The document summarizes information about family businesses and the Smith Family Business Initiative at Cornell University. It provides statistics showing family businesses make up a large percentage of businesses globally and often outperform non-family businesses. It then discusses some of the resources and research supported by the Smith Family Business Initiative, including welcoming a new professorship in family business.
Share capital owned by a family either jointly or individually.Involvement in decision-making, maintain management or ownership. Ownership control by direct descendants
Family Business, Non Family Business, Urban MythsSteven Brown
Looking at the differences between Family business, Non Family Business and Urban Myths. The Knowledge and understanding needed for C level people, companies and owners.
Family business conflict and resolutionsourav mathur
One of the goals of a business family is to learn how to manage conflict inside the family so that good family decisions surface, individuals grow in healthy ways, and relationships achieve their potential.
this presentation is about what are the conflicts in family business and how this conflict can be resolve.
Share capital owned by a family either jointly or individually.Involvement in decision-making, maintain management or ownership. Ownership control by direct descendants
Family Business, Non Family Business, Urban MythsSteven Brown
Looking at the differences between Family business, Non Family Business and Urban Myths. The Knowledge and understanding needed for C level people, companies and owners.
Family business conflict and resolutionsourav mathur
One of the goals of a business family is to learn how to manage conflict inside the family so that good family decisions surface, individuals grow in healthy ways, and relationships achieve their potential.
this presentation is about what are the conflicts in family business and how this conflict can be resolve.
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 Concept of Corporate Entrepreneurship - IntrapreneurshipGaurav Singh Bisen
Presentation on Corporate Entrepreneurship, its strategies. Intrapreneurship & Leaders of such culture in market. Case Study of Google and its successful products and innovations.
Entrepreneurs plays an important role in developing countries as well as developed countries.
What are the role played by them is mentioned in this presentation.
Presentation Created and Managed by Naveen Minj.
To describe the importance of family businesses in the Asia–Pacific and their unique problems
To discuss the concept of transgenerational entrepreneurship and its differences in mind-set and context
To explore the unique types of family capital
To examine some of the hallmarks of family entrepreneurship across our region
To depict family entrepreneurship as three sometimes conflicting but overlapping systems
To explore the ways that climate change and family entrepreneurship may be interrelated
To examine the problems as well as the key factors in management succession
To explain the steps involved in carrying out a succession plan
To understand the contextual aspects toward developing a succession strategy
To examine the harvest strategy for reaping the value of family business through trade sale
Families share how they have maintained and grown their wealth from generation to generation. While creating wealth is a wonderful achievement, business families are also concerned with how their wealth is used to support their values, the lives of their children and the well-being of the community.
Over several generations, families who are successful in growing their wealth have been able to reinvent themselves and their business in the face of significant environmental transformations and internal differences cause by family dynamics.
Borrowed from my Grandchildren is a fascinating look at how large, long-lasting business families succeed across generations. Author Dennis T. Jaffe, one of the leading architects of the field of family enterprise consulting, has interviewed members of successful, well known, 100-year family enterprises from 20 countries, who serve as role models for those wishing to see their wealth positively impact their children, employees, and communities. Half continue to own their legacy business and others have gone on to become family offices with a portfolio of shared assets, but all these families have sustained their values and identity as a family over more than three generations.
Offering the collected wisdom of nearly 100 global business families, this insightful book shares the real-life stories of partners in business and wealth management over three of more generations. Families that generate rather than reduce their wealth across generations, known as Generative Families, focus on engaging across generations and develop collaborative governance for both family and business to ensure responsible stewardship from one generation to the next. This unique resource: Presents real-life stories of families sustaining wealth over generations Explores both the successes and failures of retaining family wealth Includes rare private insights from members of prominent wealthy families Examines the nature of global family enterprises and their evolution over generations Discusses the financial, human, and social dimensions of wealth Borrowed from my Grandchildren: The Evolution of Stewardship in 100-Year Families is an essential read for family members, non-family executives, family offices, estate planning lawyers, family business consultants, trust officers, philanthropic and foundation advisors, financial advisors, financial planners, CPAs, and other finance professionals.
Happy Reading & Implementation
Family Business & Sustainability Webinar Presentation BoardsImpactForum
Full presentation shared at Boards Impact Forum webinar on Family Business and Sustainability May 27 2021 https://www.youtube.com/watch?v=IlToBZSuU6s&t=6s
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.
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
This article argues that family business centers need to align themselves with their universities' missions through strategic planning. It further argues that in most cases this means building the program on an academic base of either teaching or research. Part of establishing that base includes analyzing the balance among teaching, research, and service (i.e., using the [201c]Holistic Model[201d]). Without this approach, the risk of failure greatly increases. The experience discussed throughout this article is that of a small, private, liberal arts university that, using the approach recommended, built its center on the foundation of teaching. Many of these issues warrant further research.
During spring break 2020 (March 29 – April 4) the Smith Family Business will be leading a new student trek to Italy to explore many significant family businesses, Italy history and culture. The trek will begin in Milan and travel through Verona and Tuscany, finishing in Rome.
