This document outlines Karl Bareither's approach to educational wealth transfer planning through the FBR System. The FBR System takes a holistic approach involving the entire family. It is a 3 phase model: 1) Examine the current plan by interviewing family members, 2) Develop a new plan based on family objectives, and 3) Present and implement the new plan. The goal is to create a plan that transfers wealth from owners to the entire family through open communication and collaboration rather than secrecy and control.
Introduction to FBR System Wealth Transfer Planning for Business SuccessionChristopher Robbins
This document introduces Karl Bareither as a wealth transfer specialist and describes his Family and Business Renewal (FBR) System approach. The FBR System takes a holistic rather than transactional approach, treating wealth as more than property and emphasizing open family communication. It is a multi-phase process that involves interviewing family members, analyzing current plans, developing new plans with advisor input, presenting plans at a family retreat, and implementing and monitoring approved plans. The goal is to effectively transfer family businesses and wealth across generations by addressing technical, planning, and family relationship issues.
FBR System Wealth Transfer Planning – Overview PresentatoinChristopher Robbins
Our team has created a fundamentally different approach to family wealth transfer. We involve the business owner and his/her entire family through establishing open communication. We clarify all member’s goals and desires. Shifting the focus to the entire family, our process makes business issues easier to understand, manage, and implement while strengthening the quality of family life.
FBR System Educational Presentation for Wealth Transfer & Business Succession Christopher Robbins
1. The document discusses Karl Bareither's wealth transfer planning approach called the FBR System, which takes a holistic rather than transactional approach to planning by involving the entire family and treating wealth as more than just property.
2. It outlines a 9-step family and business renewal model to develop an effective wealth transfer plan that examines the current plan, determines family objectives, analyzes options, develops a new plan, presents the plan, and implements and monitors it.
3. The goal is to create a plan that satisfies both family and business concerns by promoting open communication and including all members to successfully transfer wealth across generations.
Wealth Transfer for Business Succession and Estate PlanningChristopher Robbins
If you own a successful closely held business and have a family, it is critical to take the time necessary to consider establishing a new plan. This plan transitions your wealth to your heirs while minimizing costs, enhancing open communication that results in greater family harmony during life and beyond while maximizing business profitability. It makes sense, and sounds easy, yet it is not.
As a Wealth Transfer Specialist since 1969 I have helped hundreds of families and businesses create their unique transition plan. I offer a proven business and estate planning process that addresses the needs of the business owner(s) while engaging all family members. The successful transition of your business to the next generation involves establishing greater family harmony, minimizing cost, and maximizing business profitability.
- 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.
The document discusses finding success for small businesses in the current economic climate. It outlines 7 steps small business owners can take to find their way, including selecting the right customer, problem to address, knowing competition, choosing a competitive advantage, ensuring value-based pricing, and running the business in a balanced way. The presentation also discusses 3 worlds, outcomes, and roles; 5 common challenges; 7 business lifecycle stages and areas of responsibility; and 9 traits of successful businesses and entrepreneurs.
State of Small Business – Growth and Success ReportIntuit Inc.
In an effort to better understand how small businesses approach growth and how those views impact their operations and planning, Intuit QuickBooks released the “State of Small Business – Growth and Success” report.
Check out the results to learn more!
Working for yourself shouldn’t mean the odds of success are stacked against you. QuickBooks is committed to small business success with a comprehensive set of business tools that do the hard work for you – leveraging the latest in AI and emerging technologies to create a platform that evens the odds for small business owners.
Introduction to FBR System Wealth Transfer Planning for Business SuccessionChristopher Robbins
This document introduces Karl Bareither as a wealth transfer specialist and describes his Family and Business Renewal (FBR) System approach. The FBR System takes a holistic rather than transactional approach, treating wealth as more than property and emphasizing open family communication. It is a multi-phase process that involves interviewing family members, analyzing current plans, developing new plans with advisor input, presenting plans at a family retreat, and implementing and monitoring approved plans. The goal is to effectively transfer family businesses and wealth across generations by addressing technical, planning, and family relationship issues.
FBR System Wealth Transfer Planning – Overview PresentatoinChristopher Robbins
Our team has created a fundamentally different approach to family wealth transfer. We involve the business owner and his/her entire family through establishing open communication. We clarify all member’s goals and desires. Shifting the focus to the entire family, our process makes business issues easier to understand, manage, and implement while strengthening the quality of family life.
FBR System Educational Presentation for Wealth Transfer & Business Succession Christopher Robbins
1. The document discusses Karl Bareither's wealth transfer planning approach called the FBR System, which takes a holistic rather than transactional approach to planning by involving the entire family and treating wealth as more than just property.
2. It outlines a 9-step family and business renewal model to develop an effective wealth transfer plan that examines the current plan, determines family objectives, analyzes options, develops a new plan, presents the plan, and implements and monitors it.
3. The goal is to create a plan that satisfies both family and business concerns by promoting open communication and including all members to successfully transfer wealth across generations.
Wealth Transfer for Business Succession and Estate PlanningChristopher Robbins
If you own a successful closely held business and have a family, it is critical to take the time necessary to consider establishing a new plan. This plan transitions your wealth to your heirs while minimizing costs, enhancing open communication that results in greater family harmony during life and beyond while maximizing business profitability. It makes sense, and sounds easy, yet it is not.
As a Wealth Transfer Specialist since 1969 I have helped hundreds of families and businesses create their unique transition plan. I offer a proven business and estate planning process that addresses the needs of the business owner(s) while engaging all family members. The successful transition of your business to the next generation involves establishing greater family harmony, minimizing cost, and maximizing business profitability.
- 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.
The document discusses finding success for small businesses in the current economic climate. It outlines 7 steps small business owners can take to find their way, including selecting the right customer, problem to address, knowing competition, choosing a competitive advantage, ensuring value-based pricing, and running the business in a balanced way. The presentation also discusses 3 worlds, outcomes, and roles; 5 common challenges; 7 business lifecycle stages and areas of responsibility; and 9 traits of successful businesses and entrepreneurs.
