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.
A family business is a business in which one or more members of one or more f...offnow321
A family business is one where family members have significant ownership and commitment to the business's well-being. Some of the world's largest companies are family-owned or controlled, including Walmart, Samsung, Tata Group, and Foxconn. Family businesses face unique challenges in balancing the interests of family members as owners and/or managers with the interests of the business. Successful succession and growth of a family business requires competency in managing these competing interests.
The document summarizes key themes and issues to be discussed at a family business workshop, including:
1. Reviewing the founder's original vision and whether it remains valid as new generations become involved in the business.
2. Motivating potential successors and examining business processes to determine the best management structure for future growth.
3. Ensuring company values and the skills/ambitions of the next generation are aligned with the business's direction.
4. Discussing the founder's plans for partial retirement or exit and succession planning both within and outside the family to ensure continuity.
The document discusses how family businesses differ from other businesses in their approach to long-term strategy and innovation. It notes that family businesses are focused on multi-generational continuity rather than short-term gains, allowing them to plan decades and centuries into the future. Key factors that enable family businesses to innovate include their dynastic will to pass the business down through generations, mission statements tied to family values, leaders with longer tenure for strategic planning, and strong lasting relationships with stakeholders. The document argues that these same principles of long-term thinking, valuing tradition, and relationship-building could benefit non-family businesses as well.
The Family Business Power Point PresentationRonaldFilian
The document discusses the importance of estate planning for family businesses. It notes that the business often makes up the majority of the estate's value. Without proper planning, liquidating the business to pay estate taxes could negatively impact the family's goals of passing the business to future generations. The document outlines key steps in estate planning, including paying taxes, ensuring the business remains healthy, addressing the surviving spouse's needs, equalizing assets among heirs, and planning for different ownership scenarios.
The document provides guidance on maintaining family harmony during the succession planning process for a family business. It emphasizes the importance of open communication between all family members, including those involved in management and those who are owners. It recommends establishing regular family meetings with set agendas to discuss both business and family matters in a transparent way. This allows different views on issues like reinvesting profits or transition plans to be heard from all sides. The examples show how both a daughter running the business and her non-involved brother feel there is a lack of discussion and transparency currently. The advisor recommends the family begin holding formal meetings to improve understanding and prevent disputes over the business.
CONFLICT IN FAMILY BUSINESS AND ITS RESOLUTION PPT FOR B.COM ENTREPRENEURSHIPDr. Toran Lal Verma
Family businesses are prone to conflicts due to disagreements between family members over strategic decisions, roles and responsibilities, compensation, ownership, and succession. Major sources of conflict include lack of shared vision and values, unclear decision-making processes, compensation inequities, ambiguous ownership structures, and unresolved sibling rivalries. Successful family businesses establish formal conflict resolution mechanisms, clear governance structures, shared family goals and values, open communication forums, and seek mediation help when needed to prevent and resolve conflicts that could jeopardize both the business and family unity.
This document discusses entrepreneurship and family businesses. It notes that entrepreneurial companies often become family businesses over time. Family businesses make up a significant portion of businesses and employment globally. For example, in the US, family firms account for 64% of GDP and 85% of private sector employment. The document provides context on the definition of family businesses and their worldwide economic impact.
A family business is a business in which one or more members of one or more f...offnow321
A family business is one where family members have significant ownership and commitment to the business's well-being. Some of the world's largest companies are family-owned or controlled, including Walmart, Samsung, Tata Group, and Foxconn. Family businesses face unique challenges in balancing the interests of family members as owners and/or managers with the interests of the business. Successful succession and growth of a family business requires competency in managing these competing interests.
The document summarizes key themes and issues to be discussed at a family business workshop, including:
1. Reviewing the founder's original vision and whether it remains valid as new generations become involved in the business.
2. Motivating potential successors and examining business processes to determine the best management structure for future growth.
3. Ensuring company values and the skills/ambitions of the next generation are aligned with the business's direction.
4. Discussing the founder's plans for partial retirement or exit and succession planning both within and outside the family to ensure continuity.
The document discusses how family businesses differ from other businesses in their approach to long-term strategy and innovation. It notes that family businesses are focused on multi-generational continuity rather than short-term gains, allowing them to plan decades and centuries into the future. Key factors that enable family businesses to innovate include their dynastic will to pass the business down through generations, mission statements tied to family values, leaders with longer tenure for strategic planning, and strong lasting relationships with stakeholders. The document argues that these same principles of long-term thinking, valuing tradition, and relationship-building could benefit non-family businesses as well.
