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Germany

July 1, 2005

The management of non-active shareholders needs careful consideration. Training, ­dividends and compensation policies are issues that frequently arise. Peter May and Matthias Redlefsen highlight the easiest way to avoid conflict and satisfy everyone

Peter May is founding partner of the INTES Academy for Family Businesses and head of the German chapter of the FBN.
Matthias Redlefsen is partner of the INTES Academy for Family Businesses. www.intes-online.de

The management of non-active shareholders needs careful consideration. Training, ­dividends and compensation policies are issues that frequently arise. Peter May and Matthias Redlefsen highlight the easiest way to avoid conflict and satisfy everyone

May 1, 2005

Friedrich Graepel has steadily cornered the market in components for buses, trucks and industry. The secret of its success, argues Frederick Metz Shepperd, is a prudent approach to expansion, a loyalty to its roots and a willingness to seek outside advice

Frederick Metz Shepperd is managing director of the Quadral Group, a consulting firm with offices in Europe and North America. www.quadralgroup.com

Friedrich Graepel has steadily cornered the market in components for buses, trucks and industry. The secret of its success, argues Frederick Metz Shepperd, is a prudent approach to expansion, a loyalty to its roots and a willingness to seek outside advice

November 1, 2004

The wealth of families is usually invested in various asset classes including listed securities, real estate, hobby assets – not least the family business itself. How does the current leader pass on this wealth to the next generation, avoiding potential detriment to both business and family? Eduardo Schindler uses a case study to illustrate the dilemma

Eduardo Schindler is founder and CEO of 2thePoint in Zurich.

The wealth of families is usually invested in various asset classes including listed securities, real estate, hobby assets – not least the family business itself. How does the current leader pass on this wealth to the next generation, avoiding potential detriment to both business and family? Eduardo Schindler uses a case study to illustrate the dilemma

July 1, 2004

Faber-Castell, the eighth-generation family-controlled writing instruments group, is showing no signs of retrenchment but just how long will its creative streak last?

Scott McCulloch is Editor of Families in Business magazine.

Faber-Castell, the eighth-generation family-controlled writing instruments group, is showing no signs of retrenchment but just how long will its creative streak last?

Faber-Castell is keen to set the record straight from the outset. The family business is not a German pencil-maker that exports but an international group with 15 factories round the world and 5,500 employees.
 

June 1, 2003

Big business or big bucks is the choice presented to a family business through mergers and acquisitions, depending on how it views its future. Melanie Stern explains how the challenges faced by this sector proves that size has never mattered more in either case

Melanie Stern is Section Editor of Families in Business magazine.

Big business or big bucks is the choice presented to a family business through mergers and acquisitions, depending on how it views its future. Melanie Stern explains how the challenges faced by this sector proves that size has never mattered more in either case

June 1, 2003

There were 30,000 insolvencies in Germany last year and family businesses are finding it harder to procure credit from banks with their increasingly stringent lending criteria. Private equity managers may be the answer to a tailor-made financial strategy, explains Max Burger-Calderon

Max Burger-Calderon is a partner with Apax
Partners Group and is also chairman of the EVCA (European Venture Capital Association).

There were 30,000 insolvencies in Germany last year and family businesses are finding it harder to procure credit from banks with their increasingly stringent lending criteria. Private equity managers may be the answer to a tailor-made financial strategy, explains Max Burger-Calderon

June 1, 2003

More than half the largest companies in Germany are family-owned. Economic incentives are essential to prevent these businesses from seeking a more favourable economic climate elsewhere

Sabine Klein  is researching and teaching in the family business field at Trier University, Germany, and the INSEAD business school, Fontainebleu, France. She is an Associate with the FBCG, The Family Business Consulting Group, Marietta, Georgia, USA, and a founding board member of IFERA – International Family Enterprise Research Academy, Barcelona, Spain.

More than half the largest companies in Germany are family-owned. Economic incentives are essential to prevent these businesses from seeking a more favourable economic climate elsewhere

June 1, 2003

Pharmaceutical giant Boehringer Ingelheim employed its former tax principal to see its next generation into leadership. FIB examines Dr Heribert Johann’s unusual role as the first non-family chairman of the shareholders’ committee and next generation mentor

Melanie Stern is Section Editor of Families in Business magazine.

Pharmaceutical giant Boehringer Ingelheim employed its former tax principal to see its next generation into leadership. FIB examines Dr Heribert Johann's unusual role as the first non-family chairman of the shareholders' committee and next generation mentor

June 1, 2003

Precious metals trader Heraeus is no stranger to change, but the internal and external challenges of the next year will provide the 153-year old company with its most potent opportunity to shine

Melanie Stern is Section Editor of Families in Business magazine.

Precious metals trader Heraeus is no stranger to change, but the internal and external challenges of the next year will provide the 153-year old company with its most potent opportunity to shine

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