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Family business

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Mutum Amarjeet
Mutum Amarjeet

The document discusses family businesses, including definitions, stages of development, common issues, and characteristics of healthy vs unhealthy family businesses. A family business is defined as a business with significant ownership and commitment from family members. Family businesses typically go through entrepreneurial, specialized, process-driven, and market-driven stages. Common issues include leadership succession, liquidity, non-family executives, and compensation. Healthy family businesses manage conflicts, respect boundaries, and make decisions to benefit both family and business.

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Mutum Amarjeet Mangang
Definition of family business  A family business is a business in which one or more members of one or more families have a significant ownership interest and significant commitments toward the business’ overall well-being.  A business actively owned and/or managed by more than one member of the same family or a corporation that is entirely owned by the members of a single family.  A business actively owned and/or managed by more than one member of the same family .
Stages of Family Business Development The typical family business goes through four stages in its development:  1. Entrepreneurial  2. Functionally-Specialized  3. Process-Driven  4. Market-Driven Source:http://www.isb.edu/FamilyBusinessConference/India%27sBusinessFamiliesDefiningtheRoles.pdf
Source:http://www.isb.edu/FamilyBusinessConference/India%27sBusinessFamiliesDefiningtheRoles.pdf
Example : Dabur India Ltd. In 1884, SK Burman began a direct mailing system to send his herbal medicines to villages from his shop in Calcutta. His mission was to make available healthcare at affordable prices to all people. In 1993 in order to grow, the company needed to go public. Needless to say, family members were somewhat sceptical. Source :http://www.dennisjaffe.com/articles/DaburFamily.pdf
http://www.dennisjaffe.com/articles/DaburFamily.pdf
Six key aspects of Family  Head of the family takes all decision.  All members live under one roof.  Share the same kitchen.  Three generations living together (though often two or more brothers live together, or father and son live together or all the descendants of male live together)  Income and expenditure in a common pool- property held together.  A common place of worship.  All decisions are made by the male head of the family.
Problem with family business  The interest of one family member may not be aligned with another family member.  Example: a family member who is an owner may want to sell the business to maximize their return, but a family member who is an owner and also a manager may want to keep the company because it represents their career and they want their children to have the opportunity to work in the business.
Common Family Business Issues, Deciding… • Who will participate in the business? • How leadership and ownership will be transferred? • How to help the founder change roles or leave the business? • About liquidity and estate taxes? • If and how to attract and retain non-family executives. • About family compensation – equity (genes) or merit. • How to choose successors? • How to strengthen family/shareholder harmony?
Communications, conflict resolution and decision making require.  Formalized structures  Agreement about how to do these actions  A safe environment in which to conduct the business (often requires a neutral facilitator)  Separation between business and family  And what else?
The strategies behind successful family business is tied directly to how well a company manages the five unique resources every family business possesses. Human capital. Social capital. Patient financial capital. Survivability capital. Lower costs of governance.
PROPOSITIONS Proposition 1: A business firm may be considered a family business to the extent that its ownership and management are concentrated within a family unit. Proposition 2: A business firm may be considered a family business to the extent that its members strive to achieve, maintain, and/or increase intraorganizational family based relatedness. Proposition 3: A business firm may be considered a family business to the extent that its ownership and management are concentrated within a family unit, and to the extent its members strive to achieve, maintain and/or increase intraorganizational family based relatedness.
http://www.google.co.in/imgres?imgurl=http://www.regergroup.com/userimages/Image/thefamilybusinesssystem.JPG&imgrefurl=http://www.regergroup.com/family/fa milybusiness.html&usg=__STT7qsXCj- qg5vOvI16CVVfDkd0=&h=358&w=479&sz=31&hl=en&start=0&sig2=GARrpLrsrIF0RBEg7XXzVg&zoom=1&tbnid=6V14iv21cxQedM:&tbnh=152&tbnw=203&ei=KfrnTKTyB 4TCvgOgr- zCCA&prev=/images%3Fq%3Dthe%2Bfamily%2Bbusiness%2Bsystem%26um%3D1%26hl%3Den%26sa%3DN%26biw%3D1024%26bih%3D578%26tbs%3Disch:1&um= 1&itbs=1&iact=rc&dur=451&oei=KfrnTKTyB4TCvgOgr-zCCA&esq=1&page=1&ndsp=8&ved=1t:429,r:3,s:0&tx=112&ty=43
Families exist to care for and nurture their members and provide safety and refuge in an impersonal world. Success in family is measured in terms of harmony, unity and the development of happy individuals with solid and positive self esteem. Business, however are economic entities where success is measured in terms of productivity and profitability Ownership is based on yet another set of rules. Success for owners is measured in terms of return on investment, protection of ownership interests and in terms of owners values and philosophy of business.
CHARACTERISTICS OF A HEALTHY FAMILY BUSINESS  Individuals can manage themselves and relationships with others  Family has the ability to resolve conflicts with mutual support and trust  Boundaries between work and family are appropriate and respected  Knowledge is used wisely and isn't blocked by unresolved relationship problems  Communications are open and clear  Individuals are flexible and able to use advisors wisely  Family has the ability to make decisions and move forward  Family is clear about goals and navigates towards the goals  Family has good direction and leadership  Transitions are managed and marked by rituals and  Intergenerational boundaries are appropriate and respected
CHARACTERISTICS OF AN UNHEALTHY FAMILY BUSINESS  The family has poor communications skills and is unable to manage conflict  There is low trust between family members  The goals and values of the family are unclear  Family members’ roles and obligations are unclear  The business lacks a sense of direction and does no strategic planning  The business lacks sufficient expertise – the family tries to do it all  There is little thought to succession planning  There is little collaboration between the family and non-family employees  There is not a functioning board of directors  There is no one to turn to for advice and help with key problems  Family issues spill over into business issues and vice versa and  Boundaries between work and family are unclear
Family business
Family business