The Family Business Power Point PresentationRonaldFilian
The document discusses the importance of estate planning for family businesses. It notes that the business often makes up the majority of the estate's value. Without proper planning, liquidating the business to pay estate taxes could negatively impact the family's goals of passing the business to future generations. The document outlines key steps in estate planning, including paying taxes, ensuring the business remains healthy, addressing the surviving spouse's needs, equalizing assets among heirs, and planning for different ownership scenarios.
The document provides guidance on maintaining family harmony during the succession planning process for a family business. It emphasizes the importance of open communication between all family members, including those involved in management and those who are owners. It recommends establishing regular family meetings with set agendas to discuss both business and family matters in a transparent way. This allows different views on issues like reinvesting profits or transition plans to be heard from all sides. The examples show how both a daughter running the business and her non-involved brother feel there is a lack of discussion and transparency currently. The advisor recommends the family begin holding formal meetings to improve understanding and prevent disputes over the business.
CONFLICT IN FAMILY BUSINESS AND ITS RESOLUTION PPT FOR B.COM ENTREPRENEURSHIPDr. Toran Lal Verma
Family businesses are prone to conflicts due to disagreements between family members over strategic decisions, roles and responsibilities, compensation, ownership, and succession. Major sources of conflict include lack of shared vision and values, unclear decision-making processes, compensation inequities, ambiguous ownership structures, and unresolved sibling rivalries. Successful family businesses establish formal conflict resolution mechanisms, clear governance structures, shared family goals and values, open communication forums, and seek mediation help when needed to prevent and resolve conflicts that could jeopardize both the business and family unity.
This document discusses entrepreneurship and family businesses. It notes that entrepreneurial companies often become family businesses over time. Family businesses make up a significant portion of businesses and employment globally. For example, in the US, family firms account for 64% of GDP and 85% of private sector employment. The document provides context on the definition of family businesses and their worldwide economic impact.
Succession planning, regardless of the age of owners or management, is not an event, but an ongoing process that needs to begin now. Find out what are the are critical decisions that need to be addressed (but not necessarily resolved today)
Twelve Months to a Turn-around (a.k.a. How to build a great culture)Dave Hancin
The document discusses how to turn around an underperforming business in 12 months through building a strong organizational culture. It emphasizes that the leader's sole purpose should be developing a strong culture by setting the right example, being transparent and accessible, ensuring all employees understand and feel connected to the company's vision and goals. Key steps include removing executive perks to promote equality, limiting turnover, celebrating wins together and fostering an open and positive work environment where employees feel valued and accountable. By prioritizing culture in this way and aligning all functional areas behind a clear strategy, the leader can build a high-performing team and deliver sustainable growth.
Should a CEO serve as a Director on other companies' Boards? From the perspective of the CEO's own Board, does having their CEO serve as a Director on other Boards contribute to or detract from their own company's performance. The answer is not always simple or clear.
Large organizations could be wasting a significant growth opportunity because of their inability to effectively collaborate with startups. These “David-Goliath” culture gaps between the two types of organizations are a major obstacle. But it is also important to recognize and address the hidden internal culture gaps between the hierarchical layers in a large organization.
But these two kinds of gaps don’t necessarily have to kill collaboration. When managed properly, organizations can bridge the divide, learn from each other and drive benefits well beyond the initial technological and market gains.
The document discusses the importance of assessing an organization's readiness for growth. It identifies three phases of growth an organization can be in: growing, stagnating, or declining. It emphasizes that while individual departments may have efficient processes, the greatest potentials for improvement often lie in the interfaces between departments. Properly clarifying interfaces through agreements on expectations and responsibilities is essential for coordinating efforts across an organization and enabling sustainable growth. The document provides examples of how failures to adequately address interfaces can undermine otherwise well-planned initiatives and result in missed deadlines, quality issues, and other problems.
Entrepreneurship is just a stage in the enterpriseMurray Hunter
This document discusses how entrepreneurship is a stage in the lifecycle of an enterprise. It begins with entrepreneurs starting with an idea and developing it into a new business or product. As the enterprise grows, it becomes more formalized and bureaucratic, moving from the start-up stage to the growth stage. Eventually, the enterprise reaches a stage of maturity where complacency sets in, focus shifts to past successes rather than innovation, and the entrepreneurial spirit is lost. This can lead to decline unless the enterprise is able to regain an entrepreneurial mindset and go through a process of regeneration to remain relevant to the changing environment.
Lifecycle of a business - Business CoachingBrent Spilkin
Understanding where your business is and where it could go.
Lifecycle of a business is a tool that helps businesses identify issues and growth hurdles.
