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Succession

September 1, 2006

At 72 years of age, Nils Larson thought it was too soon to begin the transition of his family’s publishing house to the fourth generation.

At 72 years of age, Nils Larson thought it was too soon to begin the transition of his family's publishing house to the fourth generation. He believed no-one in the business was qualified to take over his duties as publisher and CEO. Despite the urgings of family members on the company's board, Mr Larson took solace in the fact that his good friend and general practice attorney, Fred Wertheimer, was not pressing him to act.

July 1, 2006

Jim, aged 66, is the founding entrepreneur of a successful manufacturing company, with annual sales of $200 million, and has gradually transferred ownership of the business to the second generation. All five siblings, each employed in the company, will eventually own 20% of the business. Apart from their comfortable home, local farmland and $500,000 invested conservatively, all the assets of Jim and his wife Beth have been re-invested in JB Enterprises.

May 1, 2006

Restrictions on succession issues potentially limit the profitable continuity of Italian family businesses. However, recent legislative changes have paved the way to substantially improve the situation, as Gioacchina Attanzio reveals

Gioacchino Attanzio  is managing director of AIdAF (FBN Italy).

Restrictions on succession issues potentially limit the profitable continuity of Italian family businesses. However, recent legislative changes have paved the way to substantially improve the situation, as Gioacchina Attanzio reveals

March 1, 2006

The transition into a subsequent generation is not always as smooth as one would like. Each generation has its own agenda whether it be achieving their individual dreams or taking a step back from the family business. Barbara Murray discusses five separate experiences

Barbara Murray is director of Family Business Solutions UK.

The transition into a subsequent generation is not always as smooth as one would like. Each generation has its own agenda whether it be achieving their individual dreams or taking a step back from the family business. Barbara Murray discusses five separate experiences

March 1, 2006

There is very little research on the perfect way for an entrepreneur to hand over the reins of their business to their successor. Johan Lambrecht and Jozef Lievens describe the progressive roles an entrepreneur can assume with their heirs

Johan Lambrecht is director of the Research Centre for Entrepreneurship at EHSAL European University College and professor at EHSAL. Jozef Lievens is partner of the law firm Eubelius and professor at EHSAL.

There is very little research on the perfect way for an entrepreneur to hand over the reins of their business to their successor. Johan Lambrecht and Jozef Lievens describe the progressive roles an entrepreneur can assume with their heirs

March 1, 2006

Red Rocket is a $150 million manufacturing and distribution company located on the outskirts of a major American city. The company’s focus is the manufacturing and distribution of children’s toy cars, trucks, ambulances, and helicopters etc.

Red Rocket is a $150 million manufacturing and distribution company located on the outskirts of a major American city. The company's focus is the manufacturing and distribution of children's toy cars, trucks, ambulances, and helicopters etc. This second generation company has been in existence since 1955. The company's workforce of 175 includes a sales team of 25 across North America, Europe and Australia. The company is family-owned and has always been profitable.

January 1, 2006

Karen Vinton is a family business consultant with Vinton Consulting.

If an heir is to be accepted by the workforce as a valid and hard-working employee, they have to prove they can contribute. At the same time they have to lose the old image of themselves as a free-loading teenager. Karen Vinton sets out the steps to success

January 1, 2006

Parental expectations and tradition can be a heavy mantle for heirs to inherit. Charles Sasse examines the issues that affect business families from the cradle to succession, and offers insights, practical as well as psychological, into how to lighten the load

Charles Sasse is president of the Belgian Association for Psychotherapy. He now practices as a psychoanalyst and consultant.

Parental expectations and tradition can be a heavy mantle for heirs to inherit. Charles Sasse examines the issues that affect business families from the cradle to succession, and offers insights, practical as well as psychological, into how to lighten the load

November 1, 2005

One-third of Australian family business leaders do not know who is going to take over the business when they retire. And a study also has revealed that more than a quarter of them do not have an exit strategy in place.

One-third of Australian family business leaders do not know who is going to take over the business when they retire. And a study also has revealed that more than a quarter of them do not have an exit strategy in place.

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