State of Small Business – Growth and Success ReportIntuit Inc.
In an effort to better understand how small businesses approach growth and how those views impact their operations and planning, Intuit QuickBooks released the “State of Small Business – Growth and Success” report.
Check out the results to learn more!
Working for yourself shouldn’t mean the odds of success are stacked against you. QuickBooks is committed to small business success with a comprehensive set of business tools that do the hard work for you – leveraging the latest in AI and emerging technologies to create a platform that evens the odds for small business owners.
Every business founder will be faced with the same decision at some point – “How do I exit this business I have created (or inherited)?” Nearly half of all business failures are precipitated by the owner’s death. Regardless of what stage your business or practice is at, thoughtful planning and communication with your family and business are critical components in a smooth business succession. Understanding how business, ownership and family are often interwoven is one pathway to success in any business transition process.
The document discusses strategies for nonprofit organizations to weather economic downturns and turnaround financial difficulties. It recommends developing contingency budgets, strengthening staff, negotiating purchases, connecting with audiences, and collaborating with other nonprofits. Signs of financial trouble and preventative measures are outlined. Specific expense reduction strategies and increasing revenue approaches are also provided.
FBR System, Family Business Renewal and Wealth Transfer for Business Success...Christopher Robbins
If you own a successful closely held business and have a family, it is critical to take the time necessary to consider establishing a new plan. This plan transitions your wealth to your heirs while minimizing costs, enhancing open communication that results in greater family harmony during life and beyond while maximizing business profitability. It makes sense, and sounds easy, yet it is not.
Did you know $4.28 billion of family wealth is transferred yearly, yet 70% of the businesses do not survive the transfer, and 85% of those don’t even survive beyond the second generation?
Why? Typically there was either no plan or there was a secretive plan unknown until the death of the business owner. Most plans that are drafted are not executed and do not include any feedback from family members.
This document discusses key considerations for buying or selling a small business. It provides an overview of panelists with relevant expertise in business transition planning, taxation, and valuation. The panelists discuss the importance of succession planning to protect against involuntary transitions and maximize business value. They note many business owners fail to plan ahead. A three circle model of prioritizing family, business, and ownership group is presented. All businesses will transition, so planning for voluntary succession inside or outside the family is crucial. Timing, recurring revenue, and a self-sufficient business model are three pillars to create a valuable, sale-ready company. Maintaining social, intellectual, and financial capital is critical to long term success and transition.
In an effort to better understand the behaviors, attitudes and cash flow challenges experienced by small businesses and self-employed professionals around the world, Intuit QuickBooks released the “The State of Small Business Cash Flow” Report.
Startups have many different funding options available to them. In this lecture to university entrepreneurship students, global climatetech entrepreneur Bryan Guido Hassin shares lessons learned from having raised ~$100M across nine ventures. These ventures, as well as others he has advised, have cumulatively created ~$100B exit value.
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.
This document discusses the results of a survey of NHS finance leaders. It finds that the typical NHS finance leader is aged 45-54, holds either a CIMA or ACCA qualification, and has worked in the NHS for most of their career, either less than 5 years or over 21 years. The top personal characteristics for success are being hardworking, proactive, and enthusiastic. The top skills are strategic planning, people management, and communication. For the next 12 months, NHS culture and funding constraints are seen as the biggest challenges. In the next 5 years, commercial awareness is expected to become an increasingly important part of the finance role in the NHS.
This document provides an overview of financial independence and how to achieve it. It uses a case study of Bill and Mary, who want to retire at age 58, to illustrate key points. Some key takeaways are:
- Bill and Mary currently have $850,000 in assets and want an annual after-tax income of $60,000 after retiring.
- Financial modeling shows they may need to work until age 62 or downsize their family home to generate enough income from their savings.
- Starting financial planning early, understanding expenses, balancing saving and spending, considering part-time work, and getting professional advice can help people achieve financial freedom. Regular financial advice can help monitor progress and manage finances over
Portland Ten- Managing Time for Higher Performanceportlandten
The document discusses managing time effectively for startup success. It notes that startups initially do many tasks to create things but urgency sets in with survival. Priorities then must shift to revenue/traction first through actively managing sales and generating meaningful progress, with spending and funding as lower priorities. The CEO is advised to inventory time, identify top 3 priorities, and schedule priority tasks on their calendar to better manage limited resources. Tracking time use helps align efforts with strategic goals for survival and success.
Shareholder activism has significantly increased in recent years. The number of activist campaigns targeting public companies grew from 86 in 2011 to 117 in 2012. Assets under management for activist funds rose to over $65 billion by the end of 2012. Activists are increasingly targeting larger companies, with 35 companies targeted in 2012 having a market capitalization over $1 billion, compared to only 9 such companies in 2009. Activists have also been successful in obtaining board representation, gaining at least one board seat in over 50% of contested situations annually for the past five years.
An entrepreneur is someone who takes the risk of starting a business to earn a profit. To be an entrepreneur requires a desire to be your own boss, an initial plan, and the ability to come up with innovative ideas. Entrepreneurship is the process of starting, organizing, managing, and assuming responsibility for a business. Successful entrepreneurs tend to be persistent, inquisitive, energetic, goal-oriented, independent, self-confident, creative, reliable, competitive, and have strong problem-solving, integrity, initiative, and the ability to learn from failure.
Most of the entrepreneurs invest all three ingredients of success - money, energy and time but not in 100% and thus keep on struggling always. So what is the secret of success?
Life Card Plus How To Generate New Leads And Revenue Streams In ANY Market En...lifecardplus
LifeCard Plus; How to generate new leads and revenue streams in any market environment. An overview of the LifeCard Plus lead generation marketing strategy.
