Knowledge Finder Search: Family Owned

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Over the years, I’ve witnessed many effective advisory boards and also some that failed dismally.  I’ve identified 3 big mistakes that can make your advisory board unproductive and potentially detrimental.  Fortunately, all three areas under your control so knowing what to look for can help you are successful.   Mistake1: Not defining what you want the advisory board to do

Over the years, I’ve witnessed many effective advisory boards and also some that failed dismally.  I’ve identified 3 big mistakes that can make your advisory board unproductive and potentially detrimental.  Fortunately, all three areas under your control so knowing what to...

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Family run businesses may have the hardest time executing a turnaround after the recent market turmoil. This is the result of limited skills in terms of fresh management that can affect change. The author make this argument, lays out the challenges and then suggests ways these family owned...

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In early July, we are launching a new survey of the midmarket - HEALTH OF THE MIDMARKET SURVEY - to profile various midsize companies, the actions they take and the outcomes they achieve.  This will enable the comparison of various types of middle market companies and inform them of the actions that will achieve certain desired outcomes. The survey is designed to be useful to a current CEO of a midsize company and to the many advisors and parties interested in the success of midsize companies.
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Are you really as smart as you think you are? Do people who surround you constantly sing your praises? Do you make more bad decisions than you’d like?
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Family businesses can go about attracting outside executives to join the family business. They need to be willing to open up high level positions to outsiders if they want to bring in high-level talent that isn't from within the family.

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When second- and third-generation managers take over the family business, they often face more complex issues than their parents once did.  New programs offer classes in succession planning and communication.Columbia Business School in 2012 brought in an executive-in-residence and added a...

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Many midsize companies have been around for a while and operate in niches – geographic or industry.  Many of them tend to be the ‘big fish in the little pond’ and the business owner is the CEO.  They built the company with sweat and guts, and deservedly feel good about their accomplishment.  They are generally strong personalities (Type A+) who are used to adulation for their accomplishments and enjoy their position of power.  They are generally surrounded by people who helped them get there, people like themselves and who often pander to them. &nb
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Why do the top companies invest so heavily in business intelligence? Profits.

They understand that by transforming the data they have into information, it will provide them with a competitive advantage and improved profits.

The mid-market is no different from the Fortune 500 in...

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Brian and Betsy are a husband and wife team. While retired and running a B&B in upstate New York, they started HANDSOME BROOK FARMS.  They started with six chickens and have almost a million now.  Listen and learn about carving out a niche in a crowded market, managing the supply...

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Keith Campbell is the Chairman of Mannington Mills, headquartered in Salem, New Jersey.  It was founded in 1915 and just celebrated its centennial.  Listen to how Mannington deals with big competitors like Berkshire Hathaway, Armstrong and Shaw.  Hear about the thinking on...

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