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growth

February 3, 2010

The family-owned fast-food chain Chick-fil-A reported its 42nd consecutive year of growth when it announced its 2009 results yesterday.

The family-owned fast-food chain Chick-fil-A reported its 42nd consecutive year of growth when it announced its 2009 results yesterday.
 
The US-based company, still privately owned by the founding Cathy family, announced 2009 sales of $3.2 billion, an increase of 8.6% on 2008 results. The company's sales have grown every year since it was founded by S Truett Cathy in 1967.
 

September 1, 2008

If you studied economics in the 1960s and 1970s you might have been told the family business sector would soon die out.

If you studied economics in the 1960s and 1970s you might have been told the family business sector would soon die out. It was argued that companies with hundreds of thousands of shareholders were in better positions to raise capital through stockmarkets. The future, it was claimed, belonged to them.

March 1, 2006

Creating sustainable growth is a challenge for every family business, especially in today's highly competitive environment. The Belgian FBN chapter invited Louis Amory to expand on how modern-day business can improve its growth potential

Louis Amory  is a partner at Bain and Company, a global management consulting firm. www.bain.com

Creating sustainable growth is a challenge for every family business, especially in today's highly competitive environment. The Belgian FBN chapter invited Louis Amory to expand on how modern-day business can improve its growth potential

January 1, 2005

Private equity money has always rung alarm bells for family businesses – no one wants to relinquish power to outsiders. But outside input can have myriad benefits, including scope for expansion and independent pension arrangements, writes Bob Reynolds

Private equity money has always rung alarm bells for family businesses – no one wants to relinquish power to outsiders. But outside input can have myriad benefits, including scope for expansion and independent pension arrangements, writes Bob Reynolds

Five years ago, the typical family business private equity deal was £10 million for 30% of the enterprise. Now, it is more usual to see venture capitalists paying £100 million for 100% of the business.
 

September 1, 2004

The globalisation of world economies means many family businesses must grow strategically to survive. More often than not, the growth capital requirements of the family firm clash with the liquidity and control needs of the family shareholders. What to do? Francois de Visscher explains

Francois de Visscher is founder and president of the family business consultancy de Visscher & Co.

The globalisation of world economies means many family businesses must grow strategically to survive. More often than not, the growth capital requirements of the family firm clash with the liquidity and control needs of the family shareholders. What to do? Francois de Visscher explains

September 1, 2004

Entering a new phase in growth and development

Bill gordon sits on the FBN's steering committee and board.

Entering a new phase in growth and development

The way ahead for FBN International is challenging, exciting and will be more rewarding for our members across our growing global network. We are embracing change with a real sense of positive energy, shaped by the forward thinking proposals developed by the Steering Group, set up after the board meeting in October 2003.

June 1, 2003

A family business that is mindful of the need for proper planning, monitoring and maintenance of legal issues will ultimately be more profitable and successful over the long-term

Patricia Angus is a lawyer and consultant to high net worth families on governance and philanthropic planning. She is President of Angus Advisory Group LLC in New York, USA.

A family business that is mindful of the need for proper planning, monitoring and maintenance of legal issues will ultimately be more profitable and successful over the long-term

April 1, 2003

Family owners, and all major shareholders in the family business, need to understand the strategic planning process of their business to sustain the long-term value of their company

John L Ward is the Co-Director of the Center for Family Enterprises at Kellogg Graduate School of Management (USA) and the Wild Group Professor of Family Business at IMD (Switzerland). He serves on the boards of four family companies in Europe and the USA.

Randel S Carlock is Berghmans Lhoist Professor in Entrepreneurial Leadership at INSEAD (France and Singapore) and Opus Endowed Professor of Family Enterprise at St Thomas University (USA).

January 1, 2003

Growth is a relative thing, and achieving growth means different things to different families and their businesses.

Growth is a relative thing, and achieving growth means different things to different families and their businesses.

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