HBS Field Y: Fundraising 101 - Feb 2019David Chang
This document provides an overview of fundraising for startups. It discusses preparing for fundraising by developing financial projections, business models, pitches, and target investor criteria. The fundraising process takes 3-6 months and involves socializing the opportunity with potential investors without asking for money initially. Once interest is generated, the founder would refine their pitch based on feedback and then formally ask investors for funding. Key deal points include valuation, preferred stock or convertible notes, vesting schedules, and board seats. Resources for legal support and pitch deck templates are also provided.
While the Tax Cuts and Jobs Act (TCJA) impacts every corner of the US economy and everyone in it, the new law impacts business owners perhaps more than anybody. The new law also reshapes how owners must approach their exit planning.
The document discusses a startup bootcamp called Portland Ten that aims to help 10 founders generate $1 million in revenue each by October 2010. It outlines problems in Portland's tech startup scene around a lack of fundable startups and available seed funding. The bootcamp will work with founders over 12 weeks to clarify their concepts, guide them through the commercialization process, and provide resources, networking and mentorship to help them reach their revenue goals. Founders will commit 6-8 hours per week and $500 per month to participate.
This document provides an overview of a personal finance course. The course aims to help students gain skills to responsibly manage their money and gain perspective on how finances should affect their lives. The course will cover topics like setting financial goals, maximizing income and assets while minimizing expenses and liabilities, financial planning at different life stages, and determining net worth. The overall goal is to help students attain both financial and non-financial life goals in a sustainable way.
This document provides advice and considerations for financial management in startups from Xavier Sansó. It discusses:
- Sansó's background and experience as a project-based CFO for startups.
- Common misconceptions executives have about entrepreneurship and how most never try starting companies.
- Important financial considerations for startups like understanding investor mentality, whether the opportunity is large enough, and if the founding team is aligned.
- Challenges startups face like high failure rates between funding rounds, team discrepancies causing failure, and the importance of fostering change as a CFO.
The document provides an overview of Karl Bareither's wealth transfer planning approach called the Family and Business Renewal (FBR) System. The FBR System takes a holistic rather than transactional approach, treating wealth as more than property and emphasizing open family communication. It is a multi-phase process that begins by examining a family's current plan, developing a new plan with input from family members and advisors, and then presenting and implementing the new plan. The goal is to help business-owning families effectively transfer leadership and ownership of their businesses across generations in a way that preserves both the business and family relationships.
Family owned businesses account for between 80-90% of all businesses. In the winery industry, possibly even more. As this industry has grown rapidly in recent year, those businesses are approaching succession. Here are some strategies to employ to keep your enterprise thriving.
Every business founder will be faced with the same decision at some point – “How do I exit this business I have created (or inherited)?” Nearly half of all business failures are precipitated by the owner’s death. Regardless of what stage your business or practice is at, thoughtful planning and communication with your family and business are critical components in a smooth business succession. Understanding how business, ownership and family are often interwoven is one pathway to success in any business transition process.
The document discusses strategies for nonprofit organizations to weather economic downturns and turnaround financial difficulties. It recommends developing contingency budgets, strengthening staff, negotiating purchases, connecting with audiences, and collaborating with other nonprofits. Signs of financial trouble and preventative measures are outlined. Specific expense reduction strategies and increasing revenue approaches are also provided.
FBR System, Family Business Renewal and Wealth Transfer for Business Success...Christopher Robbins
If you own a successful closely held business and have a family, it is critical to take the time necessary to consider establishing a new plan. This plan transitions your wealth to your heirs while minimizing costs, enhancing open communication that results in greater family harmony during life and beyond while maximizing business profitability. It makes sense, and sounds easy, yet it is not.
Did you know $4.28 billion of family wealth is transferred yearly, yet 70% of the businesses do not survive the transfer, and 85% of those don’t even survive beyond the second generation?
Why? Typically there was either no plan or there was a secretive plan unknown until the death of the business owner. Most plans that are drafted are not executed and do not include any feedback from family members.
This document discusses key considerations for buying or selling a small business. It provides an overview of panelists with relevant expertise in business transition planning, taxation, and valuation. The panelists discuss the importance of succession planning to protect against involuntary transitions and maximize business value. They note many business owners fail to plan ahead. A three circle model of prioritizing family, business, and ownership group is presented. All businesses will transition, so planning for voluntary succession inside or outside the family is crucial. Timing, recurring revenue, and a self-sufficient business model are three pillars to create a valuable, sale-ready company. Maintaining social, intellectual, and financial capital is critical to long term success and transition.
In an effort to better understand the behaviors, attitudes and cash flow challenges experienced by small businesses and self-employed professionals around the world, Intuit QuickBooks released the “The State of Small Business Cash Flow” Report.
Startups have many different funding options available to them. In this lecture to university entrepreneurship students, global climatetech entrepreneur Bryan Guido Hassin shares lessons learned from having raised ~$100M across nine ventures. These ventures, as well as others he has advised, have cumulatively created ~$100B exit value.
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.
This document discusses the results of a survey of NHS finance leaders. It finds that the typical NHS finance leader is aged 45-54, holds either a CIMA or ACCA qualification, and has worked in the NHS for most of their career, either less than 5 years or over 21 years. The top personal characteristics for success are being hardworking, proactive, and enthusiastic. The top skills are strategic planning, people management, and communication. For the next 12 months, NHS culture and funding constraints are seen as the biggest challenges. In the next 5 years, commercial awareness is expected to become an increasingly important part of the finance role in the NHS.
This document provides an overview of financial independence and how to achieve it. It uses a case study of Bill and Mary, who want to retire at age 58, to illustrate key points. Some key takeaways are:
- Bill and Mary currently have $850,000 in assets and want an annual after-tax income of $60,000 after retiring.
- Financial modeling shows they may need to work until age 62 or downsize their family home to generate enough income from their savings.