The document provides information about the individual's business profile, including their values, work style, cultural fit, competencies, sales orientation, potential business paths, and needs and wants in a franchise business. It finds that the individual is a societal, prefers a control culture, works as a connector, has strengths in leadership and vision with competencies complementing a business focused on developing relationships over time. Their needs suggest preference for businesses allowing impact, innovation, replication/simplification and a hands-off approach.
The document provides guidance on developing an effective marketing strategy in three phases:
1) Market research to understand customer needs and how the company can best meet those needs.
2) Aligning the organization behind the marketing vision through changes to products, services, and operations.
3) Launching and executing marketing programs while continuously measuring results.
It emphasizes the importance of the CMO understanding business fundamentals and driving alignment across departments to spur growth. An effective CMO leads market research, translates strategy into an action plan, and ensures marketing is measured and contributes to profitability.
Mr.Chris Zook is a partner in Bain & Company , an expert in discovering sources of “profitable growth” for his clients, and James Allen, co-leader of Bain’s Global Strategy practice, are the best-selling co-authors of four books on “how to win the external strategy game.”
Here, these forward thinkers address the fundamental conundrum of growth: In the process of growing, companies face proportionally increased “complexity,” which can stifle that growth. Zook and Allen describe three predictable crises related to growth.
• The first, “overload,” occurs when expanding organizations try to cope with scaling up but only generate internal strife.
• The second, “stall-out,” happens as “organizational complexity” increases rapidly, causing a sudden – and often permanent – slowdown in growth.
• And third, “free fall,” is an abrupt halt of primary market growth so sudden that management can’t cope with it. Companies that avoid or overcome these crises and embrace continued growth share one crucial commonality: a driven, visionary “founder” whose “mentality” permeates and shapes the organization’s culture.
A quick summary and take away of this book which also has an Action plan for Leaders.
Happy Reading & Execution
This document discusses the changing role of Chief Financial Officers (CFOs) in leading Canadian companies. It finds that CFOs are increasingly expected to have broader leadership skills and contribute more strategically to company success beyond financial matters. A study examined the backgrounds and qualifications of top Canadian CFOs over the past decade. It found that fewer CFOs now have MBAs while the CPA designation has become more common. CFO tenures are generally longer when they are promoted internally compared to being externally hired. The document provides insights into developing exceptional CFOs based on these findings.
The document discusses business acumen programs and their role in leadership development. It defines business acumen as keen insight and shrewdness in business matters, which is behavioral and experiential rather than based on formal education. It notes that many current business acumen programs are actually financial literacy programs, which only provide basic finance overview, rather than developing behaviors. A true business acumen program needs to show how behaviors impact financial decisions and outcomes. It should have measurable outcomes at the individual, team, and corporate levels on both financial metrics and business processes.
The document discusses factors that contribute to the success or failure of joint ventures (JVs). It notes that over 80% of JVs fail within the first two years. Key factors for success include having a clearly defined long-term strategy and ensuring both parties trust each other. Rushing into a JV to chase short-term opportunities often leads to failure. Successful JVs require alignment on vision, ethics, and direction between partners.
Gary Patterson has been interviewed or presented internationally to major publications and groups on a variety of business topics. The document provides a list of publications and descriptions of each, including information on their target audiences and topics covered related to business, management, and leadership.
Mike Thompson is the President and CEO of Groupware Technology, a company that specializes in IT solutions. As the leader, his responsibilities include setting the vision, goals, and culture of the company. He emphasizes leading by example and involving employees in developing the company's values. As the business has grown, Thompson's role has evolved to include industry involvement while balancing demands on his time. He focuses on employee development, benefits, communication, and community involvement to foster growth and success at Groupware Technology.
The document discusses the lack of gender diversity in senior leadership roles in Canadian corporations despite 25 years of focus on advancing women. While women make up 48% of the workforce, only 36.5% of lower managers, less than 18% of top executives, less than 14% of boards, and 6% of CEOs are women. This lack of diversity represents a competitive disadvantage as research shows the most successful companies have diverse leadership that incorporates multiple perspectives. The authors argue that true change requires leadership that values diversity and holds teams accountable through transparent processes rather than just counting women or focusing on tactics. Leaders must uncover and address underlying biases to create lasting cultural change at all levels of an organization.
Managers can create value for their firm through diversification by expanding resources and opportunities, building connections, increasing sales and revenue, and attracting more investors. However, diversification efforts often fail due to issues like cultural differences between merging companies, lack of attention to factors that could affect integration, and not considering future challenges. Strategic alliances can be successful if both companies share the same goals and culture, but challenges include differences in rules and adjustment difficulties that must be overcome for long-term compatibility. Recent large mergers like Disney/Fox and Amazon/Whole Foods were likely successful due to complementary strengths and goals, but success depends on effectively leveraging each company's advantages.