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Family business

  • 2. Definition of family business  A family business is a business in which one or more members of one or more families have a significant ownership interest and significant commitments toward the business’ overall well-being.  A business actively owned and/or managed by more than one member of the same family or a corporation that is entirely owned by the members of a single family.  A business actively owned and/or managed by more than one member of the same family .
  • 3. Stages of Family Business Development The typical family business goes through four stages in its development:  1. Entrepreneurial  2. Functionally-Specialized  3. Process-Driven  4. Market-Driven Source:http://www.isb.edu/FamilyBusinessConference/India%27sBusinessFamiliesDefiningtheRoles.pdf
  • 5. Example : Dabur India Ltd. In 1884, SK Burman began a direct mailing system to send his herbal medicines to villages from his shop in Calcutta. His mission was to make available healthcare at affordable prices to all people. In 1993 in order to grow, the company needed to go public. Needless to say, family members were somewhat sceptical. Source :http://www.dennisjaffe.com/articles/DaburFamily.pdf
  • 7. Six key aspects of Family  Head of the family takes all decision.  All members live under one roof.  Share the same kitchen.  Three generations living together (though often two or more brothers live together, or father and son live together or all the descendants of male live together)  Income and expenditure in a common pool- property held together.  A common place of worship.  All decisions are made by the male head of the family.
  • 8. Problem with family business  The interest of one family member may not be aligned with another family member.  Example: a family member who is an owner may want to sell the business to maximize their return, but a family member who is an owner and also a manager may want to keep the company because it represents their career and they want their children to have the opportunity to work in the business.
  • 9. Common Family Business Issues, Deciding… • Who will participate in the business? • How leadership and ownership will be transferred? • How to help the founder change roles or leave the business? • About liquidity and estate taxes? • If and how to attract and retain non-family executives. • About family compensation – equity (genes) or merit. • How to choose successors? • How to strengthen family/shareholder harmony?
  • 10. Communications, conflict resolution and decision making require.  Formalized structures  Agreement about how to do these actions  A safe environment in which to conduct the business (often requires a neutral facilitator)  Separation between business and family  And what else?
  • 11. The strategies behind successful family business is tied directly to how well a company manages the five unique resources every family business possesses. Human capital. Social capital. Patient financial capital. Survivability capital. Lower costs of governance.
  • 12. PROPOSITIONS Proposition 1: A business firm may be considered a family business to the extent that its ownership and management are concentrated within a family unit. Proposition 2: A business firm may be considered a family business to the extent that its members strive to achieve, maintain, and/or increase intraorganizational family based relatedness. Proposition 3: A business firm may be considered a family business to the extent that its ownership and management are concentrated within a family unit, and to the extent its members strive to achieve, maintain and/or increase intraorganizational family based relatedness.
  • 14. Families exist to care for and nurture their members and provide safety and refuge in an impersonal world. Success in family is measured in terms of harmony, unity and the development of happy individuals with solid and positive self esteem. Business, however are economic entities where success is measured in terms of productivity and profitability Ownership is based on yet another set of rules. Success for owners is measured in terms of return on investment, protection of ownership interests and in terms of owners values and philosophy of business.
  • 15. CHARACTERISTICS OF A HEALTHY FAMILY BUSINESS  Individuals can manage themselves and relationships with others  Family has the ability to resolve conflicts with mutual support and trust  Boundaries between work and family are appropriate and respected  Knowledge is used wisely and isn't blocked by unresolved relationship problems  Communications are open and clear  Individuals are flexible and able to use advisors wisely  Family has the ability to make decisions and move forward  Family is clear about goals and navigates towards the goals  Family has good direction and leadership  Transitions are managed and marked by rituals and  Intergenerational boundaries are appropriate and respected
  • 16. CHARACTERISTICS OF AN UNHEALTHY FAMILY BUSINESS  The family has poor communications skills and is unable to manage conflict  There is low trust between family members  The goals and values of the family are unclear  Family members’ roles and obligations are unclear  The business lacks a sense of direction and does no strategic planning  The business lacks sufficient expertise – the family tries to do it all  There is little thought to succession planning  There is little collaboration between the family and non-family employees  There is not a functioning board of directors  There is no one to turn to for advice and help with key problems  Family issues spill over into business issues and vice versa and  Boundaries between work and family are unclear