New Semester
Started
Get
50% OFF
Study Help!
--h --m --s
Claim Now
Question Answers
Textbooks
Find textbooks, questions and answers
Oops, something went wrong!
Change your search query and then try again
S
Books
FREE
Study Help
Expert Questions
Accounting
General Management
Mathematics
Finance
Organizational Behaviour
Law
Physics
Operating System
Management Leadership
Sociology
Programming
Marketing
Database
Computer Network
Economics
Textbooks Solutions
Accounting
Managerial Accounting
Management Leadership
Cost Accounting
Statistics
Business Law
Corporate Finance
Finance
Economics
Auditing
Tutors
Online Tutors
Find a Tutor
Hire a Tutor
Become a Tutor
AI Tutor
AI Study Planner
NEW
Sell Books
Search
Search
Sign In
Register
study help
business
valuation measuring and managing
Managing The Family Business Theory And Practice 1st Edition Thomas Zellweger - Solutions
=+• How do we ensure that our family identifies with our business activities?
=+• Are we a cohesive family?
=+• How do the returns from our various businesses compare to alternative investments with comparable risk profiles?
=+• How good is our ability to monitor the performance of total family wealth?
=+• For how long can family members execute a certain role?
=+• What are the requirements for family members to enter these roles?
=+What roles do we expect family members to take in the management and supervision of the firm(s), ownership, family committees and wealth administration?
=+• What reporting, incentive, control and sanctioning systems do we need to run our investments?
=+• Are the corporate and ownership governance regulations up to date so that we have good control over the assets we control?
=+• Do we ensure professional governance over the businesses through tight monitoring by the family and the involvement of nonfamily experts?
=+• Who inside or outside the family has the business intelligence needed to run a portfolio of businesses?
=+• Do we have the expertise needed to run a company outside our original industry?
=+• Do we possess the necessary expertise inside the family and from nonfamily experts for business and investment management?
=+• Have we set up a wealth governance structure that keeps liquid family wealth together with the aims of protecting wealth, supporting the firm and eventually investing in new businesses?
=+• Are we willing to keep our business assets together so as to invest as a family group?
=+• Do we reinvest the harvested resources in promising future businesses?
=+• Are we willing to exit a business that is declining or when there are more attractive alternative business opportunities?
=+• Do we invest sufficient resources in our firm(s) so that we can enter promising new businesses?
=+• How risky are our combined activities?
=+• What are the opportunities and the risks related to holding a very limited number of investments?
=+• Do we invest most of our assets in a limited number of businesses, thereby avoiding excessive diversification?
=+• How do we ensure that next-generation family members stay interested in the business?
=+• What are the impediments to being more entrepreneurial and what can we do about them?
=+• Are we proactive and tackle opportunities before others do so?
=+• Do we delegate decisions making to lower hierarchical levels and businesses?
=+• Do we take enough entrepreneurial risks?
=+• Are we innovative enough?
=+3. Which features of transgenerational value creation do you recognize in this case?
=+2. How would you assess the Quandt family’s ability to control its wealth?
=+1. How would you assess the diversification of the family’s wealth?
=+3. How can Ferdinand Ruesch ensure transgenerational value creation given the new stake in Heidelberg?
=+2. Would you consider the sale of Gallus Holding AG to Heidelberg to be a failure? Why or why not?
=+(b) a transgenerational value creation perspective?
=+1. How do you assess the sale of Gallus Holding AG from: (a) a succession perspective and
=+3. To what degree does the wish to uphold personal ties in the family and firm hamper entrepreneurship? In what ways does it do so?
=+2. To what degree do reputational concerns related to the family and firm hamper entrepreneurship? In what ways do they do so?
=+1. To what degree does the desire to retain transgenerational control in family hands hamper entrepreneurship? In what ways does it do so?
=+3. What advantages specific to the family firm could Hugendubel leverage when aiming to ultimately adopt the new technology?
=+2. What (family-specific) elements can you identify that impeded Hugendubel’s adaptation to the changing environment?