The document discusses various terms and strategies used in mergers and acquisitions (M&A). It defines terms like "bear hug", "Saturday night special", and "poison pill" that describe different types of takeover strategies and defenses. It also explains different types of divestment strategies companies use, such as spin-offs and equity carveouts, and how best to execute a divestment through establishing a dedicated team and clear communication.
This document certifies that Joep Leurs has successfully completed all requirements for the VMware Certified Professional 5 Data Center Virtualization certification. It was issued on November 10, 2011 and is valid through March 6, 2017. The document includes Joep Leurs' candidate ID and verification code to validate the authenticity of the certification on the VMware website.
Succession planning, regardless of the age of owners or management, is not an event, but an ongoing process that needs to begin now. Find out what are the are critical decisions that need to be addressed (but not necessarily resolved today)
Twelve Months to a Turn-around (a.k.a. How to build a great culture)Dave Hancin
The document discusses how to turn around an underperforming business in 12 months through building a strong organizational culture. It emphasizes that the leader's sole purpose should be developing a strong culture by setting the right example, being transparent and accessible, ensuring all employees understand and feel connected to the company's vision and goals. Key steps include removing executive perks to promote equality, limiting turnover, celebrating wins together and fostering an open and positive work environment where employees feel valued and accountable. By prioritizing culture in this way and aligning all functional areas behind a clear strategy, the leader can build a high-performing team and deliver sustainable growth.
Should a CEO serve as a Director on other companies' Boards? From the perspective of the CEO's own Board, does having their CEO serve as a Director on other Boards contribute to or detract from their own company's performance. The answer is not always simple or clear.
Large organizations could be wasting a significant growth opportunity because of their inability to effectively collaborate with startups. These “David-Goliath” culture gaps between the two types of organizations are a major obstacle. But it is also important to recognize and address the hidden internal culture gaps between the hierarchical layers in a large organization.
But these two kinds of gaps don’t necessarily have to kill collaboration. When managed properly, organizations can bridge the divide, learn from each other and drive benefits well beyond the initial technological and market gains.
The document discusses the importance of assessing an organization's readiness for growth. It identifies three phases of growth an organization can be in: growing, stagnating, or declining. It emphasizes that while individual departments may have efficient processes, the greatest potentials for improvement often lie in the interfaces between departments. Properly clarifying interfaces through agreements on expectations and responsibilities is essential for coordinating efforts across an organization and enabling sustainable growth. The document provides examples of how failures to adequately address interfaces can undermine otherwise well-planned initiatives and result in missed deadlines, quality issues, and other problems.
Entrepreneurship is just a stage in the enterpriseMurray Hunter
This document discusses how entrepreneurship is a stage in the lifecycle of an enterprise. It begins with entrepreneurs starting with an idea and developing it into a new business or product. As the enterprise grows, it becomes more formalized and bureaucratic, moving from the start-up stage to the growth stage. Eventually, the enterprise reaches a stage of maturity where complacency sets in, focus shifts to past successes rather than innovation, and the entrepreneurial spirit is lost. This can lead to decline unless the enterprise is able to regain an entrepreneurial mindset and go through a process of regeneration to remain relevant to the changing environment.
Lifecycle of a business - Business CoachingBrent Spilkin
Understanding where your business is and where it could go.
Lifecycle of a business is a tool that helps businesses identify issues and growth hurdles.
The document provides information about the individual's business profile, including their values, work style, cultural fit, competencies, sales orientation, potential business paths, and needs and wants in a franchise business. It finds that the individual is a societal, prefers a control culture, works as a connector, has strengths in leadership and vision with competencies complementing a business focused on developing relationships over time. Their needs suggest preference for businesses allowing impact, innovation, replication/simplification and a hands-off approach.
The document provides guidance on developing an effective marketing strategy in three phases:
1) Market research to understand customer needs and how the company can best meet those needs.
2) Aligning the organization behind the marketing vision through changes to products, services, and operations.
3) Launching and executing marketing programs while continuously measuring results.
It emphasizes the importance of the CMO understanding business fundamentals and driving alignment across departments to spur growth. An effective CMO leads market research, translates strategy into an action plan, and ensures marketing is measured and contributes to profitability.
Mr.Chris Zook is a partner in Bain & Company , an expert in discovering sources of “profitable growth” for his clients, and James Allen, co-leader of Bain’s Global Strategy practice, are the best-selling co-authors of four books on “how to win the external strategy game.”
Here, these forward thinkers address the fundamental conundrum of growth: In the process of growing, companies face proportionally increased “complexity,” which can stifle that growth. Zook and Allen describe three predictable crises related to growth.
