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Managing The Family Business Theory And Practice 1st Edition Thomas Zellweger - Solutions
=+10. Why are procedural justice and interactive justice of utmost importance in the family firm context?
=+ 9. Why does the equity principle often lead to disputes about fair treatment?
=+ 8. What are the differences between the justice principles of equity, equality and need?
=+ 7. In what way do context markers play different roles in family firms and nonfamily firms?
=+ 6. Consider family firms from a systemic perspective. What can be learned about the functioning of the family, business and ownership systems?
=+ 5. Given the cultural context in which one is embedded, how do power distance, individualism/collectivism, family values and gender stereotypes shape preferences for certain types of succession solutions and the governance of family firms?
=+ 4. How do societal trends in the structure of the Western family influence the governance of family firms?
=+ 3. What does the term ‘family embeddedness’ in relation to a firm mean?
=+ 2. Why are spouses better equipped to start a company than siblings?
=+1. What are the typical relational strengths and weaknesses of teams of spouses, siblings and extended families who are in business together?
=+4. How should Mary approach the tensions in the Solomon family?
=+ What are their individual goals?
=+3. What roles do the various individuals play?
=+2. What type of confl ict do you recognize in this case?
=+1. What are the issues in this case?
=+z What are the next steps?
=+z Which way forward now?
=+z Which behaviors should we avoid in the future?
=+z What is the worst outcome?
=+z What is the best outcome?
=+z What are my dreams with regard to the situation?
=+z What options do we have?
=+z How would another person approach this issue?
=+ What would have to be achieved so that the opponent can still feel some sense of victory?
=+z What are the opponent’s minimum goals?
=+z What are the consequences if the conflict is not resolved?
=+z Assume that the conflict has ended: what has changed in comparison to the current situation?
=+z What could make things worse?
=+z What could be done to improve the situation?
=+2. What options would you present to the family, and what are their specific advantages and disadvantages?
=+about the fair distribution of the family firm between the brothers. How would you go about it?
=+1. As a family business consultant, you are called to moderate the discussion within the family
=+4. What dynamics lead to the escalation and, later, to the de-escalation of the conflict?
=+3. What is the mother’s role in this conflict?
=+2. What kinds of behaviors do you recognize in this conflict, especially among the brothers?
=+1. What are the origins of the sibling dispute?
=+27. What does mindfulness mean in the context of family firm ownership?
=+26. What are the attributes of responsible owners in family firms?
=+25. How is the role of a CFO in a family firm distinct from the role of a CFO in a nonfamily firm?
=+24. What is psychological ownership? What are the three levers for increasing it?
=+23. What are the pros and cons of phantom stock and stock appreciation rights (SARs)?
=+22. Describe the functioning of phantom stock for a firm.
=+21. What are the pros and cons of stock ownership plans in family firms?
=+20. On employment practices in family firms: discuss the competing views about whether family firms are great places to work.
=+19. What are the six principles of sustainable financial management in family firms?
=+18. Why is portfolio management important for family firms?
=+higher leverage increases the firm’s default risk.
=+17. How should a family resolve the dilemma related to the leveraging of the firm? On the one hand, increased leverage normally increases return on equity (ROE). On the other hand,
=+16. How much dividend should a family firm pay out?
=+15. Explain the link between a firm’s dividend policy and its growth?
=+14. Under which conditions can a firm destroy value while still generating a profit?
=+that can be used to measure its operational efficiency, profitability, liquidity, security and value creation?
=+13. Consider a family firm with which you are familiar. What are the informative financial ratios
=+ Assume that the firm is required to achieve an A rating, has an EBITDA of $20 million and the risk-free rate is 4%.
=+12. Explain the links among credit ratings, interest coverage and the amount of debt a firm should raise.
=+11. What could the arguments for family firms to increase leverage be?
=+10. How do the leverage levels of family firms compare to those of nonfamily firms?
=+9. Under which conditions does it pay for the owners to increase the firm’s leverage?
=+8. What are the risks associated with applying a lower than risk equivalent cost of equity capital?
=+7. Explain the differences between the capital market line (CML) and the family market line(FML).
=+ 6. Why do family firms typically have a lower cost of debt financing?
=+ 5. What are the advantages and disadvantages of debt financing?
=+ 4. Are family firms more risk averse than nonfamily firms?
=+ 3. What does the empirical evidence say about the financial performance of family and nonfamily firms?
=+ 2. What is family equity? How is it distinct from private and public equity?
=+1. Discuss the assumptions of the capital asset pricing model (CAPM) and the degree to which they apply to family firms.
=+up by family branches 1, 2 and 3? How should Tom position himself?
=+5. With regard to the acquisition, what are the underlying motives for the arguments brought
=+4. Should Tom oppose the loan to the CEO? If so, how should he proceed?
=+3. With regard to the rendering of private financial services to the family, what are the risks for Tom and the firm?
=+What could Tom, as CFO, do about it?
=+2. What could be the underlying reasons for the dissatisfaction of shareholder groups 2 and 3?
=+1. What should Tom do about the underperforming activity in which the CEO was involved?
=+• Assume you are one of the family owners of Schaeffler. Would you have agreed to the acquisition in 2008?
=+• Which aspects of family equity, as outlined in Table 9.2, do you recognize in the Haniel case?
=+2. In what way do the cultural and institutional contexts hinder or support transgenerational value creation?
=+2. What are the obstacles?
=+1. What do you think needs to be done to prepare the fi rm for transgenerational value creation?
=+2. In what way do the cultural and institutional contexts of the United States support or hinder the pursuit of transgenerational value creation?
=+1. What elements of the transgenerational value creation framework do you recognize in this case?
=+5. What is your evaluation of the family’s approach to the engagement/inclusion of the next generation?
=+4. Do you believe the current governance structure is appropriate for ensuring the family’s future success? Why or why not?
=+3. Why is the family and not the fi rm particularly useful as a level of analysis in this case?
=+2. What roles do entrepreneurship and resources play for transgenerational value creation in this case?
=+1. Which elements of the transgenerational value creation framework do you recognize in the case?
=+14. How does investment management evolve throughout the process of transgenerational value creation?
=+13. How does business management evolve throughout the process of transgenerational value creation?
=+12. What are the risks if a family only focuses on investment management and neglects business management?
=+11. What are the risks if a family only focuses on business management and neglects investment management?
=+10. Transgenerational value creation emphasizes business and investment management. What are the respective roles that these two management spheres play in transgenerational value creation?
=+9. Which arguments speak against diversification of family wealth if a family seeks to achieve transgenerational value creation?
=+8. Why is it challenging for entrepreneurs to switch from the role of business manager to the role of investment manager?
=+7. What are the critical attributes of resources and resource management in the longevity perspective? What are they in the transgenerational value creation perspective?
=+6. What are the building blocks of transgenerational value creation? Please include an example for each element.
=+5. Why is the performance of a single firm not the most critical measure of success in the context of transgenerational value creation?
=+4. Why is a focus on longevity of the family firm limiting for families pursuing transgenerational value creation?
=+3. What are the three strategic drivers of family firm longevity?
=+2. Family firms and disruptive change: what is meant by the term ‘family innovator’s dilemma’?
=+1. Please describe the advantages and disadvantages of family firms with regard to the management of change?
=+• Which family governance structures and activities should we set up to support cohesion and identification?
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