Professional Documents
Culture Documents
Business
Transfer
Programme
Your
Way
to
Success
Business
Transfer
Programme
Your
Way
to
Success
This
project
has
been
funded
with
support
from
the
European
Commission.
This
publication
reflects
the
views
only
of
the
author,
and
the
Commission
cannot
be
held
responsible
for
any
use
which
may
be
made
of
the
information
contained
therein.
8ki_d[iiIkYY[ii_ed_d;khef[
8ki_d[iiJhWdi\[hFhe]hWcc[#OekhMWojeIkYY[ii
Andrea
Lang
bit
management
Beratung
GmbH,
Graz
Thomas
Schmalzer
FH
JOANNEUM
Gesellscha2
mbH,
Graz
Rupert
Beinhauer
FH
JOANNEUM
Gesellscha2
mbH,
Graz
Jacobo
Ramirez
Copenhagen
Business
School
(CBS),
Copenhagen
8ki_d[iiIkYY[ii_ed_d;khef[
8ki_d[iiJhWdi\[hFhe]hWcc[#OekhMWojeIkYY[ii
8ki_d[iiIkYY[ii_ed_d;khef[
8ki_d[iiJhWdi\[hFhe]hWcc[#OekhMWojeIkYY[ii
:Y^idgh
Andrea
Lang
Thomas
Schmalzer
Rupert
Beinhauer
Jacobo
Ramirez
6ji]dgh/
Andrea
Lang,
bit
management
Beratung
GmbH
Thomas
Wychodil,
bit
management
Beratung
GmbH
Thomas
Schmalzer,
FH
JOANNEUM
Gesellscha2
mbH
Rupert
Beinhauer,
FH
JOANNEUM
Gesellscha2
mbH
BernadeCe
Frech,
FH
JOANNEUM
Gesellscha2
mbH
Rene
Wenzel,
FH
JOANNEUM
Gesellscha2
mbH
Antje
Utecht,
Berufsfortbildungswerk
des
DGB
(Competence
Center
EUROPE)
Toni
Brunello,
StudioCentroVeneto
Lara
Scantamburlo,
StudioCentroVeneto
Paolo
Zaramella,
StudioCentroVeneto
Mihai
Svasta,
SVASTA
Consult,
Aura
Badea,
SVASTA
Consult
Kamile
Canbay,
CRM
ConsulHng
Gulsah
Oguz
Yigitbasi,
CRM
ConsulHng
Jacobo
Ramirez,
Copenhagen
Business
School
(CBS)
Verner
Worm,
Copenhagen
Business
School
(CBS)
Raúl
de
Arriba
Bueno.
ESIC
MarkeHng
and
Business
School
*Graphic
design,
Type
sePng:
ChrisHan
Kendlbacher
October
2008,
Graz,
Austria
*Publisher,
1st
EdiHon,
168
pages
*Published:
FH
JOANNEUM
GmbH,
Graz,
Austria
*Printed:
MAIL
BOXES
ETC.,
Reitschulgasse
27,
A‐8010
Graz
ISBN
3
‐
902103‐17‐5
>c]VaihkZgoZ^X]c^h >c]VaihkZgoZ^X]c^h
Acknowledgments 8 Group Trainings 70
The BTP ConsorHum 10 Individual Succession Plan 72
IntroducHon 17 E–content 72
Business Transfer in Europe 20 Pilot Trainings 73
Country Reports 31 Pilot Training – Austria 73
The SituaHon in Austria 31 Pilot Training – Italy 81
The SituaHon in Germany 36 The Survey 87
The SituaHon in Spain (Valencia Region) 47 The Screening Tool 99
6 7
6X`cdlaZY\bZcih 6X`cdlaZY\bZcih
7Yademb[Z]c[dji for
the
generous
funding
granted
to
the
consorHum
for
the
execuHon
of
the
BTP
project.
Special
thanks
go
to
Mr.
Bernd
Castellaz,
who
followed
through
the
project
and
supported
A2er
months
of
hard
work,
we
are
proud
to
present
this
book
about
Business
Transfer.
Our
the
team
on
behalf
of
the
EC.
Acknowledgements
also
go
to
the
project
team
and
the
trainers
special
thanks
go
to
the
enHre
project
team
members.
The
key
acHviHes
within
this
project
of
the
BTP
pilot
training:
were
the
research
on
business
transfer
in
Europe,
development
and
test
of
a
curriculum
and
the
corresponding
contents.
The
goal
has
been
to
provide
support
for
Business
Transfer.
Our
Egd_ZXiiZVb IgV^cZgh
team
aimed
at
creaHng
a
strong
internaHonal
community
in
this
field
through
networking
Thomas
Wychodil
(bit
management)
and
internaHonal
meeHngs.
This
book
compiles
all
results
developed
throughout
the
project
Andrea
Lang
(bit
management) <gVo
period
and
offers
the
final
version
of
the
Business
Transfer
curriculum.
The
collaboraHve
Manuela
Ortner‐Arch
(bit
management) Joachim
Janezic
effort
was
made
possible
only
by
the
excepHonal
and
thorough
teamwork
of
all
partner
Gerhard
Apfelthaler
(FH
JOANNEUM) Wolfgang
Egi
insHtuHons
and
members
of
the
project
team
as
well
as
external
trainers
and
experts
in
Rupert
Beinhauer
(FH
JOANNEUM) Gregor
Reautschnig
the
field
of
business
transfer.
Funded
by
the
European
Commission
within
the
Leonardo
Thomas
Schmalzer
(FH
JOANNEUM) Michaela
Jentl
da
Vinci
Programme
of
the
European
Union,
the
project
aimed
at
developing
innovaHve
BernadeCe
Frech
(FH
JOANNEUM) Manuela
Mätzener
learning
concepts
for
the
integrated
European
market
of
25
member
states,
all
of
which
Rene
Wenzel
(FH
JOANNEUM) Petra
Pulst
face
changes
in
the
ownership
of
a
huge
fracHon
of
businesses
within
the
next
10
years.
Werner
Lämmerer
(WKO/UBIT) Heinz
Michalitsch
Acknowledgements
go
to
all
people
who
contributed
to
the
success
of
the
project
as
well
Heinz
Michalitsch
(WKO/UBIT) Birgit
Mayer
as
to
all
authors
who
worked
together
to
compile
this
edited
volume.
Above
all,
the
partner
Antje
Utecht
(bfw)
insHtuHons
involved
in
the
project
are
thanked
for
their
insHtuHonal
and
financial
support
To‐Nga
Truong
(bfw) K^XZcoV
given
to
the
Leonardo
da
Vinci
project:
Toni
Brunello
(StudioCentroVeneto) Ferruccio
Dal
Lin
Paolo
Zaramella
(StudioCentroVeneto) Alin
Ivan
° bit
management
Beratung
GmbH
° StudioCentroVeneto Lara
Scantamburlo
(StudioCentroVeneto) Marco
EvangelisH
° FH
JOANNEUM
° Svasta
Business
ConsulHng Mihai
Svasta
(Svasta) Luisa
Barausse
° Wirtscha2skammer
° CRM
ConsulHng Aura
Badea
(Svasta) Elena
Padovan
Steiermark,
Fachgruppe
für
° CBS
Copenhagen
Business
School Kamile
Canbay
(CRM) Marco
Zanon
Unternehmensberatung
und
° ESIC
Business
&
MarkeHng
School Gülsah
Oguz
Yiğitbaşı
(CRM) Roberto
MunareCo
InformaHonstechnologie
Jacobo
Ramirez
(CBS) Giampiero
Ganeo
° Berufsfortbildungswerk
(bfw)
des
DGB
Verner
Worm
(CBS)
(Competence
Center
EUROPE) Raúl
de
Arriba
(ESIC)
The
editors
also
wish
to
express
their
sincere
graHtude
to
all
people
who
made
this
publicaHon
possible
and
provided
input
at
various
levels.
The
editorial
team
wishes
to
thank
The
project
would
never
have
been
concluded
successfully
without
the
Hreless
work
of
Mag.
the
European
Commission
represented
by
the
Leonardo
da
Vinci
NaHonal
Agency
in
Austria
Andrea
Lang,
who
managed
the
project
and
its
financial
aspects.
8 9
I]Z7IE8chdgi^jb I]Z7IE8chdgi^jb
J^[8JF9ediehj_kc Every
year
we
accompany
over
500
enterprises,
non‐profit
organizaHons,
and
training
parHcipants
as
well
as
about
6000
start‐ups
at
our
locaHons
in
Austria.
We
offer
flexible
Nine
internaHonal
insHtuHons
from
seven
European
countries
have
formed
an
internaHonal
soluHons
oriented
to
the
needs
of
the
customers
and
observe
the
highest
standards
of
quality.
project
consorHum
with
the
purpose
of
working
together
on
the
topic
of
business
succession
Our
highly
competent
and
commiCed
employees
think
and
act
on
their
own
responsibility
for
a
period
of
two
years.
The
project
called
“Business
Transfer
Programme
(BTP)”
was
co‐ with
the
needs
of
business
in
mind.
Our
innovaHve
products
make
the
lasHng
acquisiHon
of
funded
by
the
European
Commission
under
the
Leonardo
da
Vinci
programme.
Within
knowledge
and
training
an
enjoyable
and
enriching
experience.
the
framework
of
this
project,
Austrian,
German,
Italian,
Romanian,
Turkish,
Danish,
and
Spanish
partners
contributed
to
the
development
of
training
and
a
screening
tool
to
facilitate
business
succession
and
transfer
in
Europe.
ExperHse
and
experience
from
the
fields
of
higher
educaHon,
e‐learning,
vocaHonal
training,
and
management
consultancy
were
integrated
in
the
internaHonal
development
process.
The
mix
between
consulHng
companies,
universiHes,
business
schools,
e‐learning
experts,
and
end
users
combined
pracHcal
experience
with
a
scienHfic
approach.
Each
project
consorHum
member
contributed
significantly
to
the
success
;=?D6CC:JB
of
the
project
and
the
products
developed
therein.
Jc^kZgh^ind[6eea^ZYHX^ZcXZh
The
BTP
consorHum
consists
of
the
insHtuHons
led
by
bit
management
Beratung
GmbH,
<gVo!6jhig^V
Graz,
Austria,
which
present
themselves
below:
The
FH
JOANNEUM
is
one
of
Austria‘s
leading
UniversiHes
of
Applied
Sciences.
In
order
to
maintain
and
consolidate
this
status,
both
our
teaching
and
our
applied
research
and
development
is
modelled
on
the
best
colleges
and
universiHes
in
Europe.
Our
R&D
acHviHes
help
to
accumulate
a
knowledge
base
for
the
university
and
society
in
general,
which
improves
not
only
our
own
compeHHve
abiliHes,
but
also
those
of
Styria
as
a
whole.
AddiHonally,
the
know‐how
we
acquire
from
R&D
projects
helps
to
ensure
the
high
tuiHon
W^ibVcV\ZbZci7ZgVijc\<bW= quality
in
our
degree
programmes.
As
a
university
we
support
internaHonal
cooperaHon
in
<gVo!6jhig^V teaching,
research,
and
ongoing
educaHon.
bit
management
Beratung
GmbH
is
part
of
the
bit
group,
the
largest
private
training
The
FH
JOANNEUM
is
an
acknowledged,
innovaHve
partner
for
businesses
and
insHtuHons
in
provider
in
Austria,
and
offers
trainings
and
consultancy
in
various
areas,
such
as
personality,
the
fields
of
teaching
and
of
research
and
development.
In
addiHon
the
FH
JOANNEUM
offers
leadership,
team,
sale,
project
management,
logisHcs,
and
business
economies.
We
advise
regular
ongoing
educaHon
events
in
which
the
university‘s
know‐how
is
made
available
to
all
and
support
enterprises,
public
organizaHons
and
individuals
to
extend
their
know‐how
and
who
wish
to
parHcipate.
their
key
qualificaHons
for
a
strengthened
market
situaHon.
We
accompany
our
customers
individually
from
the
analysis
of
needs
over
puPng
the
resulHng
plan
into
acHon
in
their
company
to
final
evaluaHon.
With
individual
coaching
and
special
trainings
in
the
area
of
finances,
law,
taxes,
and
so2
skills,
we
accompany
people
from
the
business
idea
to
the
foundaHon.
10 11
I]Z7IE8chdgi^jb I]Z7IE8chdgi^jb
and
enterprises.
The
major
business
fields
are
vocaHonal
training,
organisaHon
and
staff
development
advice
in
connecHon
with
training
schemes,
combined
employment
measures
and
training
schemes,
and
iniHal
vocaHonal
training.
L^gihX]V[ih`VbbZgHiZ^ZgbVg`!;VX]\gjeeZ[gJciZgcZ]bZchWZgVijc\ Our
schemes
are
aimed
at
the
following
target
groups:
employees
intending
to
undergo
jcY>c[dgbVi^dchiZX]cdad\^Z further
educaHon,
employees
threatened
by
unemployment,
the
unemployed
and
men/
<gVo!6jhig^V women
returning
to
work,
young
people,
soldiers,
prisoners
as
well
as
enterprises,
public
administraHons
and
other
insHtuHons,
and
works
councils.
Furthermore
the
Federal
Labour
The
Wirtscha2skammer
Steiermark
is
part
of
the
Economic
Chamber
in
Styria
and
the
interest
Office,
enterprises,
administraHons,
works
councillors,
staff
councils,
European
Commission,
representaHon
for
self
employed
management
consultants
and
informaHon
technologists.
ministries
and
private
people
are
among
our
clients.
We
offer
consultaHon
in
various
areas,
such
as
law,
represent
the
associaHon
interests
in
naHonal
and
internaHonal
associaHons,
offer
public
relaHons,
and
support
further
educaHon
We
are
involved
in
many
European
projects
in
all
its
business
fields.
This
enables
us
to
for
these
groups.
Among
other
things
in
the
context
of
this
professional
associaHon,
we
have
conHnuously
test
and
develop
new
approaches
to
vocaHonal
training
and
to
integrate
them
installed
a
number
of
expert
groups
for
special
topics
which
includes
one
expert
group
for
in
our
training
scope.
business
succession.
To
coordinate
all
European
acHviHes
of
the
bfw‐group,
the
Competence
Center
EUROPE
(CCE)
has
been
created
in
2004
to
make
sure
that
the
outcomes
of
the
innovaHve
EU‐funded
projects
are
implemented
in
an
appropriate
way
into
all
business
fields
of
bfw.
7Zgj[h[dgiW^aYjc\hlZg`W[lYZh9<78dbeZiZcXZ8ZciZg:JGDE:
=Z^YZaWZg\!<ZgbVcn
The
Berufsfortbildungswerk
des
DGB
is
one
of
Germany‘s
major
vocaHonal
training
HijY^d8ZcigdKZcZid
insHtuHons
and
comprises
36
branches
naHon‐wide
represented
in
all
the
federal
states,
K^XZcoV!>iVan
300
vocaHonal
training
centres,
approximately
and70,000
parHcipants
per
year.
Since
bfw‘s
foundaHon
in
1953,
2.5
million
parHcipants
have
enrolled.
A
staff
of
around
2,000
employees,
StudioCENTRO
Veneto
is
a
private
consulHng
company
and
has
started
its
acHviHes
in
Vicenza
including
vocaHonal
trainers,
teachers,
social
teachers,
structural
and
qualifying
advisers,
in
1968.
It
is
specialised
in
research,
training
and
consulHng,
parHcularly
focusing
on
the
and
administrators,
work
for
us
and
our
subsidiaries. transfer
of
businesses
from
one
generaHon
to
the
next
or
to
a
third
party.
The
main
“Business
Transfer”
acHviHes
are
the
increase
of
awareness,
surveys,
trainers
training,
junior/senior
We
and
our
vocaHonal
training
centres
are
firmly
established
in
the
regions.
Regional
labour
training,
system
acHons,
and
private
consulHng.
In
1997
a
special
handbook
on
this
subject
markets
as
well
as
present
and
future
requirements
of
the
enterprises
are
being
conHnuously
was
wriCen
and
translated
into
five
languages.
This
tool
is
known
as
kit.brunello
(hCp://
analysed,
thus
providing
the
basis
for
training
schemes
tailor‐made
for
both
target
groups
www.kit.brunello.net)/
and
has
also
been
officially
acknowledged
as
a
best
pracHce
by
the
12 13
I]Z7IE8chdgi^jb I]Z7IE8chdgi^jb
European
Union.
The
SCV
has
a
lot
of
experience
in
the
field
of
business
transfer,
SMEs
and
internaHonal
projects
and
works
at
European,
naHonal,
regional
and
local
levels
in
system
acHons
that
join
public
and
private
bodies.
8GB8dchjai^c\!
>ob^i$@dXVZa^!Ijg`Zn
CRM
ConsulHng
offers
training,
applied
consultancy
services
for
private
companies,
public
and
local
insHtuHons,
makes
market
researches
and
deals
with
EU
projects
and
tenders.
Our
HkVhiV7jh^cZhh8dchjai^c\! business
lines
are
training,
strategic
planning,
restructuring,
quality
management
systems
7jX]VgZhi!GdbVc^V both
in
public
and
privat
sectors,
and
market
development
consultancy
in
private
sector
for
the
benefit
of
both
SMEs
and
big
sales‐networking
companies.
SVASTA
Consult
is
an
independent
Romanian
Management
ConsulHng
company,
established
in
1993.
Our
headquarter
is
in
Bucharest
and
we
have
3
branches
in
Transylvania:
Bistrita,
Oradea
Our
training
programs
cover
more
than
24
subjects
including
vocaHonal
training
and
human
si
Baia‐Mare.
At
present
16
consultants
and
6
support
staff
are
working
for
SVASTA.
resurces
development
trainings.
We
work
together
with
full
Hme
consultants,
part
Hme
trainers
and
dispose
of
a
consultant
pool.
We
are
a
cerHfied
member
of
Romanian
AssociaHon
of
Management
Consultants
AMCOR,
affiliated
at
the
European
FederaHon
of
Management
Consultants
AssociaHon
–
FEACO. We
promote
a
strong
survey
reporHng
acHviHes
and
cooperate
closely
with
the
business
community
at
the
local,
regional
and
naHonal
level
for
the
informaHon
exchanges
between
SVASTA
has
3
business
lines:
public
sector
consulHng,
private
sector
consulHng
and
training.
the
sectoral
insHtuHons.
In
the
public
sector,
SVASTA
has
good
competence
and
references
in
the
field
of
public
administraHon
reform,
public
procurement,
training
for
public
administraHon,
structural
instruments
and
project
cycle
management,
regional
development
and
SMEs,
environment
protecHon.
In
the
private
sector,
SVASTA
has
implemented
organisaHonal
development
and
M&A
projects
for
medium
size
Romanian
companies.
In
addiHon,
SVASTA
has
assisted
change
management
projects
for
mulHnaHonal
companies,
in
partnership
with
leading
internaHonal
consultants
and
8deZc]V\Zc7jh^cZhhHX]dda87H
has
performed
a
wide
variety
of
studies
for
German
or
Scandinavian
clients
that
approached
8deZc]V\Zc!9ZcbVg`
Romanian
market.
Copenhagen
Business
School
(CBS)
is
Denmark‘s
most
internaHonally
oriented
insHtuHon
of
In
the
training
sector,
SVASTA
is
offering
training
for
public
authoriHes
and
for
private
market.
higher
educaHon
as
well
as
the
one
university
in
Denmark
offering
the
most
comprehensive
In
the
last
5
years,
SVASTA
had
more
than
2300
trainees
from
the
public
authoriHes
and
range
of
university
level
degrees
in
business
economics
and
modern
languages.
We
regard
more
than
400
from
the
private
business.
The
public
sector
training
products
are
designed
by
ourselves
as
a
European
university
and
strive
to
be
among
the
top
business
schools
in
Europe.
SVASTA,
while
in
the
private
sector
SVASTA
is
using
an
Austrian
training
licence
for
its
training
Our
research
and
teaching
is
structured
in
line
with
internaHonal
standards,
and
we
measure
products. our
level
of
quality
in
comparison
with
the
top
foreign
universiHes.
14 15
I]Z7IE8chdgi^jb >cigdYjXi^dc
The
co‐operaHon
with
Danish
and
foreign
business
communiHes
is
a
cornerstone
in
our
?djheZkYj_ed
strategy.
We
develop
study
programmes
that
meet
the
needs
of
business
execuHves
and
6cYgZVAVc\!I]dbVhLnX]dY^a
employees
for
lifelong
learning.
We
also
parHcipate
in
applicaHon‐oriented
research
W^ibVcV\ZbZci7ZgVijc\<bW=
collaboraHons
in
connecHon
with
our
internaHonally‐oriented
basic
research.
This
includes
joint
research
projects,
the
CBS
Partnership
Program
and
the
increasing
number
of
new
Micro,
small
and
medium
companies
are
the
backbone
of
the
EU
economy
and
are
the
most
business
research
centres
that
perform
research
in
collaboraHon
with
enterprises
and
important
providers
of
jobs
in
a
globally
changing
landscape
characterised
by
conHnuous
organisaHons. structural
changes
and
increasing
compeHHon.
StaHsHcally
there
are
23
million
small
and
medium‐sized
enterprises
in
the
European
Union
represenHng
99.8
%
of
all
EU
enterprises
and
We
promote
a
strong
internaHonal
plaxorm
in
the
form
of
internaHonal
publicaHon,
leadership
employing
more
than
74
million
people.
These
enterprises
are
the
main
source
of
employment,
of
academic
networks,
editorial
acHviHes,
conference
hosHng,
and
PhD
collaboraHon
and
innovaHon,
entrepreneurship,
and
growth,
and,
due
to
their
important
social
and
economic
cooperate
closely
with
the
business
community
at
the
local,
regional,
and
naHonal
levels
for
role,
SMEs
benefit
from
specific
treatment
within
the
European
Union,
such
as
naHonal
state‐
the
‘translaHon’
of
CBS’
research
into
pracHce. aid
schemes
and
community
programmes.
The
“Lisbon
Growth
and
Employment
Strategy
(2005)”
had
its
main
focus
on
the
needs
of
SMEs
and
emphasised
the
“Transfer
of
Businesses
–
ConHnuity
through
a
new
beginning”
and
invited
the
member
states
to
implement
this
strategy
in
their
own
countries,
for
example
improvement
of
framework
condiHons
for
business
transfer
to
ensure
more
transfer‐friendly
tax
systems,
provide
convenient
financial
condiHons,
raise
awareness
of
a
Hmely
preparaHon,
and
provide
a
basis
for
business
transfer
markets.
Since
2005
the
role
of
the
SMEs
for
growth
and
innovaHon
has
been
highlighted
even
further
within
:H>8 the
European
Union
through
new
papers,
publicaHons,
and
guidelines,
and
both
the
member
KVaZco^V!HeV^c states
and
the
EU
are
sHll
working
on
the
creaHon
of
an
SME‐friendlier
business
environment.
ESIC
was
founded
in
1965
and
is
the
leading
private
markeHng
school
in
Spain.
Almost
1/3
of
the
above
menHoned
SMEs,
approximately
690,000
with
about
28
million
Through
our
wide
range
of
areas
and
acHviHes,
we
saHsfy
the
current
needs
of
companies
employees
(European
Commission,
2008)
will
be
faced
with
the
succession/transfer
process
and
their
compeHHve
environment
by
means
of
providing
the
necessary
training
to
enable
within
the
next
10
years.
On
the
European
level,
exisHng
training‐offers
and
consultancy‐
business
professionals
to
analyse
situaHons,
undertake
decision‐taking
tasks,
and
to
act
services
primarily
address
business
start‐ups,
although
there
are
clear
differences
between
responsibly
at
all
corporate
levels.
a
business
start‐up
and
a
business
take‐over,
both
in
the
scope
of
training
and
in
the
In
our
internaHonal
dimension,
we
hold
academic
agreements
with
the
most
presHgious
process‐oriented
and
supporHve
coaching.
Handing/taking‐over
a
company
requires
companies
and
universiHes
all
over
the
world.
The
educaHonal
and
training
programmes
specific
knowledge,
e.g.
law
of
succession,
company
law,
contractual
obligaHons,
financial
offered
in
its
different
business
disciplines
are
typical
of
the
most
presHgious
internaHonal
recapitalisaHon
and
modernisaHon
measures,
or
analyses
of
the
company,
handling
the
business
schools.
changing
role
from
an
employee
to
business
owner,
and
is
much
more
complex
compared
Programmes
and
course
work
are
based
on
a
broad
economic
and
business
foundaHon
with
with
the
founding
of
a
new
company.
Furthermore,
from
the
economic
point
of
view,
in
many
specialisaHon
in
markeHng
and
management.
Furthermore,
one
of
our
main
objecHves
is
cases
it
is
much
more
profitable
to
start
with
an
exisHng
company
because
the
survivability
to
saHsfy
company
needs
for
qualified
personnel
by
means
of
offering
a
comprehensive
of
an
exisHng
business
is
higher
compared
with
a
newly
founded
company
(a2er
5
years,
96%
candidate
search,
pre‐selecHon
and
recruitment
service
to
fill
the
posiHon
adequately.
of
exisHng
companies
versus
75%
of
start‐ups
are
sHll
on
the
market).
16 17
>cigdYjXi^dc >cigdYjXi^dc
The
lack
of
succession/transfer
regulaHon
measures,
such
as
in‐Hme
planning,
adequate
HdjgXZh/
preparaHon
phase,
and
tailor‐made
trainings
for
successors/transferors,
have
led
to
thousands
of
enterprises
and
with
it
hundreds
of
thousands
of
jobs
disappearing
from
the
European
Commission,
Enterprise
Directorate‐General,
Unit
E.1.
Entrepreneurship.
market
each
year.
The
awareness
for
the
necessity
of
long‐term
and
strategic
planning
of
the
Retrieved
02/09/2008
from
hCp://ec.europa.eu/enterprise/entrepreneurship/support_
business
succession
as
well
as
measures
for
the
assurance
and
simplificaHon
of
the
business
measures/transfer_business/trans_com.htm
succession
sHll
need
to
be
intensified
at
the
European
level.
Taking
into
account
all
these
facts
provided
the
iniHal
moHvaHon
for
the
project
“Business
Transfer
Programme
(BTP)”.
This
project
made
a
contribuHon
in
raising
awareness
on
the
importance
of
maintaining
PuPng
Small
Business
First.
Europe
is
good
for
SMEs,
SMEs
are
good
for
Europe.
2008
these
enterprises
in
the
partner
countries
from
the
business
and
economic
point
of
view
and
ediHon.
Retrieved
22/08/2008
from
hCp://ec.europa.eu/enterprise/entrepreneurship/
of
keeping
an
eye
on
the
conHnuous
alteraHon
of
generaHons
in
Europe.
The
main
goals
of
docs/sme_pack_eng_2008.pdf
.
the
project
were
the
development
of
consistent
support
measures
for
exisHng
SMEs
close
to
the
transfer
process,
facilitaHng
an
upcoming
transfer
process
through
increasing
their
own
business
transfer
related
knowledge,
and
intensifying
their
preparaHon
phase
through
Märkte
für
Unternehmensübertragungen.
Förderung
transparenter
Marktplätze
für
a
technical
instrument/tool.
Unternehmensübertragungen
in
Europa.
Bericht
der
Sachverständigengruppe.
Retrieved
02/09/2008
from
hCp://ec.europa.eu/enterprise/entrepreneurship/support_measures/
This
publicaHon
describes
in
detail
the
raHonale,
format,
and
content
of
the
“Business
transfer_business/docs/transfer_markets_de.pdf
Transfer
Programme”.
A
tailor‐made
training
programme
in
combinaHon
with
a
specific
Screening
Tool
for
business
successors
and
transferors
has
been
designed
and
tested
and
is
available
on
the
European
market.
A
moHvated
and
experienced
team
of
training
and
consulHng
companies
and
researchers
from
seven
European
countries,
namely
Austria,
Italy,
Germany,
Romania,
Turkey,
Denmark,
and
Spain,
have
been
working
together
on
this
project,
which
was
generously
funded
by
the
Leonardo
da
Vinci
programme
of
the
European
Union.
The
results
of
the
project
are
very
promising
and
contribute
to
the
improvement
of
the
skills
of
business
successors
and
transferors
to
handle
the
difficulHes
involved
in
the
transfer
of
ownership
and
also
provide
an
addiHonal
tool
for
successors/transferors
and
management
consultants
to
carry
out
a
first
enterprise
check.
In
this
respect
the
project
contributes
to
the
survival
of
small
and
medium
sized
businesses,
which
are
important
to
strengthen
the
SME
dominated
European
economy.
18 19
7 j h ^ c Z h h Ig V c h [ Z g ^ c : j gd e Z 7 j h ^ c Z h h Ig V c h [ Z g ^ c : j gd e Z
8ki_d[iiJhWdi\[h_d;khef[ employees,
tax
relief
on
early
reHrement
and
tax
relief
on
money
reinvested
in
another
I]dbVhHX]bVaoZg!GZcZLZcoZa!7ZgcVYZiiZ;gZX] SME
–
are
implemented
in
only
seven
or
eight
member
countries
(ibid.).
;=?D6CC:JB<ZhZaahX]V[ibW=
Business
transferors
as
well
as
transferees
are
o2en
not
well‐prepared.
In
this
respect
the
expert
group
detected
following
weak
points:
Business
transfer
is
of
major
concern
in
the
European
Union
today.
One
third
of
all
businesses
are
to
be
transferred
within
the
next
ten
years.
This
accounts
for
690,000
° Especially
owners
of
micro‐
and
small
enterprises
require
assistance
and
guidelines
companies.
Out
of
this
quanHty,
a
fracHon
of
43%
employs
one
or
more
persons.
All
in
all
when
searching
for
business
transferees.
More
awareness
and
training
is
needed
to
nearly
3
million
jobs
are
affected,
in
the
European
Union.
The
fracHon
of
future
business
demonstrate
that
the
transfer
of
business
is
a
good
alternaHve
to
maintain
the
operaHon
transfers
varies
from
member
state
to
member
state.
For
instance,
in
Finland
and
Italy,
40%
of
the
viable
company.
This
can
be
done
by
finding
and
promoHng
success
stories
in
the
of
all
businesses
are
affected.
In
Austria
about
28%
of
all
businesses
will
be
transferred
in
field
of
business
transfer
(Eonmex,
2005).
the
next
decade
(European
Commission,
2003).
° One
major
problem
of
small
companies
is
that
it
is
hard
for
them
to
find
successors
due
The
fracHon
of
business
transfers
to
third
parHes,
i.e.
former
employees
and
people
outside
to
a
difficult
economic
background
of
the
company,
e.g.
a
lack
of
equity
in
their
balance
the
business,
is
increasing.
For
business
owners
who
do
not
have
a
transferee
within
the
sheets,
tax
problems,
and
troubles
with
social
security
contribuHons.
This
o2en
causes
family
or
within
the
company
it
becomes
more
and
more
difficult
to
find
an
adequate
the
problems
also
with
defining
an
appropriate
value
of
such
company
(ibid.).
successor.
Two
thirds
of
all
adverHsements
regarding
business
transfer
are
placed
by
transferors
and
only
one
third
is
placed
by
transferees.
Hence,
business
transfer
is
of
major
concern
in
the
European
Union,
but
measures
are
o2en
limited
to
a
regional
level. GZXdbbZcYVi^dchEgdedhZYWni]Z:meZgi<gdje
Trends
in
business
transfer
suggest
that
entrepreneurs
will
more
o2en
transfer
their
Since
business
transfer
especially
to
third
parHes
will
be
of
high
importance
in
the
future,
the
enterprise
before
reHrement
due
to
private
reasons.
As
a
consequence
an
increasing
expert
group
made
the
following
recommendaHons,
which
concern
the
provision
of
support
number
of
entrepreneurs
will
stay
in
the
business
for
a
shorter
period
than
in
the
past,
measures.
They
propose:
where
they
worked
in
the
same
enterprise
for
their
enHre
lifeHme.
° the
creaHon
of
a
European
business
transfer
centre,
a
virtual
European
plaxorm,
where
Due
to
these
changes
in
the
structure
of
business
transfer,
the
European
Union
proposed
informaHon
collecHng
is
coordinated,
best
pracHces
are
shared
across
Europe
and
cross
21
recommendaHons
for
the
member
states
to
implement.
The
measures
affect
the
fields
border
cooperaHon
is
sHmulated.
On
a
naHonal
level,
similar
insHtuHons
should
also
be
of
law
and
taxaHon.
In
the
year
2002,
an
expert
group
found
out
that
only
about
half
of
the
established
if
they
do
not
exist
already;
(European
Commission,
2003)
measures
were
transposed
in
the
European
Union.
The
implementaHons
of
the
measures
vary
from
two
in
Greece
to
16
in
the
Netherlands.
They
also
found
out
that,
in
two
of
five
° the
establishment
of
an
European
sellers’
and
buyers’
marketplace
in
connecHon
with
key
areas
in
supporHng
efforts
for
business
transfers,
advancements
made
by
member
the
business
transfer
centre,
the
up‐linking
of
exisHng
naHonal
databases
and
the
states
were
relaHvely
good.
13
member
states
have
established
special
regulaHons
on
facilitaHon
of
countries
without
such
databases
to
set
them
up;
(ibid.)
inheritance
and
gi2
taxes.
Ten
countries
have
included
rules
to
support
transfers
to
third
parHes.
The
other
three
key
areas
–
specific
measures
to
alleviate
transfers
to
former
20 21
7 j h ^ c Z h h Ig V c h [ Z g ^ c : j gd e Z 7 j h ^ c Z h h Ig V c h [ Z g ^ c : j gd e Z
° the
execuHon
of
regular
conferences
and
other
events
on
specific
transfer
issues
at
?:G:B>:/ Joint
European
Resources
for
Micro
to
Medium
Enterprises
provides
the
European
level
to
exchange
best
pracHce
and
the
usage
of
results
of
these
events
as
framework
for
a
series
of
coherent
financial
acHons
to
improve
the
financial
environment
for
input
for
seminars
and
meeHngs
at
naHonal,
regional,
and
local
levels;
(ibid.) small
SMEs
at
naHonal,
regional,
and
local
levels.
It
provides
member
states
and
regions
with
a
custom‐made
set
of
financial
tools,
formulated
to
be
opHmally
applied
in
each
sePng.
° the
development
of
alternaHve
or
addiHonal
custom‐made
educaHon
and
management
tools
for
present
and
potenHal
owner
managed
and
small
family‐owned
businesses;
CVi^dcVa>c^i^Vi^kZh/
Some
member
states
introduced
measures
on
the
financial
background
(ibid) of
business
transfers.
Belgium
and
Luxembourg
have
implemented
interest
reduced
loans
for
business
transferees.
Luxembourg
addiHonally
offers
interest‐free
loans
for
start‐ups
and
° the
implementaHon
of
publicly
iniHated
support
programmes
and
research
on
business
take‐overs.
Loans
for
business
transfer
are
provided
in
Finland
and
Belgium.
Loan
guarantees
transfers;
(ibid) which
decrease
the
risk
premium
are
available
in
Austria,
France,
and
Denmark.
Ireland
has
introduced
tax
relieves
for
investments
including
investments
in
business
transfer.
Subsidies
° higher
aCenHon
to
business
transfers
in
relaHon
to
other
issues.
Transfers
should
get
as
are
granted
by
the
Austrian
Gründerservice.
Several
member
countries
have
established
much
aCenHon
as
start‐ups
in
the
European
Union.
(ibid) consultancy
services
and
databases
to
esHmate
the
value
of
the
business.
HZaZXiZY>c^i^Vi^kZhdc7jh^cZhhIgVch[Zg^c:jgdeZ >c^i^Vi^kZhid>begdkZi]ZIgVcheVgZcXnd[BVg`Zih[dgWjh^cZhhIgVch[Zgh
There
are
several
European
IniHaHves
to
support
business
transfer
in
the
European
Union.
Founding
new
businesses
is
the
common
way
to
become
an
entrepreneur
in
Europe.
54%
Some
of
them
focus
on
the
improvement
of
the
financial
environment,
while
others
aim
at
of
all
Europeans
would
rather
establish
a
new
business,
while
only
29%
prefer
to
take
over
improvements
in
the
transparency
of
markets
for
business
transfer. an
exisHng
business.
There
are
some
reasons
for
that
fact.
Preferences
of
transferors
are
difficult
to
match
with
those
of
transferees.
Furthermore
an
informaHon
asymmetry
exists
between
buyers
and
sellers.
This
holds
true
especially
for
smaller
businesses.
Therefore
it
>c^i^Vi^kZhid>begdkZi]Z;^cVcX^Va:ck^gdcbZci is
difficult
to
establish
trust
in
the
market
for
business
transfer.
Measures
to
improve
the
transparency
of
markets
for
business
transfer,
such
as
seminars
for
business
transfers
Several
iniHaHves
to
improve
the
financial
environment
have
recently
been
found
in
the
and
examinaHons
of
good
pracHce
examples,
can
help
to
overcome
those
problems.
The
European
Union.
The
European
Commission
itself
has
established
two
programmes
to
foster
BEST
project
for
the
transfer
of
businesses
monitors
the
implementaHons
of
the
EC
1994
the
financial
background
for
business
transferees: recommendaHon
and
idenHfies
new
legal,
tax,
and
support
measures.
The
EC
Expert
group
suggested
the
foundaHon
of
market
places
for
business
transfer.
Some
countries,
such
as
8>E/
The
CompeHHveness
and
InnovaHon
Framework
Programme
encourages
the
Belgium,
Germany,
France,
Italy,
Luxembourg,
Austria,
the
Netherlands,
and
Finland,
have
compeHHveness
of
SMEs
by
supporHng
innovaHon
acHviHes,
providing
beCer
access
to
founded
market
places.
In
some
cases
these
market
places
are
run
by
public
and
semi‐public
financing
resources,
and
delivering
business
support
services
in
the
regions.
Within
the
insHtuHons,
while
in
other
countries
they
are
operated
privately.
project
aCenHon
is
paid
to
business
transfers
as
well
as
to
start‐ups.
(European
Commission,
2008)
22 23
7 j h ^ c Z h h Ig V c h [ Z g ^ c : j gd e Z 7 j h ^ c Z h h Ig V c h [ Z g ^ c : j gd e Z
IVWaZ&/:jgdeZVcBVg`ZiEaVXZh Table
1
presents
exisHng
market
places
for
business
transfers
and
important
facts,
such
as
who
can
use
it
and
whether
there
is
a
fee
or
duraHon
of
adverHsement.