• The first, “overload,” occurs when expanding organizations try to cope with scaling up but only generate internal strife.
• The second, “stall-out,” happens as “organizational complexity” increases rapidly, causing a sudden – and often permanent – slowdown in growth.
• And third, “free fall,” is an abrupt halt of primary market growth so sudden that management can’t cope with it. Companies that avoid or overcome these crises and embrace continued growth share one crucial commonality: a driven, visionary “founder” whose “mentality” permeates and shapes the organization’s culture.
A quick summary and take away of this book which also has an Action plan for Leaders.
Happy Reading & Execution
This document discusses the changing role of Chief Financial Officers (CFOs) in leading Canadian companies. It finds that CFOs are increasingly expected to have broader leadership skills and contribute more strategically to company success beyond financial matters. A study examined the backgrounds and qualifications of top Canadian CFOs over the past decade. It found that fewer CFOs now have MBAs while the CPA designation has become more common. CFO tenures are generally longer when they are promoted internally compared to being externally hired. The document provides insights into developing exceptional CFOs based on these findings.
The document discusses business acumen programs and their role in leadership development. It defines business acumen as keen insight and shrewdness in business matters, which is behavioral and experiential rather than based on formal education. It notes that many current business acumen programs are actually financial literacy programs, which only provide basic finance overview, rather than developing behaviors. A true business acumen program needs to show how behaviors impact financial decisions and outcomes. It should have measurable outcomes at the individual, team, and corporate levels on both financial metrics and business processes.
The document discusses factors that contribute to the success or failure of joint ventures (JVs). It notes that over 80% of JVs fail within the first two years. Key factors for success include having a clearly defined long-term strategy and ensuring both parties trust each other. Rushing into a JV to chase short-term opportunities often leads to failure. Successful JVs require alignment on vision, ethics, and direction between partners.
Gary Patterson has been interviewed or presented internationally to major publications and groups on a variety of business topics. The document provides a list of publications and descriptions of each, including information on their target audiences and topics covered related to business, management, and leadership.
Mike Thompson is the President and CEO of Groupware Technology, a company that specializes in IT solutions. As the leader, his responsibilities include setting the vision, goals, and culture of the company. He emphasizes leading by example and involving employees in developing the company's values. As the business has grown, Thompson's role has evolved to include industry involvement while balancing demands on his time. He focuses on employee development, benefits, communication, and community involvement to foster growth and success at Groupware Technology.
The document discusses the lack of gender diversity in senior leadership roles in Canadian corporations despite 25 years of focus on advancing women. While women make up 48% of the workforce, only 36.5% of lower managers, less than 18% of top executives, less than 14% of boards, and 6% of CEOs are women. This lack of diversity represents a competitive disadvantage as research shows the most successful companies have diverse leadership that incorporates multiple perspectives. The authors argue that true change requires leadership that values diversity and holds teams accountable through transparent processes rather than just counting women or focusing on tactics. Leaders must uncover and address underlying biases to create lasting cultural change at all levels of an organization.
Managers can create value for their firm through diversification by expanding resources and opportunities, building connections, increasing sales and revenue, and attracting more investors. However, diversification efforts often fail due to issues like cultural differences between merging companies, lack of attention to factors that could affect integration, and not considering future challenges. Strategic alliances can be successful if both companies share the same goals and culture, but challenges include differences in rules and adjustment difficulties that must be overcome for long-term compatibility. Recent large mergers like Disney/Fox and Amazon/Whole Foods were likely successful due to complementary strengths and goals, but success depends on effectively leveraging each company's advantages.
The document discusses various terms and strategies used in mergers and acquisitions (M&A). It defines terms like "bear hug", "Saturday night special", and "poison pill" that describe different types of takeover strategies and defenses. It also explains different types of divestment strategies companies use, such as spin-offs and equity carveouts, and how best to execute a divestment through establishing a dedicated team and clear communication.
This document certifies that Joep Leurs has successfully completed all requirements for the VMware Certified Professional 5 Data Center Virtualization certification. It was issued on November 10, 2011 and is valid through March 6, 2017. The document includes Joep Leurs' candidate ID and verification code to validate the authenticity of the certification on the VMware website.
