentage of GDP and employment in India. Family businesses are adapting by allowing younger generations more flexibility and input, and with continued professionalization they are expected to remain an important part of the Indian economy going forward. The success of transitioning leadership between generations will be key to the long-term success of family businesses.
This document provides information about Business Week, an event hosted by Illinois State University's College of Business from February 23-26, 2015. It included a professional development dinner, transition seminars for students, a corporate social responsibility day, and a keynote speech. The event offered networking opportunities for students with alumni and corporate partners. It also inducted distinguished alumni into the College of Business Hall of Fame. The document provides details on the schedule, speakers, and topics covered during the various Business Week events.
Chinese tycoon and prospect of family offices in chinaEva Law
This document summarizes the status and prospects of family offices and private wealth in China. It discusses the growth of Chinese private wealth and high-net-worth individuals. It also profiles typical Chinese magnates and their investment behaviors, as well as the challenges they face regarding business succession and wealth preservation. The document outlines the services that family offices provide and prospects for the continued growth of family offices in China to help wealthy families manage their assets across generations.
Family businesses can succeed over multiple generations if they balance strong business performance with keeping the family committed as owners. Five key dimensions must work together: harmonious family relations; an ownership structure providing capital and family control; strong governance and a dynamic business portfolio; professional wealth management; and charitable foundations. Successful long-term family businesses establish professional management, maintain family commitment through shared values and liquidity events, and take a long-term view with moderate risk and prudent diversification.
1) Family businesses make up a significant portion of companies worldwide and face unique challenges as the family and business grow.
2) For a family business to be successful over generations, five dimensions must be balanced - family relations, ownership structure, governance, wealth management, and charitable foundations.
3) Large, long-lasting family businesses establish strong governance through family involvement and independent board members. They also take a long-term approach to managing their business portfolio through moderate growth and prudent diversification.
Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...Neil Horowitz
On episode 272 of the Digital and Social Media Sports Podcast, Neil chatted with Brian Fitzsimmons, Director of Licensing and Business Development for Barstool Sports.
What follows is a collection of snippets from the podcast. To hear the full interview and more, check out the podcast on all podcast platforms and at www.dsmsports.net
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....Lacey Max
“After being the most listed dog breed in the United States for 31
years in a row, the Labrador Retriever has dropped to second place
in the American Kennel Club's annual survey of the country's most
popular canines. The French Bulldog is the new top dog in the
United States as of 2022. The stylish puppy has ascended the
rankings in rapid time despite having health concerns and limited
color choices.”
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
The Genesis of BriansClub.cm Famous Dark WEb PlatformSabaaSudozai
BriansClub.cm, a famous platform on the dark web, has become one of the most infamous carding marketplaces, specializing in the sale of stolen credit card data.
Starting a business is like embarking on an unpredictable adventure. It’s a journey filled with highs and lows, victories and defeats. But what if I told you that those setbacks and failures could be the very stepping stones that lead you to fortune? Let’s explore how resilience, adaptability, and strategic thinking can transform adversity into opportunity.
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
Profiles of Iconic Fashion Personalities.pdfTTop Threads
The fashion industry is dynamic and ever-changing, continuously sculpted by trailblazing visionaries who challenge norms and redefine beauty. This document delves into the profiles of some of the most iconic fashion personalities whose impact has left a lasting impression on the industry. From timeless designers to modern-day influencers, each individual has uniquely woven their thread into the rich fabric of fashion history, contributing to its ongoing evolution.
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
3 Simple Steps To Buy Verified Payoneer Account In 2024SEOSMMEARTH
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Buy Verified Payoneer Account With 100% secure documents, [ USA, UK, CA ]. Are you looking for a reliable and safe way to receive payments online? Then you need buy verified Payoneer account ! Payoneer is a global payment platform that allows businesses and individuals to send and receive money in over 200 countries.
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Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
Discover timeless style with the 2022 Vintage Roman Numerals Men's Ring. Crafted from premium stainless steel, this 6mm wide ring embodies elegance and durability. Perfect as a gift, it seamlessly blends classic Roman numeral detailing with modern sophistication, making it an ideal accessory for any occasion.