=+1. Can Amazon’s entrance into the German market be assessed as the emergence of a disruptive technology for German book retailers? If so, why?
=+4. How persistent are we in implementing change?
=+How are we going to implement the required changes?
=+3. What are the radical innovations in our industry?
=+2. How helpful are our networks and are our employees when it comes to implementing radical change?
=+1. How helpful are our networks and our employees when it comes to implementing incremental change?
=+4. Where can we obtain the capital and knowledge required to invest in the future?
=+3. What are the maximum investments that we are willing to make as a family to adapt to the changing environment?
=+2. Do our bureaucracy and hierarchy slow decision making?
=+1. How fast are we in our decision making in the face of change?
=+ Are we led to negate the need for change or to try to postpone it?
=+3. How do the threats to our SEW affect our interpretation of change?
=+ how does it affect our family firm’s identity, our relationships with stakeholders (e.g., employees, suppliers or family members) and our family’s control over the firm?
=+2. How does a particular change affect our SEW?
=+1. Do we understand our long-term focus as a means to embrace change or negate change?
=+3. Do we take new entrants and technologies seriously?
=+2. Do we openly discuss trends with partners outside our established network?
=+1. How closed is our network?
=+8. What form of wealth distribution would you recommend for the Bernet family?
=+7. What is the value of the Bernet parents’ total wealth?
=+6. How could the succession be financed if Marc takes over?
=+5. For the legal context in which you are embedded, how would you legally structure the succession?
=+4. According to which sale price should the company be passed on within the family?
=+3. What does Marc Bernet consider to be a fair price?
=+2. What are Peter Bernet’s considerations concerning a fair sale price?
=+1. What is the equity value of Bernet AG?
=+7. Describe the use of a pass-through entity in a leveraged buyout (LBO).
=+6. What are the pros and cons of a private equity recapitalization?
=+What can the owner/managers do about it?
=+5. Why is the fragmentation of shareholdings problematic for family firms?
=+4. What is the difference between an employee stock ownership plan (ESOP) and an MBO?
=+3. What are the pros and cons of trusts?
=+2. What are the arguments in favor of and against estate tax?
=+1. Describe the differences between estate and gift tax.
=+3. What are the legal and tax implications for me?
=+2. What are the opportunities and risks for me?
=+1. What is the legal setup of the takeover?
=+8. What financial, legal and tax advice do I need to set up the succession?
=+7. How will I manage the proceeds from the sale?
=+6. Does my firm qualify for private equity investment? If yes, should I go for a private equity recapitalization, or do I want to exit completely?
=+ What are the pros and cons of a an MBO?
=+5. If the firm is transferred to employees: should an employee stock ownership plan (ESOP) be set up?
=+we finance the buyout of the other owner(s)?
=+4. If the firm is sold to a co-owner: what type of buy–sell agreement do we have in place? How do
=+b. What are the pros and cons of setting up a trust?
=+a. Which trust structure suits my goals?
=+3. When setting up a trust:
=+2. If the firm is sold to family members: what is an appropriate price?
=+c. How are the family members who are excluded from the firm treated?
=+b. How much testamentary freedom do I have?
=+a. What are the applicable estate taxes and gift taxes?
=+1. If the firm is transferred to family members:
=+6. Explain the various combinations of financing options in private firm successions, and the characteristics, advantages and challenges of each.
=+5. Describe the typical conditions that banks impose to secure their credit.
=+4. How do banks assess the debt capacity of a firm?
=+3. What typical financing options are available in private firm successions?
=+2. How can the incumbent facilitate the financing of the transfer?
=+1. Assuming that the successor is unable to fully finance the succession with his/her own equity and a bank loan, how could the financing gap be closed?
=+9. What advisors do I need to understand the financial implications of the succession?
=+8. Are the free cash flows of the firm sustainable, even in an economic downturn, to support all financing obligations?
=+7. For how long do I have to repay debt before I am debt-free?
Showing 200 - 300
of 1742
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
Last
Step by Step Answers
Get 50% OFF
Claim Now