Analyses
of
exisHng
market
places
for
business
conducted
by
the
EC
expert
group
depict
the
following
results:
Database Who
can
Who
can
adver,se? Fees? Dura,on
of
consult? adver,sements
24 25
7 j h ^ c Z h h Ig V c h [ Z g ^ c : j gd e Z 7 j h ^ c Z h h Ig V c h [ Z g ^ c : j gd e Z
° Another
objecHve
of
transfer
market
places
besides
matching
sellers
and
buyers
is
=eeZFhWYj_Y[;nWcfb[ied8ki_d[iiJhWdi\[h_d;khef[
to
provide
informaHon,
such
as
contact
details
and
offerings,
about
intermediary
insHtuHons
that
are
mediaHng
the
negoHaHons
and
about
other
steps
to
be
taken
for
Good
pracHce
examples
in
the
fields
of
informaHon
and
training
and
advice
can
be
found
in
the
transfer
of
business.
In
a
small
fracHon
of
countries,
addiHonal
services
linked
to
several
countries.
The
following
secHon
offers
a
short
summary
of
insHtuHons
and
iniHaHves
business
transfer
are
offered
on
request.
(Eonmex,
2005) that
are
role
models
for
future
iniHaHves.
° In
member
countries
like
Austria,
Germany,
and
Luxembourg
where
marketplaces
are
run
by
public
or
semi‐public
business
organisaHons,
for
example
by
the
chamber
of
>c[dgbVi^dc[dg7jh^cZhhIgVch[Zgh
commerce.
While
there
is
no
fee
for
matching
buyers
and
sellers,
an
annual
contribuHon
to
that
organisaHon
has
to
be
paid
by
all
members.
In
some
countries,
i.e.
the
The
objecHves
of
good
pracHce
in
the
field
of
informaHon
for
business
transfer
are
not
only
to
Netherlands,
where
business
transfer
is
not
run
by
public
and
semi‐public
insHtuHons,
provide
knowledge,
but
also
to
raise
awareness
of
the
topic
and
the
importance
of
business
a
payment
is
requested
from
both
sellers
and
buyers
to
guarantee
the
sustainability
transfer.
It
should
also
offer
step‐by‐step
guides
and
overviews
for
buyers
and
sellers.
This
of
the
market
place.
The
fees
are
in
general
quite
low
and
are
different
for
acHve
and
can
be
done
through
one‐stop‐shop
soluHons,
informaHon
portals,
mentoring
concepts,
and
passive
searching.
AcHve
searchers
pay
for
placing
their
profile
into
the
database,
and
systemaHc
informaHon
acHviHes.
the
passive
searchers
pay
for
a
contact.
50
Euros
are
charged
for
profile,
10
Euros
for
searching
in
the
Netherlands,
and
between
20
and
40
Euros
in
Finland
to
search
the
Good
pracHce
examples
of
one‐stop‐shop
soluHons
can
be
found
in
Austria
(Follow
me:
database.
These
market
places
are
focussed
on
the
process
of
matching
rather
than
www.wko.at/stmk/followme/)
and
Germany
(IHK:
www.erfurt.ihk.de).
Here
potenHal
sellers
business
succession.
(Eonmex,
2005) and
buyers
can
meet
experts,
like
lawyers,
tax
advisors,
and
consultants,
gather
relevant
basic
informaHon,
get
consulHng,
and
receive
mediaHon
moderaHon
at
negoHaHon
in
one
° The
marketplace
operators,
who
are
regarded
as
neutral
partners
by
users,
are
more
locaHon
and
on
one
web
site
respecHvely.
likely
to
be
seen
as
reliable
service
providers.
Business
organisaHons
with
a
relaHvely
charitable
interest
and
those
with
well‐established
contacts
within
the
naHonal
business
Good
pracHce
examples
for
informaHon
portals
can
be
found
in
Germany
(next
IniHaHve:
community
are
normally
good
candidates
to
provide
these
services.
(Eonmex,
2005) www.nexxt.org)
and
in
Switzerland
(KMUnext:
www.kmunext.ch).
These
internet
portals
provide
transferors
and
transferees
with
links
to
all
major
insHtuHons
involved
in
business
° In
some
countries
it
is
difficult
to
establish
an
adequate
Hme
horizon
as
to
when
the
transfer,
extensive
selecHon
of
informaHon
material,
like
brochures
and
checklists,
and
a
company
should
be
eliminated
from
the
market
place
if
there
is
no
interest
from
buyers.
database
for
sellers
and
buyers,
and
announce
seminars
and
acHviHes
related
to
business
In
contrast
to
this,
there
is
a
Hme
limit
in
Germany
to
update
the
profile
of
the
company
transfer.
which
otherwise
might
be
withdrawn.
(Eonmex,
2005)
Germany
(alt
hil2
jung:
www.althi2jung.de)
and
Ireland
(County
Carlow,
Succession
° DiscreHon
of
informaHon
on
businesses
that
are
potenHally
transferred
is
required,
due
Planning:
www.carlowchamber.com/whatwedo.aspx?id=295)
have
introduced
mentoring
to
the
fact
that
in
many
cases
possible
transferors
can
be
easily
idenHfied
by
compeHtors,
concepts
that
connect
experienced
entrepreneurs
or
consultants
with
newcomers
and
offer
especially
in
small
countries,
but
also
in
big
countries
once
the
matching
is
taking
place
consultancy
services.
Such
mentoring
programmes
are
either
free
of
charge
or
included
in
on
local
or
regional
level.
(Eonmex,
2005) the
consultancy
strategy.
26 27
7 j h ^ c Z h h Ig V c h [ Z g ^ c : j gd e Z 7 j h ^ c Z h h Ig V c h [ Z g ^ c : j gd e Z
SystemaHc
InformaHon
AcHviHes
should
try
to
systemaHcally
contact
young
entrepreneurs,
HdjgXZh/
raise
awareness
about
opportuniHes
and
chances
of
business
transfers,
and
offer
special
training
acHviHes.
A
good
example
for
such
an
iniHaHve
is
Formaper
(Italy;
www.formaper. Bundesarbeitsgemeinscha2
Wirtscha2s‐Senioren.
Alt
hil2
jung.
Retrieved
21.08.2008,
com/). from
hCp://www.althil2jung.de/.
IgV^c^c\VcY6Yk^XZ[dg7jh^cZhhIgVch[Zgh
Bundesministerium
für
Wirtscha2
und
Technik
(2008).
Unternehmensnachfolge
auf
The
field
of
training
includes
seminars,
workshops,
and
courses
where
a
knowledge
base
is
nexxt.org.
Online:
hCp://www.nexxt.org/.
Retrieved
19/08/2008
built
and
required
skills
for
successors.
EducaHonal
programmes
are
o2en
included
in
MBA
programmes
of
insHtuHons
of
higher
educaHon
in
Europe.
UniversiHes,
business
schools,
like
Business
Link:
Business
support,
informaHon
and
advice.
Retrieved
04.08.2008,
from
the
EOI
Business
school
in
Spain
and
chambers
of
commerce,
e.g.
Plato
in
Ireland,
o2en
offer
http://www.businesslink.gov.uk/bdotg/action/home?domain=www.businesslink.gov.
specific
courses
for
business
successors.
uk&target=hCp://www.businesslink.gov.uk/.
The
self
analysis
tool
allows
self
evaluaHon
and
is
custom‐tailored
for
family
business
transfer.
This
tool
gives
potenHal
entrepreneurs
the
possibility
to
uncover
strong
and
weak
points
of
County
Carlow
Chamber
(2008):
Succession
Planning.
Retrieved
14.08.2008,
from
hCp://
the
business
and
shows
how
well
prepared
transferors
and
transferees
are.
Good
pracHce
www.carlowchamber.com/whatwedo.aspx?id=29.
examples
can
be
found
on
www.businesslink.gov.uk
and
www.kit.brunello.net.
Eonmex
(2005):
Report:
Fostering
Uniform
Transparent
Market
Places
for
the
Transfer
of
Consultancy
services
are
offered
by
consultancy
agencies,
chambers
of
commerce,
and
Business.
Retrieved
02.09.2008,
from
hCp://www.eommex.gr/Hfloi/metabibasi_MME/
centres
of
employment
or
economic
development.
Normally
one
has
to
pay
a
fee
for
the
market_places.doc
consultaHon
of
such
an
agency.
Consultancy
services
aim
at
developing
a
succession
plan.
A
good
example
of
such
a
contact
address
can
be
found
on
the
web
page
of
the
Ministry
of
Trade
and
Industry
in
Finland
(www.te‐keskus.fi).Discussion
forums
can
also
be
quite
helpful
European
Commission
(2008):
The
CompeHHveness
and
InnovaHon
Programme
(CIP).
to
receive
good
advice.
A
good
pracHce
example
is
the
website
of
the
Austrian
Chamber
Retrieved
10.09.2008,
from
hCp://ec.europa.eu/cip/index_en.htm
of
Commerce
(www.wko.at),
where
one
can
find
not
only
discussion
forums,
but
also
links
and
contacts
to
experts,
online
meeHngs
with
experts,
and,
last
but
not
least,
peer
group
European
Commission
(2006).
Report
of
the
Expert
Group,
Markets
for
Business
Transfers,
discussions
and
informaHon
exchange.
Fostering
transparent
marketplaces
for
the
transfer
of
businesses
in
Europe.
Brussels:
European
Commission
Enterprise
and
Industry
Directorate
General
European
Commission
(2003).
Helping
the
transfer
of
businesses
—
A
‘good
pracHce
guide’
of
measures
for
supporHng
the
transfer
of
businesses
to
new
ownership.
Luxembourg:
Office
for
Official
PublicaHons
of
the
European
CommuniHes
28 29
7 j h ^ c Z h h Ig V c h [ Z g ^ c : j gd e Z 8djcignGZedgih"I]ZH^ijVi^dc^c6jhig^V
9ekdjhoH[fehji
European
Investment
Fund
(2008):
JEREMIE
–
Regional
Funding.
Retrieved
15.08.2008,
I]ZH^ijVi^dc^c6jhig^V
from
hCp://www.eif.org/jeremie/.
GjeZgi7Z^c]VjZg!GZcZLZcoZa
;=?D6CC:JB<ZhZaahX]V[ibW=
Formaper
(2007):
Formaper:
Azienda
Speciale
della
Camera
di
Commercio
di
Milano.
Retrieved
11.08.2008,
from
hCp://www.formaper.com/.
<ZcZgVa9ZhXg^ei^dc
Industrie‐
und
Handelskammer
Erfurt
(2008):
IHK
Starthilfe.
Retrieved
10.08.2008,
from
The
Federal
Republic
of
Austria
is
located
in
the
„Heart
of
Europe“,
in
the
north
of
Italy
hCp://www.erfurt.ihk.de/www/ihk/starthilfe/unternehmensnachfolg/index.htm.
and
Slovenia
and
in
the
south
of
Germany.
Its
capital
is
Vienna.
The
populaHon
numbers
approximately
8.2
million
inhabitants
on
an
area
of
83,871
km².
kmuNEXT:
KMU
Next.
Retrieved
19.08.2008,
from
hCp://www.kmunext.ch/.
:Xdcdb^X:ck^gdcbZci
StudioCentro
Veneto:
Di
Padre
in…
Meglio.
Retrieved
12.08.2008,
from
hCp://www.kit.
brunello.net/.
Austria
has
benefited
greatly
from
joining
the
EU
in
1995
and
more
recently
from
the
EU
enlargement
in
2004,
which
brought
Austria‘s
eastern
neighbours
into
the
Union.
In
2007
Te
keskus:
Työvoima‐
ja
elinkeinokeskus.
Retrieved
10.09.2008,
from
hCp://www.te‐ the
GDP
was
at
271
billion
Euro,
which
amounts
to
31959
in
PPP
per
capita.
The
strong
keskus.fi/public/Default.aspx.
export
performance
pushed
the
GDP
growth
to
3.1%
per
cent
in
2007.
1.7%
of
the
GDP
is
gained
by
the
agricultural
sector,
30.3%
are
produced
by
the
industrial
sector,
while
the
service
sector
is
responsible
for
68%
of
the
GDP.
In
2007,
Austria‘s
unemployment
rate
was
at
WKO
(2008a):
Follow
Me:
Betriebsnachfolge
in
der
Steiermark.
Retrieved
07.08.2008,
4.3%
according
to
EU
standards,
which
is
sHll
comparaHvely
low
compared
to
other
member
from
hCp://ww.wko.at/stmk/followme/.
countries
of
the
European
Union
(CIA,
2008).
30 31
8djcignGZedgih"I]ZH^ijVi^dc^c6jhig^V 8djcignGZedgih"I]ZH^ijVi^dc^c6jhig^V
:cigZegZcZjg^Va6Xi^k^in Within
the
Business
Transfer
Programme
bit
offers
a
seminar
on
business
transfer.
Target
groups
are
successors
inside
the
family,
former
staff
members,
and
successors
from
outside.
In
the
year
2007,
there
were
303,395
companies,
as
official
data
from
the
Austrian
Chamber
Within
the
seminar
the
following
aspects
are
taught:
of
Commerce
(WKO,
2008)
shows.
In
2007
more
than
99%
of
all
companies
are
SMEs.
50.3%
do
not
employ
any
personnel.
30.7%
of
the
companies
have
fewer
than
4
employees,
and
a
° Regulatory
framework
condiHons
of
business
transfer
further
18.1%
employed
fewer
than
100
workers
(ibid).
30.1%
of
all
companies
were
small
° Financing
for
business
successors
trades,
which
is
the
largest
sector,
followed
by
commerce
with
25,1%
and
tourism
(18,5%).
° Business
analysis
for
business
successors
The
industrial
sector
is
ranked
at
the
boCom
(2.1%),
but
with
19,8%
of
all
employees
the
° MarkeHng
for
business
successors
industrial
sector
is
ranked
third
just
behind
small
trades
(25.9%)
and
commerce
(21.2%).
° Social
competence
for
business
successors
These
data
do
not
contain
all
companies
because
some
entrepreneurs
need
not
register
° Human
resource
management
for
business
successors
at
the
Austrian
Chamber
of
Commerce.
Data
from
the
Global
Entrepreneurship
Monitor1
suggest
that
8.39%
of
the
populaHon
between
the
ages
of
18
and
64
are
engaged
in
Further
informaHon
on
this
business
transfer
seminar
can
be
found
on
the
web
pages
hCp://
entrepreneurial
acHvity
(Apfelthaler
et
al.,
2008),
which
amounts
to
about
445,000
people.
www.bitonline.cc
and
hCp://btp.…‐joanneum.at/.
In
2007,
6575
businesses
were
transferred.
About
two
thirds
of
these
business
transfers
took
place
between
family
members.
The
transfer
intensity
was
at
1.79%
in
2007.
Most
business
transfers
were
done
in
tourism
with
34%
of
all
transfers
followed
by
small
trades
(23%)
and
;daadlbZ
commerce
(20%)
(WKO,
2008).
The
Chamber
of
Commerce
of
Styria
in
cooperaHon
with
the
administraHons
of
Graz
and
Styria
started
an
iniHaHve
for
business
succession.
This
project
is
called
Follow
me.
The
7jh^cZhhIgVch[Zg>c^i^Vi^kZh^c6jhig^V project
includes
following
aspects:
As
many
businesses
that
were
transferred
collapse
a2er
succession,
guidance
for
transferors
° AcHve
Succession
management
as
well
as
successors
can
help
to
overcome
this
period.
Important
iniHaHves
and
insHtuHons
° Development
of
a
regional
network
that
promote
and
support
business
transfers
in
Austria
are
the
following: ° Public
relaHons
° InformaHon
meeHngs
for
business
transferor
and
business
successors
where
legal,
W^i\gdje/ financial
and
fiscal
aspects
are
dealt.
bit
is
an
insHtuHon
for
adult
educaHon
located
in
Graz.
Amongst
others
in‐service
training,
it
° Coaching
for
business
successors
offers
teaching
for
unemployed,
training
for
managers,
and
e‐learning
projects.
Recently
bit
focussed
on
services
for
start‐up
and
business
transfers.
The
Follow‐me
project
focuses
on
business
transfers
that
do
not
take
place
within
the
family
as
the
number
of
family
transfers
has
decreased.
More
informaHon
can
be
found
on
the
web
page
hCp://portal.wko.at/wk/startseite_dst.wk?DstID=8314,
where
also
a
transfer
exchange
1
is
linked.
The
Global
Entrepreneurship
Monitor
is
an
internaHonal,
representaHve
survey
of
the
populaHon
between
the
ages
of
18
and
64.
At
least
2000
people
were
interviewed
in
every
parHcipaHng
country.
In
the
year
2007,
42
countries
took
part.
32 33
8djcignGZedgih"I]ZH^ijVi^dc^c6jhig^V 8djcignGZedgih"I]ZH^ijVi^dc^c6jhig^V
;jgi]Zg>c^i^Vi^kZh[dg7jh^cZhhIgVch[Zg/ ° business
transfer
is
fully
or
partly
free
of
charge
and
° the
transferor
is
older
than
55
years
or
disabled
and
The
Federal
Ministry
of
Economics
and
Labour
offers
a
brochure
for
business
transfer
in
° at
least
one
fourth
of
the
company
is
transferred.
tourism,
as
most
businesses
are
transferred
in
tourism.
This
guide
offers
informaHon
on
the
tourism
sector
and
gives
legal
as
well
as
financial
advice
and
special
hints
for
this
branch.
The
It
is
now
possible
that
shares
in
private
limited
companies
and
public
limited
companies
guide
can
be
found
on
hCp://www.bmwa.gv.at/NR/rdonlyres/AF33D283‐DE4C‐4D4F‐A612‐ can
be
transcribed
to
the
spouse
and/or
to
the
own
children
for
free.
So
it
is
possible
to
C6D233E891D8/0/BetriebsnachfolgeimTourismus.pdf.
opHmize
the
family
income
by
a
reducHon
of
the
income
tax
progression,
if
the
income
is
distributed
to
several
family
members.
If
gi2s
before
the
August
2008
were
provided
with
The
Chamber
of
Commerce
of
Austria
presents
contact
addresses
for
consultants
specialized
special
requirements
(i.e.
right
of
lifehold
or
right
of
abode),
then
these
contracts
can
now
in
business
transfers.
InformaHon
on
these
consultants
can
be
found
on
hCp://portal.wko. be
adapted
in
order
to
be
freed
from
gi2
tax.
In
order
to
be
released
from
gi2
taxaHon
the
at/wk/startseite_dst.wk?AngID=1&DstID=7271. donator
has
to
renounce
the
granted
right.
The
internet
portal
diegründer.at
provides
broad
informaHon
on
business
transfers
including
Gratuitous
transfers
trigger
partly
beCer
and
partly
worse
legal
consequences,
especially
in
recommendaHons
on
legal,
financial,
organizaHonal
and
pracHcal
aspects.
InformaHon
can
the
field
of
tax
shelters.
That
way
the
gratuitous
legal
successor
has
to
take
the
tax
burden
be
gathered
on
hCp://www.diegruender.at/betriebsnachfolge/allgemein1.php. of
undistributed
profits.
There
are
also
substanHal
differences
regarding
special
business
assets.
For
further
informaHon
on
this
topic
ask
your
tax
consultant.
The
Hernstein
Ins,tute
offers
seminars
for
business
transfers
at
irregular
intervals.
These
seminars
focus
on
administraHve
and
legal
facets
for
business
successors.
The
web
page
HdjgXZh/
hCp://www.hernstein.at/Seminare/Ueberblick_‐_Auswahl/
provides
all
relevant
informaHon
on
these
trainings. Apfelthaler,
G.,
Schmalzer,
T.,
Schneider;
U.,
&
Wenzel,
R.
(2008).
Global
Entrepreneurship
Monitor
Bericht
2007
zur
Lage
des
Unernehmertums
in
Österreich.
Graz:
FH
The
KMU
Forschung
Austria
supplies
background
informaHon
and
data
on
business
succession
JOANNEUM.
and
other
relevant
data.
The
homepage
hCp://www.kmuforschung.ac.at/
primarily
provides
data
on
SME‐related
topics.
CIA
(2008).
The
World
Factbook
–
Austria.
Retrieved
02.08.2008
from
hCps://www.cia.
gov/library/publicaHons/the‐world‐factbook/geos/au.html.
AZ\Vah^ijVi^dc^c6jhig^V
WKO
(2008).
Kammermitglieder
nach
Rechtsformen.
Retrieved
01.08.2008
from
hCp://
Since
the
first
of
August
2008
business
transfer
is
freed
from
the
inheritance
tax
and
gi2
tax.
wko.at/staHsHk/jahrbuch/mg‐rf.pdf.
If
the
total
value
of
the
transferred
business
exceeds
EUR
50.000
(between
relaHves
in
one
year)
and
EUR
15.000
(between
all
other
persons
within
5
years)
respecHvely,
one
simply
has
to
announce
it
to
the
fiscal
authoriHes.
If
land
is
included
within
a
gratuitous
business
transfer,
the
transferee
has
to
pay
taxes
on
acquisiHon
of
real
estate.
The
transferee
is
freed
from
this
form
of
taxaHon,
if
34 35
8djcignGZedgih"I]ZH^ijVi^dc^c<ZgbVcn 8djcignGZedgih"I]ZH^ijVi^dc^c<ZgbVcn
J^[I_jkWj_ed_d=[hcWdo In
half
of
the
family‐owned
enterprises
involved
in
a
business
transfer,
the
successor
is
6ci_ZJiZX]i meanwhile
being
sought
outside
the
owner‘s
family.
The
reasons
for
the
growing
interest
7Zgj[h[dgiW^aYjc\hlZg`W[lYZh9<7 in
finding
the
soluHon
outside
the
family
are
the
lack
of
apHtude
on
the
part
of
the
children
8dbeZiZcXZ8ZciZg:JGDE: and
their
lacking
interest.
Yet,
business
transfer
within
the
family
sHll
ranks
number
one
with
a
percentage
of
43.8%.
The
number
of
business
transfers
to
managers
working
for
the
enterprise
is
on
the
whole
decreasing
–
about
10.2%.
The
number
of
transfers
to
external
<ZcZgVa9ZhXg^ei^dc managers
has
slightly
increased
and
shows
a
percentage
of
16.5%.
An
increasing
significance
must
be
aCached
to
this
alternaHve
with
growing
enterprise
size.
Approximately
21%
of
the
Germany
is
located
in
Central
Europe,
bordering
the
BalHc
Sea
and
the
North
Sea,
between
family‐owned
enterprises
are
expected
to
be
sold
to
other
companies.
The
percentage
of
the
Netherlands
and
Poland,
in
the
south
of
Denmark,
in
the
north
of
Austria.
Its
capital
is
shut
downs
is
predicted
to
be
8.3%.
Berlin.
The
populaHon
numbers
approximately
82.4
million
inhabitants
on
an
area
of
349.223
km²
. According
to
an
online
survey
of
the
Chamber
of
Industry
and
Commerce
(IHK),
20%
of
all
enterprises
are
planning
a
transfer
of
the
business
ownership
to
the
next
generaHon
within
the
:Xdcdb^X:ck^gdcbZci family
but
with
a
simultaneous
management
transfer
to
an
external
manager.
The
larger
the
company
is,
the
more
the
assignment
of
an
external
manager
to
the
company
management
In
the
coming
years,
a
generaHon
change
is
pending
for
several
enterprises
in
the
sectors
of
is
considered.
While
for
every
tenth
enterprise
with
a
maximum
of
20
employees,
the
industry,
cra2,
trade,
services,
and
liberal
professions.
More
than
10%
of
the
heads
of
family‐ engagement
of
an
external
manager
represents
an
opHon,
this
alternaHve
is
considered
by
owned
enterprises
are
over
65
years
old.
The
issue
on
business
transfer
is
not
relevant
for
at
least
every
fi2h
enterprise
with
more
than
20
employees.
the
vast
majority
of
the
large
scale
enterprises,
since,
in
this
size
group,
it
is
o2en
a
maCer
of
joint‐stock
companies
listed
on
the
stock
exchange.
DWhiVXaZhVcY8]VaaZc\Zh
According
to
calculaHons
of
the
InsHtut
für
MiCelstandsforschung
(IfM)
(the
insHtute
of
There
are
two
quesHons
that
the
enterprises
ask
themselves
before
a
business
transfer:
How
research
on
medium‐sized
enterprises)
in
Bonn,
approximately
354,000
enterprises
in
can
I
structure
the
transfer
process
and
how
can
I
find
the
appropriate
successor?
When
Germany
have
been
dealing
with
the
regulaHons
on
business
transfer
in
the
period
between
the
next
generaHon
in
a
family‐owned
enterprise
does
not
want
to
conHnue
the
company
2005
unHl
2009
‐
312,000
of
them
in
the
old
and
around
42,000
in
the
new
federal
states.
or
does
not
possess
the
corresponding
entrepreneurial
and
management
qualificaHons,
the
These
enterprises
employ
approximately
3.4
million
people. search
for
the
suitable
successor
will
take
place
outside
the
family.
The
IHK
–
in
its
role
of
one
of
the
most
important
counselling
providers
for
small
and
medium‐sized
enterprises
on
In
the
case
of
about
71,000
small
and
medium‐sized
enterprises,
the
issue
of
the
business
maCers
concerning
business
transfer
–
has
found
the
following
difficulHes
when
regulaHng
transfer
remains
unsolved,
calculated
for
a
period
of
a
year.
It
is
assumed
that
an
average
of
the
transfer:
The
frequent
obstacle
is
a
non‐Hmely
prepared
transfer
(50%).
According
to
the
5,900
enterprises
will
shut
down
because
a
successor
cannot
be
found.
This
can
be
translated
IHK,
a
successful
transfer
takes
at
least
three
years.
In
39%
of
the
cases,
the
purchasing
price
into
an
annual
loss
of
about
33,500
jobs.
All
these
figures
make
obvious
that
the
issue
on
is
too
high,
36%
of
the
managers
cannot
give
up
their
posiHons,
34%
do
not
have
a
suitable
business
transfer
is
not
only
relevant
to
individual
enterprises,
but
can
also
have
serious
successor,
30%
cling
strongly
to
their
enterprises
because
they
only
have
an
insufficient
implicaHons
for
the
naHonal
economy. pension
plan,
and
19%
of
the
managers
fear
a
very
high
inheritance
tax
burden
for
the
next
generaHon.
36 37
8djcignGZedgih"I]ZH^ijVi^dc^c<ZgbVcn 8djcignGZedgih"I]ZH^ijVi^dc^c<ZgbVcn
Yet,
the
transfer
of
an
enterprise
as
a
special
way
to
self‐employment
is
considered
by
only
The
business
transfer
process
hides
altogether
considerable
risks
that
could
be
increased,
14%
of
the
male
business
founders
in
Germany.
In
the
case
of
women,
the
percentage
is
even
when
the
process
is
not
iniHated
on
Hme.
Financial
insHtuHons
take
this
into
account
when
lower.
PotenHal
company
transferees
see
themselves
confronted
with
the
following
obstacles:
assessing
an
enterprise.
For
that
reason,
the
regulaHon
of
the
business
transfer
is
considered
More
than
half
of
the
candidates
(55%)
have
financial
difficulHes,
38%
have
underesHmated
as
a
qualitaHve
factor
in
the
raHng
process
of
the
banks,
which
has
a
direct
effect
on
the
the
demands,
33%
do
not
find
a
suitable
company,
and
22%
fear
a
very
high
inheritance
tax
credit
condiHons
and
disposiHon
of
the
bank.
burden.
A
further
22%
do
not
have
an
adequate
qualificaHon.
The
new
manager
must
have
commercial
and
entrepreneurial
experience
as
well
as
a
profound
knowledge
of
the
trade
7jh^cZhhIgVch[Zg>c^i^Vi^kZh^c<ZgbVcn
when
dealing
with
longstanding
structures
of
customers,
suppliers,
and
employees. Important
consultants
on
issues
concerning
transfer,
takeover,
transfer
forms,
laws,
financing,
taxes,
and
communicaHon
are
trade
associaHons,
chambers,
tax
consultants,
notaries,
Considering
these
difficulHes,
the
IHK
talks
about
a
deep‐seated
matching
problem
that
has
lawyers,
enterprise
consultants
or
credit
consultants
of
banks.
A
comprehensive
supply
of
to
be
faced
with
counselling
and
mediaHon
offers. counselling
and
service
offers,
which
are
present
in
the
different
regions
or
in
the
internet,
are
guaranteed
by
insHtuHonal
providers
that
cover
a
large
circle
of
potenHal
individuals:
° The
chambers
of
industry
and
commerce
(IHK)
support
enterprises
on
the
quesHons
Ide^XhVcY6heZXih related
to
business
transfer
with
private
counselling
sessions
and
events.
When
transferring
an
enterprise,
both
contracHng
parHes
–
the
vendor
and
the
purchaser
° Nexxt‐change,
the
common
iniHaHve
of
the
Federal
Ministry
of
Economics
and
–
have
their
individual
view
of
the
enterprise.
The
inter‐personal
issue
plays
a
very
significant
Technology,
the
Kreditanstalt
für
Wiederau‡au
(KfW)
(reconstrucHon
loan
corporaHon)
role
together
with
the
economic,
financial,
and
legal
aspects.
How
can
the
“right”
company
as
well
as
representaHves
of
associaHons,
insHtuHons,
and
organisaHons
of
the
economic
successor
or
the
“right”
enterprise
be
found?
How
can
the
know‐how
of
the
company
holder
sector,
credit
system,
and
liberal
professions.
The
Internet
site
of
„nexxt“
is
the
meeHng
be
transferred
to
the
successor? point
for
all
entrepreneurs
who
want
to
transfer
or
takeover
an
enterprise.
According
to
staHsHcal
projecHons
of
the
IfM
in
Bonn,
between
4,000
and
5,000
enterprises
A
good
agreement
between
all
involved
parHes
plays
a
significant
role
for
a
successful
per
year
prepare
or
accomplish
their
business
transfer
with
the
support
of
professional
business
transfer
together
with
the
hard
facts.
DifficulHes,
such
as
the
fact
when
managers
consultants.
The
IHK
recorded
almost
100
enquiries
on
business
transfer
per
working
day
can
hardly
give
up
their
life‘s
work
or
when
there
are
fricHons
between
the
„new
ones“
and
for
the
year
2006.
These
enquiries
range
from
the
elaboraHon
of
a
transfer
concept,
the
the
old‐established
employees,
occur
frequently.
Finally,
a
business
transfer
within
a
family
determinaHon
of
the
sale
or
purchasing
price,
and
the
demonstraHon
of
the
development
can
give
rise
to
conflicts
between
the
family
members,
such
as
on
the
issue
of
inheritance
potenHal
of
the
transferred
enterprise
to
the
elaboraHon
of
a
funding
concept. parHHon.
An
early
use
of
professional
process
support
has
proved
to
be
more
than
effecHve
in
order
to
avoid
or
solve
conflicts.
Examples
of
counselling
or
supporHve
bodies
are:
For
the
leaving
entrepreneur,
the
business
transfer
means
a
very
deep
turning‐point.
Not
° Coaching‐Consultants:
They
have
psychological
and
entrepreneurial
knowledge
as
well
only
the
emoHonal
side
has
to
be
overcome,
but
also
the
contractual
relaHonships
(social,
as
pracHcal
experience.
marriage,
lease,
borrowed
capital
agreements,
among
others)
must
be
regularised
again.
° Mentors
on
economics:
KfW
MiCelstandsbank
and
DIHK
convey
mentors
of
the
It
also
means
changes
for
the
other
parHes
that
are
indirectly
involved
in
the
management
economic
sector,
who
support
enterprises,
among
others,
in
the
case
of
problems
transfer
of
a
medium‐sized
enterprise,
since
a
new
management
brings
frequently
with
it
a
related
to
business
transfers.
new
entrepreneurial
and
management
culture.
AddiHonally,
this
has
a
direct
effect
on
the
Mediators:
Their
objecHve
is
to
find
a
soluHon
that
is
convenient
for
all
parts
involved
in
a
employees,
customer
relaHonships,
and
the
cooperaHon
with
important
business
partners. conflict
38 39
8djcignGZedgih"I]ZH^ijVi^dc^c<ZgbVcn 8djcignGZedgih"I]ZH^ijVi^dc^c<ZgbVcn
HdjgXZh/ ° GründerweCbewerb
MulHmedia:
Retrieved
12.09.2008
from
hCp://www.
gruenderweCbewerb.de/
German
Chambers
of
Industry
and
Commerce
(dt.
Deutscher
Industrie‐
und
Handelskammertag).
Retrieved
10.09.2008
from
www.dihk.de/english/. Förderdatenbank.
Förderprogramme
und
Finanzhilfen
des
Bundes,
der
Länder
und
der
EU:
Retrieved
10.09.2008
from
hCp://www.foerderdatenbank.de/
InsHtute
of
Research
on
Medium‐Sized
Enterprises
Bonn.
Retrieved
12.09.2008
from
www.ifm‐bonn.org/. Förderung
von
InformaHons‐
und
Schulungsveranstaltungen
sowie
Workshops:
Retrieved
10.09.2008
from
KfW
Bankengruppe.
Retrieved
12.09.2008
from
www.kfw.de/EN_Home/index.jsp. hCp://www.bafa.de/bafa/de/wirtscha2sfoerderung/informaHons_und_
Nexxt
–
IniHaHve
Unternehmensnachfolge.
Retrieved
11.09.2008
from
www.nexxt.org/. schulungsveranstaltungen/index.html
Bundesministerium
für
Arbeit
und
Soziales
‐
Gründercoaching
bei
Gründung
aus
Gründungszuschuss:
Retrieved
11.09.2008
from
Arbeitslosigkeit.
Retrieved
10.09.2008
from hCp://www.arbeitsagentur.de/nn_26400/NavigaHon/zentral/Buerger/Hilfen/
www.esf.de/portal/generator/734/programm__gruendercoaching.html Existenzgruendung/Existenzgruendung‐Nav.html
Bundesministerium
für
Bildung
und
Forschung
‐
Power
für
Gründerinnen.
Retrieved
High‐Tech
Gründerfonds:
Retrieved
13.09.2008
from
hCp://www.high‐tech‐
13.09.2008
from
hCp://www.esf.de/portal/generator/814/programm__power__fuer__ gruenderfonds.de/htgf/
gruenderinnen.html
KfW
MiCelstandsbank:
Bundesministerium
für
Wirtscha2
und
Technologie: ° ERP‐Beteiligungsprogramm:
Retrieved
12.09.2008
from
hCp://www.kfw‐
° EXIST
–
Gründungskultur:
Retrieved
12.09.2008
from
www.esf.de/portal/ miCelstandsbank.de/DE_Home/Beteiligungsfinanzierung/Later_Stage/ERP‐
generator/752/programm__exist__gruendungskultur.html Beteiligungsprogramm/index.jsp
° ESIST
–
GründersHpendium:
Retrieved
12.09.2008
from
www.esf.de/portal/ ° ERP‐Regionalförderungsprogramm:
Retrieved
12.09.2008
from
hCp://www.kfw‐
generator/758/programm__exist__gruendersHpendium.html miCelstandsbank.de/DE_Home/Kredite/Die_Foerderprogramme_im_Einzelnen/ERP‐
° hCp://www.exist.de/exist‐gruendersHpendium/index.php Regionalfoerderprogramm/index.jsp
° InformaHons‐
und
Schulungsveranstaltung:
Retrieved
12.09.2008
from
www.esf. ° ERP‐Starxonds:
Retrieved
12.09.2008
from
hCp://www.kfw‐miCelstandsbank.de/
de/portal/generator/778/programm__schulungsveranstaltung__bafa.html DE_Home/Beteiligungsfinanzierung/Early_Stage/ERP‐Starxonds/index.jsp
° Unternehmensberatung
Retrieved
12.09.2008
from
www.esf.de/portal/ ° Unternehmerkredit:
Retrieved
12.09.2008
from
hCp://www.kfw‐miCelstandsbank.
generator/784/programm__unternehmensberatung__bafa.html de/DE_Home/Kredite/Die_Foerderprogramme_im_Einzelnen/KfW‐
° Gründercoaching
in
Deutschland
Retrieved
12.09.2008
from
www.esf.de/portal/ Unternehmerkredit/index.jsp
generator/766/programm__gruendercoaching__deutschland.html ° ERP‐Kapital
für
Gründung
(Unternehmerkapital):
Retrieved
12.09.2008
from
hCp://
° hCp://www.kfw‐miCelstandsbank.de/DE_Home/Beratungsangebot/ www.kfw‐miCelstandsbank.de/DE_Home/Kredite/Die_Foerderprogramme_im_
Beratungsfoerderung/Gruendercoaching_Deutschland/index.jsp Einzelnen/Unternehmerkapital/ERP‐Kapital_fuer_Gruendung/index.jsp
40 41
8djcignGZedgih"I]ZH^ijVi^dc^c>iVan 8djcignGZedgih"I]ZH^ijVi^dc^c>iVan
J^[I_jkWj_ed_d?jWboL[d[jeH[]_ed ° About
82%
of
them
were
dealing
with
a
generaHonal
changeover
(transmission
among
AVjgVHXVciVbWjgad!EVdadOVgVbZaaV family
members);
HijY^d8ZcigdKZcZid ° One
out
of
three
potenHal
conHnuators
was
a
woman;
° Finally,
just
a
few
business
owners
and
leaders
(about
8%)
were
actually
planning
the
succession.
<ZcZgVa9ZhXg^ei^dc
Considering
this
informaHon,
regional
leaders
decided
to
deal
with
the
problem
which
was
Italy
is
located
in
Southern
Europe,
a
peninsula
extending
into
the
central
Mediterranean
affecHng
so
many
businesses.
It
was
the
first
Hme
the
issue
was
going
to
be
managed
from
Sea,
in
the
northeast
of
Tunisia
and
in
the
south
of
Switzerland
and
Austria.
Its
capital
is
an
insHtuHonal
point
of
view.
The
Regional
Government
promoted
a
round
table
open
to
the
Rome.
The
populaHon
numbers
approximately
58.2
million
inhabitants
on
an
area
of
294,020
chambers
of
commerce
as
well
as
to
the
social
parHes,
like
associaHons
and
trade
unions,
km². with
the
main
objecHve
of
designing
a
bill
to
include
business
transfer
in
the
insHtuHonal
agenda.
The
objecHve
was
to
facilitate
business
transfer
governance
in
the
region
and
to
:Xdcdb^X:ck^gdcbZci support
business
conHnuity.
The
basic
challenge
was
to
transform
what
was
considered
a
hidden
potenHal
threat
into
a
conscious
innovaHon
opportunity.
Keeping
in
mind
the
overall
In
1994,
the
European
Union
issued
an
alarming
signal
concerning
business
transfer.
In
the
aim,
the
bill
was
developed,
discussed
and
formally
proposed
(see
the
picture
below
to
next
10
years,
one
out
of
three
companies,
which
means
millions
of
mSMEs
in
all
the
EU
beCer
understand
its
structure).
member
states,
would
face
that
thorny
moment.