- Starting financial planning early, understanding expenses, balancing saving and spending, considering part-time work, and getting professional advice can help people achieve financial freedom. Regular financial advice can help monitor progress and manage finances over
Portland Ten- Managing Time for Higher Performanceportlandten
The document discusses managing time effectively for startup success. It notes that startups initially do many tasks to create things but urgency sets in with survival. Priorities then must shift to revenue/traction first through actively managing sales and generating meaningful progress, with spending and funding as lower priorities. The CEO is advised to inventory time, identify top 3 priorities, and schedule priority tasks on their calendar to better manage limited resources. Tracking time use helps align efforts with strategic goals for survival and success.
Shareholder activism has significantly increased in recent years. The number of activist campaigns targeting public companies grew from 86 in 2011 to 117 in 2012. Assets under management for activist funds rose to over $65 billion by the end of 2012. Activists are increasingly targeting larger companies, with 35 companies targeted in 2012 having a market capitalization over $1 billion, compared to only 9 such companies in 2009. Activists have also been successful in obtaining board representation, gaining at least one board seat in over 50% of contested situations annually for the past five years.
An entrepreneur is someone who takes the risk of starting a business to earn a profit. To be an entrepreneur requires a desire to be your own boss, an initial plan, and the ability to come up with innovative ideas. Entrepreneurship is the process of starting, organizing, managing, and assuming responsibility for a business. Successful entrepreneurs tend to be persistent, inquisitive, energetic, goal-oriented, independent, self-confident, creative, reliable, competitive, and have strong problem-solving, integrity, initiative, and the ability to learn from failure.
Most of the entrepreneurs invest all three ingredients of success - money, energy and time but not in 100% and thus keep on struggling always. So what is the secret of success?
Life Card Plus How To Generate New Leads And Revenue Streams In ANY Market En...lifecardplus
LifeCard Plus; How to generate new leads and revenue streams in any market environment. An overview of the LifeCard Plus lead generation marketing strategy.
HBS Field Y: Fundraising 101 - Feb 2019David Chang
This document provides an overview of fundraising for startups. It discusses preparing for fundraising by developing financial projections, business models, pitches, and target investor criteria. The fundraising process takes 3-6 months and involves socializing the opportunity with potential investors without asking for money initially. Once interest is generated, the founder would refine their pitch based on feedback and then formally ask investors for funding. Key deal points include valuation, preferred stock or convertible notes, vesting schedules, and board seats. Resources for legal support and pitch deck templates are also provided.
While the Tax Cuts and Jobs Act (TCJA) impacts every corner of the US economy and everyone in it, the new law impacts business owners perhaps more than anybody. The new law also reshapes how owners must approach their exit planning.
The document discusses a startup bootcamp called Portland Ten that aims to help 10 founders generate $1 million in revenue each by October 2010. It outlines problems in Portland's tech startup scene around a lack of fundable startups and available seed funding. The bootcamp will work with founders over 12 weeks to clarify their concepts, guide them through the commercialization process, and provide resources, networking and mentorship to help them reach their revenue goals. Founders will commit 6-8 hours per week and $500 per month to participate.
This document provides an overview of a personal finance course. The course aims to help students gain skills to responsibly manage their money and gain perspective on how finances should affect their lives. The course will cover topics like setting financial goals, maximizing income and assets while minimizing expenses and liabilities, financial planning at different life stages, and determining net worth. The overall goal is to help students attain both financial and non-financial life goals in a sustainable way.
This document provides advice and considerations for financial management in startups from Xavier Sansó. It discusses:
- Sansó's background and experience as a project-based CFO for startups.
- Common misconceptions executives have about entrepreneurship and how most never try starting companies.
- Important financial considerations for startups like understanding investor mentality, whether the opportunity is large enough, and if the founding team is aligned.
- Challenges startups face like high failure rates between funding rounds, team discrepancies causing failure, and the importance of fostering change as a CFO.
The document provides an overview of Karl Bareither's wealth transfer planning approach called the Family and Business Renewal (FBR) System. The FBR System takes a holistic rather than transactional approach, treating wealth as more than property and emphasizing open family communication. It is a multi-phase process that begins by examining a family's current plan, developing a new plan with input from family members and advisors, and then presenting and implementing the new plan. The goal is to help business-owning families effectively transfer leadership and ownership of their businesses across generations in a way that preserves both the business and family relationships.
Family owned businesses account for between 80-90% of all businesses. In the winery industry, possibly even more. As this industry has grown rapidly in recent year, those businesses are approaching succession. Here are some strategies to employ to keep your enterprise thriving.
Activities involved in succession process 3John Johari
This document discusses transferring management of a family-owned business from one generation to the next. It emphasizes the importance of planning to help ensure a successful transition. There are four key plans needed: a business strategic plan, family strategic plan, succession plan, and estate plan. These plans can help balance family and business goals, choose a successor, and transfer ownership while minimizing taxes. Advance planning is crucial as many family businesses fail to survive across generations due to a lack of planning.
This document summarizes findings from a global survey of the world's largest family businesses regarding how they undertake successful successions. The key findings are:
1. These family businesses clearly define who is responsible for succession planning, with the board of directors most commonly holding this responsibility.
2. They place great importance on educating and preparing the next generation for leadership roles within the business, though they do not necessarily require outside work experience.
3. They nurture an entrepreneurial culture within the business to promote innovation, adaptability, and competitive advantages over publicly held companies.
4. They view their status as a family business as attractive to top talent, and aim to advertise this nature to help attract qualified
This document summarizes key findings from a global survey of the world's largest family businesses regarding how they undertake successful successions. The main points are:
1. These family businesses clearly define who is responsible for succession planning, most commonly the board of directors.
2. They focus on preparing the next generation for leadership roles through education about the family business, though not necessarily requiring outside work experience.