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Leo Valdes is a business/IT consultant and a master presenter. He is the manager of the Uptown Vancouver Business Improvement Area. He is also an instructor for Washington-based City University, and the University of Phoenix within the Vancouver Lower Mainland area. He also provides advice to the Philippine government on accessibility of technology for persons with disabilities. He has worked for Procter & Gamble, the United Nations, and major companies in Vancouver. He completed his MBA in Simon Fraser University in 2003 and is pursuing a second masters on Human Resources Management and Organizational Development. Hello, cousins and sibs. Thank you for giving me a chance to make a presentation on Family Businesses. This topic, Enduring Family Businesses, is about how families successfully pass their businesses down to the next generation, and keep control of the companies. This presentation will take about fifteen minutes. Whenever you hear the beep, move to the next slide.
Let’s start off with some trivia. Do you know what the world’s oldest family corporation is? And how old do you think it is? 500, 1000, or 1500 years old? The answer is on the next slide…
The World’s Oldest Family Company is 1430 year old Kongo Gumi. It is a family of Korean Temple builders based in Japan. It has survived for 40 generations. It’s 40 th president, Masakazu Kongo, is an Architecture and Economics graduate of University of California. Kongo Gumi employs about 100 people.
Kongo Gumi has lasted this long because of its singular focus. They are the best temple-builders in the world. When times are bad, they downsize. When times are better, they ramp up again. But in 1400 years, it had not grown beyond 100 employees. The family’s singular goal is to build quality temples that will last at least a thousand years, even if they are made of wood. Part of their revenue comes from maintaining the temples they have already built.
Looking at the oldest corporations in the world, they seem to have similar characteristics. All of them have a singular focus. They try to be the best in the world in what they do. For example, Italian company Fonderia Pontifica Marinelli has delivered bells around the world for 1000 years.
Kongo Gumi has lasted this long because of its singular focus. They are the best temple-builders in the world. When times are bad, they downsize. When times are better, they ramp up again. But in 1400 years, it had not grown beyond 100 employees. The family’s singular goal is to build quality temples that will last at least a thousand years, even if they are made of wood. Part of their revenue comes from maintaining the temples they have already built.
Kongo Gumi has lasted this long because of its singular focus. They are the best temple-builders in the world. When times are bad, they downsize. When times are better, they ramp up again. But in 1400 years, it had not grown beyond 100 employees. The family’s singular goal is to build quality temples that will last at least a thousand years, even if they are made of wood. Part of their revenue comes from maintaining the temples they have already built.
Kongo Gumi has lasted this long because of its singular focus. They are the best temple-builders in the world. When times are bad, they downsize. When times are better, they ramp up again. But in 1400 years, it had not grown beyond 100 employees. The family’s singular goal is to build quality temples that will last at least a thousand years, even if they are made of wood. Part of their revenue comes from maintaining the temples they have already built.
Another common characteristic is that they remained small. Most of the oldest companies employ less than 100 employees.
Another common characteristic is that they remained small. Most of the oldest companies employ less than 100 employees.
Another common characteristic is that they remained small. Most of the oldest companies employ less than 100 employees.
We also know that family members have led these companies for all those generations. What we don’t know is how they choose successors.
Family succession in business in the United States and in Canada is not easy. The chances that the family corporation is passed on to a son or daughter is only 30%. This is the same case when transferring from the second to the third generation. So, there is only a 10% chance that the family corporation is run by a family member from the first to the third generation!
What can go wrong when planning for succession? First, new family corporations that are successful usually grow faster than older corporations. So, they are targets of buy outs. When the children of the founding generation don’t show much interest in the company, the founders sell the business and retire with their gains.
Secondly, there are no mechanisms for succession. In some corporations, the founder wants to keep control until there is a health crisis. Then, it is too late to get the next generation ready. According to experts, succession planning should happen when times are good, and the health of the founder is good.
Third, the next generation is not ready or not interested. Readiness includes having the right knowledge, skills and attitude. Knowledge and skill can be learned, but attitude is based on upbringing, and it is critical. Attitude needs to be consistent with the initial intent of the business.
But why bother transferring to the next generation? Why not just sell the businesses and distribute the proceeds? The most compelling reason is that family businesses are important to economies.
In the United States, two-thirds of the Fortune 500 companies are family-owned corporations. All over the world, half of the working force is working for a family. Case in point: It is estimated that 10% of the Philippine’s labor force is working in shopping malls. The malls are owned by the Sys, the Ayalas, and us, the Nepos – all families. So, it is important that our family corporations endure, because we are contributing to the Philippine economy. At the same time, a good economy means we have clients for our businesses.