AddiHonally
business
succession
to
third
parHes
would
become
more
and
more
frequent.
This
should
hold
true
especially
for
Northern
I]Z^ccdkVi^kZgZ\^dcVaW^aahigjXijgZ
European
countries.
>#GZ\^dcVaEZgbVcZciDhZgkVidgn >>#BZVhjgZh[dgbHB:h
The
Italian
situaHon
was
as
much
noteworthy.
It
was
esHmated
that
about
1.5
million
enterprises
were
going
to
have
to
deal
with
business
transfer
and
its
implicaHons
in
the
next
10
years:
This
meant
that
it
would
affect
an
average
of
600,000
workplaces
every
year. mSME
° Annual
Survey
facing
the
BT
In
spite
of
these
worrying
statements,
the
Veneto
regional
insHtuHons
first
started
realizing
° Good
pracHces,
tools
that
succession
is
a
major
issue
for
mSMEs
and
family
businesses
in
the
year
2001.
PoliHcians
responsible
for
mSMEs
development
noHced
that
there
was
no
insHtuHonal
° Bank
of
cases Financial
ais
support.
Therefore,
they
decided
to
go
deeper
into
the
maCer.
In
2002,
they
appointed
a
(loans,
consultancy)
private
company
to
do
research
on
the
issue
of
business
transfer.
The
survey,
called
Rilancio
° Register
for
experts
(Relaunch),
was
the
first
one
in
Italy
using
the
European
parameters
recommended
in
the
° Strategic
good
pracHce
BEST
Report
(May
2002).
Its
main
results
were
remarkable:
“New”
companies
° About
118,000
companies
–
27%
of
the
444.000
micro,
small
and
medium
enterprises
° BT
guidelines (i.e.
branch)
exisHng
at
that
Hme
in
the
regional
territory
–
could
be
at
risk
for
transfer
reasons
in
the
next
ten
years;
42 43
8djcignGZedgih"I]ZH^ijVi^dc^c>iVan 8djcignGZedgih"I]ZH^ijVi^dc^c>iVan
The bill was divided into two basic parts: 7jh^cZhhIgVch[Zg>c^i^Vi^kZh^cKZcZid
I.
Awareness
raising
and
maintenance
of
permanent
support:
the
means
supposed
to
Awareness
of
Business
transfer
is
sHll
very
poor
in
the
Veneto
(and
Italian)
territory.
Since
achieve
these
objecHves
could
be
the
creaHon
of
a
Regional
Dynamic
Observatory
and
there
is
no
acHvity
on
the
naHonal
level,
it
has
been
necessary
‐
and
sHll
is
‐
to
act
regionally
should
include: in
order
to
wake
up
business
owners.
Some
iniHal
efforts
were
aimed
at
directly
involving
° Annual
surveys:
research
can
raise
awareness
about
what
happens
and
an
analysis
can
entrepreneurs
but
without
much
success.
Senior
entrepreneurs
in
parHcular
were
reluctant
make
the
reason
clearer
why
this
happens; to
be
involved
in
acHons
specifically
focused
on
business
transfer,
because
they
felt
forced
° Database
of
good
pracHces
and
tools:
the
EU
suggested
good
pracHces,
strategically
to
start
thinking
about
their
own
reHrement.
So,
in
order
to
get
in
touch
with
them,
an
recommended
good
pracHces
for
transfer
including
a
special
emphasis
on
the
business
indirect
approach
was
needed.
Several
coordinated
events
and
meeHng
opportuniHes
were
development
phase,
promoted
and
organised
‐
o2en
by
the
private
SCV
actor
‐
in
strict
co‐operaHon
with
several
Database
of
cases:
contains
samples
of
effecHve
soluHons
and
virtuous
paths
outlined
insHtuHonal
or
quasi‐insHtuHonal
operators,
such
as
Chambers
of
Commerce
and
Trade
on
the
basis
of
previous
experiences,
etc.; AssociaHons.
In
Italy,
Chambers
of
Commerce
and
Trade
AssociaHons
consHtute
a
reliable
° Basic
experts
assessment:
rules
and
list
of
assessed
experts; base
for
the
naHonal
mSMEs’
ground.
They
have
great
impact
by
offering
a
wide
range
of
° Provisional
and
suggested
acHons:
what
to
do,
to
prevent
it
from
happening
and
what
services
for
mSMEs,
through
which
the
business
transfer
sensiHsaHon
could
be
achieved.
It
to
do
when
it
happens/has
happened. was
in
the
context
of
this
solid
relaHonship
between
companies
and
bodies
through
which
some
innovaHve
pilot
projects
were
promoted.
It
was
expected
that
iniHaHves
run
by
the
II.
PromoHon
of
concrete
measures
for
mSMEs:
sHll
too
non‐specific
and
not
focused
on
the
Chamber
of
Commerce
and/or
trade
associaHons
would
be
able
to
reach
as
many
mSMEs
as
whole
Italian
territory: possible.
Several
actors
from
both
the
private
and
the
public
sector,
i.e.
the
Regional
Cra2s
° Current
and
future
actors
analysis; AssociaHons,
the
Regional
Industry
AssociaHon,
the
APCO
Regional
and
NaHonal
Consultants
° Business
analysis; AssociaHon,
the
AIF
Veneto
Region
Trainers
AssociaHon,
have
been
and
sHll
are
currently
° Suggested
„virtuous“
transfer
plan; involved
in
awareness
raising.
° Ordinary
transfer
plan;
° Special
incenHve
condiHons;
An
example
of
pilot
acHon
led
in
the
Veneto
Region
by
SCV
during
the
last
years
is
the
so‐called
° Special
financial
support
(tax
rules,
loans,
consultancy)
and
suggested
laws
to
follow. “PrecauHonary
SensiHzaHon”
designed
to
sensiHze
micro
companies
to
business
transfer
issues.
Its
main
acHon
is
a
set
of
group
meeHngs
with
owners
of
micro
and
small
companies.
The
innovaHve
bill
was
discussed
by
the
Regional
Council
and
unanimously
approved
in
Such
meeHngs
preferably
aCended
by
a
maximum
of
15‐20
people
were
arranged
in
co‐
2005.
Yet,
since
new
regional
elecHons
took
place
shortly
a2erwards
and
the
newly
elected
operaHon
with
business
associaHons
or
similar
insHtuHons,
for
the
reasons
menHoned
above.
poliHcians
did
not
consider
the
bill
as
a
priority,
the
pracHcal
applicaHon
phase
unfortunately
Each
meeHng‘s
purpose
was
to
make
the
parHcipants
aware
of
to
the
transfer
management
never
started
unHl
2008.
What
remained
was
a
weak
situaHon
regarding
the
public
support
problems
in
order
to
encourage
them
to
take
care
of
their
respecHve
business
transfer
issues
for
business
transfer.
Unfortunately,
it
sHll
is.
Things
have
sHll
not
changed.
On
the
one
in
Hme.
The
main
tool
to
achieve
this
goal
was
a
quesHonnaire
for
entrepreneurs,
adapted
hand,
there
is
a
huge
fracHon
of
businesses
having
problems
in
dealing
with
the
delicate
from
kit.brunello,
European
Good
PracHce
since
1998,
aiming
at
quickly
showing
the
business
transfer
processes;
on
the
other
hand,
there
is
a
rising
problem
due
to
the
lack
of
potenHal
transfer
situaHon
of
the
company.
This
tool
is
also
included
in
the
kit.bryunello.system083
as
successors.
It
is
esHmated
that
in
Italy
about
700.000
cra2smen
successors
are
missing
in
one
of
the
tools
provided
to
support
business
transfer
governance.
different
sectors
such
as
bakery,
tailor,
hydraulic,
and
wood2.
3
The
new
kit.brunello.system08
is
a
wide
gamut
of
tools
aimed
at
helping
to
deal
with
all
the
phases
concerning
the
2
Unioncamere,
January
2008. business
transfer
issue
(from
the
basic
sensiHsaHon
to
the
actual
transfer
management,
from
the
local
surveys
to
the
whole
territory
monitoring
through
focused
staHsHcs).
For
further
informaHon
please
contact
info@studiocentroveneto.com.
44 45
8djcignGZedgih"I]ZH^ijVi^dc^c>iVan 8djcignGZedgih"I]ZH^ijVi^dc^cHeV^c
A2er
the
meeHngs,
the
“PrecauHonary
SensiHzaHon”
approach
included
four
more
steps:
J^[I_jkWj_ed_dIfW_dLWb[dY_WH[]_ed
1. processing
and
analysing
the
quesHonnaires; GVaYZ6gg^WV7jZcd#
2. a
brief
report
for
each
quesHonnaire
(or
company); :H>8BVg`Zi^c\VcY7jh^cZhhHX]dda
3. personal
(face‐to‐face)
meeHngs
between
company
representaHves
who
aCended
the
meeHng
and
consultants; 8djcignDkZgk^Zl
4. an
overall
report
for
the
business
associaHon
or
insHtuHon
supporter.
It
is
not
always
easy
to
convince
entrepreneurs
to
parHcipate
in
such
acHviHes.
Trying
to
reach
Spain
is
located
in
South‐western
Europe,
bordering
the
Bay
of
Biscay,
Mediterranean
Sea,
them
in
various
ways,
such
as
leCers,
phone
calls,
arHcles
in
local
journals,
communicaHon
in
North
AtlanHc
Ocean,
and
Pyrenees
Mountains,
in
the
south‐west
of
France.
Its
capital
insHtuHon
periodic
journals,
and
tesHmonials,
is
essenHal.
It
is
also
important
to
remember
is
Madrid.
The
populaHon
numbers
approximately
40.5
million
inhabitants
on
an
area
of
that
entrepreneurs
are
generally
very
busy.
We
suggest
planning
these
meeHngs
a2er
work
499,542km².
Hme
preferably
also
before
dinner. The
Valencia
Region
is
one
of
17
autonomous
regions
in
Spain
and,
like
the
other
regions,
has
a
wide
self‐government
power.
It
is
located
in
the
south‐east
of
Spain
and
its
area
is
of
This
sort
of
public‐private
acHons
plays
a
key
role
in
VeneHa
and
Italy.
It
actually
provides
23,255
km2.
It
consists
of
three
provinces,
namely
Alicante,
Castellón,
and
Valencia.
The
interested
parHes
with
an
insHtuHonal,
quasi‐insHtuHonal,
professional,
organisaHonal,
total
populaHon
of
the
Valencia
Region
is
4,326,708.
The
registered
immigrant
populaHon
pracHcal,
and
theoreHcal
actors’
network
which
could
guarantee
a
potenHal
service
flow.
represents
around
10%
of
the
total.
Even
when
working
well,
it
should
be
seen
just
as
a
second
soluHon
a2er
a
fundamental
insHtuHonal
answer.
A
step
forward
in
this
direcHon
was
done
in
January
2008
during
a
trans‐ :Xdcdb^X:ck^gdcbZci
naHonal
EU
project
(REINO4)
meeHng
that
took
place
in
Venice.
During
that
meeHng
several
insHtuHonal
delegates
‐
all
the
main
regional
business
associaHons
and
the
regional
Chambers
The
level
of
economic
development
of
the
Valencia
Region,
measured
in
terms
of
income
per
of
Commerce
OrganisaHon
‐
signed
a
request
addressed
to
the
regional
poliHcal
authority
in
capita,
is
at
the
Spanish
average.
The
GDP
per
capita
amounts
to
15,200
Euros.
In
reference
which
they
were
asking
to
take
care
of
the
handover
transfer
processes
management.
The
to
the
European
Union,
the
Valencia
Region
has
experienced
a
process
of
real
convergence
recent
approval
(June
2008)
of
the
Small
Business
Act
by
the
EU
Commission
is
another
in
the
last
years
that
has
taken
it
to
have
a
GDP
per
capita
of
86.7%
of
the
EU‐15
in
1999
and
good
omen
as
it
includes
business
transfer
in
the
list
of
challenges
needing
support.
This
to
reach
89.5%
in
2003.
insHtuHonal
document
represents
a
further
step
in
the
direcHon
of
acHng
pragmaHcally
to
The
distribuHon
according
to
economic
sectors
in
the
region
is:
services
61.71%,
industry
convert
the
transfer
process
from
a
threat
to
an
opportunity.
There
is
room
for
hope
that
the
24.22%,
building
9.57%
and
agriculture
4.50%.
The
agrarian
setback
and
the
terHary
sector
next
public
measures
promoted
and
acHvated
could
confirm
these
expectaHons. progress
processes
are
typical
characterisHcs
of
developed
economies.
The
Valencia
economy
is
characterized
by
the
diversity
of
its
acHviHes.
The
industries
of
HdjgXZ/ footwear,
toy,
furniture,
and
ceramics
have
a
very
important
economic
weight,
as
do
the
iron
and
steel
industry,
the
automobile
industry,
chemistry,
petrochemical,
and
fruit
and
vegetable
Bornello,
M.
&
Brunello,
T.
(2003).
Passaggi
ObbligaH.
Milano:
Franco
Angeli
Editore. plantaHon
that
concentrate
on
various
points
of
the
geography
of
the
region.
The
small
and
medium
companies
consHtute
the
spine
of
the
economic
development,
as
shown
in
the
last
available
staHsHcal
data
of
the
survey
of
the
Central
Directory
of
Companies
(DIRCE),
carried
out
by
the
NaHonal
InsHtute
of
StaHsHc
(INE).
4
hCp://www.reinoproject.eu.
46 47
8djcignGZedgih"I]ZH^ijVi^dc^cHeV^c 8djcignGZedgih"I]ZH^ijVi^dc^cHeV^c
:cigZegZcZjg^Va9ViV 7jh^cZhhIgVch[Zg>c^i^Vi^kZh^cKVaZcX^V
The
companies
registered
in
the
DIRCE
of
the
Valencia
Region
in
2006
amount
to
348,692
and
The
difficulHes
for
the
development
of
the
business
transfer
are
of
three
types.
Firstly,
the
represent
around
10%
of
the
Spanish
companies.
According
to
the
staHsHcal
data
of
DIRCE
for
informaHon
on
the
existence
of
SME
for
sale
is
scarce
and
fragmented.
Secondly,
only
few
the
year
2006,
out
of
348,692
companies
of
the
Valencia
Region,
348,221
are
SMEs
with
0
to
mechanisms
of
financial
or
fiscal
support
exist
on
the
part
of
the
public
administraHon
that
199
employees,
to
be
precise,
99.86%
of
all
the
companies
of
the
territory.
93.52%
of
them,
facilitates
the
processes
of
transfer.
Finally,
there
are
also
gaps
in
the
area
of
the
training
to
326,115,
are
micro‐companies,
and
approximately
half
of
the
companies
are
enterprises
qualify
the
agents
involved
in
the
business
transfer
process.
without
employees,
corroboraHng
this
way
the
clear
domain
of
the
self‐employment
that
The
public
authoriHes
concentrate
their
aCenHon
on
the
business
start‐up
processes
more
can
be
observed
in
the
legal
structure
of
Valencia
enterprises.
The
number
of
big
companies
than
on
the
transfer
of
businesses.
There
is
no
specific
public
department
to
aCend
to
these
is
not
very
outstanding
and
is
with
around
0.1%
below
the
naHonal
average.
The
enterprises
phenomena
on
a
naHonal
level
or
in
the
Valencia
Region.
The
assistance
for
the
transfer
of
the
Valencia
Region
are
mainly
registered
under
the
legal
status
of
physical
person
(slightly
process
is
part
of
the
general
programmes
of
support
for
the
SME
that
the
General
DirecHon
more
than
the
half)
and
as
limited
company
(approximately
a
third
of
the
total). of
Policy
for
SME
of
the
Ministry
of
Industry
develops.
Among
others
acHviHes
these
programmes
provide
informaHon
to
the
SME,
supervise
the
start‐up
of
businesses,
devise
Around
48%
of
the
Valencia
enterprises
are
engaged
in
the
service
sector,
28%
in
commerce,
some
staHsHcs
and
databases.
13%
in
construcHon,
and
9%
in
the
industrial
sector.
The
structure
of
the
Valencian
economy
On
the
other
hand,
there
are
some
interesHng
iniHaHves
from
some
business
organisaHons,
differs
from
that
of
Spain
to
some
extent.
The
industrial
and
the
commercial
sectors
are
universiHes,
and
business
schools
that
are
proposing
different
programmes
and
services
of
somewhat
over‐represented.
A
more
detailed
analysis
shows
that
the
greater
part
of
the
training
to
the
companies.
Besides,
other
private
iniHaHves
for
assistance
to
the
business
service
sector
consists
of
restaurants,
hotel
businesses,
and
real
estate
agencies.
The
transfer
in
Spain
come
from
accountants,
consultants,
banks,
financial
advisors,
and
other
commerce,
the
second
most
representaHve
sector
of
the
Valencia
economy,
is
mainly
the
specialists
that
offer
assistance
at
the
local
level.
retail
sector,
with
a
strong
presence
of
the
establishments
specialized
in
food,
beverages,
and
While
there
are
no
specific
training
programmes
for
business
succession
in
the
Valencia
tobacco.
Finally,
the
industrial
sector
is
basically
manufacturing,
with
a
predominance
of
the
Region,
there
are
many
programmes
concentrated
on
start‐up
enterprises.
In
Spain,
more
producHon
of
footwear,
furniture,
and
metallic
elements
for
construcHon.
precisely
in
Barcelona,
there
is
a
new
master‘s
degree
on
family
business
transfer.
This
is
the
only
programme
on
business
transfer
that
exists
in
Spain.
It
is
offered
by
IDEC
(InsHtuto
de
7jh^cZhhIgVch[Zg9ViV Educación
ConHnua)
and
Pompeu
Fabra
University
of
Barcelona.
It
is
a
post‐graduate
master‘s
degree
in
Management
and
Transfer
of
Family
Business
with
a
duraHon
of
750
hours.
There
is
no
exact
official
data
on
the
transfer
of
businesses
in
Spain,
but,
according
to
some
esHmaHons,
more
than
40%
of
the
SME
belong
to
businessmen
older
than
60
years
and
a
great
AddiHonally,
there
are
some
web
sites
related
to
business
transfer,
like
www.buyacom.com
part
of
these
does
not
have
successors
inside
their
families.
According
to
some
calculaHons
or
www.bizalia.com.
However,
the
databases
are
new,
and
the
informaHon
they
offer
is
of
the
chambers
of
commerce,
approximately
650,000
companies
will
be
transferred
in
the
fragmented.
For
example,
the
database
of
buyacom
have
offers
for
only
169
companies
to
be
next
ten
years. sold,
and
the
bizalia
database
shows
5700
companies
to
be
sold
or
to
buy
(on
15th
August,
2008).
Some
chambers
of
commerce
have
also
developed
some
projects
on
this
subject.
For
example,
the
Chamber
of
Commerce
of
Valencia
has
a
database
of
companies
including
a
list
of
companies
to
be
transferred
and
is
also
developing
a
project
to
advise
the
transfer
process.
Moreover,
the
chambers
of
commerce
have
produced
a
report
about
business
transfer
of
48 49
8djcignGZedgih"I]ZH^ijVi^dc^cHeV^c 8djcignGZedgih"I]ZH^ijVi^dc^c9ZcbVg`
companies
in
France,
Italy,
and
Spain
on
the
European
web
site
www.eurotransbiz.com. J^[I_jkWj_ed_d:[dcWha
For
a
detailed
overview
of
training
programmes
concerned
with
entrepreneurship
or
business
KZgcZgLdgb
transfer
see
Annex
II
(page
xxx).
8deZc]V\Zc7jh^cZhhHX]dda
HdjgXZh/
8djcignDkZgk^Zl
Alvarez,
J.
M.
&
Carrasco,
A.
(2004).
Fusiones
y
adquisiciones
de
empresas.
Madrid:
Aranzadi. Denmark
is
located
in
Northern
Europe,
bordering
the
BalHc
Sea
and
the
North
Sea,
on
a
peninsula
north
of
Germany
(Jutland).
It
also
includes
two
major
islands,
namely
Sjaelland
CES‐CV
(2004).
Memoria
socioeconómica
de
la
Comunidad
Valenciana.
Valencia:
Consejo
and
Fyn.
Its
capital
is
Copenhagen.
Denmark
is
a
small
country
with
a
total
area
of
43.094
Económico
y
Social
de
la
Comunidad
Valenciana km²
and
has
a
populaHon
of
5.5
million.
The
GDP
per
capita
is
comparaHvely
high
with
US$
37,000
(2007),
which
is
number
six
in
the
world.
Denmark
has
the
lowest
Gini‐index
in
the
Fernández,
J.
P.
(1999).
Problemas
de
la
transmisión
de
la
empresa
familiar.
València:
world
with
24.7.
From
2006
to
2008,
surveys
ranked
Denmark
as
„the
happiest
place
in
the
Tirant
lo
Blanch. world,“
based
on
standards
of
health,
welfare,
and
educaHon.
In
the
2008
survey,
the
Global
Peace
Index
ranks
Denmark
as
the
second
most
peaceful
country
in
the
world.
In
2008,
the
INE
(2006).
Directorio
Central
de
Empresas
2006.
Madrid:
InsHtuto
Nacional
de
capital
Copenhagen,
was
ranked
as
the
most
liveable
city
in
the
world
by
Monocle
magazine.
EstadísHca. The
naHonal
language
Danish
is
similar
to
Swedish
and
Norwegian,
with
which
it
shares
strong
cultural
and
historical
Hes.
82.0%
of
the
inhabitants
of
Denmark
and
90.3%
of
the
IVE
(2006).
La
Comunidad
Valenciana
en
cifras
2006.
Valencia:
InsHtuto
Valenciano
de
ethnic
Danes
are
members
of
the
Lutheran
state
church.
EstadísHca
:Xdcdb^X:ck^gdcbZci
Santandreu,
E.
(2004).
Consideraciones
prácHcas
en
la
venta
y
adquisición
de
empresas.
Harvard‐Deusto
Finanzas
y
Contabilidad,
2004,
62,
pp.
48‐63 Originally
a
seafaring
naHon
relying
on
fishing,
farming
and
trade,
Denmark
experienced
steady
industrializaHon
in
the
19th
and
20th
centuries.
Denmark
had
the
world‘s
third
Negocius.
Retrieved
22.08.2008
from
www.buyacom.com. highest
GDP
per
capita
in
1970.
Between
1970
and
1990,
the
level
of
taxaHon
and
regulaHon
increased
dramaHcally
as
Denmark
adopted
the
Nordic
model
welfare
state.
A2er
falling
sharply
behind
in
prosperity,
unemployment,
and
other
indicators,
Denmark
took
steps
in
Bizalia:
compra
venta
empresas,
compraventa,
venta
de
negocias,
venta
de
empresas,
economic
liberalizaHon
in
the
1980s
and
1990s,
including
the
abolishment
of
almost
all
job
negocio.
Retrieved
22.08.2008
from
www.bizalia.com.
market
regulaHons.
Denmark‘s
market
economy
features
a
very
efficient
agriculture,
an
up‐to‐date
small‐scale
www.eurotransbiz.com.
Retrieved
22.08.2008
from
hCp://www.robtex.com/dns/
and
corporate
industry,
extensive
government
welfare
measures,
above
average
European
eurotransbiz.com.html.
living
standards,
a
stable
currency,
and
high
dependence
on
foreign
trade.
Denmark
is
a
net
exporter
of
food
and
energy
and
has
had,
for
a
number
of
years,
a
balance
of
payments
surplus.
50 51
8djcignGZedgih"I]ZH^ijVi^dc^c9ZcbVg` 8djcignGZedgih"I]ZH^ijVi^dc^c9ZcbVg`
According
to
the
World
Bank,
Denmark
has
the
most
flexible
labour
market
in
Europe.
It
In
order
to
overcome
the
smallness
of
many
Danish
enterprises,
Denmark
is
historically
is
easy
to
hire,
fire,
and
find
a
job.
According
to
rankings
by
the
OECD,
Denmark
has
the
known
for
its
cooperaHve
movement
concerning
farming,
food
industry
and
dairy,
which
least
financial
regulaHon
in
the
EU‐15
countries
and
also
one
of
the
least
regulated
product
means
producer
or
consumer
controlled
corporaHons
which
by
this
means
have
become
markets
of
most
European
countries,
and
15‐20%
above
that
of
the
United
States.
Denmark
larger.
The
producers
or
consumers
influence
the
corporaHon
on
a
one
man
one
vote
basic.
ranked
third
in
the
Global
CompeHHveess
Report
2008‐2009 During
recent
years
of
globalisaHon,
the
cooperaHve
system
has
undergone
tremendous
changes
because,
for
example,
individual
farmers
were
not
interested
in
invesHng
in
foreign
:cigZegZcZjg^Va9ViV markets
where
labour
power
was
cheaper.
The
dilemma
was
solved
by
the
cooperaHves
by
sePng
up
subsidiaries
that
are
run
as
larger
companies
and
are
not
directly
controlled
by
the
According
to
the
Danish
Ministry
of
Economic
and
Business
Affairs,
both
agriculture
and
individual
farmers,
but
by
a
board
of
directors.
industry
are
highly
effecHve.
Agriculture
and
fisheries
employ
only
3.7
%
,
and
industry
and
construcHon
23
%
of
the
populaHon.
The
remaining
73
%
are
employed
in
the
service
sector,
7jh^cZhhIgVch[Zg>c^i^Vi^kZh^c9ZcbVg`
35
%
in
public
and
personal
services
and
38
%
in
private
business,
including
financial
acHviHes
and
tradiHonal
shipping
trade.
According
to
a
statement
of
the
Central
Business
Register
and
the
Danish
Ministry
of
TaxaHon,
20
%
of
the
employees
in
Denmark
are
employed
in
micro‐enterprises.
In
Denmark
these
32,000
entrepreneurs
start
up
each
year.
Therefore,
the
interest
to
start
one‘s
own
company
companies
are
also
called
sole
trader
and
they
have
several
employees,
where
only
one
is
apparently
increasing.
However,
most
of
the
people
who
establish
their
own
company
person
is
responsible
for
the
company
also
when
it
comes
to
liabiliHes.
Most
of
the
micro‐ start
from
scratch
and
very
few
entrepreneurs
take
over
an
already
exisHng
company
(REINO,
enterprises
are
agriculture
and
fishing
with
1‐2
employees
and
cra2
workers,
but
also
barber
2006).
shops,
repair
shops,
small
car
dealers,
kiosks,
and
small
shops
selling
groceries
are
well
represented.
In
parHcular,
many
immigrants
work
in
or
have
micro‐enterprises.
It
has
been
On
a
naHonal
level,
only
43
%
of
the
personally
owned
companies
which
started
in
2000
difficult
for
them
to
find
a
job
in
a
larger
company,
someHmes
just
because
their
names
were
survived
the
first
five
years.
Of
the
companies
established
in
1995,
only
27
%
survived
the
not
familiar
to
the
Danes
and
someHmes
because
they
did
not
speak
Danish.
This
means
first
ten
years
(REINO,
2006).
Surveys
show
that
the
survival
rates
of
companies
taken
over
that
in
Denmark
many
micro‐enterprises
have
been
transferred
to
non‐ethnic
Danes
living
in
by
an
entrepreneur
are
higher
than
for
the
entrepreneurs
who
have
started
from
scratch.
Denmark
and
have
o2en
already
been
naturalised,
which
means
that
they
are
Danish
ciHzens,
One
of
the
explanaHons
to
why
entrepreneurs
o2en
do
not
consider
taking
over
an
already
but
sHll
with
a
limited
understanding
of
the
Danish
business
environment.
The
majority
of
exisHng
company
is
o2en
that
their
educaHonal
background
does
not
fit
with
the
background
these
people
works
long
hours.
If
one
counted
their
hourly
income,
it
would
be
low,
but,
needed.
Moreover,
it
is
a
common
understanding
that
they
cannot
li2
the
financial
burden.
because
they
are
working
many
hours,
some
of
these
sole
owners
have
high
incomes.
This
Others
do
not
consider
the
possibility
at
all.
is
the
case
for
many
pizzerias
and
other
take
away
food
stalls.
Other
micro‐enterprises
are
not
so
fortunate,
but
they
are
very
entrepreneurial.
In
case
a
company
goes
bankrupt,
it
will
The
1`st
of
January
2007
Denmark
divided
the
country
into
five
Regions,
which
integrate
o2en
be
reopened
in
the
name
of
the
spouse,
which
is
a
way
to
get
out
of
the
debt
trap.
The
98
country
councils.
These
have
business
offices
and
can
offer
guidance
to
entrepreneurs
biggest
challenge
for
micro‐enterprises
is
how
to
deal
with
the
tax
authoriHes.
For
example,
and
companies
to
different
extents.
In
April
2006
the
government
took
iniHaHve
to
establish
if
a
farmer
culHvates
vegetables,
he
might
not
earn
enough
to
survive
according
to
Danish
tax
regional
Business
Link
centres
(Startvækst)
as
part
of
their
globalisaHon
strategy.
Their
authoriHes,
which
will
give
him
an
arHficial
income
and
tax
him
accordingly.
This
means
that
purpose
is
to
unify
governmental
and
local
offers
for
entrepreneurs
and
smaller
companies
the
farmer
is
paying
tax
on
an
income
that
he
does
not
have.
with
growth
ambiHons.
Business
Link
is
an
insHtuHon
for
entrepreneurs
and
growth
businesses,
operated
by
the
Danish
Enterprise
and
ConstrucHon
Authority
in
cooperaHon
52 53
8djcignGZedgih"I]ZH^ijVi^dc^c9ZcbVg` 8djcignGZedgih"I]ZH^ijVi^dc^cGdbVc^V
with
a
number
of
public
and
private
partners.
The
local
authoriHes
within
the
region
own
J^[I_jkWj_ed_dHecWd_W
Business
Link
are
the
central
entrance
to
specialised
business
service
in
the
region. 6jgV7VYZV!HkVhiVB^]V^
Business
Link’s
job
is
to
provide
service
to
the
growth
entrepreneurs
and
the
growth
oriented
HK6HI68dchjaiHga
companies
in
cooperaHon
with
the
local
business
offices.
Business
transfers
are
one
of
the
areas
the
Business
Link
centres
are
specialised
in.
The
business
offices
typically
carry
out
8djcignDkZgk^Zl
the
first
problem
clarificaHon,
for
instance,
for
a
company
owner
who
seeks
addiHonal
informaHon
and
guidance
about
a
business
transfer.
When
the
business
offices
find
it
Romania
is
located
in
South‐East
Central
Europe,
in
the
north
of
the
Balkan
Peninsula,
on
appropriate,
the
assignment
is
passed
on
to
the
Business
Link
centre
which
then
will
ensure
the
Lower
Danube
(1075
km),
within
and
outside
the
Carpathian
arch
and
has
access
to
the
an
opHmal
process
for
the
company.
This
service
has
no
cost
for
the
company.
If
specific
Black
Sea.
Romania
is
a
medium‐sized
country
in
Europe
with
a
surface
of
238,391
km2
out
financial
and/or
legal
counselling
is
needed,
the
Business
Link
centre
will
refer
the
client
to
of
which
87%
(207,372
km2)
is
rural
and
13%
urban
(31,018
km2),
comparable
to
the
United
private
specialists
who
then
will
solve
the
specific
problems
at
normal
market
condiHons. Kingdom.
Romania
has
21.5
million
inhabitants.
Its
capital
city
is
Bucharest.
HdjgXZh/ :Xdcdb^X:ck^gdcbZci
Denmark
(official
webpage).
Retrieved
01.10.2008
from
hCp://www.denmark.dk/. During
the
past
years,
the
Romanian
government
has
implemented
macroeconomic
policies
aimed
at
supporHng
the
economic
growth.
The
EU
conferred
funcHoning
market
Living
InsHtute.
Retrieved
01.10.2008
from
hCp://www.denmark.dk/. economy
status
on
Romania
in
October
2004,
due
to
the
significant
progress
made
in
the
implementaHon
of
economic
reforms.
Ministry
of
Economic
and
Business
Affairs
Denmark.
Retrieved
01.10.2008
from
hCp://
www.oem.dk/.
In
2000,
the
real
GDP
rate
was
only
1.8
%.
During
the
period
2001
–
2004,
the
average
increase
rate
was
at
6.1
%.
In
2004
a
significant
economic
growth
of
8.3
%.
was
registered
REINO
(Renewal
and
InnovaHon
to
Business
Transfer
of
Micro
Companies).
2006.
In
Q2
in2008.
The
real
GDP
rate
was
9.3
%.
The
GDP/inhabitant
indicator
also
recorded
a
(VS/2006/0347).
Retrieved
01.10.2008
from
hCp://www.reinoproject.eu/Reino. posiHve
development.
aspx?cat=201.
A2er
1990,
the
economic
structure
changed
significantly
with
a
shi2
from
industry
and
Startvækst.
Retrieved
01.10.2008
from
hCp://www.startvaekst.dk.
agriculture
to
services.
In
a
first
phase,
the
restructuring
of
industry
led
to
a
reducHon
in
its
contribuHon
to
a
GDP
growth
from
about
40%
in
1990
to
almost
27%
at
the
end
of
the
SkaCeministeriet.
Retrieved
01.10.2008
from
hCp://www.skm.dk/.
90’s.
A2er
2000,
the
structural
decline
was
halted,
and
the
contribuHon
industry
makes
to
GDP
growth
remained
at
a
constant
level.
These
changes
meant
substanHal
reducHons
in
StaHsHcs
Denmark.
Retrieved
01.10.2008
from
hCp://www.dst.dk/.
employment,
parHcularly
in
tradiHonal
heavy
industries,
such
as
steel,
chemicals
and
machine
producHon.
The
increase
in
the
Romanian
service
sector
is
comparable
with
other
modern
The
Global
CompeHHveness
Report
2008‐2009.
Retrieved
30.11.2008
from
hCp://www. economies,
and
the
figures
show
that
the
service
sector
has
increased
its
contribuHon
to
weforum.org/en/iniHaHves/gcp/Global%20CompeHHveness%20Report/index.htm GDP
growth,
from
26.5%
in
1990
to
48.3%
in
2005
(see
table
below).
54 55
8djcignGZedgih"I]ZH^ijVi^dc^cGdbVc^V 8djcignGZedgih"I]ZH^ijVi^dc^cGdbVc^V
HigjXijgZd[<9EWnHZXidgh The
share
of
outward
processing
trade
(OPT)
export
of
goods
is
high.
The
structure
of
exports
has
considerably
changed
in
recent
years,
with
OPT
from
the
light
industry
being
progressively
^c 2000 2001 2002 2003 2004* 2005** replaced
with
machinery
and
equipment.
The
majority
of
exports
are
in
low
and
medium
technology
products.
Some
progress
has
Gross
Added
Value,
of
which:
been
made
in
the
move
to
higher
value
added
products
and
services
(communicaHons,
Manufacturing 17.3 27.7 28.1 25.0 25.1 24.4
automoHve–
5.1%
of
total
in
2005,
electric
machinery
and
apparatus
–
5.1%).
Romania
Agriculture 11.1 13.3 11.4 11.6 12.8 8.9 imports
the
biggest
part
of
the
used
high
and
medium
technology
products.
Romanian
ConstrucHon 4.9 5.3 5.8 5.8 6.0 6.5 exports
remain
cost
compeHHve
rather
than
innovaHve
and
technologically
advanced.
Services 46.3 44.5 45.3 46.4 45.2 48.3
Other
Components 10.4 9.2 9.4 11.2 10.9 11.9 :cigZegZcZjg^Va9ViV
Gross
DomesHc
Product 100 100 100 100 100 100
Romania
does
not
have
a
tradiHon
of
entrepreneurship,
with
an
average
number
of
19
SMEs
*Semi‐definite
Data.
**Provisional
Data.
per
1,000
inhabitants,
which
is
three
Hmes
lower
than
in
the
EU‐15
(52
SMEs
per
1,000
Source:
Na9onal
Commission
for
Prognosis,
based
on
data
from
the
Na9onal
Ins9tute
of
Sta9s9cs
inhabitants).
The
number
of
unemployed
people,
defined
according
to
ILO
criteria,
followed
an
oscillatory
CjbWZgd[VXi^kZhbVaaVcYbZY^jbZciZgeg^hZh^c^cYjhign!XdchigjXi^dc!igVYZVc
trend,
reaching
641,000
persons
in
2007,
as
compared
to
704,000
persons
in
2005,
with
di]ZghZgk^XZh!WnVXi^k^ind[cVi^dcVaZXdcdbn
youth
(15
‐
24
years)
accounHng
for
30.7%.
The
men‘s
share
prevails
(62.2%
in
2007).
About
2005 2006 Sem.I
2007
1)
two
thirds
of
unemployed
people
reside
in
municipaliHes
and
towns
(65.8%
in
2007). Total 431135 459972 4988922
The
breakdown
of
employment
by
acHviHes
of
naHonal
economy
shows
that
during
recent
Mining
and
quarrying 642 707 493
years,
the
services
sector
showed
an
upward
trend,
with
employment
rising
from
37.5%
in
Manufacturing 56765 57835 44778
2005
to
39.1%
in
2007.
By
contrast,
the
agricultural
sector
recorded
a
decline,
the
share
of
Electric
an
thermal
energy,
gas
and
water 379 412 389
employed
people
decreasing
from
32.2%
in
2005
to
29.5%
in
2007.
Within
non‐agricultural
ConstrucHon 30204 35954 32365
branches
in
2007,
29.9%
of
employed
persons
worked
in
manufacturing,
17.5%
in
trade,
Wholesale
and
retail,
repair
and
maintencance
of
200246 205787 266902
10.3%
in
construcHon,
and
7.4%
in
transport,
storage,
and
communicaHons.
The
posiHve
motor‐vehicles
and
motorcycles
and
of
individual
economic
trends
are
represented
by
the
steady
increase
in
employment
within
the
private
and
household
appliances
sector,
from
76.6%
in
2005
to
79.3%
in
2007. Hotels
and
restaurants 19204 20554 16389
Transport,
storage
and
communicaHons 28810 31969 27493
Romania’s
foreign
trade
increased
significantly
as
the
economy
structure
was
modernised.
Real
estate
transacHons,
renHngs
and
service
74200 83828 94241
acHviHes
mainly
rendered
to
enterprises
During
2000‐2005,
exports
and
imports
increased
with
a
growth
rate
of
18.6%
and
21.9%
Other
aciHviHes
of
collecHve,
social,
and
personal
20685 22926 15872
respecHvely.
Two
thirds
of
foreign
trade
is
with
the
EU
member
states
(35.3
billion
EUR).
70%
services
of
the
EU
trade
was
done
with
four
countries,
namely
Italy,
Germany,
France,
and
the
UK.