3. Having a board responsible for succession correlates with greater importance placed on next-generation preparation.
The document summarizes key findings from a survey of the world's largest family businesses. It finds that these businesses excel at succession planning by viewing it as a long-term process, clearly defining responsibilities, and extensively preparing younger generations. They also far surpass averages in promoting women to leadership positions. Additionally, the businesses maintain family focus in their governance structures while achieving strong performance.
The document summarizes key findings from a survey of the world's largest family businesses. It finds that these businesses excel at succession planning by viewing it as a long-term process, clearly defining responsibilities, and extensively preparing younger generations. They also have strong female representation in leadership, with 70% considering a woman for their next CEO. Additionally, these businesses have highly cohesive family involvement, with most boards comprised primarily of family members.
This document summarizes the key findings of a survey of the world's largest family businesses. The survey included responses from 1,000 leaders across various industries and countries. Some of the main findings include:
- Family businesses manage succession well, with clear identification of who is responsible and preparation of future generations.
- Women are well represented in leadership positions and on boards.
- Family cohesion and unity are high despite potential conflicts that are usually resolved constructively.
- Companies prioritize long-term growth, health of the family, and performance while maintaining an entrepreneurial spirit.
How to transform a family business: insights from the trenches Browne & Mohan
The document discusses insights into transforming a family business. It begins by providing background on the prevalence of family businesses globally and in India. It then outlines some of the common challenges family businesses face, such as unclear roles and decision-making bottlenecks. The document recommends conducting an assessment of the family business' "maturity" to identify gaps. It suggests transformations on both the family side, such as establishing governance structures and succession planning, and the business side, like evaluating operations and investing in capabilities. The goal is to professionalize processes while preserving family identity.
This document describes a model for transforming families from poverty to prosperity called the Life Transformation House. Key points:
- The model involves intensive teaching, training, coaching and mentoring of families within a shared housing facility for 12-24 months.
- The goal is for each family member to gain skills to be self-sufficient and create value for others, leading to sustainable families and community prosperity.
- The process involves qualifying families, assigning them a facilitator, quarterly check-ins, and the opportunity to renew for another 12 months.
- Families participate in experiential learning projects around employment, business and community service. Within 12-24 months, the goal is for each family to have
Family Business Succession: What You Need to Know to Effectively Advise Busin...Nicole Garton
The owners of half of all small and medium size enterprises in Canada in Canada are set to retire in the next decade, with an estimated $1.9 trillion dollars of assets poised to change hands. Learn how to help your clients establish a successful plan for the transfer of ownership and management of the business to a chosen successor.
This document discusses strategies for business owners transitioning from being an entrepreneur to an investor. It covers the key decisions of who will own the business next, when to transfer ownership, and how to structure the transfer. Some important points discussed include assessing the family's financial goals, building an expert advisory team, using valuation discounts and trusts to efficiently transfer assets and reduce taxes, and preparing family members to manage wealth after the business is sold or transferred. The overall goal is to thoughtfully plan the transition well in advance to achieve the family's objectives and ensure financial security going forward.
This document discusses family businesses in Latin America and outlines a three-stage model of a typical family business lifecycle. It also provides an overview of governance institutions that family businesses establish like family assemblies, councils, and offices. The document then discusses a case study of a Mexican pharmaceutical company called Quimica Farmaceutica Esteroidal that sought business consulting services to develop a family succession protocol. The consultant conducted a business diagnosis and provided insights that helped the company establish foundations for succession planning and formalizing processes.
This document summarizes a client's financial situation and goals. It identifies key priorities like education funding for children, maintaining lifestyle, and leaving a legacy. It then outlines a wealth management plan with strategies for accumulating, preserving, and transferring wealth to accomplish the client's objectives over time. These include tax planning, asset allocation, portfolio management, estate planning, and ongoing review to adapt to changes. The overall goal is to provide independence and freedom for the client and their family through a customized, comprehensive wealth management approach.
Strategic Issues In Entrepreneurial And Small BusinessesRoula Samra
Small businesses and entrepreneurial ventures are important drivers of job growth and innovation. Strategic planning is important for success but often informal in small companies due to time constraints and lack of skills. A modified strategic process for entrepreneurs involves scanning the environment, identifying opportunities and threats, assessing strengths and weaknesses, developing a business idea and plan, and evaluating performance against projections. Key challenges for entrepreneurs include strategy implementation, succession planning for family businesses, and evaluation and control for small private companies.
Slides used by Daniel Haines, of Crowe Clark Whitehill, at the ‘Locally trusted organisations and Big Local partnerships’ learning and networking events. The events took place on Friday 25 November and Wednesday 7 December 2016.
Advised households accumulate significantly more wealth than non-advised households, regardless of income or age. Advised households have double the participation in RRSPs and TFSAs, and nearly triple the participation in RRIFs and RESPs compared to non-advised households. Advised households also save more in both registered and non-registered assets across all income and age groups. Financial advisors help clients set appropriate targets, choose optimal vehicles to meet goals, and develop customized asset allocations matched to each client's needs.
Katie Williams, AIF, CRPC, CRPS, CFP • LPL Financial
- Women & investing: Is this time different? Why the message of active investment management should resonate with female prospects by Greg Gann
- Dow Theory says market divergence is troubling
- Sentiment readings as a market indicator by Jeanette Schwarz Young
- The soft sell of cross-marketing (Rod Smith, National Planning Corporation)
Study of Advisory Success defines what success means for advisors in today’s environment and highlights the most salient issues facing advisors. Pershing’s inaugural study found that the most successful advisors anticipate what will lead the next generation of advisors. This year’s study finds that successful advisors adapt to client communications and client expectations.
Similar to Wealth Transfer for Business Succession and Estate Planning by FBR System (20)
Abasse Twalal Harouna: The Maestro of Digital Marketing - His Journey and Ach...Abasse Twalal Harouna
Abasse Twalal Harouna, a name synonymous with innovation and excellence in the digital marketing industry, has made significant strides in empowering small and medium-sized businesses (SMBs) to achieve remarkable growth. With a career marked by numerous accolades and a trail of success stories, Harouna's journey from a passionate student of marketing to a renowned digital marketing expert is both inspiring and instructive.