BIS 220 Final Exam
1) Two information systems that support the entire organization are
A. enterprise resource planning systems and dashboards
B. transaction processing systems and office automation systems
C. enterprise resource planning systems and transaction processing systems
D. expert systems and office automation systems
2) _______ is the direct use of information systems by employees in their work
A. Transaction processing systems
B. End-user computing
C. Decision support systems
D. Management information systems
3) ______ attempt to duplicate the work of human experts by applying reasoning capabilities
A. Expert systems
B. Dashboards
C. Business intelligence systems
D. Decision support systems
4) ______ issues involve who may obtain information and how much they should pay for this information
A. Privacy
B. Accessibility
C. Property
D. Transferability
5) _____ issues involve collecting, storing, and disseminating information ab
ITP March 2013 - Charlotte Speedy - Using the MediaDogs Trust
The document provides information about using media for communications purposes. It discusses trends in UK media like the number of newspapers and magazines. It emphasizes that PR can be more effective than advertising by generating editorial coverage. Examples are given of successful PR campaigns that resulted in increased website traffic and awareness. Tips are provided for identifying story opportunities and pitching them to journalists, including focusing on human interest angles, anniversaries, celebrity involvement, and linking to current events.
Denis roubou o videogame do vizinho Senhor Emílio e sua mãe Dona Alice ficou furiosa, mandando-o pedir desculpas. Denis explica que queria o videogame de última geração, mas Dona Alice acalma-se e promete que talvez lhe compre o videogame de aniversário, o que acaba acontecendo e fazendo Denis ficar feliz.
La manifestazione patrocinata da Pessina Costruzioni, tenuta a Riva del Garda, raccoglie in una rassegna la risposta social ottenuta da Rebuild 2015, testando in particolare l’alto coinvolgimento rilevato su Twitter.
SlideShare now has a player specifically designed for infographics. Upload your infographics now and see them take off! Need advice on creating infographics? This presentation includes tips for producing stand-out infographics. Read more about the new SlideShare infographics player here: http://wp.me/p24NNG-2ay
This infographic was designed by Column Five: http://columnfivemedia.com/
This document provides tips to avoid common mistakes in PowerPoint presentation design. It identifies the top 5 mistakes as including putting too much information on slides, not using enough visuals, using poor quality or unreadable visuals, having messy slides with poor spacing and alignment, and not properly preparing and practicing the presentation. The document encourages presenters to use fewer words per slide, high quality images and charts, consistent formatting, and to spend significant time crafting an engaging narrative and rehearsing their presentation. It emphasizes that an attractive design is not as important as being an effective storyteller.
This document provides tips for getting more engagement from content published on SlideShare. It recommends beginning with a clear content marketing strategy that identifies target audiences. Content should be optimized for SlideShare by using compelling visuals, headlines, and calls to action. Analytics and search engine optimization techniques can help increase views and shares. SlideShare features like lead generation and access settings help maximize results.
No need to wonder how the best on SlideShare do it. The Masters of SlideShare provides storytelling, design, customization and promotion tips from 13 experts of the form. Learn what it takes to master this type of content marketing yourself.
10 Ways to Win at SlideShare SEO & Presentation OptimizationOneupweb
Thank you, SlideShare, for teaching us that PowerPoint presentations don't have to be a total bore. But in order to tap SlideShare's 60 million global users, you must optimize. Here are 10 quick tips to make your next presentation highly engaging, shareable and well worth the effort.
For more content marketing tips: http://www.oneupweb.com/blog/
How to Make Awesome SlideShares: Tips & TricksSlideShare
Turbocharge your online presence with SlideShare. We provide the best tips and tricks for succeeding on SlideShare. Get ideas for what to upload, tips for designing your deck and more.
Business transformation - Building the company to SellBrowne & Mohan
Small companies though faster and nimbler than larger companies and MNCs, do experience headwinds, hit a growth plateau and face uncertainties. Small companies are faster because of the founder mentality, which is a sense of mission and a passion for front line customers. They have a deep understanding of what their customers want. This is what makes them successful. However, smaller companies tend to be very dependent on a few customers. They find it difficult to sustain their effort in the long run. The owners of these companies usually depend on preferential access to clients, capital and talent to achieve initial success. Replicating this pattern in the long run is difficult. To be sustainable in the long term needs an ability to scale. At this stage, founders are faced with two options – grow and transform the company so that it can be sustainable. Or, they often think of exiting the business due to challenges in succession, lack of ability to invest etc. Even if they need to sell the business, there still is a runway to grow and transform the business for sale. Though the two options involve undergoing a transformation of sorts, the agenda and goals will be a different in each.