Source:
Sta9s9cal
Abstract
–
Romania
in
Figures,
Na9onal
Ins9tute
of
Sta9s9cs
56 57
8djcignGZedgih"I]ZH^ijVi^dc^cGdbVc^V 8djcignGZedgih"I]ZH^ijVi^dc^cGdbVc^V
SMEs
as
employers
account
for
only
a
marginally
lower
proporHon
of
employees
in
Within
the
Leonardo
Business
Transfer
Programme,
mulHple
lobby
acHviHes
and
awareness
employment
than
the
European
average,
with
56.6%
in
Romania
in
2004
and
69.7%
in
the
acHons
were
conducted
by
SVASTA
Consult
within
the
networking
meeHngs
and
conferences
EU
in
2002.
However,
the
trend
of
employment
rate
in
SMEs
was
posiHve
during
the
periods
of
Romanian
AssociaHon
of
Management
Consultancies
(AMCOR),
within
the
former
in
2002‐2004
with
16.7%.
An
analysis
by
sectors
shows
that
the
producHvity
of
SMEs
acHve
NaHonal
Agency
for
Small
and
Medium
Sized
Enterprises
and
CooperaHves
–
Department
in
the
service
area
in
2004
was
EUR
36,863/employee,
EUR
17,303/employee
in
the
industry,
of
Technical
Assistance,
actual
Ministry
for
Small
and
Medium
–
Sized
Companies,
Trade,
EUR
18,964/employee
in
construcHons
and
EUR
18,445/employee
in
the
agriculture. Tourism
&
Liberal
Professions
(MSMEsCTTLP).
Fortunately,
our
efforts
were
kindly
supported
by
Ms.
Ileana
Modreanu,
a
top
decision
maker
within
the
above
menHoned
insHtuHon.
In
2004,
the
exports
of
the
SME
sector
amounted
to
EUR
6,754.8
million
in
value,
while
the
imports
reached
EUR
13,203.7
million.
Most
SMEs
made
small
investments.
Thus,
46.1%
So
far
the
results
are
as
follows:
of
the
SMEs
declared
to
have
made
small
investments
in
2004,
while
14.3%
of
them
made
1. Order
no.
722/30
May
2008
of
Ministry
for
SMEs
(MSMEsCTTLP)
referring
to
Support
bigger
investments.
The
analysis
by
sectors
of
acHvity
highlights
the
parHcular
situaHon
of
Program
of
Business
Transfer
in
Romania
–
budget
for
2008
–
50,000
EUR;
all
the
the
hotels
and
restaurants
sector
in
terms
of
investments.
The
share
of
small
investments
administraHve
costs
related
to
business
transfer
are
zero,
being
covered
from
this
made
by
hotels
and
restaurants
is
almost
twice
the
overall
average,
i.e.
73.3%.
In
fact,
this
program.
is
the
sector
with
the
largest
number
of
SMEs
which
made
big
investments
(25.3%).
In
the
2. Portal
for
business
entrepreneurs
–
www.esimplu.ro,
containing
a
benchmarking
for
transportaHon
and
telecommunicaHons
sector,
the
volume
of
small
investments
accounts
measuring
and
evaluaHon
of
the
SMEs
performances.
for
more
than
40%. Structural
Funds
support
for
Business
Transfer
allocated
by
Sectorial
OperaHonal
Program
for
Economic
CompeHHveness
to
Priority
Axe
1
–
elaboraHon
of
business
evaluaHon
and
7jh^cZhhIgVch[Zg>c^i^Vi^kZh^cGdbVc^V diagnosis
studies
for
business
transfer
–
grants
of
10,000
EUR,
70
%
co‐financing.
At present there are no organized marketplaces for the transfer of businesses in Romania. HdjgXZh/
Many
of
the
owner‐managers
of
the
companies
have
reached
the
age
where
they
are
StaHsHcal
Abstract
–
Romania
in
Figures,
NaHonal
InsHtute
of
StaHsHcs.
Retrieved
thinking
about
transferring
their
business.
More
than
11%
of
the
SMEs
are
owned
by
people
22.08.2008
from
www.insse.ro.
older
than
55,
but
the
owner
reaching
reHrement
age
is
not
the
only
reason
for
the
transfer
of
enterprises.
An
important
issue
of
business
transfers
is
to
preserve
tradiHonal
acHviHes,
Ministry
for
Small
and
Medium–Sized
Companies,
Trade,
Tourism
&
Liberal
Professions
especially
within
cra2s
and
co‐operaHves. (MSMEsCTTLP).
Retrieved
22.08.2008
from
www.mimmc.ro.
Organising
support
for
the
transfer
of
business
in
Romania
is
sHll
in
an
early
stage.
Some
Portal
for
business
entrepreneurs.
Retrieved
22.08.2008
from
www.esimplu.ro.
provisions
were
established
by
law
no.
346/2004
on
sHmulaHng
the
sePng‐up
and
development
of
SMEs,
which
took
into
account
the
European
Commission’s
recommendaHon
Romania
NaHonal
Development
Plan
2007
–
2013
of
1994
on
the
transfer
of
business
as
a
real
alternaHve
to
start‐up.
The
ulHmate
aim
of
the
programme
is
to
promote
economic
development
through
the
transfer
of
businesses
with
European
Commission
(2006).
Markets
for
business
transfer:
Fostering
Transparent
growth
potenHal
and
to
apply
the
tradiHonal
pracHces
and
ideas
from
the
founding
owners
marketplaces
for
the
transfer
of
businesses
in
Europe.
Brussels:
European
Commission.
to
a
new
generaHon
of
entrepreneurs.
58 59
8 d j c i g n G Z e d g i h " I ] Z H ^ i j V i ^ d c ^ c Ij g ` Z n 8 d j c i g n G Z e d g i h " I ] Z H ^ i j V i ^ d c ^ c Ij g ` Z n
J^[I_jkWj_ed_dJkha[o Succession
planning
is
important
for
any
business
to
survive
for
generaHons.
A
comprehensive
<jahV]D\joN^\^iWVh^ business
succession
plan
lays
the
foundaHon
for
a
smoother
transiHon
from
one
company
8GB8dchjai^c\ president
to
the
next.
In
Turkey,
business
transfer
is
more
common
among
the
family
members
when
the
SMEs
are
micro
companies
and
management
buy
in,
which
refers
to
<ZcZgVa9ZhXg^ei^dc external
persons
interested
in
taking
over
a
company,
is
more
common
when
the
company
is
bigger.
Management
buy
outs,
employees
within
the
company
interested
in
taking
over
Turkey
is
situated
in
south‐eastern
Europe
and
south‐western
Asia
(the
porHon
of
Turkey
the
company,
are
not
commonly
seen.
Management
buy
ins
are
seen
as
risky
because
there
west
of
the
Bosporus
is
geographically
part
of
Europe),
bordering
the
Black
Sea,
between
is
no
insHtuHon
controlling
the
debts
of
the
SMEs,
so
a
new
owner
might
have
the
risk
of
Bulgaria
and
Georgia,
and
bordering
the
Aegean
Sea
and
the
Mediterranean
Sea,
between
facing
the
debts
of
the
SME
a2er
the
SME
was
transferred
to
the
new
owner.
Furthermore,
Greece
and
Syria.
Its
capital
is
Ankara.
PopulaHon
numbers
approximately
71.9
million
in
Turkey,
there
are
many
SMEs
which
are
closed
down
when
another
job
is
taken.
inhabitants
on
an
area
of
770,760
km².
Training
and
consultancy
services
for
transfer
of
business
is
taken
as
an
issue
in
the
context
:Xdcdb^X:ck^gdcbZciVcY:cigZegZcZjg^Va9ViV of
trainings
of
insHtuHonalisaHon
of
family
firms
and
management
in
family
firms
due
to
the
fact
that
transfer
of
business
is
more
commonly
seen
in
family
firms.
Owing
to
their
number
and
the
large
share
of
the
workforce
they
employ,
small
and
medium‐ Business
Transfer
IniHaHves
in
Turkey
sized
enterprises
(SMEs)
play
an
important
role
in
the
Turkish
economy.
SMEs
represent
99%
of
the
total
companies
and
keep
75%
of
employment,
and
46%
of
business
turnover
in
Turkey.
In
Turkey
there
is
no
database
which
brings
together
owners
of
the
SMEs
who
would
like
EsHmates
vary,
but
it
is
certain
that
SMEs
account
for
an
enormous
amount
of
the
Turkish
to
transfer
their
business
and
people
who
would
like
to
take
over.
The
owners
of
the
micro
economy,
keeping
between
95%
and
99%
of
Turkish
businesses,
according
to
analysts. SMEs
who
would
like
to
transfer
their
business
make
announcements
in
local
and/or
naHonal
There
are
around
four
million
businesses,
called
micro‐SMEs,
which
have
between
one
and
newspapers
or
put
announcements
in
their
shop
windows
showing
that
the
shop
is
for
sale
ten
employees
registered
with
the
Tradesmen‘s
and
ArHsans‘
ConfederaHon.
In
addiHon,
to
business
successors.
official
documents
say
that
in
Turkey
the
number
of
unregistered
of
informal
businesses
lies
anywhere
between
500,000
to
eight
million.
At
the
start
of
the
decade,
the
NaHonal
Report
At
present
no
reliable
data
on
the
transfer
of
business
is
available
in
Turkey.
It
would
be
on
Sustainable
Development
esHmated
there
were
over
six
million
people
working
in
the
important
to
collect
informaHon
about
the
reasons
for
the
transfer
of
business,
such
as
country‘s
unregistered
SME
sector. changing
markets;
new
products
or
distribuHon
channels;
incidents
such
as
death,
illness,
divorce
and
personnel
decisions,
change
of
profession,
and
reHrement,
and
to
perform
a
The
Turkish
SME‘s
average
profile
is
different
from
SMEs
in
the
EU,
and
their
average
detailed
analysis
in
this
area
in
order
to
shape
a
development
strategy
for
SMEs.
workforce
and
turnover
are
much
smaller
than
among
other
OECD
countries.
They
are
well
behind
in
terms
of
know‐how,
skill
levels,
capital
investment
to
support
their
acHviHes
i.e.
In
2004,
KOSGEB
(Small
and
Medium
Industry
Development
OrganizaHon)
conducted
a
training,
and
access
and
ability
to
take
advantage
of
modern
technologies,
especially
in
the
survey
on
the
situaHon
of
Turkish
SMEs,
which
included
some
business
transfer
indicators.
informaHon
and
communicaHons
fields.
As
in
most
other
countries,
they
find
it
difficult
to
The
informaHon
obtained
from
approximately
43,000
SMEs,
which
account
for
one
fi2h
of
all
obtain
financing.
For
many
years
the
government
authoriHes
have
carried
out
a
wide
variety
Turkish
SMEs,
confirmed
that
15,000
SMEs
had
been
transferred;
most
of
which
were
family
of
programmes
to
support
these
enterprises. businesses.
In
Turkey
reHrement
is
not
the
main
reason
for
business
transfer.
Other
reasons
60 61
8djcignGZedgih"I]ZH^ijVi^dc^cGdbVc^V GdjcY"jed[i]ZH^ijVi^dc
are
equally
important
and
should
be
addressed
in
order
to
prevent
unnecessary
business
HekdZ#kfe\j^[I_jkWj_ed
closures
in
the
SME
sector.
Considering
the
situaHon
in
different
European
countries,
some
of
which
have
been
In
Turkey
there
are
no
organized
marketplaces
at
present,
but
there
are
some
iniHaHves
to
presented
above,
and
the
pan‐European
iniHaHves,
we
can
conclude
that,
while
the
problem
set
up
databases
of
buyers
and
sellers
and
to
create
a
NaHonal
Business
Transfer
Centre.
of
unsuccessful
business
succession
and
the
connected
high
cost
has
been
noHced
on
an
The
NaHonal
StaHsHcal
InsHtute
has
completed
the
creaHon
of
Business
Record
Systems
European
level,
there
is
sHll
only
a
small
degree
of
awareness
and
correspondingly
much
of
Turkey
in
accordance
with
EU
norms.
In
2006,
a
new
common
project
with
the
EU
on
too
liCle
effort
on
naHonal
and
regional
levels.
At
first
union‐wide
iniHaHves
were
launched.
business
demography
was
launched
and
business
transfer
indicators
will
become
a
part
of
However,
none
of
these
iniHaHves
seemed
to
have
profound
impact
on
regional
level.
Mostly
the
record
system.
In
addiHon,
some
business
transfer
indicators
have
been
introduced
into
naHonal
and
regional
authoriHes
do
not
assign
high
levels
of
priority
to
solve
problems
of
the
KOSGEB’s
SME
database.
It
is
planned
to
iniHate
a
naHonal
host
database
for
buyers
and
business
succession
or
to
support
the
process
with
easily
available
experts
and
trainings.
sellers
at
KOSGEB. Yet,
the
amount
of
money
that
could
be
saved
and
the
number
of
jobs
that
could
be
rescued
is
enormous.
Although
exisHng
iniHaHves
are
manifold
and
show
very
different
degrees
of
In
2005,
KOSGEB
prepared
a
project
proposal
for
submission
to
the
EU
Financial
CooperaHon
success,
they
rarely
offer
complete
knowledge
and
support
needed
from
one
source.
The
Fund
to
create
the
NaHonal
Business
Transfer
Centre
for
providing
and
coordinaHng
development
of
a
new
European
training
and
consulHng
programme
including
the
necessary
informaHon,
creaHng
a
contact
mediaHon
system
for
buyers‐sellers,
collecHng
data
on
tools
for
screening
and
planning
and
the
corresponding
project
applicaHon
was
a
logical
transfer
of
businesses,
and
also
sHmulaHng
cooperaHon
with
the
EU
by
linking
up
exisHng
step
into
the
direcHon
of
solving
the
problem.
Even
though
the
project
proved
to
be
very
EU
databases.
This
proposal
was
discussed
in
the
2006
annual
programme
and
evaluated
in
successful
as
the
trainees
provided
excellent
feedback
and
a
number
of
trainings
will
most
the
2007
programme.
Studies
about
KOSGEB
Business
Transfer
Centre
have
been
conHnuing
probably
conHnue
to
use
the
developed
material
a2er
the
end
of
the
project,
there
is
sHll
a
in
Turkey. dire
need
for
more
awareness
raising
acHviHes
on
all
levels.
Mostly
successors
are
not
aware
of
the
problems
and
dangers
connected
to
transferring
a
business,
which
sHll
o2en
leads
to
GZ[ZgZcXZh/ disaster.
Turkey
(official
webpage).
Retrieved
1.08.2008,
from
hCp://www.kosgeb.gov.tr/.
62 63
I]Z7IEEgd_ZXi I]Z7IEEgd_ZXi
J^[8JFFhe`[Yj partners.
6cYgZVAVc\ The
reasons
for
the
trial
run
in
the
countries
menHoned
above
were
the
different
condiHons
W^ibVcV\ZbZci7ZgVijc\<bW= with
regard
to
the
topic
of
business
succession/transfer
in
the
partner
countries
(learning
from
best
pracHces
in
countries
where
this
topic
is
already
more
emphasised),
the
organisaHonal
Egd_ZXi9ZhXg^ei^dc prerequisites
to
carry
out
a
test
run
and
to
guarantee
two
successful
trainings
with
enough
parHcipants.
At
the
European
level,
many
small
and
medium
sized
companies
will
have
to
face
a
transfer
of
ownership
within
the
next
decade.
As
measures
to
facilitate
the
business
transfer
and
the
The
training
was
designed
on
a
modular
basis
and
combined
different
teaching
and
studying
consciousness
for
long‐term
planning
are
sHll
lacking,
the
development
of
improvements
in
methods,
such
as
face‐to‐face,
use
of
an
e‐learning
plaxorm,
peer
group
learning,
and
the
framework
condiHons
for
SMEs,
amongst
others
business
transfers,
would
be
helpful.
self
study
by
delivering
a
transfer
plan
and
describing
the
imminent
transfer
process.
The
Examples
of
such
measures
would
be
steps
to
raise
awareness,
to
increase
transparency
curriculum
itself,
as
will
be
shown
in
the
later
secHons,
originally
consisted
of
six
modules:
and
improve
entrepreneurial
educaHon,
to
ensure
that
training
insHtuHons
deliver
an
° legal
aspects
of
the
take‐over
process
adequate
supply
of
skills
adapted
to
the
needs
of
SMEs,
and
to
provide
lifeHme
training
° financing
and
recapitalisaHon
programmes.
The
iniHal
moHvaHon
for
the
project
“Business
Transfer
Programme
(BTP)”
was
° analysis
and
valuaHon
of
the
business
(due
diligence)
the
development
and
implementaHon
of
further
measures
to
facilitate
business
succession
° markeHng
and
transfer
in
Europe
and
to
raise
awareness
about
this
topic
especially
in
the
involved
° social
skills
project
partner
countries.
° human
resource
management
<ZcZgVaDW_ZXi^kZh '#9ZkZadebZcid[HXgZZc^c\Idda
The
development
of
the
curriculum
was
accompanied
by
the
design
of
a
specific
on‐line
tool
	ZkZadebZcid[VIV^adg"bVYZIgV^c^c\Egd\gVbbZ tailored
to
facilitate
the
take‐over
process.
The
structure
of
the
Screening
Tool
is
oriented
The
primary
goal
of
this
project
was
the
development
of
a
tailor‐made
training
for
successors
to
the
main
training
modules
and
is
based
on
standardised
quesHonnaires
on
the
legal,
and
transferors
in
combinaHon
with
a
technical
aid,
the
Screening
Tool.
The
course
was
economic
(finance,
analysis,
markeHng,
human
resources,
locaHon),
and
technical
situaHon
designed
as
an
integral
concept
for
business
succession
and
includes
technical
details
of
the
transferred
company.
connected
with
handing
over
a
business
as
well
as
aspects
of
enterprise
leadership.
The
The
tool
enables
a
first
evaluaHon
of
the
take‐over
business
from
the
economic
point
of
training
is
not
oriented
toward
new
founders/start‐ups
because
a
transfer
process
requires
view
and
contributes
to
increasing
the
necessary
entrepreneurial
transfer‐informaHon.
It
a
variety
of
long‐term
and
strategic
planning
as
well
as
arrangements
which
must
be
made
is
a
highly
innovaHve
technical
instrument
for
successors,
transferors,
and
management
early
to
guarantee
its
success
and
is
not
comparable
with
the
foundaHon
of
an
enterprise.
consultants
that
supports
the
business
transfer
process.
On
the
basis
of
an
extensive
literature
research
and
a
broad
survey
of
successors/transferors
(#9ZkZadebZcid[VHjhiV^cVWaZ>beaZbZciVi^dc8dcXZei
in
all
seven
partner
countries,
a
dra2
curriculum
was
developed.
A2er
a
trial
run
had
been
Apart
from
the
design
of
the
curriculum
and
Screening
Tool,
a
specific
concept
was
developed
carried
out
in
two
countries,
namely
trans‐naHonally
in
Austria/Germany
and
in
Italy,
the
that
allows
as
many
training
insHtuHons
as
possible
to
use
and
implement
the
curriculum
curriculum
was
adapted
according
to
the
feedback
from
parHcipants,
training
staff,
the
which
ensures
that
the
target
groups
benefit
from
the
curriculum
and
Screening
Tool.
In
order
summarised
evaluaHon
results,
and
the
constant
exchange
of
experience
among
the
project
to
achieve
this
goal,
the
training
programme
was
standardised
in
as
many
characterisHcs
64 65
I]Z7IEEgd_ZXi I]Z7IEEgd_ZXi
as
possible,
whereas
for
special
modules,
e.g.
law/legal
aspects
and
finance
(different
IVg\Zi<gdjeh
funding
systems
in
the
countries),
local
adaptaHons
were
allowed.
These
standardisaHon
efforts
included
the
uniform
curriculum
and
course
contents,
technical
requirements
(e‐ As
a
business
succession/transfer
means
a
deep
cut
into
exisHng
business
structures,
this
learning
plaxorm
and
Screening
tool),
and
a
uniform
Hme
schedule
for
the
face‐to‐face
process
needs
to
be
well
prepared
and
planned.
The
main
target
group
are
“business
training.
A2er
fine‐tuning
the
curriculum
(feedback
and
adaptaHon
phase),
the
training
successors”
divided
into
the
following
three
main
sub‐groups:
programme
and
screening
can
now
be
offered
by
vocaHonal
training
providers
and
the
laCer
° Family
members,
because
more
and
more
businesses
are
being
transferred
to
non‐
by
management
consultants
who
obtain
permission
through
the
BTP
consorHum.
In
order
to
family
persons
offer
the
curriculum,
the
capacity
and
resources
to
deliver
the
content
at
the
quality
defined
° Management
buy
out:
employees
who
take
over
a
company
by
the
project
consorHum
must
be
available.
The
exisHng
e‐learning
plaxorm
is
constantly
° Management
buy
in:
external
persons
who
want
to
take
over
an
exisHng
business
being
updated,
and
both,
the
learning
plaxorm
and
Screening
Tool,
can
be
used
by
new
parHcipants.
This
provides
a
good
opportunity
to
build
a
community
of
parHcipants
from
It
has
to
be
noted
that,
since
the
project
applicaHon
phase,
the
project
consorHum
has
different
countries
by
facilitaHng
the
sharing
of
their
experHse.
focussed
solely
on
business
successors
and
transferors
because
exisHng
trainings
and
consultaHon
are
targeted
at
founders
and
not
on
successors.
The
main
emphasis
regarding
)#8Zgi^ÒXVi^dc8dcXZei the
content
of
exisHng
trainings
is
on
general
business
economic
bases,
such
as
markeHng,
Apart
from
delivering
valuable
content
and
knowledge,
the
project
consorHum
tried
to
accounHng,
costs/turnover
calculaHon,
and
social
factors
as
well
as
sales
strategies
and
provide
maximum
value
to
the
parHcipants
in
the
training
programme.
Based
on
the
acquisiHon.
This
basic
knowledge
is
considered
to
be
the
basis
for
the
business
successors/
experience
of
the
consorHum,
internaHonal
recogniHon
gives
a
high
value
to
the
programme
transferors
and
for
the
business
transfer
training
combined
with
the
screening
tool.
itself.
The
consorHum
agreed
on
a
European
diploma/cerHficate
based
on
a
certain
amount
of
compulsory
aCendance
during
the
presence
block,
a
certain
amount
of
e‐learning
and
self‐study
hours
and
Hme
for
the
final
transfer
plan,
and
the
final
evaluaHon
of
the
transfer
plan
by
the
external
succession/transfer
expert.
Through
the
trial
run
in
two
partner
countries,
namely
trans‐naHonally
in
Austria/Germany
and
in
Italy,
the
curriculum
was
tested
for
pracHcal
implementaHon.
Furthermore,
the
training
was
adapted
and
further
developed
during
and
a2er
the
test
runs
in
order
to
have
a
European‐wide,
standardised
diploma‐course
that
can
be
offered
in
the
training
programme
of
the
project
partners.
Due
to
cooperaHon
with
training
insHtuHons
and
chambers
of
commerce
during
and
a2er
the
end
of
the
project,
the
sustainability
of
the
project
results
is
assured.
66 67
7IE9^YVXi^XVa8dcXZei 7IE9^YVXi^XVa8dcXZei
8JF:_ZWYj_YWb9edY[fj The
developed
curriculum
and
Screening
Tool
can
be
applied
in
different
European
countries.
GjeZgi7Z^c]VjZg!I]dbVhHX]bVaoZg Since
the
content
and
the
expected
outcomes
are
well
defined,
it
can
be
offered
by
training
;=?D6CC:JB<ZhZaahX]V[ibW= insHtutes
that
have
the
resources
and
knowledge
to
meet
the
BTP
requirements.
In
the
context
of
the
pilot
project,
the
curriculum
was
twice
carried
out
as
a
test
run.
It
was
shown
that
the
training
programme
was
highly
successfully,
which
can
be
seen
through
the
highly
posiHve
The
innovaHve
training
concept
of
the
Business
Transfer
Programme
is
a
broad,
modern,
feedback
of
the
course
parHcipants.
However,
it
had
to
be
adapted
and
further
improved
blended
learning
concept.
Methods,
like
self‐directed
learning,
face‐to‐face
training,
and
e‐ on
the
basis
of
the
gathered
feedback.
Finally,
a
highly
innovaHve
training
programme
can
learning,
individual
coaching,
and
learning
from
experience
are
combined.
The
development
be
offered
throughout
Europe
either
in
combinaHon
with
the
Screening
Tool
or
separately,
of
the
BTP
curriculum
was
based
on
a
standardised
applicaHon
in
different
European
which
guarantees
the
sustainability
of
the
achieved
project
results.
countries.
DkZgk^Zl
This
training
programme
is
designed
as
an
integrated
soluHon
combining
the
process
of
consulHng,
training,
and
experience
exchange
in
a
single,
integrated
approach
that
takes
Chart
1
gives
a
comprehensive
overview
of
the
suggested
learning
path
within
the
BTP
into
account
the
fact
that
successors
can
usually
provide
only
limited
resources
in
terms
training
programme.
The
presence
blocks
contained
in
the
training
are
complemented
by
of
presence
Hme
for
training.
For
this
reason
as
well
as
for
methodological
purposes,
the
e‐learning
elements,
self
study
phases,
and
problem
based
work
in
which
strong
interacHon
programme
employs
a
blended
learning
approach
incorporaHng
presence
learning
with
between
parHcipants
and
trainers/consultants
is
fostered
to
develop
independent
skills
selected
features
of
e‐learning
under
the
umbrella
of
a
specifically
designed
learning
path.
in
working
individually
on
the
respecHve
succession
plan.
Throughout
the
whole
period,
This
learning
path
was
set
up
by
experts
of
the
consorHum
working
together
to
deliver
state
evaluaHon
and
monitoring
tools
check
for
progress
of
the
parHcipants.
All
these
elements
of
the
art
content
using
contemporary
best
pracHce
techniques
in
vocaHonal
educaHon.
consHtute
a
blended
learning
approach
which
is
based
on
equal
raHos
of
group
meeHngs,
individual
counselling.
and
self
paced
training.
The
blended
learning
concept
enables
learning
in
large
groups,
small
teams,
or
individually
The
suggested
learning
path
can
easily
be
modified
by
removing
or
adding
elements
and
in
a
self‐directed
way.
The
mode,
Hme,
and
place
can
be
chosen
by
parHcipants
themselves,
modules,
though
that
method
is
recommended
for
experienced
professionals
only.
and
they
are
empowered
to
follow
their
individual
learning
approach.
To
reach
this
level
of
self‐organised
learning,
parHcipants
are
familiarised
with
these
different
learning
methods
at
The
BTP
consists
of
two
main
paths:
the
beginning
of
the
training
through
an
introductory
session.
1. Individual
path,
which
includes
the
individual
succession
plan,
consulHng
sessions
and
In
total
BTP
was
developed
in
a
modular
fashion.
Each
of
the
BTP
modules
can
be
included
self
paced
training
using
the
e‐learning
elements.
in
individual
training
paths,
but
there
is
no
need
to
include
all
of
them
or
to
use
them
in
2. Group
path,
which
includes
group
trainings
in
face
to
face
sessions.
always
the
same
fashion.
The
material
is
designed
to
allow
for
easy
adaptaHon
for
different
programmes
which
are
already
in
use.
In
addiHon
to
material
for
face
to
face
lectures
and
The
BTP
Training
Modules
provide
elements
for
each
of
these
paths.
The
combinaHon
of
the
individual
consulHng
sessions,
e‐learning
elements,
problem
based
exercises,
and
self
study
individual
succession
plan,
consulHng
and
group
trainings
will
form
the
complete
learning
material
form
an
integral
part
of
the
training.
path
for
each
parHcipant.
68 69
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8]Vgi&
Even
before
the
beginning
of
the
actual
training
potenHal
parHcipants
receive
an
introducHon
"$
%
##"
to
BTP
via
different
informaHon
channels)
it
is
essenHal
for
moHvaHonal
purposes
that
they
understand
why
they
should
partake
in
BTP
and
support
the
aims
of
the
programme.
The
$$
"
""
programme
starts
with
an
introducHon
or
orientaHon
session
providing
parHcipants
with
Pre Training Phase Training Units
all
necessary
informaHon
about
the
BTP
materials,
the
methodology
employed,
the
goals
and
content
of
the
training,
the
Hmeline,
expected
results,
administraHve
issues
as
well
as
introducing
the
trainer/consultant.
This
phase
uses
the
same
approach
as
the
whole
$
"!" "
""
$ #
"
"
""
" "
"
programme
by
integraHng
online
materials
as
well
as
presence
parts.
:"AZVgc^c\$HZa["hijYn$HjeZgk^h^dc
In
part
parallel
to
the
informaHon
phase,
parHcipants
are
provided
with
introductory
content
E-Learning - Self Study
via
the
webpage.
For
parHcipants
who
cannot
use
this
media
due
to
a
lack
of
computer
knowledge
or
lack
of
equipment,
computer
access
is
available
at
the
training
facility,
though
this
did
not
prove
necessary.
This
marks
the
beginning
of
the
e‐learning,
self‐study,
and
communicaHon
and
supervision
phases
of
the
training.
These
phases
are
summarized
in
The
trainings
following
the
informaHon
block
are
focused
on
face
to
face
experience
one
online
block
lasHng
throughout
the
training
programme.
Each
module
has
a
defined
set
exchange
and
knowledge
transfer.
AddiHonal
elements
used
were
content
delivery
through
of
preliminary
materials,
supporHve
material,
and
links
to
external
sources
contribuHng
to
lectures,
small
group
work,
independent
work
on
assignments,
coaching
and
supervision
building
basic
knowledge
and
experHse
in
each
module
necessary
for
the
opHmal
use
of
Hme
through
trainers,
quesHon
and
answer
sessions,
group
discussions
as
well
as
work
on
case
during
the
subsequent
group
trainings.
All
BTP
material
was
available
via
the
online
plaxorm,
studies.
Depending
on
the
Hme
available,
on
the
methods
already
in
use
and
on
the
wishes
reading
materials
and
supporHve
material
were
either
available
for
download
and
ready
for
of
trainers
and
parHcipants,
each
of
the
modules
can
be
included
singularly
or
the
whole
print
out
(if
not
copyrighted)
or
as
reference.
Material
presented
in
face
to
face
sessions
was
programme
can
be
used
to
provide
the
training.
BTP
tries
to
cover
all
(or
at
least
most
of)
also
available
as
PowerPoint
on
the
plaxorm
to
provide
the
chance
to
catch
up
on
a
topic
the
topics
possibly
relevant
for
the
parHcipants,
but
experienced
trainers
and
consultants
if
a
session
was
missed.
CommunicaHon
with
the
trainers
was
possible
face
to
face
at
the
will
o2en
need
to
include
addiHonal
elements
for
best
results.
With
its
modular
structure,
meeHngs
but
also
per
email
and
forums.
BTP
encourages
this.
Group
trainings
form
an
integral
part
of
the
learning
path
by
providing
opportuniHes
and
learning
experiences
almost
impossible
to
deliver
in
the
same
quality
in
<gdjeIgV^c^c\h
online
courses.
The
strong
commitment
of
this
training
programme
for
presence
training
is
mirrored
in
the
amount
of
Hme
suggested
for
group
trainings.
This
phase
opHmally
is
In
addiHon
to
online
collaboraHon
and
e‐content
delivery,
the
BTP
training
programme
supplemented
by
the
material
provided
but
leaves
enough
Hme
for
parHcipants
to
work
fostered
direct
face
to
face
group
work.
In
total
the
presence
blocks
covers
60
group
training
on
selected
topics
themselves.
Details
on
contents
for
each
module
are
presented
in
the
units.
follwing
secHons.
70 71
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>cY^k^YjVaHjXXZhh^dcEaVc E^adiIgV^c^c\Ä6jhig^V
6cYgZVAVc\
A
part
of
the
BTP
training
programme
is
dedicated
to
independently
creaHng
and
individually
W^ibVcV\ZbZci7ZgVijc\<bW=
working
on
a
specific
succession
plan
which
is
set
up
together
with
the
consultant
using
the
screening
tool
described
above.
The
schedule
of
the
whole
programme
leaves
enough
The
primary
goal
of
the
BTP
project
was
the
development
of
a
tailor‐made
training
for
Hme
to
allow
for
assignments
and
pracHcal
work
on
the
succession
plan.
It
will
be
used
to
successors
and
transferors
combined
with
a
technical
aid,
the
online
Screening
Tool.
Two
trial
specifically
meet
the
needs
communicated
through
the
parHcipants
in
the
course
of
their
runs
were
carried
out,
one
in
Graz/Austria
and
one
in
Vicenza/Italy
to
test
the
curriculum
individual
consulHng
sessions.
trans‐naHonally
and
to
get
the
necessary
informaHon
for
the
final
set‐up
of
the
training
on
In
its
main
purpose,
the
acHon
plan
serves
the
need
to
define
personal
aims
and
a
stepwise
European
level.
approach
for
reaching
them.
This
ensures
a
structured
way
for
progress
for
the
parHcipants
and
allows
for
an
easy
check
up
of
success
and,
therefore,
raises
quality
considerably.
The
As
a
business
succession
means
a
deep
cut
into
the
whole
structure
of
the
business,
legal
acHon
plan
is
conHnuously
updated
and
refined,
each
acHvity
set
will
be
checked
for
success
quesHons
(succession,
labour,
and
corporaHon
law),
liability,
tax‐based,
and
personal
in
due
Hme.
This
is
a
very
important
element
of
BTP.
This
individual
plan
is
the
backbone
of
quesHons
are
raised.
According
to
research
acHviHes
of
the
project
consorHum,
business
the
training
and
serves
as
the
main
moHvaHonal
tool
for
the
parHcipant.
In
this
respect
the
successions/transfers
very
o2en
take
place
much
too
hasHly,
and
the
consequences
have
not
group
meeHngs
serve
as
ideal
forum
to
discuss
ideas
and
suggesHons
with
trainers
and
other
been
reflected
sufficiently.
Furthermore
it
has
to
be
menHoned
that
a
business
take‐over
is
parHcipants.
more
complex
compared
to
a
business
foundaHon
because
of
an
already
exisHng
business
structure
with
employees,
extant
technical
infrastructure,
necessary
modernisaHon
and
:ÄXdciZci recapitalisaHon
measures,
and
a
variety
of
exisHng
legal
relaHonships.
Therefore
different
quesHons
are
relevant
for
the
transfer
process
compared
with
business
start‐ups,
and
the
The
key
reason
for
integraHng
e‐content
elements
in
the
curriculum
is
a
methodological
developed
training
has
to
be
delimited
from
already
exisHng
trainings
for
start‐ups.
one.
In
order
to
opHmise
the
learning
process
and
successfully
conclude
the
BTP
training
programme,
self
study
and
self
moHvaHon
is
as
important
as
the
parHcipaHon
in
group
The
trial
training
contributed
to
an
ideal
preparaHon
of
the
business
succession
process
and
meeHngs
or
consulHng
sessions.
Equally
valuable
as
the
presence
meeHngs,
also
e‐learning
helped
to
balance
the
exisHng
lack
of
knowledge
concerning
business
succession/transfer.
elements,
available
throughout
the
training
programme,
are
essenHal
for
providing
a
It
combined
business
economic
know‐how
(legal
aspects,
taxaHon)
so‐called
“hard
facts”
conHnuous
source
of
material
which
enables
the
parHcipants
to
work
on
their
individual
with
social
aspects
like
communicaHon
and
negoHaHon
skills
so‐called
“so2
facts”
because
succession
plan
or
to
simply
deepen
their
knowledge
on
newly
learned
contents.
It
is
also
both,
hard
facts
and
so2
facts,
are
the
basis
for
a
solid
enterprise
leadership.
The
training
was
the
only
way
to
provide
parts
of
the
possibiliHes
to
those
who
cannot
parHcipate
in
group
adjusted
to
the
concrete
situaHon
of
business
successors
and
specialised
knowledge
for
the
meeHngs. upcoming
business
hand‐over
take‐over
was
imparted.
In
addiHon
the
necessity
of
e–content
elements
stems
from
the
constraints
in
terms
of
Hme
and
mobility
as
training
programmes
are
not
limitless
in
their
available
resources.
For
these
The
training
was
based
on
the
following
modules,
which
were
the
same
in
Graz
and
Vicenza
two
reasons,
one
methodological
and
the
other
pracHcal,
BTP
employs
a
blended
learning
but
were
adapted
to
regional
or
naHonal
condiHons
or
framework
condiHons:
approach
in
which
the
main
element
is
face
to
face
training,
which
can
easily
be
supplemented
° Finance
by
addiHonal
online
material
depending
on
the
parHcipants‘
needs
and
wishes.
F_bejJhW_d_d]i
72 73
E ^ a d i Ig V ^ c ^ c \ h " 6 j h i g ^ V E ^ a d i Ig V ^ c ^ c \ h " 6 j h i g ^ V
° Legal
aspects
for
parHcipants,
trainers,
project
members,
secondly
an
area
for
FAQ’s,
and,
thirdly,
a
° Business
analysis restricted
download
area
for
the
training
material.
° MarkeHng
° So2
skills ° Working
independently
in
peer
groups
between
the
modules
° Human
resource
management The
course
parHcipants
were
invited
to
organise
themselves
in
peer
groups
between
the
modules
to
exercise
and
apply
the
theoreHcal
knowledge
to
support
team
work
as
well
The
pilot
training
was
carried
out
at
both
locaHons
as
a
comprehensive
modern
blended
as
the
social
competence
of
the
parHcipants
through
further
group
work.
learning
concept
and
integrated
the
following
methods:
° Support
through
an
external
succession/transfer
expert
° Face
to
face
training During
the
whole
training,
the
parHcipants
were
accompanied
by
a
succession
expert
As
agreed
with
the
partner
in
Vicenza,
five
presence
blocks
were
planned
and
carried
out
through
personal
meeHngs
and
e‐coaching.
The
expert
held
the
introductory
session,
to
impart
the
main
contents
of
the
basic
modules.
Within
the
presence
days,
predefined
the
interims,
and
closing
feedback
and
supported
the
parHcipants
in
the
establishment
work
tasks
and
pracHce
examples
were
solved
together.
Learning
material
as
scripts,
of
their
transfer
plan
and
in
the
use
of
the
Screening
Tool.
check‐lists,
case
studies,
and
transfer
plan
supported
the
presence
blocks.
Summing
up
the
combinaHon
of
the
different
learning
and
didacHcal
methods
during
the
° E‐learning course
period
offered
the
business
successors
a
new
and
innovaHve
training
as
preparaHon
AddiHonally
to
the
presence
blocks,
e‐learning
was
used
as
a
supplementary
studying/ for
the
succession
process.
teaching
method
and
allowed
the
course
parHcipants
to
work
on
the
training
contents
on
their
own
independently
of
the
locaHon.
