1. © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. PowerPoint Presentation by Charlie Cook, The University of West Alabama The Family Business PART 2 Starting from Scratch or Joining an Existing Business

2. © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. 5–2 1.Define the terms family and family business. 2.Explain the forces that can keep a family business moving forward. 3.Describe the complex roles and relationships involved in a family business. 4.Identify management practices that enable a family business to function effectively. 5.Describe the process of managerial succession in a family business. Looking Ahead After studying this chapter, you should be able to:

3. © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. 5–3 What Is a Family? FamilyFamily  A group of people bound by a shared history and a commitment to share a future together, while supporting the development and well-being of individual members.

4. © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. 5–4 What Is a Family Business? Family BusinessFamily Business  An organization in which either the individuals who established or acquired the firm, or their descendants, significantly influence the strategic decisions and life course of the firm. Smith Family Hardware Est. 1935 Welcome

5. © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. 5–5 Exhibit 5.1 Competing Interests in the Family Business Source: Adapted from Tim Barnett and Franz W. Kellermannas, “Are We Family and Are We Treated as Family? Nonfamily Employees’ Perceptions of Justice in the Family Firm,” Entrepreneurship Theory and Practice, Vol. 30, No. 6 (November, 2006), pp. 837–854.

6. © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. 5–6 Family and Business Overlap Family ConcernsFamily Concerns  Care and nurturing of family members  Employment and advancement in the firm  Loyalty to the family Business ConcernsBusiness Concerns  Production and distribution of goods and/or services  Need for professional management  Effective and efficient operation of the firm

7. © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. 5–7 Advantages of a Family Business Strength of family relationships during challenging periods of business changeStrength of family relationships during challenging periods of business change Financial sacrifices that family members make for the good of the firmFinancial sacrifices that family members make for the good of the firm Operation as a family business distinguishes the firm from its competitorsOperation as a family business distinguishes the firm from its competitors Higher levels of concern for its community and non- family employeesHigher levels of concern for its community and non- family employees Capability to plan and prepare for the long haulCapability to plan and prepare for the long haul Emphasis on quality and valueEmphasis on quality and value

8. © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. 5–8 Exhibit 5.2 Advantages of a Family Business

9. © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. 5–9 Disadvantages of a Family Business Conflict among family members about:Conflict among family members about:  Risk (consequences of failure) to the family in launching a business  Nepotism and the differences in competencies and merit of family members involved in the business  Family traditions versus the business need to innovate and seize opportunities  Unity and cooperation of family versus business need to foster diversity and competition  Family loyalty versus the necessity to provide opportunities for non-family employees

10. © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. 5–10 Family Business Momentum The Founder’s Imprint on the CultureThe Founder’s Imprint on the Culture  The founder’s core values become a transmitted part of the culture (for better or worse). Organizational CultureOrganizational Culture  Patterns of behaviors and beliefs that characterize a particular firm.  Family Business Cultural Values –Mutual respect –Integrity –Wise use of resources –Personal responsibility –“Fun”

11. © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. 5–11 Exhibit 5.3 Commitment of Family Members to the Family Business Source: Based on Pramodita Sharma and P. Gregory Irving, “Four Bases of Family Business Successor Commitment: Antecedents and Consequences,” Entrepreneurship Theory and Practice, Vol. 29, No. 1 (January 2005), pp. 13–33.

12. © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. 5–12 Family Roles and Relationships Parental Concerns in Passing the Business On:Parental Concerns in Passing the Business On:  Does my child possess the temperament and ability necessary for business leadership?  How can I motivate my child to take an interest in the business?  What type of education and expertise will be most helpful in preparing my child for leadership?  What timetable should I follow in employing and promoting my child?  How can I avoid favoritism in managing and developing my child for a leadership role?  Is sibling rivalry likely to be a problems, and can it be avoided?  How can I prevent the business relationship from damaging or destroying the parent–child relationship?

13. © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. 5–13 Family Roles and Relationships (cont’d) Co-Preneurs (Husband–Wife Teams)Co-Preneurs (Husband–Wife Teams)  Opportunity to share more in each other’s lives  Business differences interfere with family life  Work doesn’t leave time for family life  Sharing family responsibilities eases the load Sons and DaughtersSons and Daughters  Personal preferences different from the business  Personal qualifications insufficient to assume role in business  Desire for personal freedom to choose another career

14. © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. 5–14 Family Roles and Relationships (cont’d) Sibling Cooperation, Sibling RivalrySibling Cooperation, Sibling Rivalry  Best case: siblings work as a team, each contributing services according to his or her abilities  Worst case: siblings compete as rivals and disagree about their business roles.

15. © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. 5–15 Family Roles and Relationships (cont’d) In-laws In and Out of the BusinessIn-laws In and Out of the Business  Disagreements about how to treat and reward in-laws and family members/children  Assign to different branches or to different business roles The Entrepreneur’s SpouseThe Entrepreneur’s Spouse  Communication between entrepreneur and spouse is critical for their performance as an effective team for both the business and the family.

16. © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. 5–16 The Need for Good Management in the Family Firm Best Practices (Professional Management):Best Practices (Professional Management):  Promote learning to stimulate thinking and fresh strategic insights.  Solicit ample input from outsiders to keep things in perspective.  Establish channels for constructive communication and use them.  Build a culture that accepts continuous change.  Promote family members only according to their skill levels.  Attract and retain excellent nonfamily managers.  Ensure fair compensation for all employees, including those outside the family.  Establish a solid leadership succession plan.  Exploit the unique advantages of family ownership.

17. © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. 5–17 The Need for Good Management in the Family Firm (cont’d) Nonfamily Employees in a Family FirmNonfamily Employees in a Family Firm  Hazards:  Competition with family members for advancement  Getting caught in the crossfire and politics of family competition within the firm  Solutions:  Identify family-only reserved positions in advance.  Treat both family and nonfamily employees fairly in matters of reward and promotion.

18. © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. 5–18 The Need for Good Management in the Family Firm (cont’d) Family RetreatsFamily Retreats  A gathering of family members, usually at a remote location, to discuss family business matters.  Use of an outside facilitator may be necessary. GuidelinesGuidelines 1. Set a time and place. 2. Distribute an agenda prior to the meeting. 3. Plan a schedule in advance. 4. Give everyone a chance to participate. 5. Keep it professional.

19. © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. 5–19 The Need for Good Management in the Family Firm (cont’d) Family CouncilsFamily Councils  An organized group of family members who gather periodically to discuss family-related business issues.  Represent the family to board of directors  Useful in developing family harmony  Increases understanding of family traditions and interest

20. © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. 5–20 The Need for Good Management in the Family Firm (cont’d) Family Business ConstitutionFamily Business Constitution  A statement of principles intended to guide a family firm through times of crisis and change. Family ProtocolFamily Protocol  An extension of the constitution incorporating additional agreements that includes:  Ownership agreements (inheritance and buy–sell compacts)  Governance and personnel policies  Use of business resources by family members  Conflicts of interest and noncompetition agreements  Codes of conduct

21. © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. 5–21 The Process of Leadership Succession Available Family TalentAvailable Family Talent  Mentoring  Guiding and supporting the work and development of a new or less- experienced organization member.  Competency  Allowing only qualified competent family members to assume leadership roles in the firm increases the value of the firm for all who have an ownership interest in it.

22. © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. 5–22 Exhibit 5.4 Stages of the Succession Process in a Family Business Source: Adapted from Johan Lambrecht, “Multigenerational Transition in Family Businesses: A New Explanatory Model,” Family Business Review, Vol. 18, No. 4 (2005), pp. 267–282.

23. © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. 5–23 Conditions Favoring Successful Leadership Succession in a Family Firm A sound, profitable businessA sound, profitable business Stable, healthy family relationshipsStable, healthy family relationships Advance planning for leadership successionAdvance planning for leadership succession Positive family leadership and a team-oriented management structurePositive family leadership and a team-oriented management structure Presentation of career opportunities without pressurePresentation of career opportunities without pressure Open communication on family business issuesOpen communication on family business issues

24. © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. 5–24 Reluctant Parents and Ambitious Children Transfer of OwnershipTransfer of Ownership  Passing ownership of a family business to the next generation  Who will inherit the family firm? When?  Should each heir receive an equal share?  Should ownership be transferred gradually?  How are tax considerations to be handled?  What to do with other wealth and assets of the founding entrepreneur?

25. © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. 5–25 Key Terms family family family business family business organizational culture organizational culture obligation-based commitment obligation-based commitment need-based commitment need-based commitment emotional attachment (desire-based commitment) emotional attachment (desire-based commitment) cost-based commitment cost-based commitment co-preneurs co-preneurs family retreat family retreat family council family council family business constitution family business constitution family protocols family protocols stages in succession stages in succession transfer of ownership transfer of ownership