It is clear that companies, whether old economy or start-ups, need to work on a few areas before they sell out. All of these companies seem to be adding value somewhere which is what makes them attractive to buyers. Start ups in Israel take 4 years to sell out and on an average make 7 times their Return on Investment. In France they take 7 years to sell out and the ROI is less than 4. German companies too an average of 4 years to sell out, and their return was 2.5 times their initial investment. For most start ups, it is new technology which others think will be the next big thing. But there are lot of investors like Warren Buffet and large corporations, which make strategic investments to park their cash safely, especially given the uncertainty in the global economy. For them, old economy companies that can deliver regular dividends and has a self sustaining business will always remain attractive. Hence the question is what companies need to do to transform themselves to sell. Asian paints for example bought out the brand and entire front end sales of Ess Ess bathroom products, because of the capability Ess Ess had developed in this area. French company Lactalis acquired Tirumala Milk products for its niche products and infrastructure that it built over the years. Be it chemicals, pharma or engineering, M&A of small companies have been happening for various reasons like the people and skills possessed, functional competencies, benefits of integration to the buyer, regulatory clearances available or strong presence in the value chain.
Family Business - Entrepreneurship Developmentdamleaj
This document provides an overview of family businesses. It begins by defining a family business and explaining their importance. It then discusses the different types of family businesses and family business owners. The document outlines the responsibilities and rights of family business shareholders. It also covers succession in family businesses, including the importance of planning and some strategies to ease the transition process. The document discusses some common pitfalls of family businesses and provides strategies to improve their capabilities and performance. Finally, it lists some rules that can help family businesses succeed across generations.
Few families are able to pass along their wealth successfully to the next generation. The barriers to keeping money in the family are much more formidable than the barriers to making money in the first place. Why should this be What pitfalls are most common How can families and their advisers increase the odds of a successful intergenerational transfer of wealth How can they preserve the family’s human and intellectual capital
Judy Martel, provides insightful answers to these questions and dozens more in this richly detailed book. The Dilemmas of Family Wealth takes a fresh look at the communications barriers, misunderstandings, and generational conflicts that can pull families apart and scatter their wealth in far less time than it took to build it. Martel identifies the dilemmas that families are likely to face and offers wise counsel for overcoming the challenges they pose. Her book includes advice and perspectives from top experts in the field and frank first-person experiences related by family members with whom they have worked.
Family business transformation is complex and messy affair. Family businesses must not only untangle the tightly intertwined family from business, but also bring business focus into the family. Successful family business transformation requires thorough planning and diligent execution. In this paper, Browne & Mohan consultants share the steps a family business must pursue to remain competitive, sustain their relevance and grow over coming generations.
The document discusses the organizational life cycle that new ventures typically go through, including five stages: start-up, expansion, consolidation, revival, and decline. It describes the challenges entrepreneurs face at each stage, such as unpredictable growth and fighting fires at start-up, managing rapid growth during expansion, and making difficult decisions during consolidation to remain profitable. Successful ventures adapt to meet the changing needs at each stage through their leadership and strategic decisions around areas like products, markets, and organization.
- The survey polled 791 executives from family businesses in 58 countries about balancing long-term goals with short-term demands.
- While most family businesses have a long-term orientation, many pursue short-term priorities that do not support their long-term vision and goals.
- The survey found that over half of family businesses feel prepared for the future in terms of ownership, governance, and strategy, but only 41% feel confident in their succession plans, showing a potential disconnect between long-term aspirations and short-term actions.
This document discusses pivotal moments for family enterprises and provides guidance on preparing for them. It covers topics like family business governance, assessing capital needs, succession planning, setting up a family office, and more. The goal is to help family businesses strengthen, grow, and evolve by identifying and preparing for important events. Strong governance structures and planning are presented as ways for family enterprises to build on their legacy and manage challenges, positioning them to capitalize on future opportunities.
The document discusses various considerations for starting a business, including motivations, deciding between starting or buying a business, assessing the market, and costs. It outlines three main types of business motivations: lifestyle ventures focused on flexibility and personal interests; smaller profit ventures aiming to make a decent living; and high growth ventures focused on maximum profit and innovation. The document also covers questions around operating domestically or globally and managing the formalization process and growth pressures that come with business expansion.
The document provides an overview of Dr. Ichak Kalderon Adizes and his work developing theories on organizational lifecycles and management. Some key points:
- Dr. Adizes is the founder of the Adizes Institute, a top management consulting firm. He has authored 15 books on organizational lifecycles and management that have been translated into 24 languages.
- Adizes developed a model of 10 stages in an organization's lifecycle from courtship to death. He believes the optimal stage is "PRIME" where an organization achieves balance between control and flexibility.
- Remaining in the PRIME stage is challenging as organizations must constantly work to maintain this balance and avoid complacency.
There are many companies doing fine in the face of this recession. Some are in the “right” industry, some have a “killer” product or service and some are thriving by design.
Companies that have the ability to weather and thrive regardless of the economic cycle have some common characteristics.