Already
imparted
knowledge
in
the
presence
blocks
could
be
repeated
and
pracHced.
Details
of
the
Pilot
Training
in
Graz
The
training
was
divided
into
five
presence
blocks
for
which
the
dates
were
already
fixed
in
° Project
oriented
work
in
simulaHons
under
the
use
of
the
Screening
Tool the
partner
meeHng
in
Vicenza
in
October
2007
and
lasted
from
February
unHl
June
2008.
The
AddiHonally
to
the
training,
an
online
tool
was
developed
that
allowed
the
course
trainings
in
Graz
and
Vicenza
were
carried
out
one
a2er
the
other
to
exchange
experiences
parHcipants
to
simulate
their
own
follow‐up
situaHon
several
Hmes.
ParHcipants
worked
between
the
different
countries
during
the
two
trial
runs.
out
possible
concepts
for
their
business
succession,
from
a
best
case
to
a
worst
case
The
training
was
free
of
charge
for
the
course
parHcipants
because
the
project
was
funded
by
scenario
based
on
their
own
experiences,
the
imparted
knowledge
by
the
lecturer,
self
the
European
Commission.
In
order
to
find
enough
parHcipants
in
our
target
group
and
target
study,
and
experience
exchange/discussion
with
other
course
parHcipants.
sectors,
the
promoHon
of
the
training
was
very
extensive
The
first
block
had
to
be
shi2ed
from
the
beginning
of
February
unHl
the
end
of
February
because
of
too
few
parHcipants.
° Learning
plaxorm A2er
various
press
releases
in
local
newspapers,
personal
contact
to
colleagues
from
the
In
the
partner
meeHng
in
Vicenza,
the
implementaHon
of
a
learning
plaxorm
on
the
start‐up
programme,
arHcles
in
the
employers‘
newspaper
of
the
Chamber
of
Commerce,
BTP
websiten
was
agreed
on.
The
installed
plaxorm
complemented
the
presence
announcing
of
the
training
on
the
bit‐website
and
websites
of
insHtuHons
close
to
start‐ups
blocks
and
supported
further
networking
of
the
parHcipants.
Two
learning
plaxorms
and
successors/transferors
(among
others
Follow
me,
GründerInnenzentrum,
IFUB…),
and
were
set
up:
one
for
Graz
and
one
for
Vicenza
because
the
trainings
were
held
in
the
the
support
of
the
training
staff,
finally
20
people
applied
for
the
pilot
training
in
Graz.
naHonal
languages.
Each
plaxorm
was
divided
into
three
parts:
first,
a
discussion
forum
74 75
E ^ a d i Ig V ^ c ^ c \ h " 6 j h i g ^ V E ^ a d i Ig V ^ c ^ c \ h " 6 j h i g ^ V
Introductory
Session Module
Legal
Aspects
The
training
started
with
the
introducHon
session
on
29
of
February
2008
and
was
opened
Joachim
Janezic,
a
self‐employed
lawyer,
instructed
this
module.
He
had
various
publicaHons
by
the
project
contractor
bit
management
(Thomas
Wychodil,
Andrea
Lang,
and
Manuela
includingone
on
the
topic
of
business
succession.
As
a
member
and
founder
member
in
Ortner‐Arch)
and
the
project
partners
FH
Joanneum
(Thomas
Schmalzer)
and
UBIT/Chamber
various
naHonal
and
internaHonal
lawyers’
offices
and
his
experiences
with
his
own
company,
of
Commerce
(DI
Heinz
Michalitsch).
The
project
background
and
objecHves
were
introduced
he
could
give
very
useful
advice
to
the
course
parHcipants
related
to
pracHce
and
small
and
as
well
as
the
upcoming
training
and
the
Screening
Tool.
A2erwards
the
external
expert,
medium
sized
companies.
Birgit
Mayer
conHnued
to
introduce
the
external
accompanying
process
for
the
whole
pilot
training
especially
the
personal
and
e‐coaching,
the
addiHonal
support
for
the
business
Module
Analysis
transfer
plan,
and
the
Screening
Tool.
Gregor
Reautschnig
is
a
tax
consultant
and
an
instructor
at
university
and
imparted
pracHcal
oriented
knowledge
on
the
topic
of
company
evaluaHon
and
due
diligence
and
enabled
the
The
following
chart
shows
the
Hme
schedule
and
the
division
of
modules/topics,
for
the
parHcipants;
addiHonal
to
the
Screening
Tool
and
the
benchmark
data
base;
to
carry
out
training
in
Graz
and
Vicenza: a
company’s
quick
check
with
five
management
raHos.
This
is
the
training’s
core
module
because
the
evaluaHon
process
delivers
necessary
informaHon,
to
find
out
if
an
exisHng
Module Presence
E‐Learning Self‐Study Establishment
total company
is
worth
taking
over.
Units transfer‐plan
/
Self
studies Module
Marke,ng
Michaela
Jentl
is
the
product
manager
in
a
big
internaHonal
company
in
Austria
and
a
self
employed
trainer
for
markeHng‐controlling,
strategy
development,
communicaHon,
and
INTRODUTION 2
trainings
for
start‐ups.
She
inspired
the
course
parHcipants
through
her
global
knowledge
1 LEGAL 8 4 because
of
her
internaHonal
experiences.
2 FINANCE 8 8 12
3 ANALYSIS 12 5 Module
SoT
Skills
4 MARKETING 12 4 10 Petra
Pulst
was
recommended
by
our
German
partner,
BWF,
and
is
an
expert
on
so2
skills
and
5 SOFT
SKILLS 10 2 8 start‐up
consultaHon.
Working
together
with
her
was
very
an
extremely
posiHve
experience
because
she
brought
in
new
aspects
and
many
pracHcal
examples
for
the
parHcipants
6 HUMAN
RESOURCES 8 2
concerning
communicaHon
and
leadership
skills.
60 20 35 10 125
Module
Human
Resources
Module
Finance Manuela
Mätzener
is
a
self
employed
expert
in
business
succession
and
has
wriCen
a
This
module
was
instructed
by
Woflgang
Egi,
a
self
employed
trainer
for
controlling,
finance,
extensive
publicaHon
on
transfer/succession
within
family
business.
Her
main
focus
lies
on
and
planning
and
an
expert
on
revitalisaHon
measures.
Because
of
long
standing
pracHcal
the
systemic
approach,
and
she
integrated
this
approach
very
professionally
during
these
experiences
as
an
instructor
at
universiHes
and
having
belonged
to
the
management
board
lessons,
and
the
parHcipants
saw
the
importance
of
the
whole
company
as
a
system
and
how
of
an
Austrian
company
for
more
than
ten
years,
he
could
bring
in
much
knowledge
to
the
the
different
parts
of
a
company
are
combined.
She
also
offered
her
wide
network
for
the
topic
finance
and
had
much
advice
for
the
course
parHcipants. promoHon
of
the
training
in
the
whole
of
Austria.
76 77
E ^ a d i Ig V ^ c ^ c \ h " 6 j h i g ^ V E ^ a d i Ig V ^ c ^ c \ h " 6 j h i g ^ V
At
both
locaHons,
Graz
and
Vicenza,
the
course
parHcipants
benefited
from
a
well
balanced
Closing
Feedback
naHonal
and
internaHonal
trainer
team
that
brought
in
addiHonal
knowledge,
many
new
This
session
took
place
at
the
end
of
the
last
presence
course
day
and
was
moderated
again
aspects,
and
percepHons
for
business
successors
and
contributed
to
the
compensaHon
of
by
our
external
expert,
Birgit
Mayer.
All
the
course
parHcipants
reported
about
their
own
exisHng
lacks
of
knowledge
on
this
topic.
experiences
during
the
course
and
what
should
be
obtained
and
changed
concerning
the
training,
training
staff,
content,
proporHon
of
presence/e‐learning/self
study,
Screening
Tool,
Interim
Feedback and
learning
plaxorm.
In
general
parHcipants
were
very
saHsfied
with
this
new
training,
and
This
feedback
session
was
carried
out
in
the
third
presence
block
at
the
beginning
of
April
the
posiHve
feedback
confirmed
the
consorHums’
work
so
far
and
that
it
was
on
the
right
2008
moderated
by
the
external
expert
for
business
succession/transfer,
Birgit
Mayer.
track.
She
moderated
the
interim
feedback
session
and
summarised
the
feedback
of
the
course
parHcipants
concerning
the
presence
modules
so
far,
the
instructors,
the
organisaHon,
the
Cer,fica,on
Award
use
of
the
Screening
Tool
and
learning
plaxorm,
the
progress
of
the
course
parHcipants
with
Birgit
Mayer
moderated
this
event
because
she
had
accompanied
the
whole
training
as
an
their
own
transfer
plan,
the
saHsfacHon
with
the
external
coaching,
and
the
experience
external
expert
and
used
her
network
for
the
promoHon
of
this
event
and
the
invitaHon
exchange
between
the
parHcipants.
of
representaHves
of
economy
and
poliHcs.
The
project
contractor,
bit
management
(Thomas
Wychodil,
Andrea
Lang
and
Manuela
Ortner‐Arch)
opened
the
cerHficaHon
award
The
interim
feedback
contributed
to
the
assessment
and
the
further
development
of
the
by
presenHng
the
project
background.
The
FH
JOANNEUM
(Thomas
Schmalzer
and
Rupert
training
and
showed
that
the
parHcipants
were
very
saHsfied
with
the
training,
the
high
Beinhauer)
then
informed
the
parHcipants
about
the
background
for
its
parHcipaHon
on
quality
of
trainers,
training
content
and
the
addiHonal
tools,
Screening
Tool,
and
learning
this
project.
Furthermore,
the
representaHves
of
UBIT/Chamber
of
Commerce
(Heinz
plaxorm.
At
that
Hme
the
technical
tools
were
used
to
a
different
extent
by
the
parHcipants,
Michalitsch,
Werner
Lämmerer)
presented
the
moHvaHon
of
their
parHcipaHon
on
this
because
of
a
lack
of
Hme.
All
the
parHcipants
were
employed
either
in
the
transferred
project.
A2erwards
the
representaHves
of
the
provincial
and
federal
government
held
a
key
company
or
in
another
company
and
planned
the
parHcipaHon
in
the
presence
blocks
where
note
speech
about
their
relaHonship
with
the
topic
business
succession/transfer
and
the
they
had
direct
contact
to
trainers
and
could
ask
their
quesHons,
and
the
remaining
Hme,
importance
of
maintaining
these
enterprises
for
the
whole
economy.
Manfred
Wegscheider
when
there
they
had
Hme
le2
because
of
their
job
involvements,
was
used
for
the
tools,
self
represented
the
governor
as
a
member
of
the
provincial
government
and
Johann
Koroschetz
study,
and
their
own
transfer
plan.
represented
the
local
mayor
as
municipal
councillor.
Barbara
Eibinger
is
the
president
of
the
Junge
Wirtscha2,a
federal
councillor,
and
a
future
business
successor
within
the
family.
She
Key‐note
Speech
by
Heinz
Michalitsch menHoned
the
necessity
of
measures
for
business
successors
in
Austria
and
complimented
Heinz
Michalitsch
is
a
self
employed
management
consultant
and
the
chairman
of
the
the
contribuHon
of
the
project
consorHum
to
raise
awareness
on
the
topic
business
succession
AssociaHon
of
Management
Consultants
(UBIT)/Chamber
of
Commerce.
This
session
took
and
to
deliver
concrete
measures
like
the
training
and
Screening
Tool
as
an
addiHonal
help
place
at
the
end
of
the
third
block
and
was
a
very
open
session
for
further
quesHons
and
do’s
for
business
successors.
and
don’ts
in
the
business
transfer
process.
Heinz
Michalitsch
brought
in
his
own
experience
as
a
business
successor
for
the
take
over
of
a
driving
school
within
the
family
and
his
long
lasHng
experience
as
management
consultant
amongst
other
things
for
the
consultaHon
of
transferred
companies.
78 79
E ^ a d i Ig V ^ c ^ c \ h " 6 j h i g ^ V E ^ a d i Ig V ^ c ^ c \ h " > i V a n
A2er
the
key
note
speeches,
the
course
parHcipants
were
introduced
and
the
cerHficates
E^adiIgV^c^c\Ä>iVan
were
awarded
by
Manfred
Wegscheider,
Barbara
Eibinger
and
bit
management
team.
The
AVgVHXVciVbWjgad!EVdadOVgVbZaaV
cerHficaHon
award
was
very
successful,
and
press
releases
in
various
media
followed,
such
HijY^d8ZcigdKZcZid
as
in
Manager
Magazin
and
Der
Standard.
Like
the
whole
project,
this
event
contributed
to
make
people
aware
of
the
topic
of
business
succession
at
local,
naHonal,
and
internaHonal
levels.
The
main
BTP
objecHve
was
to
develop
an
effecHve
training
instrument
able
to
help
entrepreneurs
in
dealing
with
several
implicaHons
related
with
business
transfer.
The
pilot
training’s
challenge
was
to
design
experimental
training
tools
which,
if
successful,
could
be
spread
and
adopted
all
over
the
EU
states
facilitaHng
companies’
handover
governance.
The
target
groups
were
family
members,
MBOs
(employees
willing
to
take
over
a
company)
and
MBIs
(external
persons
willing
to
take
over
a
company).
A
first
phase
was
dedicated
to
collect
quanHtaHve
and
qualitaHve
data
that
could
lead
to
a
beCer
understanding
of
the
issue’s
main
features:
a
sample
of
small
enterprises
from
the
north‐east
region
of
Italy
were
contacted
and
interviewed
in
order
to
recognise
their
actual
needs
concerning
business
transfer.
A2er
that
it
was
decided
focus
on
two
basic
aspects:
° On‐line
tool
–
called
“Screening
Tool”
‐
able
to
help
the
successors’
self‐assessment.
It
could
let
them
esHmate
their
own
and
their
‐
actual
or
future
‐
business
preparaHon
related
to
a
potenHal
(imminent
or
just
future)
business
handover.
It
should
also
be
useful
for
possible
buyers
as
a
means
to
measure
the
development
potenHaliHes
of
a
company
to
take
over;
° Designing
an
innovaHve
training
path
–
called
“European
Curriculum
for
Successors“
–
with
all
the
partner
support,
aimed
to
teach
the
knowledge,
skills,
and
abiliHes
necessary
for
business
successors.
The
pilot
training
was
carried
out
at
the
same
Hme
in
Graz/Austria
(bit)
and
Vicenza/Italy
(StudioCentroVeneto
‐
SCV).
The
two
courses
followed
the
same
programme,
in
accordance
with
the
training‐plan
which
was
set
up
together
during
the
partner
meeHng
in
Vicenza
in
October
2007
including
the
basic
contents
and
objecHves
of
the
curriculum
as
well
as
a
first
blocks’
calendar
and
a
dra2
of
the
trainers/experts
involved
in
the
training
sessions.
80 81
E ^ a d i Ig V ^ c ^ c \ h " > i V a n E ^ a d i Ig V ^ c ^ c \ h " > i V a n
It
is
important
to
note
that
there
was
a
conHnuous
exchange
between
bit
and
SCV
for
the
° Star,ng
Day.
whole
duraHon
of
the
project
to
share
ideas
and
experiences
which
lead
to
a
good
and
useful
Toni
Brunello
and
Paolo
Zaramella
led
this
introducHon
meeHng
with
the
specific
purpose
to
product.
The
specific
contents
were
adapted
to
the
local
situaHon
and
needs. involve
parHcipants,
to
acquaint
them
with
each
other,
and
to
build
an
open
climate
within
the
group.
They
also
tried
to
find
out
which
expectaHons
and
which
main
difficulHes
in
The
course
programme
was
developed
within
the
scope
of
a
Leonardo
da
Vinci
Programme
dealing
with
the
transfer
process
the
parHcipants
had.
funded
by
the
European
Commission
and,
therefore,
the
training
programme
itself
was
free
of
charge
for
the
parHcipants.
According
to
a
typical
VeneHan
(but
maybe
also
European)
° The
Modules
Composing
the
BTP
Curriculum.
aPtude,
“free
iniHaHves”
have
someHmes
unexpected
implicaHons,
linked
to
quality
feeling
or
moHvaHon.
When
the
business
transfer
issue’s
complexity
is
considered,
it
is
not
difficult
1.
Finance
to
understand
that
finding
parHcipants
was
not
so
easy:
thus,
a
markeHng
mix
approach
was
This
training
session
was
led
by
Alin
Ivan,
a
consultant
and
trainer
coming
from
the
needed
in
order
to
adverHse
the
programme.
consorHum
(SVASTA,
Romania).
Thanks
to
his
basic
knowledge
of
Italian,
and
someHmes
to
In
the
case
of
the
Vicenza
pilot
training,
different
channels
were
jointly
used,
namely
direct
the
simultaneous
interpreHng,
the
session
was
really
successful.
ParHcipants
appreciated
the
mail,
personal
contacts
(i.e.
people
met
thanks
to
other
events
and
projects),
promoHonal
internaHonal
scope
of
this
meeHng,
making
clear
that
having
trans‐naHonal
trainers
could
be
acHons
through
the
Italian
supporHng
partner
Vicenza
Cra2s
AssociaHon,
an
introducHon
an
important
added
value
to
the
whole
course.
arHcle
published
in
a
specific
entrepreneurial
periodical,
and
a
targeted
adverHsement
in
the
“I’ve
been
posiHvely
surprised
by
the
interest
that
my
topics
have
raised.
They
are
quite
local
newspaper.
The
laCer
was
a
really
successful
strategy
as
it
let
SCV
collect
six
subscripHons,
technical,
so
usually
they
are
not
easily
appreciated
by
the
wide
audience.
ParHcipants
get
most
of
which
were
involve
not
in
a
family
succession
but
in
a
potenHal
buyout). soon
involved
in
the
proposed
exercitaHons
and
they
have
quickly
imagined
innovaHve
markeHng
paths.”
Ivan
Alin,
expert
consultant/trainer,
SVASTA
–
Romania.
For
the
Vicenza
pilot
training
18
people
registered.
Unfortunately,
two
of
them
withdrew
because
of
business
engagements.
So
the
course
had
finally
16
actual
parHcipants.
It
was
2.
MarkeHng
possible
to
disHnguish
two
main
target
groups:
the
first
was
composed
of
11
family
business
Marco
EvangelisH,
an
Italian
consultant
with
a
wide
experience
of
the
Turkish
market,
successors,
and
the
second
one
was
consHtuted
of
five
managers/employees
willing
to
led
this
module.
He
was
suggested
to
StudioCentroVeneto
by
the
BTP‘s
Turkish
partner
conHnue
an
exisHng
company.
CRM
ConsulHng.
He
showed
strong
competence
in
the
markeHng
field
as
well
as
good
communicaHon
skills.
StarHng
from
his
consolidated
consulHng
experiences
(amongst
In
managing
the
Vicenza
pilot
training,
SCV
had
a
double
role
as
project
coordinator
and
as
his
clients
it
is
possible
to
find
really
presHgious
firms),
he
was
able
to
give
a
lot
of
useful
experts.
SCV
staff
members
(Toni
Brunello
and
Paolo
Zaramella)
were
experts
on
business
suggesHons
o2en
focused
on
specific
cases
raised
directly
from
parHcipants.
Thanks
to
transfer.
So
they
were
involved
both
as
trainers’
assessors
and
as
assessed
trainers:
it
let
several
inputs
provided,
most
of
the
aCendants
came
out
from
these
markeHng
training
them
follow
the
course
development
from
a
special
point
of
view.
The
team
was
chosen
sessions
with
new
ideas
to
improve
their
own
business
development
strategy.
taking
into
account
the
European
dimension
of
the
whole
programme.
Experts
coming
from
the
local
and
regional
network
as
well
as
trans‐naHonal
trainers
coming
from
partners
3.
Interim
Check
countries,
namely
Romania
and
Turkey,
were
included
in
the
team. Toni
Brunello
and
Paolo
Zaramella
managed
the
interim
meeHng,
necessary
to
set
up
and
adapt
the
training
course
contents.
They
got
the
first
feed‐back
from
the
parHcipants
The
training
course
was
held
within
the
following
operaHve‐plan,
for
a
total
duraHon
of
four
concerning
interests,
challenges,
and
problems.
They
also
presented
the
basic
structure
of
months,
from
the
middle
of
February
unHl
the
middle
of
June
2008: the
two
supporHng
tools:
Screening
Tool
(+
Benchmark
data)
and
the
learning
plaxorm.
The
82 83
E ^ a d i Ig V ^ c ^ c \ h " > i V a n E ^ a d i Ig V ^ c ^ c \ h " > i V a n
tools
are
very
useful,
and
allow
the
users
to
integrate
the
learning
path
with
on‐line
materials
relaHonship
amongst
the
owner,
his/her
employees,
and
collaborators.
ParHcipants
(arHcles,
books,
comments,
and
links).
The
basic
Screening
Tool
created
a
“virtual
circuit”
discovered
a
new
aPtude
to
valorise
people
and
to
get
the
best
from
their
work.
Since
Elena
in
the
parHcipants,
who
started
to
think
about
and
measure
when
possible,
the
different
Padovan
is
an
expert
also
in
the
business
transfer
field,
she
also
introduced
the
Business
aspects
that
are
facing
of
in
a
business
transfer
process.
The
benchmark
data
seems
to
be
Transfer
Plan
supposed
to
be
filled
in
by
each
parHcipant
as
final
part
of
the
BTP
training
very
effecHve
for
the
potenHal
buyers
of
an
exisHng
company:
they
are
able
to
check
the
path.
different
aspects
of
the
company
and
take
the
decision
of
buying
or
not.
A2er
this
block
the
trainers
were
able
to
contact
the
following
experts
(Dal
Lin,
Barausse,
and
Padovan)
with
a
° Closing
Day.
more
detailed
programme
as
well
as
with
some
fresh
and
useful
feed‐backs. Toni
Brunello
and
Paolo
Zaramella
led
this
final
session
in
order
to
collect
all
the
parHcipants’
transfer
plans
and
to
assess
the
whole
training
programme.
It
was
the
occasion
to
exchange
4.
Legal
Aspects strategies
and
future
development
ambiHons:
a
useful
moment
to
confront
the
next
steps
In
this
case
the
trainer
was
Ferruccio
Dal
Lin,
an
Italian
business
consultant
and
expert
in
each
future
successor
would
wish
to
perform.
reporHng,
who
has
worked
with
micro
and
small
companies
since
1980.
Ferruccio
Dal
Lin
started
with
a
complex
topic,
namely
how
to
guarantee
a
good
transfer
in
term
of
fiscal
All
these
meeHngs
were
assessed
by
the
aCendants
with
the
project
evaluaHon
form.
The
and
legal
costs/liabiliHes
and,
at
the
same
Hme,
ensure
a
good
transfer.
Thanks
to
his
wide
outstanding
evaluaHon
results
showed
how
much
the
parHcipants
appreciated
the
modules
experience,
he
presented
a
model,
a
sort
of
matrix
with
four
different
goals:
guarantee
a
and
how
good
the
training
sessions
were
in
helping
them
design
their
own
future
acHons.
happy
oldness
to
the
transferor/seller;
equity
inside
the
family/partnership;
conHnuity
of
The
basic
target
of
the
course
foreseeing
potenHal
successors’
demands
and
covering,
as
the
business,
and
few
costs. much
as
possible,
the
lack
of
knowledge
on
funcHonal
maCers
was
successfully
reached.
In
Ferruccio
Dal
Lin
declared,
at
the
beginning
of
the
lesson,
that
“each
case
is
a
specific
and
some
cases
the
single
training
session
was
the
start
of
a
more
focused
relaHonship
between
unique
case”,
in
term
of
complexity,
needs,
and
soluHons/tools.
In
the
Italian
legislaHon
a
parHcipant
and
a
trainer
with
experHse
on
a
parHcular
issue
leading
to
even
more
concrete
there
is
a
big
advantage:
someHmes
there
are
too
many
tools/laws
for
solving
the
business
soluHons
and
results.
transfer
problems.
In
other
words,
it
is
very
important
to
receive
professional
support
from
an
external
expert
and
to
consider
the
specific
needs
of
each
entrepreneur. The
use
of
innovaHve
and
funcHonal
tools,
the
learning
plaxorm
and
the
Screening
Tool,
proved
to
be
very
useful.
The
learning
plaxorm
provided:
5.
So2
Skills ° An
easy
and
fast
means
to
get
all
course
materials
used
during
the
sessions.
Paper
Luisa
Barausse
led
this
module.
She
is
an
expert
consultant,
partner
of
STAFF,
which
is
a
private
copies
were
always
provided,
but
nowadays
it
can
be
more
comfortable
to
have
an
company
focused
on
training
and
research.
During
her
training
sessions,
she
dealt
with
crucial
online
version,
which
is
available
whenever
needed.
topics,
such
as
communicaHon
skills
and
Hme
management,
from
an
interesHng
perspecHve.
° A
networking
instrument,
for
parHcipants
to
be
able
to
easily
get
in
touch
with
other
She
was
able
to
make
parHcipants
think
about
their
life
prioriHes
and,
consequently,
assign
parHcipants
through
its
forum
secHon.
It
served
and
sHll
serves
as
a
virtual
meeHng
the
most
correct
value
to
each
of
them.
At
this
occasion
it
was
also
possible
for
the
audience
point
to
speak
about
business
transfer
issues,
exchanging
points
of
view
and
experience
to
express
single
needs
and
requirements,
finding
useful
answers
and
operaHve
guidelines.
as
well
as
quesHons
and
answers.
Thanks
to
its
benchmarking
approach,
the
Screening
Tool
has
been
very
useful,
too.
6.
Human
Resources Crucial
aspects
of
the
enterprise’s
management
are
idenHfied;
each
one
with
an
average
The
leading
trainer
of
this
meeHng
was
Elena
Padovan,
a
freelance
consultant
with
a
standard
score
(calculated
within
the
single
market
branch)
supposed
to
indicate
the
background
in
psychology.
Her
session
was
focused
on
the
best
way
to
build
a
producHve
company’s
status
on
that
specific
point.
It
was
useful
not
only
as
a
proper
posiHoning
84 85
E ^ a d i Ig V ^ c ^ c \ h " > i V a n I]ZHjgkZn
instrument,
but
also
as
an
actual
exercise
able
to
“force”
parHcipants
to
think
about
J^[Ikhl[o
all
that
different
aspects
as
a
whole.
It
was
not
so
easy
to
find
benchmark
data,
but,
?VXdWdGVb^gZo
thanks
to
the
supporHng
partner
Vicenza
Cra2s
AssociaHon,
benchmark
data
was
finally
8deZc]V\Zc7jh^cZhhHX]dda
available.
The
involvement
of
the
Vicenza
Cra2s
AssociaHon
was
reinforced
with
the
parHcipaHon
of
its
Young
Entrepreneurs
secHon
in
some
programme
meeHngs.
Its
>cigdYjXi^dc
president
as
well
as
some
managers
gave
their
own
contribuHon,
also
ensuring
their
possible
support
a2er
the
project,
if
necessary.
The
objecHve
of
this
secHon
is
to
provide
staHsHcal
evidence
on
how
industrial
sector
and
“We
have
welcomed
this
ini9a9ve
very
enthusias9cally.
From
some
years,
as
Young
CraJ
country
mould
the
successors‘
and
transferors‘
percepHons
of
the
importance
of
certain
Entrepreneurs,
we
are
following
the
Business
Transfer
issue:
it
is
a
very
delicate
maOer
but,
if
skills
and
knowledge
for
a
business
transfer
process.
The
aim
of
this
secHon
is
to
provide
well
managed,
can
also
lead
to
new
development
opportuni9es.”
Andrea
Nardello,
President
addiHonal
informaHon
to
design
the
screening
tool
according
to
the
needs
of
businesses
of
Cra2
AssociaHon’s
Young
Entrepreneurs.
located
in
Europe.
First
a
brief
account
of
the
study
is
presented.
It
follows
the
general
proposiHon
to
this
The
overall
impression
is
that
the
approach
adopted
has
been
very
effecHve
as
parHcipants’
enquiry.
Then
the
design
of
the
study
and
its
methodology
are
presented.
In
this
secHon
a
feedback
seems
to
confirm.
Beginning
from
their
concrete
experiences,
it
was
possible
to
detailed
explanaHon
of
the
staHsHcal
approach
selected
for
this
analysis
is
discussed.
start
an
acHve
circuit
of
learning
and
teaching,
in
which
all
the
parHes
involved
contributed
The
results
are
presented,
starHng
with
the
sample
and
data
collecHon.
The
results
of
the
to
making
the
course
a
useful
and
successful
experience.
The
coordinaHng
team
was
the
instrument
validaHon
and
model
test
are
discussed.
A
concluding
remark
is
presented
at
the
point
of
reference
for
parHcipants.
They
were
contacted
about
twice
a
month
through
calls,
end
of
this
secHon.
emails,
as
well
as
direct
and
one‐to‐one
meeHngs.
The
relaHonship
built
in
this
way
was
the
strongest
point
of
the
programme
as
the
parHcipants’
enthusiasm
proves.
A2er
this
first
trial,
I]ZHijYn
the
pilot
training
can
surely
be
improved,
but
it
is
definitely
to
be
hoped
that
it
will
not
stop
with
the
official
deadline
of
the
BTP
Project.
It
is
common
opinion
among
all
the
partners
to
In
order
to
explore
the
appropriate
content
for
the
screening
tool
in
various
countries
and
try
to
work
together
again,
to
valorise
the
obtained
results,
to
give
them
conHnuity
and
to
across
different
industrial
sectors,
a
study
was
required.
The
seven
countries
selected
for
improve
them
in
other
projects. this
project
are
Austria,
Germany,
Denmark,
Italy,
Turkey,
Romania,
and
Spain.
In
these
countries
there
are
historical,
religious,
educaHonal,
and
poliHcal
factors
that
are
decisive
in
causing
cultural
differences
between
them.
Therefore,
the
screening
tool
should
be
adapted
according
to
the
differences
present
in
these
countries.
We
will
asses
the
magnitude
and
detail
of
the
industrial
sector‘s
effect
on
the
successors‘
and
transferors‘
percepHons
of
the
importance
and
value
of
certain
skills
and
knowledge
for
a
successful
business
transfer
process.
This
percepHon
will
be
evaluated
across
the
seven
countries
involved
in
this
project.
This
analysis
will
be
developed
by
integraHng
country
and
industrial
sector
as
two
independent
variables.
86 87
I]ZHjgkZn I]ZHjgkZn
<ZcZgVaEgdedh^i^dc The
quesHonnaire
for
the
successors‘
sample
asked
for
general
informaHon
about
the
take‐over
process
in
terms
of
type
for
successors,
how
he/she
found
the
transferor,
Hme
NaHonal
culture
in
terms
of
the
country
where
the
business
transfer
process
takes
place
will
for
the
transfer
process,
and
reasons
for
taking
over
the
firm.
In
terms
of
the
transferors’
moderate
the
relaHon
between
industrial
sector
and
the
knowledge,
skills,
and
competences
quesHonnaire
version,
different
quesHons
were
asked
in
relaHon
to
the
hand‐over
process
that
a
screening
tool
should
have.
NaHonal
culture
and
the
different
industrial
sectors
will
in
terms
of
the
stage
of
the
business
transfer,
addressed
successor,
ways
to
find
a
successor,
interact
to
predict
the
content
of
the
screening
tool
for
the
successors
and
transferors.
This
type
of
business
transfer
most
appealing,
Hme
for
the
transfer
process,
reasons
for
handing
research
aCempts
to
find
out
what
type
of
knowledge,
skill,
and
competences
will
have
to
be
over
the
business,
plans
for
the
conHnuity
of
the
firm,
ways
to
learn
about
the
transfer
effecHvely
integrated
in
a
training
programme
under
different
industrial
sectors‘
and
naHonal
process,
and
opinion
of
external
factors
that
might
affect
the
transfer
process.
sePngs‘
condiHons.
The
quesHonnaire
was
designed
in
English
with
consideraHon
of
its
future
translaHon
into
In
order
to
test
the
general
proposiHon,
it
is
necessary
to
analyse
the
country
and
industrial
the
official
languages
of
the
seven
countries
involved
in
this
research.
QuesHonnaire
tesHng
sector
together.
The
outcome
of
this
analysis
could
help
to
understand
the
importance,
was
conducted
to
ensure
that
the
quesHonnaire
designed
for
the
cross‐naHonal
research
difficulty,
valuable
knowledge
and
skills
in
the
hand
&
take‐over
processes
for
devising
the
project
would
accomplish
its
objecHve.
different
contents
of
a
screening
tool
for
business
transfer
purposes.
G:HJAIH
9Zh^\cd[i]ZHijYn/FjZhi^dccV^gZ HVbeaZVcY9ViV8daaZXi^dc
In
order
to
decrease
the
margin
of
error
when
comparing
the
samples,
seven
independent
A
quesHonnaire
was
designed
by
the
BTP
consorHum
in
order
to
explore
about
successors‘
databases
for
successors
and
transferors
were
created
based
on
locaHon
(two
databases
for
and
transferors‘
beliefs
of
the
knowledge
and
skills
needed
for
the
business
transfer
process
each
of
the
seven
countries)
and
industrial
sector
(manufacturing,
retail/wholesale,
tourism,
in
different
countries
and
industrial
sector.
The
quesHonnaire
was
developed
for
research
on
and
services).
The
industrial
sectors
were
broken
down
into
the
sub‐sectors
presented
issues
relevant
for
business
transfer
in
European
countries.
The
construct
of
the
quesHonnaire
earlier.
Different
sources
were
consulted
in
each
country
in
order
to
compile
the
sample.
In
was
designed
to
measure
the
successors‘
and
transferors‘
percepHons
based
on
a
four‐point
general
terms
the
KOMPASS
data
base
and
the
Chamber
of
Commerce
associated
list
were
Likert
scale
in
the
following
terms:
A)
Importance
1:
Very
important
to
4:
Not
important,
B)
consulted.
Difficulty,
1:
Very
difficult
to
4:
Not
difficult,
C)
Valuable,
1:
Very
valuable
to
4:
Not
Valuable,
and
D)
Agreement,
1:
Strongly
agree
to
4:
Strongly
disagree.
Between
March
and
May
2007
an
online
and
offline
versions
of
the
quesHonnaire
was
A
quesHonnaire
was
designed
for
the
successors
and
transferors
who
shared
between
them
administrated.
The
final
sample
consists
of
a
total
of
340
successors
and
317
transferors,
the
same
skills
and
capabiliHes.
Yet,
the
intenHon
is
to
explore
the
percepHon
of
the
business
usable
quesHonnaires
from
the
seven
countries
represented
in
the
consorHum.
A
paper
transfer
process
for
both
sides,
the
successors
and
transferors. a
pencil
version
of
the
quesHonnaire
was
also
done
between
March
and
April
2007.
It
The
relaHonship
between
the
successors
and
transferors
in
the
take‐over
process
in
terms
received
228
successors‘
responses
and
223
transferors‘
responses.
Tables
1
to
3
present
the
of
knowledge,
skills,
and
believes
of
the
content
of
suitable
training
programme
and
a
set
demographic
results
for
the
successors‘
and
transferors‘
samples.
of
demographic
variables
of
the
target
group
were
invesHgated.
The
demographic
variables
selected
for
invesHgaHon
were
age,
gender,
level
of
educaHon,
and
country.
AddiHonally,
company
informaHon
was
also
invesHgated
in
terms
of
legal
form,
size
(number
of
employees),
target
market,
and
industrial
sector.
88 89
I]ZHjgkZn I]ZHjgkZn
>chigjbZciKVa^YVi^dc cases
for
the
seven
countries.
Table
4
shows
that
successors
in
manufacturing
businesses
tend
to
rate
lower
the
importance
of
the
financial
competence
within
the
take‐over
process
A
principal
component
analysis
with
a
varimax
rotaHon
was
developed
to
group
the
different
than
the
successors
in
retail/wholesales,
tourism,
and
services
business
(*p<0.05).
knowledge,
skills,
and
content
of
the
screening
tool
dependent
variables
into
different
factors.
The
Reliability
Coefficient
test
–Alpha
Cronbach
was
calculated
in
the
obtained
factor
We
further
explore
the
interacHon
between
industrial
sector
and
country
by
analysing
the
in
order
to
test
its
reliability.
Each
of
the
variables
which
integrated
the
resulHng
factors
has
global
impact
of
the
country
independent
variable
on
the
sixteen
factors.
Table
10
shows
communaliHes
higher
than
0.45
and
loading
factors
higher
than
0.5.
The
factors
present
that
the
country
variable
presents
a
highly
significant
staHsHcal
difference
(*p<0.05)
in
all
an
Alpha
>
than
0.5.
The
Alphas
were
not
calculated
for
the
factors
that
present
only
two
the
factors
except
for
the
factor
law.
This
result
signifies
that
country
shapes
the
valuable
items.
Five
clusters
of
factors
were
obtained
for
the
successors:
1)
Important
steps
within
knowledge
and
skills
within
the
take‐over
process.
This
result
implies
that
the
relaHon
the
take‐over
process,
2)
DifficulHes
in
the
take‐over
process,
3)
Valuable
of
knowledge
and
between
the
industrial
sectors
and
the
importance,
difficulty,
and
valuable
knowledge
and
skills
in
the
take‐over
process,
4)
Valuable
of
knowledge
and
competences
for
the
business’
skills
within
the
take‐over
process
will
be
moderated
by
the
country
where
the
business
conHnuity,
and
5)
Content
of
the
screening
tool.
Sixteen
factors
integrate
these
obtained
operates.
In
order
to
examine
which
country
presents
mean
difference;
a
post
hoc
test
was
clusters,
(please
refer
to
Tables
4
to
6
for
the
details).
The
factor
analysis
for
the
transferor
applied
to
the
successors’
sample.
Tables
12‐20
present
the
results.
quesHonnaire
presents
six
clusters:
1)
Important
steps
within
the
hand‐over
process,
2)
DifficulHes
in
the
hand‐over
process,
3)
Valuable
of
knowledge
and
skills
in
the
hand‐over
Transferors:
Seventeen
univariate
analyses
of
variance
tests
(ANOVA)
were
conducted
to
process,
4)
Valuable
of
knowledge
and
competences
that
a
successor
should
have
for
the
examine
the
main
effect
of
country
and
industrial
sector
on
the
seventeen
factors.
Table
business’
conHnuity,
5)
Knowledge
and
skills
that
successors
should
have,
and
6)
Content
10
suggests
that
there
is
an
interacHon
between
country
and
industrial
sector
for
the
of
the
screening
tool.
