Entrepreneurship – ‘If it isn’t broke, break it’

http://www.ifb.org.uk/ How do owners come to terms with selling a successful business? At a dinner co-hosted by Mike Southon, FT entrepreneurship correspondent and Beermat Entrepreneur co-author, the issue was debated by a group of enterprising business people. One of these explained how he was still struggling to come to terms with the void in his professional life following the successful sale of his business a few years ago.

When any family firm faces the same situation how does the family cope with the emotional stresses of deciding a sale, possibly after generations of ownership? Is the family prepared to sell the best business they will possibly ever own? When the family name is above the door the shadow of all who have toiled to build the business looms over their shoulders.

In any family business there can also be a magic glue present –shared values that bind the family owners together. All these factors can create a compelling set of reasons why deciding upon a sale may prove to be the hardest decision the family have ever faced.

Perhaps enterprising families however, should heed the motto of the dinner’s co-host Guy Rigby, an entrepreneurship mentor whose motto in his new book From Vision to Exit is, ‘If it isn’t broke, break it’. Successful family business owners heed this good advice constantly by challenging the status quo, whether they are considering exiting or not. Regularly they ask themselves - why is the family in business together?

Following Rigby’s advice, even if a sale is not on the cards, it is vital in today's hyper-competititve markets to ensure that there is a culture in your firm that embraces change. Finally when struggling to reach consensus on a big decision, such as selling the business, you will need experienced independent directors on your board to offer dispassionate advice.

Family business entrepreneurs: the pros and cons of family support

http://www.ifb.org.uk/ The recent sell-out IFB Next Generation International Convention on entrepreneurship was a tremendous success as 185 young delegates from 25 nations listened to inspiring speakers on starting up companies, intrapreneurship in an existing business and emerging social enterprise models. The consensus seemed to be that today’s young family business members want to make their own mark in the early stages of their careers, either by working in a non-family company, or increasingly by setting up their own business. Choosing the entrepreneurship route is becoming more popular; it gives the young person more independence and is a great way to prove yourself, at a stage in life when there is often little to lose.

One of the most active questions discussed was the pros and cons of having “family support” when starting a new business. Advantages include access to capital, ready-made networks, other support that the family (and perhaps its business) can provide and the pressure to succeed. On the downside many felt that using family resources including funding could lead to a lack of independence and thus a loss of freedom for the entrepreneur.

Lara Morgan, founder of toiletries success story Pacific Direct, told the story of how she broke away from her father’s firm at 23 and never looked back eventually selling her business for £20M. She argued strongly in favour of having full control over one’s destiny without anyone looking over your shoulders. Others argued that family entrepreneurs should welcome family support. If a family member starts a new venture family capital and networks can be invaluable; but if the family are investors care needs to be given to the governance system that should give the entrepreneur the freedom to manage, with a good board in support.

Family business entrepreneurship is alive and well in the Midlands

http://www.ifb.org.uk/ This year’s Midlands Family Business Awards, are helping put the spotlight on family business entrepreneurship, and the huge importance of British business families in the drive to grow the private sector as we rebuild our way out of the recession.

The awards, organised by third generation family business the Wilson Organisation, include a New Family Business category which I am judging alongside James Timpson (Timpsons) and Annabel Prow (Wilson Organisation). Meeting the shortlisted candidates for the award it was clear that we had a group of highly committed and passionate family business entrepreneurs. Each of the founders shared a strong sense of enthusiasm and the drive to succeed; above all everyone was passionate about serving their customers. Although making a profit is critical to secure the next stage of growth for the business, the path to success is through delivering excellent customer service. A common thread was the need to have clarity of vision and to stay focused, but also to have the flexibility to adapt to the customer’s needs.

Another common thread running through each business was the huge amount of personal effort and financial sacrifice made. The level of hard work that goes into getting early stage ventures going can put pressure on family life - sacrifices are made to ensure the new business gets the required effort. Some also cited the advantage of bringing family members into the business who can offer a wide range of skills; but it was equally important to be honest about individual strengths and weaknesses. Another factor that was cited as key was having excellent communications at all levels; something that becomes even more vital when the pressure is on. Communication will also be the subject at the IFB Regional Roundtable meetings this autumn in Yorkshire and the North-West.

The winner will be announced at a black tie evening reception at the family-owned Thrumpton Hall, just south of Nottingham on Thursday, 11 November.