Rania LABAKI, Ph.D.
Associate Professor of Management
Director, EDHEC Family Business Centre
Scholar, Cornell Smith Family Business Initiative
rania.labaki@edhec.edu
Family and privately-owned businesses have a distinct advantage when family and ownership are closely aligned. Evergreen businesses are led by purpose-driven leaders with the grit and resourcefulness to build and scale private, profitable, enduring and market-leading businesses that make a long-term difference. Understanding certain “evergreen” principals, which may already be in place in your family or business, can be an effective lever to empower innovation in this generation and others to come.
Interruptions come in all shapes and sizes, from those considered a normal part of the business cycle such as changing market conditions or an acquisition proposal, to the deeply personal and subjective, such as the birth of a child, the loss of a loved one or a new idea and the choices it brings. They can be frightening and destabilizing, but they can also be used as catalysts for growth and improvement. It all depends on how you respond to them. Entrepreneurs have to be ready to accept and even embrace these changes as they come.
Ramez Baassiri – Board Member, AHB Group
Presented by David Teten - Managing Partner, HOF Capital
The cost of starting a business has trended down to the cost of being unemployed, which means dramatically more startups, and therefore more competition for your startup idea. How do you identify a startup idea that addresses a market others are not serving?
Ann Dugan - Senior Managing Director of Advisory Services, Family Office Exchange
Are family legacy and innovation incompatible? There are many complexities that come with being a family enterprise. What starts out as a family business gradually evolves into multiple businesses, real estate holdings, and investment portfolios. Balancing the legacy of the family with the needs of the business to grow and innovate requires thoughtful planning and thorough family involvement.
LinkedIn has established its staying power and proves to be one of the most useful tools for your business and career. In this year’s 7x7x7, hear from 7 experts who have leveraged LinkedIn’s tools, features, and groups to enhance their own profile, increase contacts, and grow their business. Tips will span from personal applications of LinkedIn to enterprise level features that can be used for your business.
For small to medium enterprises, the role of the CFO is critical to sustaining the enterprise and ensuring a smooth succession. Drawing on recent research and first-hand accounts with family business owners and CEOs, the director of the Vermont Family Business Initiative at the University of Vermont and our panel will examine the key traits of the most successful (and enduring) family businesses–and how their CFOs played a significant role in that success.
While change has always been a constant, the pace of change seems to have increased exponentially. This change permeates through all aspects of business as well; competition, marketing, social media, health care, even your employees. As a business owner or leader, you are challenged with keeping up with that change - perhaps even embracing it. The 2013 7x7x7 panel examines where change is happening, what it's impact will be on you and how you might take full advantage of that.
How can we sort out the mysteries of talent? Anyone trying to build a great organization faces the same basic challenge, whether we work for a big company, a startup, a Hollywood studio, a hospital, or the U.S. military. We all wonder how to tell really outstanding prospects from ones who look great on paper but then fail on the job. Or, equally important, how to spot the ones who don’t look so good on paper but might still deliver extraordinary performance.
Recent news of financial misappropriation by employees, brand hijacking and even natural disasters have left many businesses in the lurch and even closed many. As a business owner or leader, time and knowledge is critical. The pace of each day leaves little time for knowing every facet of your business. As budgets tighten, you are pressed to do more with less. It is not uncommon to have a myriad of things fall through the cracks - blind spots! This year's 7-7-7 panel will explore the many blind spots that exist and offer some simple and practical tips for identifying and preventing them from doing further damage.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
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VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
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The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
5. Succession Checklist
Definition of a
family business?
• Ownership control (>15%) by family or
partnership of families
• Strategic influence by family members on the
management of the firm
• Concern for family relationships
• The dream (or possibility) of continuity across
generations
Poza, 2007
6. GLOBAL Report on Family Businesses
• Large numbers & contributors to jobs / economy / society
– Latin America / India – 90-98%
– US / Germany / Spain – 80-90%
• Large, Medium, Small size
– Think Wal-Mart, Ford Motor Co. and S.C. Johnson
– Also think Collegetown Bagels, Saranac Brewing, Triphammer Wines
• Out-perform non-family enterprises
– Especially in the first generation
– Second generation some do, some do not.
70% would like to pass their business to next generation
BUT next gen is not always interested OR
capable OR
prepared to work in the founder’s business – WHY?
Source: Babson STEP Project
7. 7
Family Business Mortality
Many reasons why businesses don’t continue from one generation to the next
1st Gen 2nd Gen 3rd Gen 4th Gen
100
75
50
25
0
• Sale of the business
• Loss of family interest
• Unpredictable challenges
• Industry changes
• Missed opportunities
• Mismanagement
• Succession problems
• Family conflict
• Family norms challenge
business norms
8.
9.
10. Entrepreneurial Resources Provided by the
Family
Ernst & Young Coming Home or Breaking Free 2011
Knowledge about how to lead a business
Provision of contracts
Introduction to networks
Coaching/mentoring related to entrepreneurial activities
Industry-specific knoweldge
Physical resources (infrastructure, facilities)
Favorable and negotiable conditions (debt and equity capital)
Equity Capital
Access to distribution channels
Debt Capital
No Family Business
Family Business
16. 16
Evidence shows family companies
outperform public companies
Founder-stage family firms are 19%
more valuable than non-family firms3.