So, in order for us to succeed at succession, we need to do certain things. Family succession experts recommend these: First, we need to get back to the basics. The most important basics are our guiding principles. In our case, Papang and Ima epitomize our basic principles. Despite World War II, the Huk terrorist movement, the Marcos era, Mount Pinatubo and the Asian recession, our companies have endured. The reason is self-less. It has little to do with profitability and more to do with sustaining the confidence in the Nepomuceno name. Every time we have a set-back, we rebuild. Our family corporations survive because of the principles of Papang and Ima that live inside us, and hopefully guide us in our decision-making. Articulating those guiding principles becomes our shared dream.
As our family grows, governance will be an issue. Getting together as a family keeps our traditions and common principles intact. The biggest issue in the next few years is how we govern ourselves when there are 30+ third generation cousins instead of 10 second generation brothers and sisters.
Finally, we must have processes in place for succession. Choosing who will run companies is not easy. Aside from the compensation issues, there is the search for the interest and the right attitude. After that, knowledge and skills can be acquired.
Here are five possible processes we can look into when planning for succession. We have to let our children know about our corporations. This is not to groom them, but to keep them aware. If they so happen to consider a career in our lines of business, they can be candidates for the future.
In the 80’s many of us left the Philippines to work abroad. Some of us have come back. Learning about how businesses are run in other countries, or within the Philippines, helps us get ready to run family corporations.
Team-based management is another possibility. Several cousins work together and eventually, a leader emerges. The downside to this is that taking over a company can result in animosity against the emergent leader. Building a pool of candidates is something we are already doing with the 3 rd generation. With our 4 th and 5 th generations growing up, we also adding candidates to that pool. Finally, rotation gives our current relatives a chance to learn more about the businesses. By rotating roles, family members will find something they really like and be passionate about.
Here are my recommendations for the those families who are close to the “Passing the Baton” stage
To move forward, we must look back. America’s most respected companies are doing this. We need to extrapolate the vision of Papang and Ima. We need to use that vision to build our shared dream. Building a shared dream is a possible topic for a future presentation.
Also, we need to have succession planning now, instead of when we are all in our 70s and 80s. This will not be easy. We can start by keeping the dialogue open within our families.
Finally, we also have to start planning how we govern ourselves in the future. One family business consultant has suggested the development of what is called a cousin consortium. It is a board of cousins who are willing to govern. We have somewhat started it in the Nepo Business club. However, representation is still based on the second generation family membership. We need to ask ourselves in the next few years if we can still live with that governance structure. Beware though, of power playing. Governance is a serious matter, and should not involve feuding and personalities. A cousin consortium is a round table that helps chart the future of the whole clan.
Lastly, I want to ask you a fundamental question. Do you want to have a lean and lasting family-run corporation or a growing and lasting family-owned corporation? Let’s look at each option quickly.
Do we want to be like the oldest family corporations in the world? Do we want to keep our children and grandchildren in charge of the companies as long as possible? If so, can we sustain our families on businesses with a singular focus? Do we want our companies to grow slowly, stay lean and keep it within the family? When we look at the oldest corporations, they had a discipline for succession. The process was simple: the eldest son (or child) took over the company. The family values never waiver – tradition is important. The business did not stray from its singular focus. And, there is strong evidence that the families were always small, not like our large Philippine families.
OR…. Do we want to be a lasting family corporation that grows and retains our ownerships despite who runs them? These companies have been run by family members for as long as they could, and then allowed to be run by trusted non-family members. Yet, they remain major stockholders of their companies. Think about 3M, Hewlett-Packard, Wal-Mart, Nordstrom, Procter & Gamble and Johnson & Johnson. These all started as family corporations, and they are now bigger than ever. These companies, on average are about as old as Angeles Electric Corporation, but they have grown, slowly at first, and now many times over AEC. These lasting companies have endured and grown. At the same time they are respected companies.
Before saying goodbye, let me tell you about temple-makers Kongo Gumi today. After 1431 years, Kongo Gumi went into bankruptcy. In 2006, they were bought out by a Japanese construction company. The reason: fewer Japanese are going to temples and contributing to them. Therefore, the problem of a focused and lasting company is that there are no alternative businesses to keep it afloat.
Thank you for your attention. I hope you liked this short presentation. If you have any questions about this presentation, email me. Thank you and have a wonderful evening.