Seventeen
factors
integrate
these
obtained
clusters
(please
refer
to
Management
and
Successors’
Sales
Skills
factors
(p<0.05).
These
results
indicate
that
the
Tables
4
to
6
for
the
details). impact
of
the
industrial
sector
on
the
two
factors
is
not
the
same
in
the
seven
countries
(Austria,
Germany,
Denmark,
Italy,
Turkey,
Romania,
and
Spain).
In
here
the
staHsHcal
Successors:
Sixteen
univariate
analyses
of
variance
tests
(ANOVA)
were
conducted
to
evidence
presents
different
transferors’
approaches
to
the
importance,
difficulty,
and
value
examine
the
main
effect
of
country
and
industrial
sector
on
the
sixteen
factors.
Table
10
of
certain
knowledge
and
skills
in
the
seven
countries.
suggests
that
there
is
an
interacHon
between
country
and
industrial
sector
for
the
following
factors:
Technical
Knowledge,
CommunicaHon
Skills,
LegislaHon
knowledge,
Contact
other
This
result
signifies
the
importance,
difficulty,
and
valuable
knowledge
and
skills
within
the
successors,
Financial
knowledge,
Commercial
knowledge,
Firm’s
sector
knowledge,
Business
hand‐over
process
between
manufacturing,
retail/wholesale,
tourism
and
services
business
worth
and,
Finance
(p<0.05).
The
results
partly
supports
the
noHon
that
there
is
a
difference
(please
see
Table
3).
Table
8
shows
that
transferors
in
manufacturing
businesses
tend
to
rate
in
the
importance,
difficulty,
and
valuable
knowledge
and
skills
within
the
take‐over
process
lower
than
retail/wholesales
and
services
businesses
the
valuable
of
successors’
sales
skills
between
manufacturing,
retail/wholesale,
tourism
and
services
business.
We
further
explore
as
a
capability
that
they
should
have
(*p<0.05).
this
result
by
analysing
the
global
impact
of
industrial
sector
independent
variable
on
sixteen
factors.
Table
7
shows
that
the
industrial
sector
variable
presents
a
highly
significant
staHsHcal
Table
9
shows
that
transferors
in
manufacturing
businesses
tend
to
rate
lower
than
difference
(*p<0.05)
in
the
following
factor:
Financial
Knowledge.
This
result
signifies
that
retail/wholesales
the
importance
to
include
law
aspects
in
the
screening
tool
(*p<0.05).
the
industrial
sector
moulds
the
valuable
knowledge
and
skills
within
the
take‐over
process.
AddiHonally,
transferors
in
the
retail/wholesales
business
tend
to
rate
higher
than
tourism
In
order
to
examine
which
industrial
sector
presents
mean
difference,
a
post
hoc
test
was
in
this
respect.
Table
7
shows
that
the
industrial
sector
variable
presents
a
highly
significant
applied
to
the
successors’
sample.
This
procedure
was
developed
for
the
factor
taking
all
the
staHsHcal
difference
(*p<0.05)
in
the
following
factors:
contact
key
player,
successors’
sales
90 91
I]ZHjgkZn I]ZHjgkZn
skills
and
law.
These
results
signify
that
the
industrial
sector
moulds
the
valuable
knowledge
>bea^XVi^dch[dgEgVXi^i^dcZgh
and
skills
within
the
hand‐over
process.
One
of
the
challenges
of
this
secHon
is
to
communicate
effecHvely
to
pracHHoners
the
findings
These
results
indicate
that
the
impact
of
the
industrial
sector
on
the
nine
factors
is
not
the
discussed
here
and
their
implicaHons
for
successors‘
and
transferors‘
day‐to‐day
challenges
same
in
the
seven
countries
(Austria,
Germany,
Denmark,
Italy,
Turkey,
Romania,
and
Spain).
in
their
firms.
At
the
macro‐level,
this
secHon
draws
aCenHon
of
successors
and
transferors
In
here
the
staHsHcal
evidence
presents
different
successors’
approaches
to
the
importance,
to
potenHal
and
actual
advantages
of
the
naHonal
context
within
the
business
transfer
difficulty,
and
value
of
certain
knowledge
and
skills
in
the
seven
countries.
process
takes
place.
It
also
enhances
the
business
owners’
awareness
of
the
significant
role
of
the
industrial
sector
that
shapes
the
type
of
skills
and
knowledge
the
transferors
8dcXajh^dchVcY>bea^XVi^dch and
successors
should
develop
in
order
to
succeed
in
the
business
transfer
process.
This
awareness
might
help
transferors
to
understand
their
role
in
the
business
transfer
process
The
primary
purpose
of
this
chapter
is
to
provide
staHsHcal
evidence
on
the
magnitude
beCer
and
devise
appropriate
means
of
handling
its
diversity
at
the
micro‐level.
For
example,
and
detail
of
the
industrial
sector
and
country
effects
on
the
successors‘
and
transferors‘
it
would
be
pointless
to
devise
law
courses
for
the
business
transfer
process
on
the
European
percepHons
of
the
importance
and
value
of
certain
skills
and
knowledge
for
a
successful
level,
given
the
diversity
of
the
different
legislaHons
across
Europe.
Based
on
the
findings
business
transfer
process.
The
empirical
analysis
consisted
of
asking
the
same
type
of
training,
and
their
interpretaHon,
it
seems
that
the
training
tools
should
be
devised
according
to
the
skills,
and
knowledge
type
of
quesHons
to
the
two
groups
(successors
and
transferors),
and
contextual
factors
where
the
firms
operate.
A
firm’s
industrial
sector
and
the
naHonal
culture
a2er
controlling
the
industrial
sector
and
country,
comparing
the
extent
to
which
their
in
which
it
operates
appear
to
have
a
stronger
effect
on
the
content
of
the
screening
tool
percepHon
were
both
different
and
to
some
extent
similar.
which
eventually
facilitates
the
business
transfer
process.
While
the
staHsHcal
results
of
this
study
provide
insight
into
the
perceived
impact
of
certain
skills
and
knowledge
on
the
successful
business
transfer
process,
they
do
not
allow
accurate
conclusions
to
be
drawn
regarding
the
extent
to
which
these
factors
are
key
elements
for
a
“successful”
business
transfer
process.
The
tentaHve
interpretaHon
of
the
quanHtaHve
data
presented
suggests
that
cultural
and
other
environmental
factors
are
major
determinants
of
certain
knowledge,
skills,
and
competences
to
be
included
in
the
screening
tool.
The
results
presented
in
this
chapter
encourage
further
study
of
the
impact
of
industrial
sector
and
country
in
the
design
of
a
training
tool
for
business
located
in
Europe.
From
the
transferors‘/successors‘
side,
everything
is
important,
there
is
only
a
slight
difference
between
the
topics.
The
consorHum
has
to
decide
if
the
differences
based
on
staHsHcal
data
are
big
enough
to
be
regarded
in
the
division
of
hours
or
if,
based
on
their
expert
knowledge
the
consorHum
members
decide
themselves
where
the
main
emphasis
should
be.
The
agreement
of
the
consorHum
is
that
the
staHsHcal
data
is
not
big
enough
to
be
regarded
and
that
the
division
of
hours
is
made
according
to
their
expert
knowledge.
92 93
;ZZYWVX`VcY6YVeiVi^dcd[i]Z8jgg^Xjajb ;ZZYWVX`VcY6YVeiVi^dcd[i]Z8jgg^Xjajb
<[[ZXWYaWdZ7ZWfjWj_ede\j^[9khh_Ykbkc ° most
of
the
contents
and
approaches
have
been
well
appreciated
because
the
EVdadOVgVbZaaV parHcipants
found
them
innovaHve
and
new.
Before
aCending
the
BTP
course,
they
did
HijY^d8ZcigdKZcZid not
consider
many
key
aspects
of
their
own
transfer.
For
the
evaluaHon
of
the
curriculum
we
considered
three
main
phases:
Comments
from
the
experts
and
trainers:
1)
markeHng
of
the
training
course; ° the
group
of
parHcipants
showed
high
moHvaHon;
this
aPtude
permiCed
easier
work;
2)
the
course
and
the
feed‐
back
(for
single
blocks
and
the
general
evaluaHon); ° some
of
the
trainers
and
experts
asked
if
it
was
possible
to
split
the
parHcipants
into
two
3)
conclusion
of
the
course
and
hypothesis
for
the
future. groups
(family
business
successors
and
potenHal
conHnuators);
° due
to
the
different
target
groups
(i.e.
speaking
about
finance,
the
needs
are
completely
BVg`Zi^c\d[i]ZIgV^c^c\8djghZ/ different
for
an
external
person
who
would
like
to
take
over
an
exisHng
company
from
those
of
a
daughter
or
son
thinking
about
a
succession
inside
the
family
business)
parts
First
of
all,
we
underline
that
in
the
Italian
market,
and
perhaps
also
on
the
Austrian
of
the
courses
were
not
useful
for
some
parHcipants.;
market,
there
are
many
courses
similar
to
the
BTP
pilot.
These
courses
are
focused
on
“new
° a
basic
check
before
the
lessons/blocks
would
be
useful,
not
only
for
fiPng
the
contents,
entrepreneurs”:
most
of
them
are
targeted
at
sons
or
daughters
working
or
planning
to
but
also
for
the
parHcipants
to
assess
their
level
of
knowledge;
work
in
the
family
business.
Moreover,
some
courses
are
focused
on
start‐ups,
are
normally
° a
personalised
and
short
interview
a2er
or
before
each
lesson
could
be
considered,
organised
by
public
bodies,
i.e.
Chambers
of
Commerce,
and
offer
some
financial
aid,
such
especially
if
the
number
of
parHcipants
is
not
very
high
(like
the
BTP
pilot);
as
special
loans.
The
potenHal
BTP
parHcipant
has
to
consider
the
concrete
added
value
of
° in
fact,
due
to
the
pracHcal
approach,
one
of
the
main
needs
expressed
by
from
the
the
pilot.
It
is
of
utmost
importance
to
underline
the
difference
between
the
BTP
course
and
parHcipants
was:
“I
would
like
to
receive
more
pracHcal
informaHon
and
personalised
other
similar
courses.
soluHon
for
my
single
case”.
Every
hour
of
acHve
parHcipaHon
in
terms
of
presence
Hme
has
to
be
considered
well
because
all
parHcipants
usually
work
in
their
own
business
or
in
a
company
as
employees/managers. Thanks
to
these
comments,
the
general
evaluaHon
could
be
summarized
as
follow:
° the
whole
pilot
received
a
very
high
score
in
terms
of
evaluaHon
(more
or
less
all
the
I]Z8djghZVcYi]Z;ZZY"WVX`/ results
from
4
to
5,
with
a
strong
concentraHon
in
the
highest
score);
° in
general
the
course
needs
more
Hme:
some
maCers
were
interesHng,
but
the
lessons
Comments
from
the
parHcipants: were
quite
short;
° all
parHcipants
asked
for
more
Hme
for
the
“face
to
face”
meeHngs:
the
subjects,
° many
parHcipants
asked
for
details
concerning
the
single
blocks
and
for
more
materials/
especially
finance
and
fiscal/law,
were
complex,
so
longer
lessons
would
be
welcome; documents,
before
the
lessons,
useful
to
approach
the
single
subjects;
° to
support
the
lessons
beCer,
more
basic
material
should
be
available
before
the
° the
involvement
and
the
pracHcal
approach
worked
well:
all
the
evaluaHon
of
the
meeHngs
(more
preliminary
reading
material) teachers
and
their
skills
were
very
good
or
excellent;
° someHmes
a
more
pracHcal
approach
would
be
useful;
more
case
histories,
more
° the
transfer
plan
was
considered
useful
by
each
parHcipant
especially
because
it
examples
or
exercises
(i.e.
for
finance
block); permiCed
the
parHcipants
to
think
about
the
future
in
terms
of
competence,
skills,
° before
the
lessons
it
would
be
useful
to
check
and
refresh
the
basic
know‐how
necessary
necessity
of
aids,
etc;
to
understand
the
contents
the
trainer
is
going
to
use; ° all
the
parHcipants
said:
“I
will
suggest
the
course
to
a
colleague
or
to
another
person”.
This
answer
shows
very
well
the
good
result
and
the
correct
content
of
the
BTP
pilot.
94 95
;ZZYWVX`VcY6YVeiVi^dcd[i]Z8jgg^Xjajb ;ZZYWVX`VcY6YVeiVi^dcd[i]Z8jgg^Xjajb
Concerning
the
specific
comments
of
the
parHcipants,
the
trainers
and
the
experts
about
the
The
target
group
of
the
training
are
adults
and
not
students/young
people.
A
pracHcal
Screening
Tool
and
benchmark
data,
these
are
the
main
statements: approach
with
a
conHnuous
exchange
between
the
parHcipants
and
the
experts/trainers
is
° in
general,
the
tools
work
well,
are
innovaHve,
and
are
a
good
starHng
point
for
the
strongly
preferred.
The
evaluaHon
results
underline
this
fact.
parHcipants;
° some
of
the
quesHons
inside
the
Screening
Tool
are
not
clear,
especially
for
the
micro
Some
basic
knowledge
concerning
the
company
and
the
business
relaHons
are
already
companies,
for
some
specific
branches,
and
the
Italian/VeneHan
situaHon; known.
So
the
single
teacher
can
refresh
very
briefly
some
aspects
and
go
deeper
only
into
° the
calculaHon
model
of
the
situaHon
(spotlight:
red,
yellow,
and
green)
should
have
the
basic
new
topics.
different
weights
(it
depends
on
the
importance
of
the
maCer); Concerning
the
course
duraHon,
we
have
to
remember
that
the
original
distribuHon
was:
° some
of
the
requested
documents
in
each
part
are
o2en
not
available,
especially
for
the
‐
48%
face
to
face
(in
presence
meeHngs);
micro
companies
and
for
some
specific
branches; ‐
16%
e‐learning/e‐consulHng
(use
of
the
learning
plaxorm,
forum);
° at
the
same
Hme,
the
whole
quesHonnaire
and
the
requested
documents/data
were
a
‐
36%
self
study.
very
effecHve
sHmulus
to
analyse
aspects
normally
considered
not
important; Taking
into
consideraHon
the
feed‐back
from
the
parHcipants
as
well
as
from
the
experts/
° the
pilot
course
increased
the
level
of
“entrepreneurial
culture”
in
the
parHcipaHng
trainers,
we
suggest
a
longer
course
with
at
least
the
30/40%
more
in
terms
of
hours,
plus
micro
or
small
organisaHon
(from
2
to
25
employees); some
short
work‐shops
(not
compulsory)
for
the
tesHmonials
and
for
some
extra
lessons
in
° benchmark
data
was
in
general
considered
good;
subjects
considered
useful
by
the
parHcipants
for
their
own
situaHon.
° it
would
be
useful
to
find
the
data
for
each
branch,
adding
some
other
aspects
concerning
the
market
(current
situaHon,
trends,
etc.)
and
human
resources. A
new
version
of
the
“European
Curriculum
for
Successors”
could
be
designed
as
follow:
° a
longer
course
over
a
longer
period
of
Hme
(i.e.
a
sort
of
Master‘s
programme
with
a
I]Z6YVeiVi^dcd[i]Z8jgg^Xjajb duraHon
of
six
to
eight
months)
for
working
people
could
be
promoted
successfully
in
the
educaHonal
market;
First
of
all,
we
have
to
consider
that
the
pilot
was
offered
free
of
charge.
In
the
final
evaluaHon
° lessons
also
in
the
evening
(8‐11
PM)
to
facilitate
the
parHcipaHon;
Saturday
as
a
day
for
form,
we
asked
the
potenHal
cost
for
a
future
course:
in
general
the
parHcipants
said
the
training
could
be
maintained;
course
should
cost
no
more
than
1,000/1,500
Euros.
The
level
of
awareness
is
sHll
not
high,
° a
fee
should
be
paid
for
the
new
course,
but
it
should
not
be
very
high:
and
the
compeHHon
in
the
educaHonal
market
is
very
high.
A
good
way
would
be
to
maintain
° more
space
for
the
tesHmonials:
former
entrepreneurs
who
solved
their
family
business
a
strong
link
with
the
local
Trade
AssociaHon
to
promote
the
course
and
disseminate
the
processes;
son
or
daughter
that
took
over
the
family
business;
people
who
bought
an
results. external
company,
or
insHtuHons
(i.e.
chambers
of
commerce
or
trade
associaHons)
supporHng
this
subject;
etc.;
Concerning
the
organisaHon
of
the
courses
(duraHon,
Hme,
locaHon,
etc.),
we
have
to
° more
space
to
the
finance
block,
especially
concerning
financial
aids;
consider
that
all
the
parHcipants
work
and
are
busy,
so
a
flexible
Hmetable,
extra
lessons,
and
° a
general
support
for
the
matching
(for
both
the
situaHon:
succession
of
external
take
evening
meeHngs
would
be
welcome.
The
original
Hmetable
(Friday
a2ernoon
and
Saturday)
over)
is
considered
welcome;
worked
well. ° the
matching
cannot
be
“automaHc”,
but
a
general
support
in
term
of
coaching
and
professional
aid
is
needed;
96 97
;ZZYWVX`VcY6YVeiVi^dcd[i]Z8jgg^Xjajb I ] Z H X g Z Z c ^ c \ Id d a
° this
support
has
to
be
organised
differently,
for
example:
J^[IYh[[d_d]Jeeb
° for
the
family
business,
a
transfer
plan
is
welcome,
and
the
course
has
to
6cYgZVAVc\
concentrate
the
lessons
in
the
“so2
skills”
aspects
and
the
leadership;
W^ibVcV\ZbZci7ZgVijc\<bW=
° for
an
external
transfer,
it
is
important
to
consider
the
financial
aids,
the
right
evaluaHon
of
the
potenHal
company,
the
whole
business
plan,
etc;
7VX`\gdjcY
° in
general,
the
parHcipants
asked
for
more
scope
for
strategic
aspects:
again
the
development
of
the
single
market
and
the
new
internal
leadership; The
project
consorHum’s
many
years
of
experience
in
the
area
of
start‐ups
and
succession/
° concerning
the
non
family
business
transfer:
a
new
survey
shows
that
all
around
Europe
transfer
consultaHon
together
with
an
intensive
phase
of
market
research
in
the
field
of
there
are
twice
as
many
transferors
as
there
are
sellers; business
succession
showed
a
severe
lack
of
training
offers
for
business
successors
and
° this
means
that
for
a
potenHal
conHnuator
it
might
not
be
that
difficult
to
find
a
transferors.
Easy‐to‐use
tools
were
also
not
available
that
would
enable
an
iniHal
check
of
an
company.
The
problem
is
to
find
the
right
company
in
terms
of
structure,
potenHality
of
enterprise
and
its
economic
aCracHveness
without
the
support
of
an
external
consultancy.
the
market
and,
above
all,
price/investment.
Within
the
scope
of
the
“Business
Transfer
Programme”
and
in
addiHon
to
the
training,
a
Finally,
in
a
future
course,
the
technical
or
“hard
aspects”
(legal/fiscal/finance,
etc.)
and
“so2
specific
technical
instrument,
the
Screening
Tool,
was
designed
to
meet
the
requirements
skills”
(relaHons,
training,
management,
etc.)
have
to
be
balanced
well.
In
fact,
both
aspects
and
demands
of
business
successors,
of
transferors
as
well
as
of
self‐employed
management
were
appreciated
a
lot
during
the
BTP
pilot,
not
only
because
the
trainers‘
knowledge/ consultants.
The
Screening
Tool
provides
potenHal
successors/transferors
with
a
first
business
experiences
was
of
a
high
level,
but
also
because
this
approach
permits
a
general
overview
analysis,
facilitaHng
the
idenHficaHon
process
of
finding
the
right
business
and
the
collecHon
of
the
complexity
of
business
transfer
process. of
important
entrepreneurial
informaHon.
A
simulaHon
of
succession/follow‐up
situaHons
is
possible
and
enables
the
formulaHon
of
various
concepts
for
business
succession
(best
case
–
worst
case
scenarios)
and
allows
methodical
knowledge
to
be
put
into
pracHce.
The
process
of
succession
can
be
worked
through
several
Hmes,
and
the
different
results
can
be
compared,
e.g.
the
current
status
of
the
transferred
company
compared
with
the
status
a2er
obtaining
addiHonal
succession
related
informaHon.
It
should
be
menHoned
that
the
Screening
Tool
is
a
support
tool
for
the
preparaHon
phases
of
a
transfer
process
that
provides
addiHonal
informaHon
for
the
decision
making,
but
it
is
not
a
replacement
for
expert
knowledge,
like
lawyers
and
tax
advisers.
9ZhXg^ei^dcd[i]ZHXgZZc^c\Idda
The
project
consorHum
decided
to
design
a
very
flexible
and
adaptable
web‐based
tool
that
is
independent
form
Hme
and
place
and
can
be
adapted
to
the
needs
of
small
and
medium
sized
enterprises.
It
consists
of
two
main
parts:
98 99
I ] Z H X g Z Z c ^ c \ Id d a I ] Z H X g Z Z c ^ c \ Id d a
° Detailed
quesHon
catalogue
including
quesHons
on
the
general,
legal,
finance,
markeHng,
8ki_d[iiJhWdi\[hFhe]hWcc[
human
resources,
locaHon,
and
technical
infrastructure
situaHon
of
the
company
and
° Benchmark
data
base:
consisHng
of
available
benchmarks
for
the
industry 8]Vgi'
SCREENING
TOOL
In
the
first
stage
of
development,
the
tool
is
available
in
three
languages
of
the
project
consorHum,
namely
in
English,
German,
and
Italian,
with
English
being
the
basis
of
the
tool.
English German Italien
All
quesHons
were
first
designed
in
English
and
then
translated
into
other
languages.
This
6
Industries
(expandable
in
future)
means
that
any
necessary
changes
to
the
quesHons
have
to
be
made
first
in
English
and
then
translated
into
the
other
languages.
An
extension
to
other
languages
is
possible
at
anyHme
Carpenter Locksmith Mechanic Hairdresser Small
Restaurant Retail
depending
on
the
decision
of
the
project
consorHum
as
to
which
addiHonal
languages
should
be
offered
and
who
will
bear
the
translaHon
costs.
QuesHon
Catalogue Benchmarks
The
tool
has
been
designed
for
six
industries
of
the
project’s
target
sector
(cra2
and
trade):
Legal MarkeHng Assets
and
liability
structure
carpenters,
locksmiths,
mechanics,
hairdressers,
small
restaurants
&
bars,
and
retail
and
can
be
expanded
easily
in
future
to
other
industries.
As
already
menHoned,
there
is
one
Finance Human
Resources Capital
structure
main
quesHonnaire
which
includes
quesHons
on
various
parts
of
an
enterprise.
The
enHre
LocaHon Technical
Profit/loss
structure
quesHonnaire
is
available
for
each
industry,
and
quesHons
can
be
selected
or
le2
out
depending
Infrastructure
on
the
industry
and
the
country.
The
same
applies
to
the
industry
benchmarks.
There
is
one
main
benchmark
catalogue
that
was
developed
with
all
the
consorHum
members
during
the
project
in
accordance
with
local
Chambers
of
Commerce
or
insHtutes
for
SMEs
which
can
be
6eea^XVi^dcd[i]ZHXgZZc^c\Idda
adapted
to
the
available
benchmarks
in
the
respecHve
country
and
industry.
Both,
the
quesHon
catalogue
and
the
benchmark
data
base
of
the
Screening
Tool,
are
The
Screening
Tool
is
designed
as
a
web‐based
tool
and
is
located
on
the
common
project
designed
to
be
as
flexible
as
possible
and
can
be
extended
to
further
industries
and
countries
consorHum’s
plaxorm
hCp://btp.bitonline.cc,
which
can
be
entered
by
the
user
with
a
in
future.
username
and
password
obtained
through
the
project
contractor
or
a
partner
insHtuHon.
The
chart
2
gives
an
overview
of
the
main
structure
of
the
Screening
Tool
(languages,
The
technical
design
of
the
Screening
Tool
offers
the
following
two
main
opHons:
industries,
quesHon
catalogue,
and
benchmark
data
base): 1.
Screening
a)
Current
Screening
Overview
b)
Screening
Reports
2.
Benchmark
Data
Base
1.
Screening
This
part
consists
of
seven
catalogues
of
quesHons
concerning
the
following
business
areas
of
the
company
being
taken
over:
100 101
I ] Z H X g Z Z c ^ c \ Id d a I ] Z H X g Z Z c ^ c \ Id d a
° General
quesHons ° Red:
insufficient
informaHon
about
the
company,
and
the
user
should
try
to
get
more
° Legal
situaHon/legal
aspects informaHon
° Financial
situaHon
° MarkeHng
It
is
advisable
to
save
the
first
screening
so
that,
when
the
screening
is
carried
out
again,
the
° LocaHon
user
can
start
a
new
round
and
save
it
under
a
new
name
(second
screening).
This
allows
a
° Human
resources
comparison
between
the
different
screening
scenarios
to
be
made
with
views
of
the
old
and
° Technical
infrastructure
new
levels
of
informaHon.
A2er
entering
the
tool,
the
language
is
selected
first,
then
the
country,
and
finally
the
a.
Screening
Overview:
industry.
Then
the
screening
is
carried
out.
The
quesHonnaire
for
each
business
area
is
then
The
user
gets
an
overview
of
the
results
of
the
completed
screening
and
the
business
areas
answered
according
to
the
following
three
answer
opHons:
he
or
she
is
well
informed
of
as
well
as
the
areas
in
which
more
informaHon
is
necessary
‡
Yes,
I
have
the
data
and
can
interpret
them
(e.g.
I
have
the
balance
sheets
of
the
last
three
years,
and
I
can
use
this
informaHon
–
I
know
what
it
means
for
the
company
close
b.
Screening
Reports:
to
succession/transfer)
The
screening
can
be
carried
out
several
Hmes,
and
each
report
can
be
saved,
deleted,
or
‡ Yes,
I
have
the
relevant
data
but
cannot
interpret
them
(e.g.
I
have
the
balance
sheets
edited.
The
report
gives
an
overview
of
the
completed
screening,
and
a
comparison
between
of
the
last
three
years,
but
I
don’t
understand
the
figures
and
don’t
know
what
it
means
various
screenings
is
possible
(worst‐best
case).
for
my
take‐over
company)
‡ No,
I
don’t
have
the
relevant
data
(e.g.
I
either
have
the
balance
sheets
of
the
last
2.
Benchmark
Data
Base:
three
years
nor
can
I
use
the
informaHon)
The
benchmark
tool
is
based
on
a
benchmark
data
base
including
benchmarks
available
in
the
project
partner
countries
and
for
the
selected
industries.
The
data
base
has
been
The
user
has
to
go
through
each
part
in
detail
and
select
one
of
the
three
answer
opHons.
developed
to
be
as
flexible
as
possible
and
can
be
adapted
at
any
Hme
to
other
countries
At
the
boCom
of
each
quesHon,
documents
are
listed
which
deliver
important
informaHon
and
industries.
on
the
company
being
taken
over
and
which
support
the
decision
making
process.
The
user
The
benchmark
tool
allows
the
user
to
compare
the
company’s
benchmarks
with
the
average
should
have
an
overview
as
to
which
documents
are
already
available
and
which
that
are
benchmarks
of
the
industry
as
far
as
average
data
of
the
industry
is
available.
This
screening
missing.
The
more
documents
are
available
and
interpretable,
the
beCer
the
user
is
informed
tool
is
oriented
towards
due
diligence
and
designed
for
the
target
sector
of
the
smallest‐,
about
the
company
being
taken
over. small‐
and
medium
sized
businesses.
The
tool
is
divided
into
three
steps:
first,
the
selecHon
of
the
country,
second,
the
selecHon
A2er
answering
the
seven
business
areas,
the
user
will
receive
an
overview
of
the
current
of
the
industry,
and,
third,
entering
of
the
benchmark
data
of
the
company
being
taken‐
informaHon
status
of
the
company
to
be
transferred.
The
overview
summarises
all
seven
over.
The
formulas
are
listed
on
the
le2
hand
side,
and
a2er
the
calculaHon
the
results
are
business
areas
(general,
financial,
legal,
markeHng,
locaHon,
human
resources,
and
technical
entered
into
the
tool.
The
entered
figures
come
up
in
red/orange/green,
and
the
results
are
infrastructure)
and
is
highlighted
in
red,
orange,
or
green,
just
like
a
traffic
light
system: as
follows:
° Green:
very
well
informed
about
the
company ° Green:
The
entered
value
is
above
the
average
of
the
industry
° Orange:
parHally
well
informed,
but
there
is
a
lack
of
informaHon
in
some
business
° Orange:
The
entered
value
is
the
same
as
the
average
of
your
industry
areas
° Red:
The
entered
value
is
below
the
average
of
your
industry
102 103
I ] Z H X g Z Z c ^ c \ Id d a HnaaVW^d[i]Z7IEBdYjaZh
Finally,
the
listed
results
can
be
saved,
and
the
benchmark
tool
can
be
completed.
The
IobbWX_e\j^[8JFCeZkb[i
entered
figures
will
be
included
in
the
average,
and,
thus,
the
average
of
the
stated
industries
is
updated.
This
secHon
will
give
a
short
overview
of
the
suggested
training
modules
and
describe
the
goals
and
contents
of
the
modules.
Each
module
can
be
seen
as
an
integrated
stand
alone
To
summarise,
the
Screening
Tool
supports
the
successor‘s
self‐assessment,
shows
the
learning
unit
employing
the
blended
learning
method,
which
integrates
presence
parts
as
current
informaHon
status
of
business
take‐overs,
provides
an
overview
to
transferors
as
well
as
online
course
work,
and
self
study.
All
course
modules
exhibit
a
pracHce‐oriented
to
how
far
the
transfer
process
has
progressed,
and
supports
both
in
the
decision
making
focus.
the
blended
learning
method
is
followed
in
all
modules.
The
following
secHons
will
process. outline
the
modules,
starHng
with
the
presence
parts
and
presenHng
the
online
and
offline
materials
used.
All
modules
are
tailored
to
the
specific
needs
of
the
target
group.
Each
module
descripHon
below
is
structured
in
a
way
very
similar
to
a
syllabus,
which
will
enable
the
reader
to
compare
the
modules
of
the
BTP
method
to
other
alternaHve
training
designs.
This
serves
to
increase
transparency
and
effecHveness
in
the
organisaHon
of
such
a
programme.
Modules
are
first
described
in
a
general
secHon
outlining
basic
goals
and
outcomes
of
the
module.
A
clear
amount
of
counselling/training
hours
is
given
for
each
acHvity
and
for
each
module
indicaHng
the
distribuHon
of
hours
for
presence
and
e‐learning.
The
general
aims
depicted
in
the
introductory
part
of
each
module
descripHon
are
broken
down
to
specific
objecHves
indicaHng
clearly
the
learning
goals
of
the
module.
Based
on
these
objecHves,
a
schedule
for
the
group
meeHngs
including
the
detailed
contents
of
the
module
is
presented.
The
methods
used
throughout
the
course
module
are
described
integraHng
e‐
learning,
and
presence
learning
parts.
Each
module
requires
the
fulfilment
of
certain
prerequisites,
which
are
listed
in
its
corresponding
secHon.
Exemplary
literature
and
web
links
are
given
to
provide
a
deeper
insight
into
each
module.
Throughout
the
training
programme,
literature,
web
links,
and
online
material
are
available
electronically
(on
the
website)
organised
in
the
modular
structure
of
the
curriculum
and
within
the
modules.
The
modules
are:
1. FINANCE
4. MARKETING
2. LEGAL
ASPECTS
5. SOFT
SKILLS
3. BUSINESS
ANALYSIS
6. HUMAN
RESOUCE
MANAGEMENT
104 105
HnaaVW^d[i]Z7IEBdYjaZh";^cVcXZ HnaaVW^d[i]Z7IEBdYjaZh";^cVcXZ
<_dWdY[ ;VXZ"id"[VXZ8dciZci
106 107
HnaaVW^d[i]Z7IEBdYjaZh";^cVcXZ HnaaVW^d[i]Z7IEBdYjaZh";^cVcXZ
BZi]dYh A^iZgVijgZ:mVbeaZ^c<ZgbVc
The
course
module
will
uHlise
a
combinaHon
of
learning
methods
including
group
work,
It
is
recommended
to
list
preliminary
and
follow‐up
literature
based
on
the
recommendaHon
discussions,
case
studies,
short
assignments,
self‐study,
and
face‐to‐face
lectures.
The
of
the
trainer.
The
following
is
an
example
for
a
workshop
in
German:
use
of
a
learning
plaxorm
via
addiHonal
material
and
online
content
is
offered
is
strongly
recommended.
Preliminary:
Contents
of
this
module
should
be
applied
especially
to
pracHcal
planning
and
to
the
work
Preissler,
P.
R.
(2007).
Controlling.
Lehrbuch
und
Intensivkurs.
13
Auflage.
on
the
final
transfer
plan,
including
recurring
do’s
and
don’ts
sessions,
which
should
take
into
München:
Oldenburg.
account
the
concrete
succession
plans
of
the
parHcipants.
In
order
to
opHmise
the
learning
Pernsteiner,
H.,
Andessner,
R.
(2007).
Finanzmanagement
kompakt.
2
Aufflage,
process
and
successfully
conclude
the
module,
self‐study
using
the
materials
provided
is
Wien:
Linde.
essenHal.
Learning
groups
can
be
formed
face
to
face
or
virtually,
and
the
presence
days
Kralicek,
P.
(1995).
Kennzahlen
für
Geschä2sführer.
3.
Auflage.
Wien:
Überreuter.
serve
as
possibiliHes
to
answer
quesHons
and
discuss
the
content
of
the
module
with
Milichamp,
A.H.
(1992).
Finance
for
Non‐Financial
Managers.
An
AcHve‐Learning
Approach,
other
course
parHcipants
and
the
instructors.
Preliminary
and
follow‐up
readings
as
well
London:
DP
PublicaHons
Ltd.
as
possible
electronic
resources
are
strongly
recommended
parts
of
the
course
contents.
The
goal
of
combining
methods
is
to
move
to
and
from
between
theoreHcal
concepts
and
Follow‐up
pracHcal
applicaHons
in
order
to
create
relevance
for
the
parHcipants.
Owen,
J.
(2003).
Hard–core
management:
revealing
the
unwriCen
rules.
London:
Kogan
Page.
EgZgZfj^h^iZh ACCA
UK
(2006).
Strategic
Financial
Management,
Handbook
for
Final
ExaminaHon.
ParHcipaHon
in
this
module
requires
parHcipants
to
have
basic
knowledge
of
accountancy
London:
ACCA
UK.
and
financial
management. Wöhe,
G.,
Bilstein,
J.
(1991).
Grundzüge
der
Unternehmensfinanzierung.
München:
Vahlen.
6hhZhhbZci Haberstock,
L.
(1987).
Kostenrechnung.
8
Auflage,
Hamburg:
Schmidt.
Pernsteiner,
H.,
Andessner
R.
(2007).
Finanzmanagement
kompakt.
2
Auflage.
Pre‐assessment:
Wien:
Linde.
It
is
strongly
recommended
to
discuss
the
level
of
prior
knowledge
with
the
parHcipants
using
a
forum
or
emails
to
get
a
general
impression
of
the
level
of
knowledge
of
the
parHcipants
group.
LZWA^c`h
It
is
recommended
to
list
web
links
based
on
the
recommendaHon
of
the
trainer.
The
Final
assessment:
following
is
an
example:
To
prove
that
parHcipants
have
understood
the
presence
contents
and
achieved
the
e‐
learning
units,
parHcipants
should
write
an
essay
on
a
topic
set
by
the
trainer
(e.g.
cash
flow
Cogent
ValuaHon
:
www.cogentvaluaHon.com
forecast
elaboraHon,
evaluaHon
of
companies). Investopedia:
www.investopedia.com
108 109
HnaaVW^d[i]Z7IEBdYjaZh"AZ\Va6heZXih HnaaVW^d[i]Z7IEBdYjaZh"AZ\Va6heZXih
B[]Wb7if[Yji mandatory
legal
provisions
in
favour
of
family
members
have
to
be
taken
into
account.
° ParHcipants
will
be
knowledgeable
about
issues
of
liability
(i.e.
debt
of
company
–
Business
succession
has,
among
the
many
related
aspects
for
successful
execuHon
of
the
transfer
to
business
successor;
liability
for
unknown
responsibiliHes).
business
transfer
process,
also
a
strong
relaHon
to
legal
aspects.
Most
importantly
issues
of
° ParHcipants
will
become
aware
of
the
legal
norms
protecHng
employees
in
case
of
corporate
law,
inheritance
legislaHon,
liability
regulaHons,
labour
law
issues,
and
tax
law
are
business
transfer.
integral
parts
of
this
module.
ParHcipants
will
get
the
most
important
informaHon
on
the
° ParHcipants
will
know
what
to
take
into
account
in
terms
of
tax
legislaHon,
such
as
tax
current
legal
situaHon
with
respect
to
the
aspects
menHoned
above
and
will
learn
how
to
on
gi2s
and
inheritance,
legal
fees,
or
tax
of
transfer
of
ownership
on
real
estate,
among
search
independently
for
further
detailed
informaHon.
Through
mixed
teaching
methods,
others.
the
content
will
be
presented
as
such
that
parHcipants
with
liCle
or
no
prior
knowledge
° ParHcipants
will
be
able
to
avoid
legal
pixalls
in
the
succession
process.
about
these
legal
aspects
will
get
a
profound
insight
into
the
pixalls
and
opportuniHes
within
° ParHcipants
will
understand
the
importance
of
qualificaHons
in
internaHonal
the
legal
framework
governing
business
succession.
Certainly
legal
aspects
differ
in
each
consulHng.
member
country
of
the
European
Union.
This
is
also
true
for
those
areas
with
an
impact
on
° ParHcipants
will
be
able
to
apply
their
legal
knowledge
to
pracHcal
succession
cases,
to
the
business
transfer
process.
Therefore
a
localised
version
of
contents
is
necessary
for
this
develop
their
own
recommendaHons
or
strategies,
and
to
address
the
specific
needs
of
module.
European
SMEs.
=djgh ;VXZ"id"[VXZ8dciZci
This
module
should
consist
of
at
least
a
total
of
16
hours
divided
into
10
hours
of
face‐to‐face
learning
–
presence
Hme,
2
hours
for
e‐learning
and
4
hours
of
self‐study
–
essay
/
project
Time Day
1 Time Day
2
work. Summary
of
the
content
of
Day
1,
0.5
h IntroducHon 0.5
h
QuesHons
HeZX^ÒXDW_ZXi^kZh
1
h Corporate
Law 2
h Labour
Law
In
order
to
account
for
complex
issues
related
to
the
legal
aspects
of
business
succession,
parHcipants
will
have
to
gain
knowledge
in
the
different
areas
of
law
governing
the
transfer
Break Break
process.