Family businesses generate higher…
• annual shareholder return
• annual revenue growth
• income growth
• return on assets
…than non-family firms4.
Family businesses
employ 50-60% of
the workforce in
industrialized
countries2.
Publicly traded family firms significantly
outperform non-family firms in earnings
and stock performance:
5.5% more profitable
6.65% better return on assets1.
Family-run
companies are
valued 10% higher
by the stock market
than non-family
companies1.
1 Anderson, Ronald and David M. Reeb, Founding family ownership and firm performance: Evidence from the S&P 500, Journal of Finance, June 2003, vol. 58, no. 3
2 Financial Times, Family companies are ready for the worst, October 30, 2001
3 Amit, Raphael and Belén Villalonga, How do family ownership, management and control affect firm value? Evidence from the Fortune 500, 2004, working paper
4 BusinessWeek, Family, Inc., November 10, 2003
17. Not so gloomy
• Families are able to positively affect the
resource inventory and usage of their firms
(Arregle, Hitt, Sirmon, & Very, 2007; Habbershon & Williams, 1999)
• Apply a long-term perspective allowing for
unique strategic positioning (Zellweger, 2007)
• Have less agency problems and higher firm
values (Anderson & Reeb, 2003)
• Drive new entrepreneurial activity (Kellermanns &
Eddleston, 2006; Nordqvist & Melin, 2010)
31. Research
Wesley Sine – Professor of
Management and Organizations,
presented his research on “The
advantages and challenges of family
funded ventures in Jordan” at the
upcoming Academy of Management
Conference in London, as well as the
International Academy of
Management and Business
Conference in Dubai. The research
was funded in part through a grant
offered by the Smith Family Business
Initiative.
32. Cornell Family Business Scholars
Cornell Faculty Fellows
• Lourdes Casanova - Senior Lecturer of Management, Academic Director of the Emerging Markets Institute
• Stephen Gal - Senior Lecturer of Management
• Wesley Sine - Professor of Management and Organizations
• Edward Staehr – Senior Extension Associate, Executive Director NY Farm Link
• Michele Williams - Assistant Professor, Department of Organizational Behavior, Cornell ILR School
Family Business Academic Scholars
• Matthew Allen - Associate Professor of Entrepreneurship, Babson College
• Joseph Astrachan - Wells Fargo Eminent Scholar Chair of Family Business, Kennesaw State University
• Christine Blondel - Adjunct Professor of Family Business, INSEAD
• Kimberly Eddleston - Professor of Entrepreneurship and Innovation, Northeastern University
• Greg McCann - Senior Professor of Family Enterprise, Stetson University
• Former Director of the Family Enterprise Center
• Carol Wittmeyer - Associate Professor of Management, St. Bonaventure University
Family Business Practitioner Scholars
• Eric Allyn - Former CEO & Board Chair, Welch Allyn
• Doug Baumoel - Founder, Continuity Family Business Consulting
• Ann Dugan – Senior Managing Director, Family Office Exchange
• John Engels - Founder and President, Leadership Coaching, Inc.
• Holly Isdale - Founder, Wealthaven
33. Succession Checklist
In July 2017, we
welcome Margarita
Tsoutsoura, PhD, as
the first John and
Dyan Smith
Professorship of
Management and of
Family Business.
36. "My name is on the door
every morning
when I come to work."
37. Succession Checklist
Upcoming
June
9 Why Family Businesses Matters – Cornell Reunion
11-17 Global Emerging Leaders in Family Enterprise
July
19 Upstate Owners Forum – Ken Blanchard
October
12 Upstate Owners Forum
26-27 2017 Families in Business Conference
2018
March Family Business Case Competition
April NYC Family Enterprise Forum
Nearly 21 different definitions of family business in a recent review of 250 research articles
The graduating class of physicians two years ago had just 1 percent decided to own a practice. The rest of them chose to work for corporations, citing the difficulties of ownership.
Minutes 45 Show why this matters
We interviewed 2400 family business managers and owners in 40 countries to find out.
Average number of employees: 12,000
• Average sales: US$3.48 billion
• Annual average growth as a percentage of profit: 8%
• 62% report they are highly or extremely entrepreneurial
• Their top three planned investments are IT systems and controls, production capacity and human capital
SC invested $30 million to amp up its family brand.
Said 5th generation CEO Fisk Johnson :
CEO Says 'Family Company' Image Gives It Consumer Trust Advantage
"As a private family company, we believe we are different and we are proud of that difference," said SCJ Chairman-CEO Fisk Johnson in an interview. "We hold ourselves to a higher standard. We work hard at nurturing a culture of caring and doing the right thing for the long term. One of the reasons we're able to do that is, as a private company, we don't need to worry about next quarter's earnings or what Wall Street analysts say or whether an activist is going to come after us."