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growth

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

Private equity: Private equity can help balance the books and promote growth

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

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.

Balancing capital, liquidity and control

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.

Project phoenix: the way ahead

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.

Maximising profits by minimising costs: the key legal issues

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

What every family member needs to know about strategy

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).

The approaches to growth

January 1, 2003

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

Rebuilding more than the WTC

January 1, 2003

September 11 caught the world by surprise. One year on, the World Trade Center isn’t the only thing being rebuilt – many family businesses have to face tough decisions on succession, sales, hiring and development

Mike O'Malley is a consultant, lecturer and executive coach. He specialises in developing solutions for the relationship problems among business members, outside stakeholders and management.

September 11 caught the world by surprise. One year on, the World Trade Center isn't the only thing being rebuilt – many family businesses have to face tough decisions on succession, sales, hiring and development

Family business in India

February 1, 2002

In this issue’s guest editorial, Dr Manesh L Shrikant examines the Indian family business scene and the challenges it faces in achieving future growth and prosperity

The landscape ofIndian family managed businesses (FMBs) is in a state of disequilibrium, even turmoil, as evidenced from certain performance paradoxes given in Table 1, on the next page. Analysis is not easy and future prognosis is even more difficult. However, by examining the evolution of India and its businesses, it is clear that certain challenges must be met for Indian businesses and India as a nation to move forward and prosper.

The business context

The global economic prospects for family business

January 1, 2002

In our guest editorial, Jean-Pierre Lehmann discusses family business as a major force in world economic prosperity for the 21st century

The next quarter-century could see either unprecedented wealth creation or economic and social cataclysms that could be potentially devastating. One of the criteria for determining whether the first scenario plays out will be the degree of robustness with which family businesses will emerge and fare in the developing economies. There is a lot at stake and a good deal that the industrialised world can (and should) do to facilitate and accelerate the process.

The state of the world economy