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Selling the family business need not be fraught with problems. If you hire a good outside advisor, you can protect your interests, secure a good deal and continue to manage. John Willert and Brian Silston urge you not to be taken in by misinformation and myth

Family firms are not inherently big risk-takers. Responsibility sits heavily on a leader’s shoulders because they will not want to sacrifice generations of toil. However, caution does not mean a company cannot be successfully competitive, writes George Malim

Learning from and valuing the past, developing on a personal and business level and striving to embrace new concepts are all key to successful growth strategies for family firms. Joachim Schwass summarises the findings of an exhaustive and revealing study

Both sides of a three-generation manufacturing business have been to see the corporate attorney to end their business arrangement. Neither branch of the family wanted to be tied to the other any longer financially.

What UK family firms think about corporate finance

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