As
especially
small
to
medium‐sized
enterprises
and
their
business
operaHons
can
Law
of
Inheritance
and
Related
1
h 1
h Taxes
and
Legal
Fees
be
seen
as
highly
interdependent
systems,
it
is
imperaHve
to
equip
parHcipants
with
the
Issues
necessary
knowledge,
skills,
and
abiliHes
(KSAs)
to
act
within
the
legal
world
and
be
able
to
Break Break
lead
qualified
discussions
with
legal
experts.
This
module
develops
exactly
these
KSAs.
The
Contract
Law
and
Business
specific
objecHves
of
this
module
are: 1
h 1
h Liability
RegulaHons
Transfer
110 111
HnaaVW^d[i]Z7IEBdYjaZh"AZ\Va6heZXih HnaaVW^d[i]Z7IEBdYjaZh"AZ\Va6heZXih
BZi]dYh Preliminary
and
Follow‐up
Readings:
The
course
module
will
uHlise
a
combinaHon
of
learning
methods
including
group
work,
Bucher
J.
(1997).
Unternehmensübergang
und
Altlasten.
Wien:
ecolex.
discussions,
case
studies,
short
assignments,
self‐study,
and
face‐to‐face
lectures.
The
Karollus,
M.
(1995).
Unternehmerwechsel
und
Dauerschuldverhältnis,
use
of
a
learning
plaxorm
via
addiHonal
material
and
online
content
is
offered
is
strongly
Österreichische
Juristenzeitung
1995,
241‐248,
292‐296.
recommended.
Wagnest,
W.
(1997).
Die
Ha2ung
bei
Übergang
eines
Unternehmens
oder
Betriebes.
Contents
of
this
module
should
be
applied
especially
to
pracHcal
planning
and
to
the
work
Wien:
Verlag
des
ÖGB.
on
the
final
transfer
plan,
including
recurring
do’s
and
don’ts
sessions,
which
should
take
into
Bydlinski
P.
(2007).
Grundzüge
des
Privatrechts.
Wien:
Manz.
account
the
concrete
succession
plans
of
the
parHcipants.
In
order
to
opHmise
the
learning
Mader,
P.
(2008).
Kapitalgesellscha2en.
Wien:
Orac.
process
and
successfully
conclude
the
module,
self‐study
using
the
materials
provided
is
Schummer,
G.
(2006).
Personengesellscha2en
6.
Auflage.
Wien:
Orac.
essenHal.
Learning
groups
can
be
formed
face
to
face
or
virtually,
and
the
presence
days
serve
as
possibiliHes
to
answer
quesHons
and
discuss
the
content
of
the
module
with
LZWA^c`h
other
course
parHcipants
and
the
instructors.
Preliminary
and
follow‐up
readings
as
well
It
is
recommended
to
list
web
links
based
on
the
recommendaHon
of
the
trainer.
as
possible
electronic
resources
are
strongly
recommended
parts
of
the
course
contents.
The
goal
of
combining
methods
is
to
move
to
and
from
between
theoreHcal
concepts
and
pracHcal
applicaHons
in
order
to
create
relevance
for
the
parHcipants.
EgZgZfj^h^iZh
ParHcipaHon
in
this
module
requires
parHcipants
to
have
a
basic
knowledge
of
or
some
pracHcal
experience
in
the
business
succession
process
and
about
the
general
legal
system
in
their
country.
6hhZhhbZci
Pre‐assessment:
It
is
strongly
recommended
to
discuss
the
level
of
prior
knowledge
with
the
parHcipants
using
a
forum
or
emails
to
get
a
general
impression
of
the
level
of
knowledge
of
the
parHcipants.
Final
assessment:
Short
assignments
and
in
class
parHcipaHon
together
with
the
final
transfer
plan
will
be
the
basis
for
assessment
of
the
parHcipant‘s
knowledge.
A^iZgVijgZ^c<ZgbVc
It
is
recommended
to
list
preliminary
and
follow‐up
literature
based
on
the
recommendaHon
of
the
trainer.
The
following
is
an
example
for
a
workshop
in
German:
112 113
HnaaVW^d[i]Z7IEBdYjaZh"7jh^cZhh6cVanh^h HnaaVW^d[i]Z7IEBdYjaZh"7jh^cZhh6cVanh^h
8ki_d[ii7dWboi_i ;VXZ"id"[VXZ8dciZci
In
any
company
certain
criHcal
factors,
such
as
the
shareholder
value,
the
corporate
Time Day
1 Time Day
2
environment,
the
locaHon,
and
the
technical
equipment,
are
of
crucial
importance
to
its
Summary
of
the
Content
of
Day
1,
success.
For
business
transfer
processes,
these
maCers
play
an
even
more
important
role
as
0,5
h IntroducHon
0.5
QuesHons
knowledge
about
these
facts
may
be
tacit
or
hidden
within
the
company.
The
skills
to
analyse
ObjecHves,
content
and
Basics
of
the
of
calucaHon
of
the
the
values
and
potenHals
for
development
of
the
company
to
be
transferred
are
imperaHve
procedure
of
the
business
Shareholder
Value;
to
a
sound
succession.
If
transfers
do
not
take
place
within
a
family
structure,
transferors
1,5
h 2
h
analysis
and
the
relaHon
with
° Cash
Flow,
Liquidity
typically
try
to
get
the
maximum
profit
out
of
the
sale
of
the
company.
Consequently
it
is
contractual
agreements ° EvaluaHon
methods
very
important
for
successors
to
get
a
realisHc
overview
of
and
certain
know
how
about
the
environment
(locaHon)
and
technical
equipment
and
the
value
and
price
of
a
company.
This
Break Break
module
provides
the
parHcipant
with
the
necessary
tools
to
undertake
this
analysis.
Analysis
of
the
assets
and
liabilites
structure
as
well
of
the
Analysis
of
the
assets
and
its
=djgh
profit
structure;
implicaHon
on
the
company’s
value
This
module
should
consist
of
at
least
a
total
of
25
hours
divided
into
13
hours
of
face‐to‐face
° Basics
like
Balance
Sheet,
2,5
h 2
h ° Investments
and
current
learning
–
presence
Hme,
4
hours
for
e‐learning
and
8
hours
of
self‐study
–
essay/project
Profit
&
Loss
Account,
assets.
work. ° Financial
Analysis,
Past
° Benchmarks
Performance
Analysis;
HeZX^ÒXDW_ZXi^kZh ° Management
raHos
This
module
will
provide
parHcipants
with
the
necessary
knowledge,
skills,
and
abiliHes
how
Break
to
evaluate
the
company
and
its
environment
as
well
as
the
technical
equipment.
This
module
QuesHon
&
Answers
further
develops
the
ability
to
apply
this
knowledge
within
the
scope
of
the
transferring
Case
Study,
task
for
self
study
Analysis
of
the
cost
and
profit
process.
A
very
important
part
of
this
module
will
be
the
descripHon
and
the
interpretaHon
0,5
h
1,5
h
and
preparaHon
for
pracHcal
structure
of
economic
operaHng
figures.
The
specific
objecHves
of
this
module
are:
assignment
° ParHcipants
will
understand
the
basic
principles
of
business
valuaHon
° ParHcipants
will
know
about
the
importance
of
the
environmental
condiHons
and
the
0,5
h
QuesHons
and
Conclusion
current
state
of
the
technical
equipment
and
how
to
avoid
pixalls. Break
° ParHcipants
will
be
able
to
apply
their
knowledge
to
pracHcal
take
over
cases,
to
read
1,5
h PracHcal
Assignment
and
understand
official
papers,
and
to
become
aware
of
potenHal
risks
that
could
be
hidden
in
the
taken
over
enterprise. Total
5
h Total
8
h
Table
3:
Business
Analysis
‐
Face‐to‐face
Content
° ParHcipants
will
get
to
know
the
elements
of
economic
operaHng
figures
and
how
to
interpret
them.
114 115
HnaaVW^d[i]Z7IEBdYjaZh"7jh^cZhh6cVanh^h HnaaVW^d[i]Z7IEBdYjaZh"7jh^cZhh6cVanh^h
BZi]dYh Matschke,
M.
J.
Brösel,
G.
(2007):
Unternehmensbewertung
:
FunkHonen,
Methoden,
The
course
module
will
uHlise
a
combinaHon
of
learning
methods
including
group
work,
Grundsätze
‐
3.,
überarb.
und
erw.
Aufl.
Wiesbaden:
Gabler.
discussions,
case
studies,
short
assignments,
self‐study,
and
face‐to‐face
lectures.
The
use
Kinkel
S.
(2004)
Erfolgsfaktor
Standortplanung
:
in‐
und
ausländische
Standorte
richHg
of
a
learning
plaxorm
via
which
addiHonal
material
and
online
content
is
offered
is
strongly
bewerten.
Berlin
[u.a.]:
Springer.
recommended.
Bruns,
K.
(1997).
Analyse
und
Beurteilung
von
EntsorgungslogisHksystemen.
Ökonomische,
Contents
of
this
module
should
be
applied
especially
to
pracHcal
planning
and
to
the
work
ökologische
u.
gesellscha2liche
Aspekte.
Wiesbaden:
Deutscher
Univ.‐Verl.
on
the
final
transfer
plan,
including
recurring
do’s
and
don’ts
sessions,
which
should
take
into
Jauk,
A.
(2006).
Das
Grundbuch
in
der
Praxis
:
das
ABC
der
Grundbuchseintragungen.
Wien:
account
the
concrete
succession
plans
of
the
parHcipants.
In
order
to
opHmise
the
learning
Orac.
process
and
successfully
conclude
the
module,
self‐study
using
the
materials
provided
is
essenHal.
Learning
groups
can
be
formed
face
to
face
or
virtually,
and
the
presence
days
Follow‐up
serve
as
possibiliHes
to
answer
quesHons
and
discuss
the
content
of
the
module
with
other
course
parHcipants
and
the
instructors.
Preliminary
and
follow‐up
readings
as
well
AugusHn,
K.,
Gumpetsberger,
A.,
Haltrich,
W.,
Herzog,
B.
(2005).
as
possible
electronic
resources
are
strongly
recommended
parts
of
the
course
contents.
Betriebsnachfolge
–
perfekt
geregelt.
Graz:
dbv‐Verlag
The
goal
of
combining
methods
is
to
move
to
and
from
between
theoreHcal
concepts
and
Domschke,
W.,
Drexl
A.
(1996).
LogisHk,
Bd.3,
Standorte.
München:
Oldenbourg.
pracHcal
applicaHons
in
order
to
create
relevance
for
the
parHcipants.
Zobl,
D.
(2004).
Grundbuchrecht
‐
2.,
erg.
und
nachgeführte
Aufl.
Zürich:
Schulthess.
Schoppler,
M.
(2007).
Standortwahl
für
kleine
und
miClere
Handelsunternehmen
:
EgZgZfj^h^iZh dargestellt
am
Beispiel
der
Blue
Tomato
GmbH.
ParHcipants
should
have
basic
knowledge
of
the
environmental
situaHon
and
the
technical
Haeseler,
H.
R.
(2007).
Unternehmensbewertung:
Grundlagen
der
Bewertung
von
equipment
of
the
taken
over
company. Unternehmen
und
Beteiligungen.
Wien:
Orac.
6hhZhhbZci LZWA^c`h
This
module
integrates
the
contents
of
the
complete
course.
There
is
no
specific
assessment
It
is
recommended
to
list
web
Links
based
on
the
recommendaHon
of
the
trainer.
The
for
this
module
alone.
The
module
will
be
assessed
on
the
basis
of
the
final
transfer
plan,
following
is
an
example:
which
is
to
be
established
by
every
parHcipant.
English:
A^iZgVijgZ^c<ZgbVc www.sba.gov/idc/groups/public/documents/sba_homepage/pub_fm4.pdf
It
is
recommended
to
list
preliminary
and
follow‐up
literature
based
on
the
recommendaHon
German:
of
the
trainer.
The
following
is
an
example
for
a
workshop
in
German:
www.univie.ac.at/bwl/iev/lehre/ss06/zusatz_2.pdf
www08.mg.hs‐niederreihn.de/dozenten/krause/Elemente/KennzahlenT2.pdf
Preliminary www.kore‐virtuell.at/joanneum/Lehreinheit%20Einf%81hrung%20VBM.pdf
www.mdi.at/fileadmin/mdi/download/controlling/woerterbuch.pdf
Behringer,
S.
(2002).
Unternehmensbewertung
der
MiCel‐
und
Kleinbetriebe
:
www.realfinanz.at/produkte/Grundbuch.pdf
betriebswirtscha2liche
Verfahrensweisen
2.,
neu
bearb.
und
erw.
Aufl.
Berlin:
Erich
www.kwr.at/kwr/pdf/RechtsHpp0701.pdf
Schmidt.
116 117
HnaaVW^d[i]Z7IEBdYjaZh"BVg`Zi^c\ HnaaVW^d[i]Z7IEBdYjaZh"BVg`Zi^c\
CWha[j_d] ;VXZ"id"[VXZ8dciZci
118 119
HnaaVW^d[i]Z7IEBdYjaZh"BVg`Zi^c\ HnaaVW^d[i]Z7IEBdYjaZh"Hd[iH`^aah
account
the
concrete
succession
plans
of
the
parHcipants.
In
order
to
opHmise
the
learning
Ie\jIa_bbi
process
and
successfully
conclude
the
module,
self‐study
using
the
materials
provided
is
essenHal.
Learning
groups
can
be
formed
face
to
face
or
virtually,
and
the
presence
days
Business
transfer
is
a
complex
process.
Managing
such
a
process
involves
both
the
technical
serve
as
possibiliHes
to
answer
quesHons
and
discuss
the
content
of
the
module
with
and
the
emoHonal
side.
Both
management
knowledge
and
techniques,
and
so2
skills
should
other
course
parHcipants
and
the
instructors.
Preliminary
and
follow‐up
readings
as
well
be
trained.
Analyses
from
the
last
10‐20
years
have
shown
that
the
smaller
the
company,
as
possible
electronic
resources
are
strongly
recommended
parts
of
the
course
contents.
the
higher
the
emoHonal
and
psychological
impact.
The
challenge
is
parHcularly
hard
for
The
goal
of
combining
methods
is
to
move
to
and
from
between
theoreHcal
concepts
and
successors
for
several
reasons.
The
transferor
has
already
lived
his/her
life
and
career
and
pracHcal
applicaHons
in
order
to
create
relevance
for
the
parHcipants.
has
developed
a
management
style.
This
is
not
easy
to
be
changed.
But
the
handover
‐
an
important
change
framework
itself
‐
requires
changes
within
and
during
the
process.
Business
EgZgZfj^h^iZh flexibility
needs
adaptability.
And
since
the
transferor
is
generally
not
in
the
condiHon
of
ParHcipants
should
have
knowledge
of
the
basic
characterisHcs
of
the
company
to
be
adapHng
him/herself
or
of
easily
accepHng
change,
it
is
up
to
the
successor
to
carry
the
main
transferred. weight
of
the
flexibility
challenges.
6hhZhhbZci As
business
leader
and
relaHonship
manager,
the
successor
is
asked
to
involve
collaborators
Small
assignments
and
acHve
class
parHcipaHon
will
serve
as
one
pillar
for
grading
this
and
to
promote
their
moHvaHon
to
conHnuous
up‐to‐date
management,
to
innovaHon,
and
module.
In
addiHon,
the
transfer
plan
will
be
part
of
the
assessment
for
this
module.
to
effecHve
compeHHveness.
The
successor
should
learn
and
conHnuously
improve
his/her
aPtudes
to
manage
small
groups
and
relaHonship
with
individuals.
As
a
business
conHnuer,
A^iZgVijgZ the
successor
must
be
ready
to
understand
how
the
transferor
may
feel
about
the
person
who
is
now
going
to
manage
the
business.
S/he
must
be
skilled
in
involving
and
moHvaHng
Preliminary
and
Follow‐up
Readings all
collaborators
in
the
business
change
processes.
° Lovelock,
C.H.,
Wirtz
J.
(2007).
Services
markeHng:
people,
technology,
strategy.
Upper
This
course
will
teach
the
parHcipants
how
to
recognise,
to
get,
to
manage,
and
to
improve
Saddle
(NJ):
PrenHce
Hall. such
skills.
° Cravens,
D.W.,
Piercy,
N.
(2006).
Strategic
markeHng.
Boston:
McGraw‐Hill.
° Kotler,
P.,
Armstrong,
G.
(2007):
Principles
of
markeHng.
Englewood
Cliffs
(NJ):
=djgh
PrenHce‐Hall. This
module
consists
of
a
total
of
16
hours
divided
into
12
hours
of
face‐to‐face
learning,
2
° Kotler
P.
(2006).
MarkeHng
management.
Upper
Saddle
River
(NJ):
Pearson
EducaHon
hours
e‐learning
and
approximately
2
hours
self‐study.
InternaHonal.
HeZX^ÒXDW_ZXi^kZh
In
order
to
become
more
and
more
aware
of
mulH‐faced
business
transfer
processes,
parHcipants
will
learn
a
systemic
approach
to
the
company
as
a
human
team,
engaged
to
be
professional
and
compeHHve
in
the
market.
Every
parHcipant
is
expected
to
get
personally
involved
in
a
dialogue
with
the
transferor,
at
least
while
the
transferor
is
sHll
there.
People
in
the
company,
and
out
of
it,
should
be
seen
as
individuals
instead
of
figures.
The
discussion
of
120 121
HnaaVW^d[i]Z7IEBdYjaZh"Hd[iH`^aah HnaaVW^d[i]Z7IEBdYjaZh"Hd[iH`^aah
real‐life
cases,
and
some
advice
and
addresses
for
excursions
on
the
web
will
help
to
improve
;VXZ"id"[VXZ8dciZci
this
aPtude.
Time Day
1 Time Day
2
The
specific
objecHves
of
this
module
are: Summary
of
the
Content
of
Day
1,
0.5
h IntroducHon 0.5
h
QuesHons
° ParHcipants
will
understand
their
role
and
the
expected
behaviour
towards
people. The
Successor
as
a
Business
° They
will
start
to
recognise
human
psychology,
behaviour,
and
reacHon
in
different
ConHnuer:
situaHons
and
roles. Business
Transfer
SituaHons
‐
0.5
h 1
h ° Understanding
and
Managing
° ParHcipants
will
become
aware
of
the
importance
of
understanding
their
business
as
a
The
Importance
of
So2
Skills
the
ConnecHon
with
the
Former
global
picture
(vision)
and
as
a
specific,
compeHHve
opportunity
in
the
market
(mission)
Business
Vision
and
Mission
to
be
pursued
by
a
compact
team
(values); The
Successor
as
a
Business
° They
will
learn
about
the
importance
of
transferring
such
a
vision
and
mission
and
Different
Kinds
of
RelaHonships
with
Leader:
values
sensiHvity
as
an
essenHal
basis
for
people
moHvaHon. the
Previous
Business
Management
1
h ° Understanding
the
Business
1,5
h
° ParHcipants
will
become
aware
of
the
importance
of
listening
to
the
transferor’s
feelings
Style.
Conveying
the
Personal
Vision
and
Mission
in
the
and
points
of
view,
and
will
be
sensiHsed
towards
trying
to
understand
and
posiHvely
Leading
Style.
Scenario
and
in
the
Market
manage
them.
Break Break
° ParHcipants
will
be
able
to
apply
their
knowledge
to
concrete
business
transfer
The
Successor
as
a
Professional
situaHons. RelaHonship
Manager:
° The
Inner
Side
Different
Kinds
of
SituaHons
° Inspiring
Collaborators
Concerning
the
RelaHonship
with
1
h ° How
to
PracHce
3
h
Previous
Transferors.
Case
Analysis
Empowerment
towards
(Small
Groups)
People
° PracHcal
Experience
(Small
Groups)
Break
The
Successor
as
a
Business
Professional
Time
Management
ConHnuer
on
the
Market.
Change
0.5
h and
DelegaHon.
The
Basic
and
1.5
h
Management:
Involving
All
Those
What
is
New
Interested
in
the
Transfer
Process
0.5
h QuesHons
and
Conclusions 0.5
h QuesHons
and
Conclusions
Total
4h Total
8
h
Table
5:
SoJ
Skills
‐
Face‐to‐face
Content
122 123
HnaaVW^d[i]Z7IEBdYjaZh"Hd[iH`^aah HnaaVW^d[i]Z7IEBdYjaZh"Hd[iH`^aah
BZi]dYh AA.VV.,
Padri
e
figli
in
azienda:
aspeCaHve
a
confronto,
Assolombarda,
Gruppo
Giovani
The
course
module
will
uHlise
a
combinaHon
of
learning
methods
including
group
work,
Industriali,
1990
discussions,
case
studies,
short
assignments,
self‐study,
and
face‐to‐face
lectures.
The
Gersick
K.,
Davies
J.,
Hampton
M.
and
Landesberg
I.,
GeneraHon
to
GeneraHon
‐
life
cycles
use
of
a
learning
plaxorm
via
addiHonal
material
and
online
content
is
offered
is
strongly
of
the
Family
Business,
Harvard
Business
School
Press,
1997.
recommended.
Morris
M.,
Williams
R.,
W.
and
Nel
D.,
Factors
influencing
Family
Business
Succession,
Contents
of
this
module
should
be
applied
especially
to
pracHcal
planning
and
to
the
work
InternaHonal
Journal
of
Entrepreneurial
Behaviour
and
Research,
Vol
2,
No
3,
MCB
Univ.
on
the
final
transfer
plan,
including
recurring
do’s
and
don’ts
sessions,
which
should
take
into
Press
1996.
account
the
concrete
succession
plans
of
the
parHcipants.
In
order
to
opHmise
the
learning
Jean‐Marc
TARIANT,
Pour
reprendre
une
enterprise,
EdiHon
d’organisaHon
2000
process
and
successfully
conclude
the
module,
self‐study
using
the
materials
provided
is
ATELIER
STUDIOCENTRO
VENETO,
ProgeCo
Ri‐lancio,
Regione
Veneto
assessorato
PMI,
essenHal.
Learning
groups
can
be
formed
face
to
face
or
virtually,
and
the
presence
days
Vicenza
OCobre
2002
ATELIER
STUDIOCENTRO
VENETO,
Ricerca
AncorArHgiani,
gesHre
il
serve
as
possibiliHes
to
answer
quesHons
and
discuss
the
content
of
the
module
with
passaggio
generazionale
all’interno
delle
imprese
ArHgiane
Veneziane,
ConfarHgianato
other
course
parHcipants
and
the
instructors.
Preliminary
and
follow‐up
readings
as
well
Venezia,
2002.
as
possible
electronic
resources
are
strongly
recommended
parts
of
the
course
contents.
BARNES
L.B.‐HERSHON
S.A.,
Trasferring
Power
in
family
Business,
in
“Harward
Espansione”,
The
goal
of
combining
methods
is
to
move
to
and
from
between
theoreHcal
concepts
and
20,
1983.
pracHcal
applicaHons
in
order
to
create
relevance
for
the
parHcipants.
LEVINSON
H.,
Don‘t
choose
your
own
successor,
in
„Harvard
Business
Review“,
novembre‐
dicembre1974.
EgZgZfj^h^iZh SONNENFELD
J.,
Heroes
in
collision:
Chief
execuHve
reHrement
and
the
parade
of
future
ParHcipaHon
in
this
module
requires
parHcipants
to
be
moHvated
to
lead
a
business
and
to
Leader,
in
“Human
Resource
management”,
Summer,
vol.
XXV.
have
a
minimum
basic
knowledge
of
business
management.
Follow‐up
6hhZhhbZci BAUER
M.
„Tra
impresa
e
famiglia:
trasmissione
e
successione
nelle
piccole
e
medie
Short
assignments
and
discussions
will
serve
as
one
basis
for
course
assessment.
AcHve
imprese“;
Nuova
Italia
ScienHfica,
Roma,
1997
parHcipaHon
in
face‐to‐face
classes
accounts
for
60%
of
the
final
grade.
BRUNELLO
T.,
Passaggi
ObbligaH,
F.
Angeli,
Milano
2003.
Gibb
Dyer
W.
Jr.,
1986,
Cultural
change
in
family
firms
‐
AnHcipaHng
and
managing
business
A^iZgVijgZ and
family
transiHons
(Jossey‐Bass
Publishers,
San
Francisco)
McGivern
C.,
1978,
The
dynamics
of
management
succession,
Management
Decision,
Preliminary Vol.
16,
1,
32‐42
Barnes
L.,
Hershon
S.,
1976,
Transferring
power
in
the
family
business,
Harvard
Business
Review,
Juillet‐Août,
105‐114 LZWa^c`h
Bragard
L.,
Van
Caillie
D.,
1994,
Aspects
stratégiques
et
humains
de
la
transmission (overview)
des
PeHtes
et
Moyennes
Entreprises
familiales:
résultats
d‘une
enquête,
in
„Héritage
et hCp://ec.europa.eu/enterprise/entrepreneurship/support_measures/transfer_business/
transmission
intergénéraHonnelle“,
Chapitre
9
(De
Boeck
Université,
Bruxelles) index.htm
Donckels
R.,
Frölich
E.,
1991,
Are
family
businesses
really
different?
European
experiences
The
European
Forum
on
the
Transfer
of
Business,
Lille/France
1997
from
STRATOS,
Family
Business
Review,
2,
149‐160 Europa
‐
Markets
for
Business
Transfers
(page
14‐15)
124 125
HnaaVW^d[i]Z7IEBdYjaZh"Hd[iH`^aah HnaaVW^d[i]Z7IEBdYjaZh"=jbVcGZhdjgXZBVcV\ZbZci
hCp://ec.europa.eu/enterprise/entrepreneurship/support_measures/transfer_business/ >kcWdH[iekhY[CWdW][c[dj
transfer‐brochure‐en.pdf
hCp://www.unioncamere.it/allegaH/lille_conclusions1997_en.pdf
(page
8). In
this
course
you
will
be
placed
at
the
forefront
in
understanding
how
organizaHons
can
gain
a
sustainable
compeHHve
advantage
through
its
people.
The
role
of
HR
managers
is
no
longer
limited
to
service
funcHons,
such
as
recruiHng
and
selecHng
employees.
Today
HR
managers
assume
an
acHve
role
in
the
business
transfer
process,
especially
in
the
strategic
planning
and
decision
making
in
their
organisaHons.
MeeHng
challenges
head‐on
and
using
human
resources
effecHvely
are
criHcal
to
the
success
of
any
work
organisaHon.
Nevertheless,
in
recent
years
the
field
of
Human
Resource
Management
(HRM)
has
changed
drasHcally.
Nowadays
HR
managers
play
a
key
role
in
organisaHonal
development.
TradiHonally
managers
believed
that
organisaHons
that
had
access
to
capital
or
technology
could
achieve
a
compeHHve
advantage.
Another
approach
is
that
organisaHons
that
could
offer
quality
products
and
services
are
a
step
ahead
from
compeHtors.
Nonetheless
human
capital
is
the
sole
factor
that
could
maintain
an
organisaHon‘s
compeHHve
advantage.
In
the
light
of
the
complex
business
transfer
process,
both
transferors
and
successors
must
be
able
to
master
the
key
HR
funcHons
in
order
to
succeed
in
this
process.
One
of
the
main
objecHves
of
this
module
is
to
develop
an
understanding
of
the
business
transfer
concept
and
process
in
relaHon
with
Human
Resource
Management
funcHon.
Reaching
this
objecHve
will
be
done
by
discussing
the
importance
of
linking
each
of
the
human
resources
funcHons
to
the
business
transfer
process.
The
business
transfer
process
could
be
done
from
the
owner
to
an
employee
or
to
a
family
member.
This
would
be
the
path
which
the
business
to
be
transferred
should
take
to
create
a
compeHHve
advantage
in
today‘s
business
environment.
The
module
itself
is
divided
into
four
topics:
1.
Importance
and
role
of
Human
Resources
at
the
Hme
of
business
transfer
process,
2.
Alignment
of
the
HRM
strategy
with
the
enterprise
strategy,
3.
HRM
at
the
Business
Transfer
Process,
4.
Expanding
HRM
Horizons.
=djgh
This
module
should
consist
of
a
total
of
14
hours
divided
into
8
hours
(one
day)
of
face‐to‐
face
learning
and
2
hours
e‐learning
and
approximately
4hours
self‐study.
126 127
HnaaVW^d[i]Z7IEBdYjaZh"=jbVcGZhdjgXZBVcV\ZbZci HnaaVW^d[i]Z7IEBdYjaZh"=jbVcGZhdjgXZBVcV\ZbZci
HeZX^ÒXDW_ZXi^kZh ;VXZ"id"[VXZ8dciZci
This
module
discusses
the
importance
of
Human
Resource
Management
through
the
analysis
of
its
specific
topics
which
will
train
the
parHcipants
in
the
capability
to
design
and
Time Day
1
implement
HRM
strategies
to
achieve
organisaHonal
compeHHve
advantages
in
the
business
0,5
h IntroducHon
transfer
process. Alignment
of
the
HRM
Strategy
with
the
Enterprise
Strategy
‐State
of
the
HRM
2
h
FuncHons
before
Decision
Making
Business
Transfer
The
specific
objecHves
of
this
module
are: Break
° ParHcipants
will
understand
both
short‐
and
long‐term
organisaHonal
challenges
in
the
1.5
h HRM
Planning
for
the
Business
Transfer
Process
area
of
HRM
to
make
a
posiHve
impact
on
firm
development. Break
° ParHcipants
will
discuss
each
of
the
HRM
funcHons
to
help
understand
how
the
funcHons
HRM
at
the
Business
Transfer
Process
are
managed
in
the
HRM
department. ° New
Human
Resources
Management
Planning
at
the
Time
of
Business
° ParHcipants
will
analyse
the
different
situaHons
that
could
emerge
in
the
organisaHons
1.5
h Transfer
ProcessCreaHng
High‐performance
Work
System
and
affect
the
HRM
department
in
order
to
find
the
way
to
approach
them. ° Career
Development
at
the
Business
Transfer
Process
–
Acquiring
New
° ParHcipants
will
learn
to
develop
team‐work
capabiliHes
in
order
to
enhance
collaboraHve
Employees
and
Dismissal
learning
for
human
development
and
effecHve
human
capital
achievement.
Break
° ParHcipants
will
idenHfy
the
requirements
for
aCaining
a
work
environment
that
Expanding
HRM
Horizons
promotes
honesty,
respect,
and
people‘s
dignity.
° DesignaHng
New
Human
Resources
Management
Structure
° ParHcipants
will
discuss
the
importance
of
understanding
the
employee,
groups,
and
1.5
h
° SePng
Human
Resources
Working
requirements
organisaHonal
needs
in
the
development
of
their
funcHons.
° Enhancing
Employee
–
Management
RelaHons:
RouHne
Exercising
Control
of
New
Human
Resources
System
Break
1
h Conclusion
and
PracHcal
Assignment
Total
8
h
Table
6:
Human
Resources
‐
Face‐to‐face
Content
BZi]dYh
The
course
module
will
uHlise
a
combinaHon
of
learning
methods
including
group
work,
discussions,
case
studies,
short
assignments,
self‐study,
and
face‐to‐face
lectures.
The
use
of
a
learning
plaxorm
via
addiHonal
material
and
online
content
is
offered
is
strongly
recommended.
Contents
of
this
module
should
be
applied
especially
to
pracHcal
planning
and
to
the
work
on
the
final
transfer
plan,
including
recurring
do’s
and
don’ts
sessions,
which
should
take
into
account
the
concrete
succession
plans
of
the
parHcipants.
In
order
to
opHmise
the
learning
128 129
HnaaVW^d[i]Z7IEBdYjaZh"=jbVcGZhdjgXZBVcV\ZbZci HnaaVW^d[i]Z7IEBdYjaZh"=jbVcGZhdjgXZBVcV\ZbZci
process
and
successfully
conclude
the
module,
self‐study
using
the
materials
provided
is
Sisson,
K.,
Storey,
J.
(2000).
The
RealiHes
of
Human
Resource
Management.
essenHal.
Learning
groups
can
be
formed
face
to
face
or
virtually,
and
the
presence
days
Buckingham:
Open
University
Press.
serve
as
possibiliHes
to
answer
quesHons
and
discuss
the
content
of
the
module
with
Bach,
S.,
Sisson,
K.
(2000).
Personnel
Management:
A
Comprehensive
Guide
to
Theory
and
other
course
parHcipants
and
the
instructors.
Preliminary
and
follow‐up
readings
as
well
PracHce.
Oxford:
Blackwell.
as
possible
electronic
resources
are
strongly
recommended
parts
of
the
course
contents.
Hollinshead,
G.,
Leat,
M.
(1995).
Human
Resource
Management:
An
InternaHonal
and
The
goal
of
combining
methods
is
to
move
to
and
from
between
theoreHcal
concepts
and
ComparaHve
PerspecHve.
Upper
Saddle
(NJ)
FT
PrenHce
Hall.
pracHcal
applicaHons
in
order
to
create
relevance
for
the
parHcipants.
Salaman,
M.
(2001).
Industrial
RelaHons,
Upper
Saddle
(NJ)
FT
PrenHce
Hall.
Tayeb,
M.
(2005).
InternaHonal
Human
Resource
Management:
A
MulHnaHonal
Company
Using
case
studies
is
the
opHmal
learning
strategy
for
the
teaching‐learning
process.
One
of
PerspecHve.
Oxford:
Oxford
University
Press.
the
principal
objecHves
of
this
learning
strategy
is
that
the
parHcipant
takes
a
key
role
in
the
Torrington,
D.,
Hall,
L.,
Taylor,
S.
(2002).
Human
Resource
Management.
learning
process.
The
case
study
is
the
teaching‐learning
strategy
that
confronts
parHcipants
Upper
Saddle
(NJ):
FT
PrenHce
Hall
with
real‐life
situaHons
in
the
area
of
HRM.
In
this
way
parHcipants
can
learn
to
make
decisions
to
propose
soluHons
to
a
specific
situaHon.
It
is
important
to
remember
that
there
LZWA^c`h
are
no
unique
soluHons;
however,
some
soluHons
could
be
beCer
than
others.
It
is
recommended
to
list
web
links
based
on
the
recommendaHon
of
the
trainer.
The
following
is
an
example:
EgZgZfj^h^iZh ° Centre
for
Economic
Performance
‐
www.cep.lse.ac.uk
ParHcipaHon
in
this
module
requires
parHcipants
to
be
moHvated
to
lead
a
business
and
to
° Chartered
InsHtute
of
Personnel
and
Development
(CIPD)
‐
www.cipd.co.uk
have
a
minimum
basic
knowledge
of
business
management. ° ConfederaHon
of
BriHsh
Industry
(CBI)
‐
www.cbi.org.uk
° Department
of
Trade
and
Industry
(DTI)
‐
www.dH.gov.uk
6hhZhhbZci ° Human
Resource
Management
‐
www.bized.ac.uk
In
class
parHcipaHon
and
short
assignments
could
serve
as
a
basis
for
assessment
of
the
° InsHtute
of
Management
‐
www.inst‐mgt.org.uk
course
module. ° The
Financial
Times
‐
www.2.com
° Trades
Union
Congress
(TUC)
‐
www.tuc.org.uk
A^iZgVijgZ
It
is
recommended
to
list
preliminary
and
follow‐up
literature
based
on
the
recommendaHon
of
the
trainer.
Preliminary and Follow‐up Reading
Armstrong,
M.
A.
(2003).
Handbook
of
Human
Resource
Management
PracHce.
London:
Kogan
Page.
Legge,
K.
(1995).
Human
Resource
Management
:
Rhetoric
and
RealiHes.
London:
Macmillan.
130 131
8dcXajY^c\GZbVg`hVcYDjiadd` 8dcXajY^c\GZbVg`hVcYDjiadd`
9edYbkZ_d]H[cWhaiWdZEkjbeea The
results
of
our
efforts
were
a
curriculum
for
business
transferees
that
can
be
applied
in
different
European
countries
and
that
consists
of
an
individual
path
and
a
group
path.
The
GZcZLZcoZa!7ZgcVYZiiZ;gZX] curriculum
was
structured
in
the
following
way:
;=?D6CC:JB
Idc^7gjcZaad ° OrientaHon
phase:
here
the
parHcipants
are
provided
with
all
necessary
informaHon
HijY^d8ZcigdKZcZid about
learning
materials,
the
uHlised
methodology,
goals
and
contents
of
the
training
modules,
a
Hme
schedule,
and
expected
results.
The
trainers
and
consultants
are
introduced,
too.
When
we
began
the
Business
Transfer
Programme,
we
had
several
goals
in
mind.
First,
we
wanted
to
promote
business
transfer
in
the
European
Union.
Since
about
a
third
of
all
° E‐learning/Self‐study/supervision:
this
phase
is
started
at
the
same
Hme
as
the
European
businesses
are
to
be
transferred
within
the
next
10
years
and
transfers
are
more
orientaHon
phase
and
goes
on
Hll
the
end
of
the
programme.
Every
learning
material
and
more
taking
place
outside
the
family,
business
transfer
has
become
a
major
policy
issue
in
can
be
found
on
the
online
plaxorm.
AddiHonally
the
internet
plaxorm
serves
as
an
aid
Europe.
As
we
have
discussed
earlier,
every
year
690,000
jobs
depend
on
successful
business
to
develop
an
individual
business
plan.
succession.
Due
to
the
fact
that
business
transfer
within
the
family
diminishes
nowadays,
the
process
of
business
transfer
faces
difficulHes
that
cannot
be
ignored.
Problems
arise
because
° Group
trainings:
the
first
training
session
is
primarily
dealing
with
face‐to‐face
measures
released
by
the
European
Commission
supporHng
business
transfer
are
only
half
experience
exchange
and
knowledge
transfer.
As
teaching
methods
we
use
lectures,
implemented
in
the
member
states
and
transferees
are
o2en
not
well
prepared
to
take
over
small
group
works,
independent
work,
coaching
and
supervision,
group
discussions,
a
business.
SupporHng
business
transfer
in
Europe
means
that
we
can
help
not
only
one
answer
sessions,
and
working
on
a
case
study.
single
entrepreneur
but
also
the
European
economy,
since
every
closed
enterprise
means
a
loss
in
wealth
and
a
decrease
of
employment
figures.
The
beCer
the
transfer
is
prepared
and
° Individual
succession
plan:
in
this
part
the
aim
is
to
develop
an
individually‐tailored
transferees
are
educated
in
managing,
the
greater
probability
of
success
and
the
possibility
plan
for
the
parHcipant‘s
own
business
succession.