The document discusses strategies used by long-lasting family-owned businesses to remain successful across generations. It finds that establishing strong governance through clear family rules and guidelines, prioritizing merit-based management decisions over nepotism, and actively managing business portfolios through engaged boards are key factors. Family businesses that have lasted over 100 years on average establish governance systems to separate family and management roles, appoint outside directors to boards, and only involve family in management if they prove their competence through outside experience.
The document summarizes the stages of a business turnaround process. It discusses 5 stages: 1) Changing Management, 2) Analyzing the Situation, 3) Implementing an Emergency Action Plan, 4) Restructuring the Business, and 5) Returning to Normal Operations. The early stages focus on replacing management if needed, analyzing problems, stopping cash losses. Later stages center on restructuring operations for long-term profitability and rebuilding morale as the company returns to stability. Hiring an experienced turnaround specialist can help struggling companies navigate this process to recovery.
The document discusses various topics related to entrepreneurship including what entrepreneurs are, their common characteristics, how to plan to become an entrepreneur, challenges of business growth, managing a family business, and corporate intrapreneurship. Specifically, it notes that entrepreneurs notice opportunities and mobilize resources to create new products/services, they often have traits like risk-taking and self-confidence, planning involves considering one's motivations and market research, and growing businesses requires more formal structures while intrapreneurs can foster innovation within companies.
This document discusses various aspects of entrepreneurship including what entrepreneurs are, their common characteristics, how to plan to become an entrepreneur, dealing with business growth pressures, managing a family business, and corporate intrapreneurship. Specifically, it notes that entrepreneurs notice opportunities and mobilize resources to create new products/services, they often have traits like risk-taking and self-confidence, planning involves considering your motivations, market research, and costs, and growing businesses often require more formal structures while intrapreneurs can drive innovation within large companies.
Entrepreneurs are people that notice opportunities and take the initiative to mobilize resources to make new goods and services. Entrepreneurs are people that notice opportunities and take the initiative to mobilize resources to make new goods and services.
This document discusses various aspects of entrepreneurship including what entrepreneurs are, their common characteristics, how to plan a business, managing growth pressures and family businesses, and corporate intrapreneurship. Entrepreneurs take initiative to start new businesses and notice opportunities to create new products/services. They tend to be self-confident risk takers with a drive for independence. Effective planning including market research and financial projections is key. As businesses grow, more formal processes are needed. Family businesses require clear roles and conflict resolution to succeed long term. Large companies encourage intrapreneurs who innovate from within.
This document discusses various aspects of entrepreneurship including what entrepreneurs are, their common characteristics, how to plan a business, managing growth pressures and family businesses, and corporate intrapreneurship. Entrepreneurs take initiative to start new businesses and notice opportunities to create new products/services. They are often risk-takers and self-motivated. Planning a business thoroughly is important. As companies grow, entrepreneurs may feel pressure to formalize processes. Managing family businesses requires clear responsibilities and conflict resolution. Intrapreneurs innovate within large companies.
Les MUST of Family Businesses- HOT EXECUTIVE TOPS.pdfSalim Hajje
Planning, starting, operating and retiring from a family business can be difficult. Issues such as succession and pay, corporate governance and recruiting top talent pose special problems for these kinds of organizations. Rivalry among siblings who inherit a family firm is often the kiss of death for even the strongest family business. Nonfamily members, even those who are senior executives or directors, often feel that the family treats them unfairly or fails to listen to them.
In this guide, Dr. Salim Hajje analyzes and provides excellent advice about how to solve such seemingly intractable problems. His suggestions come out of his long experience successfully advising family-run businesses in the MENA region. We recommend this sage and savvy guide to family-business founders, successors, inheritors and nonfamily executives or directors.
In this guide you will learn:
- What makes family businesses special
- What kinds of problems they face?
- Why the issue of succession is a major challenge for these businesses
- Why family businesses should bring in outside directors to supply disinterested advice
Entrepreneurship involves starting a business and taking on risk for potential reward. Successful entrepreneurs have traits like independence, self-confidence, and achievement motivation. Careful planning is needed regarding one's motivations, market research, costs, and whether to start or buy a business. As companies grow, entrepreneurs may feel pressure to formalize operations for focus and returns, which can compromise the entrepreneurial spirit. Managing family businesses or becoming an intrapreneur within a company also have challenges in avoiding conflicts and allowing innovation to flourish.
Family businesses account for significant part of the UAE economy. Family businesses dominate automotive, retail, fashion, real estate and manufacturing sectors. Family owned enterprises represent 90% of the businesses community in UAE and they contribute about 75-90% of the $500 billion plus trading activity. However, they face challenges on business continuity, succession, diversification, and professionalization front. In this paper, Browne & Mohan consultants present the approach to transforming UAE family businesses.
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