This paper considers some of the key risks warranting board of directors' attention in the next year and proposes practical steps to take in response to political risk and the role of emerging economies, supply chain risk and business resiliency, capital investment and project-related risk, cyber risk, and compliance and regulatory risk.
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By making charitable contributions from within the family's closely held business, the potential donor can maximize the benefits of a charitable contribution and the value of the assets being contributed, structure the gift transaction to supplement the business owner's finances after the gift, and coordinate with succession planning for the business.
Parents who are concerned about family harmony after their deaths are wise to address the issues of estate equalization as a key element of their estate and business planning. Most of the problems that would create disharmony among their children can be handled with careful thought and with wills, trusts and business agreements that clearly dictate the legacy plan.
The time to consider the reinvestment risk of selling a family business is before, not after, the sale. A reinvention plan can help by taking into consideration the remaining ties to the business, estate and tax planning issues related to the sale, and personal reinvention for family members as they continue on without the business.
Owners who are looking to transition their businesses face the question of whether it is better to sell now or wait until later, particularly in light of the current tax situation. In making this consideration, they should consider the pros and cons of various options: status quo, management buyout, ESOP, sale to a financial buyer, or sale to a strategic buyer.
Family dynamics often play a critical role in the long-term success of family businesses, and women's relational and interpersonal skills tend to make them well-equipped to manage these issues. Effective leadership within the family business is, now more than ever, dependent on the inherent relational skills that a woman can bring to the business.
Closing the gender gap at the top of corporations fosters innovation, creates a more balanced work environment and positively affects the bottom line. Yet, achieving gender balance requires new thinking, innovative approaches and courage.
KPMG Australia explores six areas related to family business succession: preparation, leadership change, new directions, governance as a priority, performance measurement and pride in the family business. The report focuses on Australian families but offers suggestions and insights that can be useful to families anywhere.
While many business owners are struggling to find qualified successors, family members oftentimes oppose proposed sales to outsiders because they think they should have the chance to take over the business. Research from Rothstein Kass suggests that advance planning can minimize family squabbles and ensure smoother business transitions.
Britain's new reduction of capital procedure provides a flexible and inexpensive way for family-owned businesses to restructure or return value to shareholders. This report from Withers provides practical examples of how the procedure can be used in paying dividends, demergers, share buy-backs as well as paying up unpaid amounts on shares and dissolving a company.