P. 1
pintu

pintu

|Views: 23|Likes:
Published by pintuishanesh

More info:

Published by: pintuishanesh on Dec 10, 2010
Copyright:Attribution Non-commercial

Availability:

Read on Scribd mobile: iPhone, iPad and Android.
download as DOCX, PDF, TXT or read online from Scribd
See more
See less

01/08/2011

pdf

text

original

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. In some countries, many of the largest publicly listed firms are family-owned. A firm is said to be family-owned if a person is the controlling shareholder; that is, a person (rather than a state, corporation, management trust, or mutual fund) can garner enough shares to assure at least 20% of the voting rights and the highest percentage of voting rights in comparison to other shareholders.

Definition In a family business. family members are often involved in the operations of their family business in some capacity and. one or more members within the management team are drawn from the owning family. Family businesses may also be managed by individuals who are not members of the family. . family participation as managers and/or owners of a business can present unique problems because the dynamics of the family system and the dynamics of the business systems are often not in balance. Family businesses can have owners who are not family members. However. in smaller companies. usually one or more family members are the senior officers and managers. Family participation as managers and/or owners of a business can strengthen the company because family members are often loyal and dedicated to the family enterprise. However. Many businesses that are now public companies were family businesses.

. your family and your management team to understand the challenges in a family business. and the tax codes can present thorny issues to families who want to pass on the financial rewards of a successful business. Our process adds structure. trusts and gifts to ensure that your family will continue to enjoy for generations what you have worked so hard to accumulate. discipline and philosophy to help your company focus its resources and manage strategically through the transition.Business Planning The first step in planning a family-business transition is to separate the family issues and the business issues as much as possible. Estate Planning Preserving family wealth is a major consideration in this kind of transition. LBMC¶s estate planning experts will help structure your estate. LBMC Planning Services works with you.

We also recognize the needs of clients who wish to transition the wealth from the business by selling the business. a sound. When that¶s the case. .Valuation Whether you are planning to transfer the business to a family member or transition the wealth represented by the business. Wealth Management For ongoing financial health and well-being. In our work with families. We work with you to develop easy to understand family governance to minimize disruptions caused by lack of information. profitable transition to the next generation. an objective valuation of your business is critical in your decision process. LBMC¶s wealth advisors can help plan and direct your resources into a sustainable and long-lasting program to take care of the family financially for generations to come. independent valuation of the company provides a solid foundation for the family to see a clear direction for the company¶s future. This normally represents a conservative valuation and meets all IRS requirements. Mergers & Acquisitions Sometimes. Either way. LBMC¶s M+A group has the experience to make the most of the opportunity. Organization Succession & Transition Planning Who needs to manage this business after you decide to leave? Are any of your children interested or up the task of taking the reins? Is there a trusted lieutenant who can run the business as well as you ever could? How do you balance those competing needs? LBMC Planning Services asks the hard questions. LBMC frequently advocates for clients who seek to maximize the selling price. lack of understanding and outright jealousy. we clearly understand the need to transition the ownership and management responsibilities to family members following the IRS Revenue Ruling 59-60. works with you to find the right answer. Ownership Transition Planning Does the family want to continue to own the business? Do long-term employees want to buy and run it? LBMC¶s team will ensure a smooth. crafts an organizational transition plan and supports implementation of the most successful transition possible. We understand the challenges in transitioning ownership to active members of the company as well as to more passive owners. Family Office Have you reached a point in life where you want freedom from managing day-to-day money issues? Our Family Office provides discrete and expert management of your income and out-flows. the family¶s best option is selling the company. Your employees need and deserve a positive transition.

. if a family member wants to be president but is not as competent as a non-family member. a family member who is an owner may want to sell the business to maximize their return. the interests of the entire family may not be balanced with the interests of their business. For example. the interest of one family member may not be aligned with another family member. Or. For example. 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. the interests of the entire family and the business are not aligned.Problems The interests of a family member may not be aligned with the interest of the business. the personal interest of the family member and the well being of the business may be in conflict. For example. Finally. if a family needs its business to distribute funds for living expenses and retirement but the business requires those to stay competitive.

the founder may decide the business needs to build a new plant and take less money out of the business for a period so the business can accumulate cash needed to expand. . When the larger third generation (cousin consortium)is in control.. Most first generation owner/managers make the majority of the decisions. When the second generation (sibling partnership) is in control. In this manner. the decision making becomes more consensual. the decision making throughout generations becomes more rational (Alderson. the family members often take a vote. the decision making becomes more consultative. that person usually does the necessary balancing automatically. For example. the founder is balancing his personal interests (taking cash out) with the needs of the business (expansion). K. In making this decision. 2009).Structuring When the family business is basically owned and operated by one person.

Involving someone else to manage the company requires the founder to be more conscious and formal in balancing personal interests with the interests of the business because they can no longer do this alignment automatically²someone else is involved. two of whom work in the business. The second situation is when more than one person owns the business and no single person has the power and support of the other owners to determine collective interests. it just means that there is a greater need for the four owners to have a system in place that differences can be identified and balanced. Usually the founder begins this transition by involving others to manage the business. The third situation is when there are multiple owners and some or all of the owners are not in management. Given the situation above. For example. . The first situation is when the founder wants to change the nature of their involvement in the business.Scenarios But balancing competing interests often become difficult in three situations. Their potential for differences does not mean that the interests cannot be aligned. how do they balance these unequal differences? The four siblings need a system to do this themselves when the founder is no longer involved. there is a higher chance that the interests of the two sons not employed in the family business may be different than the interests of the two sons who are employed in the business. if a founder intends to transfer ownership in the family business to their four children.

The reason? They can be quirky. as long as they continue to be managed by people who are steeped in the traditions. Family-owned companies present special challenges to those who run them. finance. insurance. a family business is still in its infant stage. character and commitment to do this work. and strategic planning. Some of the skill sets that might be needed include communication. Often family members can benefit from involving more than one professional advisor. conflict. If all the shares rest with one individual. or at least able to adapt to them.Success Successfully balancing the differing interests of family members and/or the interests of one or more family members on the one hand and the interests of the business on the other hand require the people involved to have the competencies. Ownership in a family business will also show maturity of the business. family systems. . investing. accounting. developing unique cultures and procedures as they grow and mature. management development. That's fine. even if the revenue is strong. each having the particular skill set needed by the family. leadership development. legal.

Family Legacy Planning and Estate Management .

coupled with a clear focus on each family member·s responsibility to leave a legacy of both self and wealth to the society wherein each lives. Your family charter is published and your family council is established.Initial Presentation The Heritage ProcessŒ is a guided discovery process for people who desire to share both their moral and their financial net worth with those they love. . Step 5 . Step 6 . family business is conducted.Ongoing Family Retreat The annual family meeting where tradition is celebrated. opportunities for fun and education take place and new as well as old stories are told.Implementing Your Vision Statement With the help of your Advisory team your resources are configured to put your family vision in action.Your Vision Statement This is a meaningful and compelling statement of your story and values.Guided DiscoveryŒ Is a learning process where you are guided by Certified Wealth ConsultantŒ to learn from your own experiences. Step 3 . Step 2 . Step 4 . This information is memorialized in your personal vision statement.Family Retreat A forum where you communicate this vision to family members and they are empowered to begin caring out your legacy.Step 1 .

You're Reading a Free Preview

Download
scribd
/*********** DO NOT ALTER ANYTHING BELOW THIS LINE ! ************/ var s_code=s.t();if(s_code)document.write(s_code)//-->