Why 9 of 10 Family Businesses fail at succession: Learn what the 10 % make right. Best practices from the UK and Germany
(Sprache: Englisch)
The harsh reality: 9 out of 10 of family businesses will never make it to the third generation. This book investigates which factors are critical for the success of a succession. The study of three family businesses in the third generation from Germany and...
Voraussichtlich lieferbar in 3 Tag(en)
versandkostenfrei
Buch (Kartoniert)
Fr. 56.00
inkl. MwSt.
- Kreditkarte, Paypal, Rechnungskauf
- 30 Tage Widerrufsrecht
Produktdetails
Produktinformationen zu „Why 9 of 10 Family Businesses fail at succession: Learn what the 10 % make right. Best practices from the UK and Germany “
Klappentext zu „Why 9 of 10 Family Businesses fail at succession: Learn what the 10 % make right. Best practices from the UK and Germany “
The harsh reality: 9 out of 10 of family businesses will never make it to the third generation. This book investigates which factors are critical for the success of a succession. The study of three family businesses in the third generation from Germany and the UK lead to four best practices. From the results, a new model for succession in family businesses was developed. The qualitative study is one of the first that investigates the performance of successions with an international perspective. This book is recommended for family business researchers, family business owners, advisors and students interested in family business studies.
Lese-Probe zu „Why 9 of 10 Family Businesses fail at succession: Learn what the 10 % make right. Best practices from the UK and Germany “
Chapter 4, Presentation Of Case Studies:4.1. Introduction:
The following chapter introduces the three companies that were investigated as case studies. Written in narrative form (Yin, 2009); the case studies are structured, again, by using the three-circle model, extended by their historical perspective. The unique context of every business is further presented by using quotes from the held interviews, similar to the use of vignettes recommended by Stake (1995, p. 128).
4.2. Case Study Macsween:
The Chieftain Of Scottish National Dish Haggis Business today Haggis is a traditional Scottish dish made of offals, oatmeal and herbs originally filled into a sheep s stomach to be able to cook it, as described by Joanna Jo Macsween in the haggis bible (Macsween, 2013a). The production of Haggis and other meat products, such as black pudding is the business of Macsween of Edinburgh (Macsween of Edinburgh Ltd, 2013a). Starting as a little butcher shop out of economic necessity (Macsween, 2013b), the company today has 50 employees and an annual turnover of about Pds. 4.6 million in 2013 (Macsween, 2013b). Currently, the family business is led by the siblings Jo and James Macsween, representing the third generation.
History Charlie and Jean Macsween started the business in 1953 by opening a butcher shop in Edinburgh. Their oldest son, John soon joined the company in 1957 and started to develop it after he had taken over in 1975 when Charlie Macsween passed away, a critical moment in the history of Macsween. Jo Macsween remembers her father saying to her mother: Just leave me alone, don t expect me to help in the family or to be home by a certain time, I ve got my work to do. But John Macsween was a true entrepreneur (Macsween, 2013b) and saw the opportunity to develop the niche market of haggis production. Early modernization of the production line, product innovation, such as the vegetarian haggis, and reaching out to supermarkets ensured Macsween the market leadership
... mehr
in Haggis production (Levy, 2006). James and Jo Macsween representing the third generation entered the business in the early 1990s (Macsween of Edinburgh Ltd, 2013b). After the company joined the Centre for Family Enterprise at Glasgow Caledonian University in 1997 (Barry, 1998), they started to develop a succession plan that led to the official transition of the business in 2006 (Macsween, 2013b). Just in time, as Jo Macsween points out: ( ) in 2004 when we were way through this process and James and I were running the business our father was diagnosed with cancer ( ). Sadly, John Macsween passed away two years later. But he did left behind a healthy business. Today, Macsween of Edinburgh has substantial growth rates and ambitious goals. Their achievements have been rewarded multiple times, e.g. as the Family Business of the Year 2013 in Scotland or as Outstanding Small Business in 2012 (Macsween of Edinburgh Ltd, 2013a).
Ownership Today, the ownership of the business is shared between the second and the third generation. Katharine Macsween, the widow of John, owns a third of the shares, while James and Jo equally own the other two thirds (Macsween, 2013b).
Family Charlie, the founder of Macsween, was in his late forties when he founded the business. His son John in contrast entered the company in the young age of 16, later assisted by his wife Kate. Leadership in the third generation is now shared between the two siblings James and Joanna who led the company together with their father for 15 years (Macsween, 2013b). Their other two sisters are not working in the company. A lot of communication, trust and support can be observed within the Macsween family. This is not just limited to the core family but also includes the employees which feel to be part of the family (Macsween, 2013b).
4.3. Case Study Kammerer - From A Basement To International Success:
Business today Looking back at the history of Kammerer Gewindetechnik, one could say today that it was a
Ownership Today, the ownership of the business is shared between the second and the third generation. Katharine Macsween, the widow of John, owns a third of the shares, while James and Jo equally own the other two thirds (Macsween, 2013b).
Family Charlie, the founder of Macsween, was in his late forties when he founded the business. His son John in contrast entered the company in the young age of 16, later assisted by his wife Kate. Leadership in the third generation is now shared between the two siblings James and Joanna who led the company together with their father for 15 years (Macsween, 2013b). Their other two sisters are not working in the company. A lot of communication, trust and support can be observed within the Macsween family. This is not just limited to the core family but also includes the employees which feel to be part of the family (Macsween, 2013b).
4.3. Case Study Kammerer - From A Basement To International Success:
Business today Looking back at the history of Kammerer Gewindetechnik, one could say today that it was a
... weniger
Autoren-Porträt von Daniel Scheffold
Daniel Scheffold earned a Master of Arts in General Management and a Master of Science in International Business Management.While working in sales and HR he came in contact with the fascinating world of family businesses. He developed this interest further during his studies. Daniel Scheffold studied in Germany, the USA, South Korea and the United Kingdom. He now lives in Sweden where he works for a medium-sized high-technology company.
Bibliographische Angaben
- Autor: Daniel Scheffold
- 2014, Erstauflage, 76 Seiten, 5 Abbildungen, Masse: 15,5 x 22 cm, Kartoniert (TB), Englisch
- Verlag: Anchor Academic Publishing
- ISBN-10: 3954892545
- ISBN-13: 9783954892549
Sprache:
Englisch
Kommentar zu "Why 9 of 10 Family Businesses fail at succession: Learn what the 10 % make right. Best practices from the UK and Germany"
0 Gebrauchte Artikel zu „Why 9 of 10 Family Businesses fail at succession: Learn what the 10 % make right. Best practices from the UK and Germany“
| Zustand | Preis | Porto | Zahlung | Verkäufer | Rating |
|---|
Schreiben Sie einen Kommentar zu "Why 9 of 10 Family Businesses fail at succession: Learn what the 10 % make right. Best practices from the UK and Germany".
Kommentar verfassen