Titlebook: Sharing Wisdom, Building Values; Letters from Family Denise H. Kenyon-Rouvinez,Gordon Adler,Gianfilippo Book 2011 The Editor(s) (if applic

策略

Cousins,ily is usually large, and has several branches. Few family members are involved in the operations, as is the case with Paulig. The business can be in a mature stage, like Algar, with a large number of employees and subsidiaries, and multiple divisions. Ownership is usually fragmented, and normally,

冰雹

HALL

cliche

Wealth, Trusts, and Stewardship,wealthier, parents wonder how to educate their children about the family’s affluence. There are, of course, many ways, but general observation suggests that the earlier parents talk to their children about money issues, the better off the children will be in the long run. Not least, parents need to

dictator

No Successors,could find no motivated successors in a given generation and eventually sold its business. A mere one generation later, family members identified a competent, motivated family member, bought the business back, and installed the new successor at the head of it. More and more often, our observations s

dilute

Family Dynasties,ly one generation, or about 30 years. Nevertheless, a number of businesses have beaten the odds, lasting more than 100 years, and a few of these have even been around for several centuries. Of these venerable enterprises, a large portion are family-owned. Among the best known examples are Beretta (I

happiness

催眠藥

Social Responsibility,ies, the rise of groups protesting against globalization, the events of September 11, 2001, in the USA, and the downfall of Enron leading to tens of thousands of job cuts—have led to debate about the ethics and social responsibility of firms across the world. How socially responsible should a firm b

似少年

Conclusion: Lessons Learned,ge from small, with approximately 100 employees, to very large, with seven companies having between 10,000 and 150,000 employees. In turnover, these businesses range from $12 million to over $20 billion. These figures may not be representative of the family business world, where the vast majority of

離開真充足

Cousins,the USA with a turnover of US$ 49 billion (2001) and 90,000 employees; the almost 200 year-old Bonnier Group in Sweden with some 65 family owners. or the Mulliez group in France, which we shall hear from later in this book, with 475 family associates and 850 family members.