Vimeo
LinkedIn
Instagram
Share |

Special report

September 6, 2010

When dealing with next gen members, family office executives and senior family members often subconsciously look at them through the lens of the family office or family business and try to find a way that they can fit into that picture.

When dealing with next gen members, family office executives and senior family members often subconsciously look at them through the lens of the family office or family business and try to find a way that they can fit into that picture. However, if you do this it is likely that the next gens will fall short of the expectations imposed upon them.
 

September 6, 2010

Family offices are under increasing pressure to improve their technology. Is it worth it asks Kira Nickerson.

Heightened demand for investment transparency and tighter disclosure regimes have led to a need for greater technological resources at family offices. Businesses switching from a single family office to a multi family office structure and the growing international dynamic of families has also added pressure for up-to-date wealth management systems. However, the complex wealth management needs of family offices have led to serious gaps in areas that family offices can automate and streamline via technology.
 

August 26, 2010

Marc Smith analyses the trends

Just a few years ago they were analogous to the gluttonous charicatures in a Hogarth painting, but M&A deals have been on the equivalent of a corporate Atkins diet of late.

The biggest deal this year involves a family-controlled Indian business in the telecommunications sector with a price tag of $11 billion.

In sharp contrast, when we last covered the family business M&A story in the summer of 2007, the largest deal was a joint $96 billion bid for ABN Amro by the Botin family-controlled Santander group in partnership with RBS and Fortis.

August 25, 2010

The M&A market has been transformed over the last few years as the mega deals of the boom years have given way to more modest strategic transactions. Here are the year's largest M&A deals involving family firms

01 $11 billion Reliance Infratel's merger with GTL Infrastructure

April 30, 2010

To identify how the private banking industry is performing in the current climate, independent information and networking platform MyPrivateBanking.com selected 20 of the largest and most important European private banks for a survey on three distinct criteria

To identify how the private banking industry is performing in the current climate, independent information and networking platform MyPrivateBanking.com selected 20 of the largest and most important European private banks for a survey on three distinct criteria:

  • the quality of their customer interface
  • their investment proposal
  • the total cost of asset management

April 30, 2010

With wealthy families increasingly trusting their own judgment when it comes to managing their investments, private banks are under pressure to raise their game. Paul Golden speaks to both sides to analyse where they stand

With wealthy families increasingly trusting their own judgment when it comes to managing their investments, private banks are under pressure to raise their game. Paul Golden speaks to both sides to analyse where they stand. 

December 3, 2009

The CEO of BNP Paribas Wealth Management tells Marc Smith why sustained giving is more important than the amount given, how service providers can improve family philanthropy and why the next generation is so important

Francois Debiesse is not surprised that just 2.9% of respondents to the BNP Paribas/Campden Research Global Philanthropy Report, Giving through the generations, said they relied on banks for philanthropic advice. 

December 3, 2009

The BNP Paribas/Campden Research Global Family Philanthropy Report 2009 provides an insight into the structure and process of family philanthropy. This summary highlights some of the key findings of the report

Wealthy families are known for their dedication not only to the businesses that grow their wealth, but the causes and charities they choose to support through philanthropy. But how much is actually known about the patterns of family giving and how philanthropists choose the causes they support?

August 26, 2009

When a minority family shareholder is forced to sell up, there can be complex emotional forces at play leading to strained relations. The solution lies in open dialogue and a greater understanding of the shareholding structure says Barbara Murray

The positive aspects of the family business ownership model have rightly been given more publicity recently as the failures inherent in the world's financial system have been exposed. Yet it is important families do not get carried away on a wave of self-congratulation – they can learn as much, if not more, from bad practice as from good.

Click here >>
Close