Abasse Twalal Harouna’s early life laid a strong foundation for his future success. Born and raised in a family that highly valued education and innovation, Harouna was encouraged to pursue his interests from a young age. This supportive environment fueled his passion for technology and business, leading him to pursue higher education in Business Administration with a focus on Marketing at a prestigious Canadian university. His academic background provided him with a comprehensive understanding of business principles and marketing strategies, setting the stage for his remarkable career.
Upon completing his degree, Abasse Twalal Harouna quickly recognized the transformative potential of digital marketing. He understood that the digital landscape was rapidly evolving and that businesses needed to adapt to remain competitive. With a clear vision, Harouna entered the digital marketing field, driven by a desire to help businesses grow through innovative online strategies. His early career was marked by hands-on experience with various digital marketing agencies, where he honed his skills in SEO, content marketing, social media marketing, and PPC advertising.
Abasse Twalal Harouna’s expertise spans multiple facets of digital marketing, making him a versatile and highly effective strategist. One of his key areas of specialization is Search Engine Optimization (SEO). Harouna understands that SEO is crucial for enhancing online visibility and driving organic traffic to websites. By employing advanced SEO techniques, such as thorough keyword research, on-page optimization, and building high-quality backlinks, Harouna ensures that his clients' websites rank high on search engine results pages (SERPs). This not only attracts more visitors but also improves the overall online presence of the businesses he works with.
Content marketing is another domain where Abasse Twalal Harouna excels. He firmly believes that content is king in the digital world and leverages it to create compelling, value-driven content that resonates with target audiences. From blog posts and articles to videos and infographics, Harouna’s content marketing strategies are designed to engage and educate potential customers. This approach not only drives brand awareness but also fosters customer loyalty, contributing to long-term business success.
In today’s connected world, social media marketing is vital for brand promotion, and Abasse Twalal Harouna has mastered this art. He crafts tailored social media campaigns that enhance brand visibility and foster engagement.
Explore the key differences between silicone sponge rubber and foam rubber in this comprehensive presentation. Learn about their unique properties, manufacturing processes, and applications across various industries. Discover how each material performs in terms of temperature resistance, chemical resistance, and cost-effectiveness. Gain insights from real-world case studies and make informed decisions for your projects.
Complete Self-write Restaurant Business Plan Guide for Entrepreneurs
Wealth Transfer for Business Succession and Estate Planning by FBR System
1. Karl R. Bareither, CLU
Wealth Transfer Specialist
Ph: 805-595-2089 Email: karl@fbrsystem.com
EDUCATOINAL WEALTH TRANSFER PLANNING
2. Family & Business Objectives
The FBR System
A holistic approach to planning, not
transactional
Treats wealth as more than just
property
Recognizes the importance of open
family communication to the
planning process
Acknowledges that planning is a
journey, not a destination
4. Family Business Statistics
88% of current family business owners
believe the same family or families will
control their business in five years, but
succession statistics undermine this
belief...
•Only about 30% of family and
businesses survive into the second
generation
•12% are still viable into the third
generation
•only about 3% of all family businesses
operate into the fourth generation or
beyond1
1
Family Business Research Institute
5. The Need For More Effective Planning
Statistics reveal a disconnect between
the beliefs and reality.
This information indicates lack of family
business succession planning.
This was confirmed by our own survey
which indicated the importance of
including all family members.
6. Wealth Transfer Challenges
The ownership succession planning issues
that seem to be the most common areas of
contention or omission in family business
succession planning are:
1. Technical mistakes
2. Planning in a vacuum
3. Leaving the business to the surviving
spouse
4. The challenge of treating children equitably
8. The Family and Business Renewal Model
Phase I
Examine
Current Plan
Phase II
Develop
New Plan
Phase III
Present &
Implement Plan
A proven
success
model that
has saved
business
owners
millions of
dollars
while
preserving
the family
business.
9. Interview each person individually
Business family members and
spouses
Passive family members and
spouses
Key employees
Step 1: Individual Family Interviews
Clarify personal goals, concerns and
intentions of each family member
10. Step 2: Determine Family Objectives
Identify family and business
expectations and concerns.
11. Review existing owner and
business documents:
Financial Statements
Income Tax Statements
Life Insurance Policies
Business Agreements
Wills
Trusts
Step 3: Analyze Current Plan
12. The Wealth Transfer Specialist will:
Completion of Phase I
Understand the existing
wealth transfer plan
Understand the goals, concerns,
hopes and dreams of each
individual family member
13. How, when and to whom will
leadership of the business be
transferred?
Step 4: Examine Transfer Options
Wills
Trusts
Gift
Buy-sell agreement
Reorganization
Sale (family members or
non-family buyer)
Charitable arrangement
14. Meet with trusted owner
advisors, examine options,
and draw conclusions
Step 5: Seek Advisor Input
15. Step 6: Develop the New Plan
Determine wealth transfer
options
Organize information
Seek to satisfy both family and
business concerns
Promote decision-making that
is both sensitive and pragmatic
16. The WTS
Completion of Phase II
Creates a written report
detailing the new plan
Determines the most viable
options for transferring the
family’s wealth
17. Step 7: Present New Plan
The Family Retreat:
