Building Family Business Champions - Rilegato

Flamholtz, Eric G.; Randle, Yvonne

Rilegato

ISBN 10: 0804784191 ISBN 13: 9780804784191

Casa editrice: Stanford Business Books, 2016

Riassunto

Building Family Business Champions provides a theoretically sound and practical framework for understanding the challenges that family businesses face. Drawing on three decades of consulting with more than 250 companies, their own experience running a family-owned firm, and sound research, Eric G. Flamholtz and Yvonne Randle explain that the success of these companies hinges upon the dual management of family functionality and the company's infrastructure. They present a set of managerial tools for planning, structuring the business, measuring performance, and managing culture.

After laying this groundwork, they attend to issues that uniquely pertain to these companies, such as succession and the challenges of familial dysfunction. Finally, the book offers a set of short self-assessments that can be used in any family business. Richly illustrated with stories of companies at various stages of growth from around the globe, this book provides a comprehensive guide for building businesses that thrive from generation to generation.

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Informazioni sugli autori

Eric G. Flamholtz is President of Management Systems Consulting and Professor Emeritus at the UCLA Anderson School of Management. Yvonne Randle is Executive Vice President of Management Systems Consulting and Lecturer at the UCLA Anderson School of Management. Owners of their own family business founded in 1978, they are the authors of Corporate Culture (Stanford, 2011) and Growing Pains (5th edition, 2016).

Eric G. Flamholtz is President of Management Systems Consulting and Professor Emeritus at the UCLA Anderson School of Management. Yvonne Randle is Executive Vice President of Management Systems Consulting and Lecturer at the UCLA Anderson School of Management. Owners of their own family business founded in 1978, they are the authors of Corporate Culture (Stanford, 2011) and Growing Pains (5th edition, 2016).

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Building Family Business Champions

By Eric G. Flamholtz, Yvonne Randle

STANFORD UNIVERSITY PRESS

Copyright © 2016 Board of Trustees of the Leland Stanford Junior University
All rights reserved.

ISBN: 978-0-8047-8419-1

Contents

Preface, 
Acknowledgments, 
PART I. BUILDING FAMILY BUSINESS CHAMPIONS, 
1. A Framework for Building Family Business Champions, 
2. The Evolution of Family Businesses, 
PART II. TOOLS FOR BUILDING FAMILY BUSINESS CHAMPIONS, 
3. Strategic Planning, 
4. Organizational Structure and Roles, 
5. Performance Management, 
6. Culture Management, 
PART III. SPECIAL ISSUES IN FAMILY BUSINESSES, 
7. The Dark Side, 
8. Leadership, 
9. Succession, 
10. Lessons Learned, 
Appendix: Family Business Self-Assessment Tools, 
Notes, 
Index, 

CHAPTER 1

A Framework for Building Family Business Champions

Arthur Bell, born in 1888, and his older brother Henry were sons of a California doctor. Both brothers left home to work in a cotton factory at a time when doing so was an opportunity to make a good living. After a few years of this work, Arthur and Henry moved back to California and purchased an olive grove. The year was 1912, and this was the beginning of what would become Bell-Carter Foods — a family business that has grown and thrived for more than 100 years.

Like Bell-Carter, some families succeed in building family businesses that are "sustainably successful" over many generations. Cargill, Mars, Bechtel, Bank Santander, Heineken, Samsung Electronics, and TATA Steel are among the largest and most successful businesses in the world. These are true family business champions. Other families, at some point, sell all or a part of the business to nonfamily members — sometimes remaining active in the business (on the board, in specific management positions, etc.) and sometimes exiting the business entirely. Ford Motor Company, Simon Property Group, Samsung Electronics, Bank Santander, and 99 Cents Only Stores, for example, made the transition from family-held to publicly held, with family members remaining active in the business. Other family businesses last no more than one generation. Like a rock band with one hit song, these companies are a "one-generation wonder."

What are the secrets of those family businesses that grow and thrive over multiple generations to become family business champions? Is there a formula for long-term success? What can be learned from businesses that experience difficulties and last only one generation or decide to sell and exit (sometimes because family members cannot work effectively together)? Do they point to pitfalls that can be avoided?

This chapter provides a framework for understanding the challenges of building family businesses that last for generations. As we shall see, family businesses face all of the challenges and problems that other businesses do, but they also have problems and challenges that are unique to their "species." Here we provide criteria for assessing the extent to which a family business has the systems, processes, structure, and family dynamics needed to ensure its long-term success. We build on this framework throughout the book and explain how it can be used to promote successful family business development and create family business champions.

What Is a Family Business?

The typical perception or stereotype is of a small and unsophisticated company. Small family businesses are sometimes referred to as "mom and pop." However, as we shall see below, this stereotypical archetype is rarely accurate.

It should be no

Dettagli dell?edizione

• Editore: Stanford Business Books
• Data di pubblicazione: 2016
• Lingua: Inglese
• ISBN 10: 0804784191
• ISBN 13: 9780804784191
• Rilegatura: Copertina rigida
• Numero di pagine: 253
• Contatto del produttore: non disponibile