Titlebook: Keeping the Family Business Healthy; How to Plan for Cont John L. Ward Book 2011 Palgrave Macmillan, a division of Nature America Inc. 2011

intention

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大包裹

The Challenge of Keeping a Family Firm Alive, generation (see Table 1 and Appendix G). Less than two-thirds survive the second generation. And, as indicated by other studies (Blotnick, 1984), fewer than 5 percent of all businesses ever started actually become family businesses through appointment of a successor from the next generation.

Exposure

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,Assessing the Firm’s Financial and Market Situation,d market analysis of the business. A complete analysis will reveal much more than the state of sales and profit. It will show whether a company is gaining or losing market share, using cash efficiently or inefficiently, and increasing or decreasing its productivity. It will even uncover whether the

Lumbar-Stenosis

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,Planning the Family’s Role in the Company’s Future,ct as sounding boards and providers of new ideas. The personal goals of these people therefore critically affect the direction of the company. They are the single most important influence upon the business plan outlined in the last chapter.

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Shaping a Business Strategy that Includes the Family,apart? How much money does the family need from the company? Are older family members confident that their sons and daughters can run the company well? The answers to such questions will be joined to other assessments of the strength of the business and the attractiveness of the industry. These thre

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The Transition to New Leadership: Promoting a Revitalized Business Vision and Strategy, new leader takes over the company. In a family business, this new leadership means the successors: the senior family team of the next generation. The “team” might consist of only one inheritor, or it might consist of many—all the shareholder cousins and siblings. They will have been chosen by one o