Present new plan
Examine business
financial, legal and tax
issues and options
The art of
planning
and
facilitating
a family
retreat is
part of the
FBR
System
18. Consider viable options for providing needed liquidity
Sale of assets
Loan
Insurance
Sinking fund
Step 8: Consider Liquidity Options
19. Obtain agreement to
implement plan
Complete financial, tax,
and legal requirements
Monitor plan progress
Step 9: Implement and Monitor Plan
20. The Family and Business Renewal Model
Phase I
Examine
Current Plan
Phase II
Develop
New Plan
Phase III
Present &
Implement Plan
1
2
3
4
5
6
8
9 Your
Wealth
Transfer
Plan
7
21. What are the costs and benefits?
Cost dependent upon:
scope of work
number of family members
complexity of business
Expectations
Defining Your Investment
Free initial interview
Fee or No Fee Option
22. 1. It’s a family affair not just an owners affair
not just a transaction
not closed and secretive
not a telling one
not exclusion
not closing discussion
1. It’s a family affair
2. It’s a process
3. It’s an open agenda
4. It’s an asking format
5. It enhances family life
through inclusion
6. It’s a way to open family
dialogue
12 Principles of Family and Business Renewal
23. 7. The greatest resource
is people
7. The greatest resource
is people
not plant, equipment
and real estate
not one at the expense
of the other
not a whitewash
not excluding anyone
who may differ
not a free-for-all
or anger tirade
not a risky venture
8. It deals with both external
and internal matters
9. It ensures an examination
of all issues
10. It seeks input from
owner advisors
11. It uses an objective
planner as a facilitator
to plan a family retreat
12. It assures a money-back
guarantee if not totally
satisfied
12 Principles of Family and Business Renewal
(This slide can be customized for the individual WTS.)
Good evening, ladies and gentlemen. My name is ________________. Welcome to our presentation; Planning a Family & Business Legacy.
Let me introduce myself more fully (discuss biographical information as appropriate).
Our subject this evening is how to move beyond traditional business succession planning and secure the future of your family’s business by using a process called Family and Business Renewal.
The FBR System was developed by Karl Bareither to help family owned businesses successfully transfer their wealth.
READ SLIDE
What is your definition of wealth?
Most people identify wealth as money, property or other tangible items. In fact, wealth can include many things – including our health and the love and support of family.
(Use this opportunity to share a personal story about yourself, your family or other loved ones that will help your audience relate to you as a caring human being. Demonstrating your willingness to share personal information will help audience members become comfortable sharing their personal experiences with you as the presentation progresses.)
According recent studies 88% of current family owned business believe that the same family or families will control their business in five year, but as you can see succession statistics differ.
Does it seem strange to you that with all the attorneys, accountants and financial advisors available to business owners that so few are able to keep the business in the family beyond the first generation? Obviously, there is a failure somewhere in the planning process.
There is a need for more effective planning – research indicates that family business failures can essentially be traced to one factor: an unfortunate lack of family business succession planning.
So the question really is,
“Why are family business owners reluctant to plan for succession?”
I believe that the root cause of the failure to plan springs from the family dynamics themselves. Lack of communication, dysfunction within the family - including things like alcohol and substance abuse - paralyzes the wealth transfer planning process.
Family business owners must understand that the reason so many family businesses fail is because of family issues, not business issues!
Here’s an interesting point that many entrepreneurs don’t realize. Some of the characteristics that helped them create a successful business in the first place work against them when it come to planning for preserving the business.
For example, secrecy may be important early on in order to protect the business as it is getting started. When planning for continuation, however, openness is required so the needs of everyone involved can be taken into consideration during the planning.
Control is important initially because the entrepreneur is responsible for virtually every aspect of the start-up business. When planning for continuation, it is necessary to share control for the long term good of the business - something that might be difficult for the entrepreneur.
The entrepreneur must wield the power in the business early on in order to make progress quickly. In long-term planning, knowledge replaces power.
The entrepreneur may also be more autocratic in dealings with associates, employees and family members in order to facilitate efficiency. The planning process, however, requires collaboration.
Also, the planning process when focused on the entrepreneur alone, centers on what I like to call “matters of the head and ego.” Involving the family in the process expands the focus to include “matters of the heart and spirit.”
Here are the three phases and nine steps in Family and Business Renewal wealth transfer process.
In Phase I we determine the objectives of the individual family members as they relate to the business and examine the existing wealth transfer plan. This process consists of three stapes which we’ll examine more closely in a moment.
In Phase II we develop a new wealth transfer plan based on the needs of all family members and business concerns - again using three distinct steps.
In Phase III we present the new plan to the entire family in a retreat setting where issues and concerns can be resolved to everyone’s satisfaction. The process ends when a workable plan has been implemented and a process put in place to monitor its ongoing success.
The phases and steps result in three major benefits to business owners. We’ll discuss them in more detail next.
Step 1 is to develop an understanding of what each individual member of the family expects of the business. Each individual is interviewed in order to better understand what the expectations and goals of family members and key employees are so these can be taken into account when developing the new wealth transfer plan.
To do this, each family member must be interviewed in-depth. Your participant’s booklet includes a copy of an interview guide. These are the key questions asked of each individual during the confidential interviewing process.
Every family member must be interviewed - including spouses and in-laws - whether they are active in the business or not. Non-family employees who are key to the success of the business are also interviewed.
The goal is to clarify each individual’s goals, concerns and intentions with regard to the business.
The process calls for objective listening skill on the part of the interviewer so as to obtain honest input.
Step 2 is to determine the family objectives.
This is accomplished by studying the responses from the individual family member interviews and using the information to identify goals, needs and dreams of all family members. The goal is to compile an accurate profile of the expectations the various family members have for the business and its future.
Step 3 is to analyze the existing business continuation plan.
It begins by gathering any personal or business documents related to planning that has already been completed. In order to be effective as the WTS, I must fully understand how these documents work and what they accomplish. The business owner can be extremely helpful by recalling the original intent you had when these documents were created.
Remember that every business has a continuation plan. If the owners have not taken the time to develop one, the state intestacy laws will determine the business succession plan. The point to ponder is “Do you want to develop your own business continuation plan, based on thoughtful consideration, or would you rather wait and see what the state government has in mind for your business?”
After completing Phase I, I will have a thorough understanding of the goals, concerns, hopes and dreams of all the family members as they relate to the business. This understanding will assist the business owner in making more informed decisions.