It
will
be
used
to
meet
the
needs
to
create
new
jobs
for
the
local
economy. communicated
by
the
parHcipants
in
their
individual
consulHng
session.
Second,
we
wanted
to
introduce
different
methods
of
teaching
and
training
in
the
field
of
In
order
to
test
our
curriculum,
we
had
trials
it
in
two
pilot
trainings,
which
both
started
business
transfer.
One
only
has
to
look
at
exisHng
regulaHons
in
different
member
states
to
in
February
2008
and
lasted
for
two
months.
One
was
conducted
in
Graz,
the
other
one
in
realise
that
teaching
business
transfer
is
not
an
easy
task.
What
is
right
and
useful
in
one
Vicenza.
The
feedback
that
was
given
by
the
parHcipaHng
transferees
in
both
pilot
trainings
country
can
be
the
total
opposite
in
another.
In
this
book
we
have
discussed
circumstances
was
extremely
posiHve,
and
so
we
are
looking
forward
to
other
applicaHons
of
this
syllabus.
for
business
transfer
in
the
countries
of
our
project
partners.
There
are
various
insHtuHons
that
promote
business
transfers
in
these
countries.
However,
we
aim
at
implemenHng
the
The
integraHon
of
e‐learning
into
the
training
process
was
developed
following
state
of
the
newly
developed
syllabus
of
the
Business
Transfer
Programme
in
the
parHcipaHng
countries
art
theoreHcal
insights
into
the
approaches
to
e‐learning.
With
the
help
of
project
team
and
beyond.
Our
learning
method
consists
of
self‐directed
learning,
face‐to‐face
training,
e‐ members
as
well
as
expert
insHtuHons,
all
technical
and
educaHonal
issues
could
be
resolved
learning,
individual
coaching,
and
learning
from
experience.
PuPng
it
together
provides
us
delivering
a
high
end
product
for
a
contemporary
blended
syllabus.
The
mix
of
methods
is
at
with
an
integrated
soluHon
that
combines
the
process
of
consulHng,
training,
and
experience
the
core
of
the
e‐learning
concept
which
the
business
transfer
training
programme
follows.
exchange.
132 133
8dcXajY^c\GZbVg`hVcYDjiadd` 6ccZmZh"6ccZm>
The
project
primarily
aims
at
reducing
expensive
class
room
presence
as
well
as
to
realise
7dd[n[i
higher
quality
by
employing
a
modern
methodological
concepHon.
6ccZm>HiVi^hi^XVa9ViV
The
end
product
is
a
standardised
approach
to
learning
and
teaching
business
transfer
from
?VXdWdGVb^gZo
the
teachers’,
transferors’
and
transferees’
point
of
view.
We
believe
that
our
systemisaHon
8deZc]V\Zc7jh^cZhhHX]dda87H
of
the
learning
and
teaching
processes
will
benefit
all
protagonists
in
this
programme.
It
is
our
wish
that
it
will
be
posiHvely
recognised
for
a
long
Hme.
IVWaZ&/9Zbd\gVe]^XKVg^VWaZh
Successors Transferors
The
consorHum
will
also
conHnue
its
efforts
in
the
longer
run
trying
to
offer
the
curriculum
Demographic
Variables Number % Number %
vocaHonal
training
programmes
and
to
support
other
VET
(VocaHonal
EducaHon
and
Training)
providers
for
licensing
across
Europe
and
worldwide.
Through
this
significant
impact
and
perfecHon
in
the
consulHng
services
offered
to
transferees,
the
improvement
of
Age
the
effecHveness
of
transfers
can
be
expected,
and
the
European
corporate
landscape
and
30
or
less
than
30
years
old 82 24.1 17 5.4
consequently
the
whole
economy
will
benefit
from
our
efforts. 31
through
40
years
old 182 53.5 35 11.0
41
through
50
years
old 64 18.8 53 16.7
51
through
60
years
old 10 2.9 106 33.4
Over
60
years
old 2 0.6 106 33.4
Gender
Female 108 31.8 63 19.9
Male 230 67.6 244 77.0
Na,onality
Austrian 45 13.2 40 12.6
Danish 39 11.5 39 12.3
German 50 14.7 50 15.8
Italian 56 16.5 48 15.1
Spanish 44 12.9 33 10.4
Turkish 52 15.3 50 15.8
Romanian 51 15.0 49 15.5
Other
NaHonaliHes 3 0.9 8 2.5
134 135
6ccZmZh"6ccZm> 6ccZmZh"6ccZm>
IVWaZ'/CjbWZgd[8VhZhWn>cYjhig^VaHZXidgVcY8djcign IVWaZ)/Edhi=dXH]Z[[IZhiBjai^eaZ8dbeVg^hdch/>cYjhig^VaHZXidg
9ZeZcYZciKVg^VWaZ/;^cVcX^Va@cdlaZY\Z
Successors Austria Germany Denmark Italy Turkey Romania Spain
Manufacturing 2 50 21 14 11 18 7 (I)
Industrial
Sector (J)
Industrial
Sector Mean
Difference
(I‐J) Sig.
136 137
6ccZmZh"6ccZm> 6ccZmZh"6ccZm>
IVWaZ+/>chigjbZciKVa^YVi^dcÄHjXXZhhdghIgVch[Zgdgh IVWaZ-/Edhi=dXAH9IZhiBjai^eaZ8dbeVg^hdch/8djcign
9ZeZcYZciKVg^VWaZ/HjXXZhhdghÉHVaZhH`^aah
Successors Transferors
Valuable
KW
&
Competences
Valuable
KW
&
Competences
that
a
successor
should
(I)
Industrial
Sector (J)
Industrial
Sector Mean
Difference
(I‐J) Sig.
for
con,nue
Business Alpha have
for
con,nue
Business Alpha Manufacturing Retail/Wholesales ‐.3474594(*) .033
Business
Worth
(Market(8),
Finance
(Legal(1),
Financing(3),
Liability(4),
Service ‐.2834047(*) .040
Technical(7),
ValuaHon(6)) 0.602 Funding(5)) 0.732
Based
on
observed
means.
*
The
mean
difference
is
significant
at
the
.05
level.
Financial
Competence
(Liability(4),
Financing(3)) n.a Sales
(Technical(7),
Market(8),
So2
Skills
(9)) 0.667
IVWaZ./Edhi=dXAH9IZhiBjai^eaZ8dbeVg^hdch/>cYjhig^VaHZXidg
HRM
(Labour
Law(2),
Human
Resources(10),
9ZeZcYZciKVg^VWaZ/AVl
ValuaHon(6)) 0.604
(I)
Industrial
Sector (J)
Industrial
Sector Mean
Difference
(I‐J) Sig.
Knowledge
and
Skills
that
Successors
Should
Have
Manufacturing Retail/Wholesales ‐.4721950(*) .009
Successors’
Sales
Skills
(AccounHng
Skills
(5),
CommunicaHon
Skills
(6),
Leadership
Skills(7),
Retail/Wholesales Tourism .4018437(*) .043
MarkeHng
Skills
(8)) 0.630 Based
on
observed
means.
*
The
mean
difference
is
significant
at
the
.05
level.
Successors’
Firm
Knowledge
(KW
Branch(1),
KW
Commercial(2),
KW
Financial(3)) 0.679 IVWaZ&%/6CDK6/IgVch[ZgdghHjXXZhhdgh
Successors’
Work
Experience
(Work
Experience(9)) n.a Country
*
Country
*
Industrial
Industrial
Industrial
Industrial
Factor
Sector
Sector Country
Factor
Sector Sector Country
IVWaZ,/>chigjbZciKVa^YVi^dcÄHjXXZhhdghIgVch[Zgdgh Transferors F p F p F p Successors F p F p F p
Technical
Technical
Successors Transferors Knowledge .691 .793 .013 .998 3.599* .002 Knowledge 1.875* .026 .255 .858 7.947* .000
Content
of
the
Screening
Tool Alpha Content
of
the
Screening
Tool Alpha CommunicaHon
CommunicaHon
SoT‐Skills
(HR
(15),
So2
Skills
Skills .728 .755 .073 .975 3.403* .003 Skills 1.738 .044 1.531 .207 11.119* .000
(16),
CommunicaHon(17),
SoT
Skills
(So2
Skills
(22.16),
CommunicaHon
LegislaHon
PresentaHon(18),
NegoHaHon(19),
(22.17),
PresentaHon
(22.18),
NegoHaHon
Management 1.887* .024 1.652 .178 4.342* .000 Knowledge 2.375* .003 .355 .800 7.130* .000
Self
&
Time(20)) 0.901 (22.19),
Self
&
Hme
Management
(22.20)) 0.863 Contact
Key
Contact
Key
Marke,ng
(MarkeHng(11),
Marke,ng
(MarkeHng
(22.11),
Market
(22.12),
Player 1.480 .112 5.031* .002 17.861* .000 Player 1.681 .055 .085 .968 12.290* .000
Market(12),
CompeHHon(13),
CompeHHon
(22.13),
Sales
(22.14),
Human
0.846 Contact
Other
Sales(14)) 0.856 Resources
(22.15)) Legal
Aspects .846 .626 .448 .719 19.630* .000 Successors 3.642* .000 1.811 .146 23.743* .000
Law
(Law
in
general(1),
Tax
Law(2),
0.906 Legisla,on
(Law
(22.1),
Tax
(22.2),
Labour
NegoHaHon
Financial
Business
Law(3)) (22.4)) 0.810 Aspects .959 .499 2.225 .085 9.176* .000 Knowledge 2.716* .001 .399 .754 11.178* .000
Business
Finance
(Business
(22.3),
Finance
Successors’
Commercial
Finance
(Finance(5),
Financing(6),
(22.5),
Financing
(22.6),
Credit
(22.7),
Liability
Sales
Skills 2.797* .000 2.654* .049 7.986* .000 Knowledge 2.032* .014 1.571 .197 4.215* .000
Liability(8)) 0.769 (22.8),
Founding
(22.9)) 0.896
External
Financial
Resources
(Credit(7),
Funding(9)) n.a Infrastructure
(Technical
(22.10)) n.a
138 139
6ccZmZh"6ccZm> 6ccZmZh"6ccZm>
So2
Skills
IVWaZ&'/Edhi=dXIZhi
Successors’
Firm
and
MKT
Successors Transferors
Knowledge 1.190 .279 .178 .911 2.877* .010 Competences 1.657 .060 1.884 .133 10.455* .000
Successors’
Important
Steps
within
the
Take‐over
Process Important
Steps
within
the
Hand‐over
Process
Work
Firm’s
Sector
Communica,on
Skills Communica,on
Skills
Experience .689 .795 1.824 .143 3.175* .005 Knowledge 2.625* .001 .722 .510 19.086* .000
Finance 1.183 .285 .862 .461 4.831* .000 Business
Worth
3.146* .000 1.758 .156 4.584* .000
Austria Germany 1.8089678(*) .000 Austria Romania ‐.8163001(*) .000
Financial
Italy .8183598(*) .000
Denmark ‐.7322294(*) .001
Sales 1.674 .056 .437 .727 3.942* .001 Competence 1.458 .122 3.380* .019 10.974* .000 Germany Italy ‐.9906080(*) .000 Germany Romania ‐.6213637(*) .001
HRM 1.113 .344 .510 .676 6.853* .000 So2
Skills
1.132 .333 1.763 .156 2.261* .039
Romania ‐1.6527369(*) .000
Denmark ‐.5372930(*) .009
Business’
Finance 1.222 .256 1.122 .341 5.119* .000 MarkeHng
1.481 .121 1.518 .211 7.056* .000 Turkey ‐1.5227055(*) .000
Italy Romania ‐.5782546(*) .004
So2
Skills .687 .796 2.400 .069 2.284* .037 Law
.753 .718 1.100 .350 1.919 .080 Denmark ‐2.1155994(*) .000
Denmark ‐.4941839(*) .020
MarkeHng 1.281 .215 .896 .444 1.245 .284 Finance
1.978* .021 1.237 .298 4.137* .001
Spain ‐1.4852098(*) .000 Romania Turkey .9376140(*) .000
External
Finance
Law 1.368 .165 2.709* .046 3.420* .003 Resources
.944 .513 1.292 .279 11.719* .000 Italy Romania ‐.6621289(*) .000
Spain .6372311(*) .002
Infrastructure .744 .738 .124 .946 8.556* .000 Turkey ‐.5320974(*) .004 Turkey Denmark ‐.8535434(*) .000
Notes:
*p<0.05
Denmark ‐1.1249914(*) .000 Denmark Spain .5531604(*) .013
Spain ‐.4946017(*) .004
IVWaZ&&/Edhi=dXIZhi
Romania Denmark ‐.4628625(*) .008
Successors Transferors
Turkey Denmark ‐.5928940(*) .002
Important
Steps
within
the
Take‐over
Process Important
Steps
within
the
Hand‐over
Process
Denmark Spain .6303897(*) .001
Technical
Knowledge Technical
Knowledge Based
on
observed
means.
*
The
mean
difference
is
significant
at
the
.05
level.
Austria Germany ‐1.0359022(*) .000 Austria Germany ‐.7977880(*) .000
Italy ‐1.0482800(*) .000
Italy ‐1.1793878(*) .000
Romania ‐1.1615871(*) .000
Romania ‐.9241021(*) .000
Denmark ‐1.4379317(*) .000
Denmark ‐.9122014(*) .000
Spain ‐1.6847599(*) .000
Spain ‐.5213173(*) .019
Turkey Denmark ‐.8411447(*) .016 Germany Turkey .4971384(*) .011
Spain ‐1.0879729(*) .001
Italy Turkey .8787381(*) .000
Spain .6580705(*) .002
Romania Turkey .6234525(*) .002
Turkey Denmark ‐.6115517(*) .004
Based
on
observed
means.
*
The
mean
difference
is
significant
at
the
.05
level.
140 141
6ccZmZh"6ccZm> 6ccZmZh"6ccZm>
IVWaZ&(/Edhi=dXIZhi IVWaZ&)/Edhi=dXIZhi
Successors Transferors Successors Transferors
Difficul,es
within
the
Take‐over
Process Difficul,es
within
the
Hand‐over
Process Valuable
Knowledge
and
Skills
in
the
Take‐over
Valuable
Knowledge
and
Skills
in
the
Hand‐over
Legisla,on
Knowledge Management Process Process
Austria Germany .4332920(*) .026 Austria Italy ‐.4972430(*) .017
Commercial
Knowledge Legal
Aspects
Italy .6610042(*) .001
Romania ‐.7943254(*) .000
Austria Italy ‐.6723558(*) .000 Austria Germany ‐1.7164434(*) .000
Romania ‐.5554468(*) .004 Germany Italy ‐.8929598(*) .000
Denmark .5205395(*) .017
Romania ‐1.1900422(*) .000 Romania ‐.4106729(*) .033 Italy ‐1.5416239(*) .000
Spain .9598457(*) .000
Turkey ‐.4689064(*) .012 Turkey ‐.5379425(*) .013 Romania ‐1.8162270(*) .000
Germany Romania ‐.9887388(*) .000
Denmark ‐.3853250(*) .046 Denmark ‐1.2633405(*) .000 Turkey ‐.4698372(*) .006
Spain .5265537(*) .004
Spain ‐.5116089(*) .009
Spain ‐.6145718(*) .002 Denmark ‐1.2013382(*) .000
Italy Romania ‐1.2164511(*) .000
Italy Turkey .4240534(*) .026
Germany Italy ‐.5308301(*) .011 Spain ‐.8052690(*) .000
Romania Turkey .8386547(*) .000
Denmark .5076347(*) .011
Denmark 1.0759863(*) .000
Romania Turkey .7211358(*) .000 Denmark ‐1.1218148(*) .000 Germany Turkey 1.2466062(*) .000
Spain 1.5152925(*) .000
Denmark .8047172(*) .000 Spain ‐.4730462(*) .030 Denmark .5151052(*) .003
Turkey Spain .6766379(*) .001
Spain .6784333(*) .001 Italy Denmark ‐.5909847(*) .002 Spain .9111744(*) .000
Denmark Spain .4393062(*) .035
Romania Denmark ‐.8526677(*) .000 Italy Turkey 1.0717867(*) .000
Contact
Key
Players Contact
Key
Players
Turkey Denmark ‐.7253981(*) .001 Denmark .3402857 .051
Austria Germany 1.3617181(*) .000 Austria Germany 1.0661969(*) .000
Germany Italy ‐1.3370956(*) .000
Romania .5449831(*) .004 Denmark Spain .6487687(*) .001 Spain .7363549(*) .000
Romania ‐1.7133658(*) .000
Turkey 1.2352819(*) .000 SoT
Skills
and
Marke,ng
Competences Romania Turkey 1.3463898(*) .000
Turkey ‐1.0105660(*) .000
Denmark .6382635(*) .001 Austria Germany .7961918(*) .000 Denmark .6148888(*) .000
Denmark ‐1.6519225(*) .000
Spain .4510234(*) .023
Romania ‐.4178881(*) .020 Spain 1.0109580(*) .000
Spain ‐1.1368135(*) .000
Germany Italy ‐1.4179519(*) .000
Denmark ‐.6229817(*) .001 Turkey Romania ‐1.3463898(*) .000
Italy Romania ‐.3762702(*) .027
Romania ‐.5212139(*) .002
Romania Turkey .7027998(*) .000
Denmark ‐.4279334(*) .016 Spain ‐.5216873(*) .005 Denmark ‐.7315010(*) .000
Spain .5765523(*) .001
Spain ‐.6151735(*) .001 Germany Italy ‐.7308699(*) .000 Spain ‐.3354318 .056
Turkey Denmark ‐.6413564(*) .003
Italy Romania .8967381(*) .000 Romania ‐1.2140799(*) .000 Denmark Spain .3960692(*) .033
Denmark Spain .5151089(*) .011
Turkey 1.5870370(*) .000
Turkey ‐.4638319(*) .034 Nego,a,on
Aspects
Denmark .9900185(*) .000
Denmark ‐1.4191735(*) .000 Austria Germany .3957678(*) .044
Spain .8027784(*) .000
Romania Turkey .6902989(*) .000 Spain ‐1.3178791(*) .000
Italy ‐.7125502(*) .000
Turkey Denmark ‐.5970184(*) .001 Italy Romania ‐.4832100(*) .004
Denmark ‐.7451514(*) .000
Spain ‐.7842586(*) .000 Denmark ‐.6883036(*) .000
Germany Italy ‐1.1083180(*) .000
Based
on
observed
means.
*
The
mean
difference
is
significant
at
the
.05
level.
142 143
6ccZmZh"6ccZm> 6ccZmZh"6ccZm>
Romania Denmark ‐.7328198(*) .000 Austria Germany ‐.8699937(*) .000 Austria Romania 1.0808359(*) .000
Turkey Denmark ‐.9774349(*) .000 Germany Italy .7455492(*) .000 Germany Romania 1.2359147(*) .000
144 145
6ccZmZh"6ccZm> 6ccZmZh"6ccZm>
IVWaZ&,/Edhi=dXIZhi IVWaZ&-/Edhi=dXIZhi
Transferors Successors Transferors
Valuable
KW
&
Competences
that
a
Successor
Should
Have
for
Con,nue
Business Content
of
the
Screening
Tool Content
of
the
Screening
Tool
HRM SoT‐Skills SoT
Skills
Austria Germany .7054378(*) .000 Spain Austria 1.1434878(*) .000 Austria Spain ‐.6510523(*) .011
Romania ‐.5331360(*) .007 Germany .7121851(*) .007 Germany Turkey .5207210(*) .015
Turkey .6860845(*) .001
Italy 1.0112927(*) .000
Denmark .4766529(*) .047
Germany Italy ‐.5729550(*) .002
Romania .8195750(*) .001 Italy Spain ‐.4990204(*) .043
Romania ‐1.2385739(*) .000
Turkey .9256205(*) .000 Romania Turkey .6473094(*) .003
Spain ‐1.0817349(*) .000
Denmark .6032413(*) .013
Italy Romania ‐.6656189(*) .000 Turkey Spain ‐.9285483(*) .000
Turkey .5536017(*) .004 Denmark Spain ‐.8844802(*) .001
Spain ‐.5087800(*) .011 Marke,ng Law
Romania Turkey 1.2192206(*) .000 Austria Italy ‐.7480187(*) .002 Austria Italy ‐.5156562(*) .033
Denmark .8942147(*) .000
Romania ‐1.0755126(*) .000
Romania ‐.5072529(*) .022
Turkey Spain ‐1.0623816(*) .000
Denmark ‐.9918225(*) .000
Germany Italy ‐.6720912(*) .002
Denmark
Spain ‐.7373757(*) .000 Germany Italy ‐1.0218840(*) .000
Romania ‐.6636879(*) .000
Based
on
observed
means.
*
The
mean
difference
is
significant
at
the
.05
level.
Romania ‐1.3493779(*) .000
Italy Spain .7265861(*) .002
Turkey ‐.4943508(*) .027
Romania Spain .7181828(*) .001
Denmark ‐1.2656878(*) .000
Denmark Spain .4954738(*) .049
Spain ‐.4607395(*) .040
Italy Turkey .5275332(*) .020
Turkey .5275332(*) .020
Spain .5611445(*) .014
Romania Turkey .8550271(*) .000
Spain .8886384(*) .000
Turkey Denmark ‐.7713370(*) .001
Denmark Spain .8049483(*) .000
Based
on
observed
means.
*
The
mean
difference
is
significant
at
the
.05
level.
146 147
6ccZmZh"6ccZm> 6ccZmZh"6ccZm>
IVWaZ&./Edhi=dXIZhi IVWaZ'%/Edhi=dXIZhi
Successors Transferors Successors Transferors
Content
of
the
Screening
Tool Content
of
the
Screening
Tool Difficul,es
within
the
Take‐over
Process Knowledge
and
Skills
that
Successors
Should
Have
Finance Business’
Finance
Contact
Other
Successors Successors’
Sales
Skills
Austria Italy ‐1.0459377(*) .000 Austria Romania .5094124(*) .025
Austria Germany .8403588(*) .000 Austria Romania ‐.5443768(*) .006
Romania ‐.5309634(*) .022
Turkey 1.0163725(*) .000
Spain ‐.5039455(*) .042
Denmark .5324404(*) .044
Italy ‐.6553542(*) .000
Turkey .4474646(*) .026
Germany Italy ‐1.2097284(*) .000
Germany Turkey .8597428(*) .000
Romania 1.1316394(*) .000
Germany Romania ‐.7892355(*) .000
Romania ‐.6947540(*) .002
Italy Turkey .7066575(*) .002
Denmark ‐.8814342(*) .000
Denmark ‐.4375251(*) .026
Spain ‐.6677362(*) .005
Romania Turkey .5069601(*) .016 Germany Italy ‐1.4957130(*) .000
Italy Romania ‐.7483833(*) .000
Italy Romania .5149743(*) .022
Turkey Spain ‐.5751492(*) .014
Romania .2912806(*) .033
Denmark ‐.3966729(*) .046
Turkey 1.1536518(*) .000
Turkey ‐.9855606(*) .000
Romania Turkey .9918414(*) .000
Denmark .7390006(*) .003
Denmark ‐1.7217930(*) .000
Spain .6338302(*) .002
Spain .5419922(*) .026
Spain ‐1.0939421(*) .000
Turkey Denmark ‐.6401310(*) .002
Romania Turkey .6386775(*) .003
Turkey Spain ‐.6116597(*) .009 Italy Romania 1.7869937(*) .000 Successors’
Firm
Knowledge
External
Financial
Resources Infrastructure
Turkey .5101524(*) .001 Austria Germany ‐.8119781(*) .000
Austria Turkey ‐1.3221606(*) .000 Austria Germany ‐1.7806182(*) .000
Spain .4017709(*) .006
Italy ‐.7756280(*) .000
Germany Italy ‐.6096935(*) .004
Italy ‐.7239809(*) .001
RomaniaTurkey ‐1.2768412(*) .000
Denmark ‐.8526376(*) .000
Romania ‐.5812982(*) .002
Romania ‐.7761830(*) .000
Denmark ‐2.0130736(*) .000
Spain ‐.4905355(*) .023
Turkey ‐1.6712624(*) .000
Turkey ‐.4870885(*) .023
Spain ‐1.3852227(*) .000
Germany Romania .9578573(*) .000
Spain ‐.6743374(*) .001
Denmark ‐1.2045647(*) .000
Turkey Denmark ‐.7362324(*) .000
Turkey .4560686(*) .017
Italy Turkey ‐1.0615689(*) .000
Germany Italy 1.0566373(*) .000
Romania Turkey ‐1.0899642(*) .000
Romania 1.0044351(*) .000 Denmark Spain .6278508(*) .000
Italy Romania .9215073(*) .000
148 149
6ccZmZh"6ccZm> 6ccZmZh"6ccZm>>
PART
1 The
Business
Family
PART
2 OrganisaHonal
Aspects
PART
3 Corporate
Structure
and
Governance
PART
4 TaxaHon
PART
5 OrganisaHon
PART
6 Planning
the
Succession
Process
PART
7 The
Family
Protocol
B. Training Programmes for Start‐up
7#&#EjWa^X>chi^iji^dch#
ó Regional
Ministry
of
Economy,
Finances
and
Employment.
This
organisaHon
is
in
charge
of
the
employment
policies
in
the
Valencia
Community.
Within
the
ministry,
the
Valencia
Service
of
Training
and
Employment
(SERVEF
in
Spanish
language)
is
responsible
to
impel
and
execute
the
acHve
policies
of
professional
training.
Inside
the
occupaHonal
training,
a
specialty
denominated
“Services
to
Companies”
exists.
Within
this
150 151
6ccZmZh"6ccZm>> 6ccZmZh"6ccZm>>
professional
family,
we
can
find
several
modules
related
to
the
creaHon
of
companies
and
BASIC
MANAGEMENT
OF
THE
WORKER‐OWNED
LIMITED
40
training
for
business
people:
COMPANIES.
DescripHon Hours
° Professional
Area:
Managerial
Consultancy
(EMCE).
For
students
with
secondary
school The
Social
Economy.
Concept. 1
CREATION
AND
MANAGEMENT
OF
COMPANIES:
400 CharacterisHcs
of
Worker‐owned
Limited
Companies 1
DescripHon Hours Legal
RegulaHon 8
ConsHtuHon
of
a
Company.
The
Business‐plan 45 Social
Security 5
Economic‐financial
Techniques 143 TaxaHon
System
5
Accountancy
Techniques 65 Importance
of
Human
Resources
and
CommunicaHon. 5
Fiscal
Management.
Labour
Management. 67 Roles
of
Management
5
MarkeHng
and
Sales 30 Planning
and
Control:
to
Establish
ObjecHves
and
Systems. 8
Quality
Management. 30 Subsidies
Programs
2
Labour
Risks
in
the
Workplace
20
152 153
6ccZmZh"6ccZm>> 6ccZmZh"6ccZm>>
154 155
6ccZmZh"6ccZm>> 6ccZmZh"6ccZm>>
thanks
to
their
own
methodology
and
team. course
for
Small
Trade
include
the
study
and
viability
of
the
idea,
the
transformaHon
of
the
The
entrepreneur
training
financed
by
the
FoundaHon
INCYDE
is
summed
up
in
the
Program
idea
into
a
company
plan
and
the
steps
needed
to
start
a
company.
of
CreaHon
and
ConsolidaHon
of
Companies.
It
lasts
eight
weeks
over
a
period
of
two
and
a
half
months,
alternaHng
three
weeks
of
lessons
(3
hours
per
day)
and
a
week
of
consultancy
B.
2.
Unions.
with
specialist
advisers.
This
course
is
offered
in
Valencia
four
or
five
Hmes
a
year,
and
its
–
Comisiones
Obreras
(CC.OO.)
methodology
consists
of
three
phases:
This
organisaHon
collaborates
in
the
training
promoted
by
the
SERVEF,
in
job‐related
° From
the
idea
to
the
project.
Analysis
of
the
entrepreneur
idea
and
realisaHon
of
a
professional
training,
through
its
secHon
FOREM
as
well
as
in
the
acHons
OPEA.
Although
viable
managerial
project
through
individualised
tuiHon
and
the
combinaHon
of
FOREM
was
not
offering
courses
related
to
the
creaHon
or
administraHon
of
companies
administraHon
tools
and
individualised
consultancy.
The
training
content
of
the
when
we
carried
out
this
study,
it
had
already
been
chosen
for
the
acHviHes
of
informaHon
programmes
is
organised
in
eight
modules: and
moHvaHon
for
the
self‐employment
and
advice
of
managerial
projects.
–
Unión
General
de
Trabajadores
(UGT)
° From
the
viable
project
to
the
opening
of
the
company.
Once
the
project
is
finalised,
AddiHonally
to
advising
entrepreneurs,
the
web
page
of
this
union
provides
guides,
available
they
begin
a
follow
up
period.
A
consultant
visits
each
company
to
carry
out
periodic
in
PDF
format,
which
are
helpful
in
acquiring
a
basic
global
view
on
the
business
acHvity.
interviews
with
the
future
manager.
The
consultants
keep
up
their
consultancy
for
two
These
guides
represent
one
of
the
few
long
distance
training
offers
we
have
seen.
The
most
years
unHl
the
company
is
consolidated. interesHng
are
the
following
ones:
° From
the
opening
of
the
company
to
the
consolidaHon.
A2er
starHng
the
companies,
the
programmes
sHmulate
the
consolidaHon
and
cooperaHon
among
them. ° Self‐employment.
On
22
pages
it
shows
the
advantages
and
inconveniences
of
the
creaHon
of
companies,
the
business
plan,
and
the
necessary
previous
analyses
ó City
Council
of
Valencia. ° PracHcal
guide
for
entrepreneurs.
This
document
is
more
complete
(95
pages)
and
The
City
Council
of
Valencia
manages
an
Agency
of
Local
Development
including
the
Office
of
encompasses:
Economic
PromoHon
and
Employment.
This
office
has
several
branches
in
the
city
and
is
in
charge
of
informing
and
helping
entrepreneurs
with
the
necessary
steps
for
the
consHtuHon
‐
IntroducHon
to
self‐employment.
and
sePng
up
of
their
company
as
well
as
in
receiving
grants
and
funding
from
other
public
‐
The
managerial
project.
organisaHons.
‐
Juridical
form
of
the
company.
Training
is
managed
by
the
Employment
Service,
which
collaborates
with
the
FoundaHon
of
‐
Annexes
with
the
basic
administraHve
documentaHon
and
addresses
of
interest.
Chamber
of
Commerce,
INCIDE.
The
course
for
CreaHon
of
Companies
and
the
supporHng
156 157
6ccZmZh"6ccZm>> 6ccZmZh"6ccZm>>
B.
3.
Private
ins9tu9ons.
–
Associa9on
of
Entrepreneurs
of
Valencia
(COEV)
–
Associa9on
of
Young
Entrepreneurs
of
Valencia
(AJEV)
This
organisaHon
offers
companies
management
training
in
the
format
of
very
specialised
This
associaHon
provides
support
exclusively
to
its
partners,
who
can
be
businesspeople
or
seminars
directed
to
experienced
professionals.
companies.
The
laCer
are
full
members
with
access
to
all
the
services
of
the
organisaHon,
e.g.
meeHngs,
business
dinners,
Young
Manager
Prize,
and
conferences.
–
School
of
Business
Administra9on
of
the
Mediterranean
(EDEM)
For
business
people
AJEV
promotes
new
vocaHonal
and
managerial
iniHaHves,
their
inclusion
This
organisaHon
is
a
good
example
of
training
centres
which
periodically
offer
courses
in
the
net
of
the
associaHon
and
counselling
services.
directed
at
the
entrepreneur.
We
can
highlight
the
basic
course
on
“How
to
Be
a
Manager”.
This
year
this
course
is
supposed
to
last
more
than
100
hours
and
is
almost
exclusively
–
Valencia
Confedera9on
of
Enterprises.
designed
to
facilitate
the
managerial
and
entrepreneur
abiliHes.
The
enterprise
confederaHons
organise
job‐related
training
courses
under
the
economic
umbrella
of
the
SERVEF.
This
training
is
offered
through
the
FoundaHon
Training
and
B.
4.
University
Centres.
Employment.
Among
the
job‐related
training
courses
offered
during
the
first
quarter
of
–
University
of
Valencia:
Founda9on
University‐
Enterprise
(ADEIT)
2005,
we
can
find:
The
University
of
Valencia,
through
its
FoundaHon
University‐Enterprise
(ADEIT),
wants
to
strengthen
and
foster
the
teaching
and
diffusion
of
the
managerial
culture.
ADEIT
organises
° Course
of
managerial
abiliHes,
26
hours
evening
course.
It
was
offered
four
Hmes
in
the
two
courses
for
entrepreneurs:
first
quarter
of
2005.
° Management
of
SMEs,
26
hours
evening
course.
Three
courses
of
this
type
were
offered
° “Who
can
be
an
entrepreneur?”
This
is
a
free
course
dedicated
to
the
second
cycle
between
January
and
May
2005. students
of
the
university.
It
lasts
52
hours.
° “Programme
of
CreaHon
and
Development
of
Enterprises”,
in
collaboraHon
with
the
–
Bancaja
Founda9on.
FoundaHon
School
of
Industrial
OrganizaHon
(EOI).
The
content
is:
The
Bancaja
FoundaHon
supports
acHviHes
for
young
entrepreneurs.
AddiHonally
to
a
web
page
with
useful
informaHon
and
a
simulator,
it
offers
the
course
“CreaHon
of
Companies
for
1ªPhase From
the
Idea
to
the
Project.
Young
Entrepreneurs”.
It
lasts
150
hours
(100
face
to
face
hours
and
50
hours
of
tutorship),
The
objecHve
is
to
make
the
entrepreneur
to
carry
out
a
viable
project.
13
modules.
it
is
free
of
charge
and
includes
pracHcal
work
on
the
business
plan.
The
programme
of
the
last
course
was: 2ªPhase From
the
Viable
Project
to
the
Opening
of
the
Company.
The
objecHve
is
to
sHmulate
the
entrepreneur
to
start
the
project
elaborated.
IntroducHon How
to
Make
a
Managerial
Project
Real 4
Hours 3ªPhase From
the
Opening
of
the
Company
to
its
ConsolidaHon:
Net
of
SMEs
Module
I MarkeHng
and
CommercializaHon 30
Hours The
objecHve
of
this
net
is
to
encourage
contacts
among
companies
of
common
and/or
Module
II Planning
and
Labour
RegulaHon 20
Hours complementary
sectors
that
can
share
problems
and
similar
soluHons,
trying
to
facilitate
the
exchange
of
knowledge
Module
III AccounHng
and
Business
Law 46
Hours
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–
Polytechnic
University
of
Valencia
(UPV)
and
longevity.
It
combines
specific
theoreHcal
concepts
of
family
business
with
pracHcal
At
this
public
university,
we
can
find
the
InsHtute
for
the
CreaHon
and
Development
of
experience
of
family
businessmen
and
of
family
management
consultants.
The
methodology
Enterprises
(ICDE),
which
is
in
charge
of
the
development
and
management
of
the
Program
combines
theoreHcal
lessons
with
roundtables
formed
by
family
businessmen
and
by
family
IDEAS.
We
will
concentrate
only
on
the
training
courses
developed
by
IDEAS.
The
Courses
on
management
consultants.
The
content
of
the
diploma
is
as
follows:
Business
Management:
Part
1 The
Family
Business.
Concept
and
CharacterisHcs
From
the
Idea
to
the
Product
(20
h) Budgetary
Accountancy
for
Managers
and
Part
2 The
GeneraHon
Cycle
of
the
Family
Business:
Challenges
and
ProblemaHc
Entrepreneurs
(40
h) Individuals
in
each
One
of
the
Phases
The
OperaHve
and
Strategic
Planning
of
an
Company
TaxaHon,
Legal
Forms
and
Legal
Part
3 Influence
of
the
Values
of
the
Family
in
the
ConHnuity
of
the
Business
Integral
Control
(30
h) Procedures
(20
h)
Part
4 Succession
and
ConHnuity
of
the
Business
Family
PracHcal
Workshop
ISO
9000
(20
h) Design
of
the
Product
and
Successful
Part
5 The
Family
Protocol.
Be
Prepared
for
Problems
Services
(20
h)
Part
6 The
CommunicaHon
and
the
ResoluHon
of
Personal
Conflicts
in
the
Family
PracHcal
Accountancy
for
Managers
and
Development
of
a
Culture
of
Services
(20
h)
Business
Entrepreneurs
(40
h)
Part
7 Organising
Design:
the
Process
of
Internal
Restructuring
in
the
Family
Business
Finances
for
Non‐professionals
(20
h) RecruiHng
(20
h)
Part
8 Organs
of
Government
of
the
Family
Business
C.
Review
of
ExisHng
Training
Programmes
on
Family
Businesses.
Part
9 The
Human
Resources
in
the
Family
Business
Part
10 Growth
of
the
Family
Business
–
University
of
Alicante. Part
11
Legal
Regimen
of
the
Family
Business
The
summer
university
Rafael
Altamira
of
the
University
of
Alicante
organises
the
course
Part
12
Finance
and
Investment
Htled
“The
Family
Business:
Problems
and
SoluHons”.
It
is
a
short‐duraHon
course.
During
one
week
the
course
tries
to
show
diverse
aspects
related
Part
13
Advice
to
Family
Businesses
to
the
family
business:
the
concept
of
family
business
and
its
importance
in
the
economy
of
Alicante,
their
main
problems,
the
tools,
which
exist
to
confront
them,
and
some
experience
8dcXajh^dch
coming
from
the
applicaHon
of
those
tools.
In
the
Valencia
Region,
the
importance
of
SMEs
is
enormous
and
the
problem
of
successful
business
transfer
is
similar
to
the
rest
of
Europe.
In
spite
of
the
importance
of
the
qualificaHon
–
Catholic
University
of
Valencia. of
the
successors,
there
is
no
specific
training
programme
addressed
to
this
maCer.
In
order
This
private
university
organises
the
University
Diploma
in
Management
and
Advice
of
to
improve
the
qualificaHon
of
future
business
successors
and
contribute
to
the
survival
Family
Businesses.
The
diploma
has
a
duraHon
of
one
year.
The
fundamental
objecHve
of
the
SME
in
Valencia
Region,
it
would
be
convenient
to
develop
a
training
programme
of
the
University
Diploma
is
to
contribute
to
the
learning
of
the
instruments,
tools
and
dedicated
to
this
problemaHc
aspect
of
business
management.
strategies,
applicable
specifically
to
the
family
businesses
so
that
they
can
achieve
a
beCer
and
more
efficient
development
in
the
markets
and
an
increase
of
their
compeHHveness
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166