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Special report

July 13, 2011

They are the next corporate leaders—the superstars of family business dynasties rising to the top of the business world. CampdenFB, working in association with judges from business schools and the Family Business Network, and supported by Ernst & Young, has come up with the definitive list of the top 40 next generation leaders under the ago of 40.

They are the next corporate leaders—the superstars of family business dynasties rising to the top of the business world. CampdenFB, working in association with judges from business schools and the Family Business Network, and supported by Ernst & Young, has come up with the definitive list of the top 40 next generation leaders under the ago of 40.

May 18, 2011

Accountancy firms like family businesses. After all, family businesses offer scope for them to charge lucrative fees across a host of disciplines for both the business and the family. And as long as these fees aren’t too high and trust is established, accountancy firms can build up lasting relationships between themselves and business principals.

Accountancy firms like family businesses. After all, family businesses offer scope for them to charge lucrative fees across a host of disciplines for both the business and the family. And as long as these fees aren’t too high and trust is established, accountancy firms can build up lasting relationships between themselves and business principals.

September 6, 2010

Paul Golden analyses the best compensation strategies for senior family office staff

With opinion divided on the extent of bonuses – and the merits of long-term retention – it is easy to see why there is nothing approaching a standard model for family office remuneration.

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. 

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