I work with the business owner and other family business advisors to make certain I have a clear picture of the existing plan before proceeding with the new wealth transfer plan.
Once the family objectives have been determined and the current wealth transfer plan documented, Phase I of the process is now completed.
Step 4 in Phase II is to examine the ways in which the transfer of business ownership might be accomplished.
These are the typical transfer techniques families use:
Will and trusts - ownership of the business can be arranged using one of these legal instruments.
Gift - shares in the business interest can be gifted to other family members.
Buy-sell agreement - you can arrange for the transfer of ownership through a formal buy-sell agreement drafted by an attorney.
Reorganization - in some cases the business can be reorganized into a different structure to facilitate ownership transfer.
Sale - installment sale to provide retirement income for business owner.
Sometimes, if philanthropy is a goal, gifts to charities can be incorporated into wealth transfer planning resulting in opportunities for personal satisfaction and encouragement of philanthropy by other family members. Charitable planning can also result in substantial income and/or estate tax savings.
The various techniques must be examined at this point in order to determine which of these alternatives should be considered for the new plan.
Developing a wealth transfer plan involves a high degree of expertise. In addition to my own skill and experience in this area, I also meet with the team of trusted owner advisors to take advantage of their expertise. In addition, I want to learn the history of the current plan to understand why it was developed as it was. I will use all this information and the input from the other advisors to develop a new plan taking into account all the information gathered during the individual family member interviews.
Each member of the team has his or her responsibilities. The attorney must draft legal documents, the accountant examines the tax aspects and the financial advisor is responsible for financial objectives. I act as the quarterback of the team, if you will, coordinating meetings and keeping the planning process moving.
This is the essence of the new plan.
The options available must be determined and recommendations complied into a new plan.
The new plan must seek to satisfy all family as well as business concerns.
The goal of the planning process is to promote decision-making that is both sensitive to family members and their issues as well as pragmatic.
Your participant’s booklet includes a form that can be used to capture the overall plan design.
At the conclusion of Phase II, the WTS will:
Have determined the most viable options for transferring the family’s wealth to the next generation.
Have created a written report that details all the elements of the new plan.
The responses to the three questions will guide the discussion of the old and new plans. The goal is to get everyone’s goals, expectations and concerns out in the open where they can be dealt with. As the new plan is revealed and discussed, each family member will come to understand how it addresses their individual needs or they will know the reasons why it cannot.
The presentation of the new plan includes a discussion of the financial, legal and tax issues that affect the design. This material is discussed in “layman’s” terms and only to the extent it is useful to help everyone understand why the plans has been developed in this form.
I avoid jargon and complicated technical terms.
Lack of liquidity for estate and business purposes is usually the principle need for the typical capital intensive business owner. Failing to provide for it will likely cause the plan to fail. All options for providing the liquidity needed by the plan must be considered. These usually involve insurance and/or other financial products.
Again, while these topics can be technical in nature, each is discussed in “layman’s” terms until everyone agrees that they understand how the solutions work and what are the best alternatives.
The new plan is discussed and questions answered until there is general agreement that the best possible solutions have been developed. The retreat ends with the family’s agreement to implement the plan.
Implementation includes completing all the necessary financial, tax and legal requirements.
The plan might also include other implementation aspects such as a development plan for one or more of the future owners.
Once the plan is implemented, it must be tracked and periodically reexamined to make certain it is working and remains in the best interest of everyone involved.
Here again are the three phases and nine steps in Family and Business Renewal wealth transfer process.
In Phase I we determine the objectives of the individual family members as they relate to the business and examine the existing wealth transfer plan. This process consists of three stapes which we have discussed.
In Phase II we develop a new wealth transfer plan based on the needs of all family members and business concerns - again using three distinct steps.
In Phase III we present the new plan to the entire family in a retreat setting where issues and concerns can be resolved to everyone’s satisfaction. The process ends when a workable plan has been implemented and a process put in place to monitor its ongoing success.
Most business owners want to get to the bottom line - what is this going to cost?
Well that answer, as you might guess, depends upon the scope of the plan, the number of family members involved in the interviewing and the complexity of the business.
The entire fee for this service depends upon the scope, size and complexity of the business and the planning involved.
The actual fee will be determined during a free initial interview. Assuming the Family and Business Renewal process is a feasible option for your business, you and the specialist will negotiate a fee and capture it in a formal, written agreement.
However, there may be instances when the No fee option is appropriate. For example: if it is a simple transaction with instructions to sell the business on the owners death; a small service business; a family owned business with no heirs interested in being involved in the business or the business owner doesn’t want to inform family of succession and estate planning strategy until the owners demise.
Fee is also dependent upon your expectations – for example: if you want a written report; if you want to include all family members, or if you want to involve your other advisors.
These are the 12 principles of the Family and Business Renewal process.
At its core is the recognition that wealth transfer planning is a family affair - not just an owner’s affair.
The planning is an ongoing process, not a one-time event.
The planning agenda is completely open - everyone’s opinion matters and all input is considered.
The key to achieving the open exchange of information is that the process requires asking, not telling.
It has the potential to not only protect the family’s wealth, but also enhance family life through inclusion - not exclusion.
It’s a way to open the family dialogue, benefiting both the business and family relationships - as opposed to a process that closes off discussion.
The Process underscores the value of individuals by recognizing that a business’ greatest resource is its people - not the plant, equipment and real estate.
It deals honestly with matters both internal and external to the business - but not with one at the expense of the other.
It ensures examination of all important issues without whitewashing over any of them.
It includes input from all of the owner’s advisors - including those who might differ - to assure that all viewpoints are considered and all alternatives explored
It utilizes a trained, objective person as a facilitator to plan the family retreat so it does not become a free-for-all or deteriorate into an anger tirade.
It assures a money-back guarantee if not totally satisfied with the results of the process.
We hope this conversation is the beginning of a relationship – we encourage you to make comments and ask questions. Our goal is to have ongoing discussions.