Michael A. Peterson is the President and co-founder of Franchise Beacon, one of the country’s premiere franchise consulting firms. He has been in the franchise industry since 2006, and is versed in every aspect of franchising. Over his career, he has helped lead many franchise brands from start-up to top in their sector. He often engages in speaking and teaching on the subject of franchise foundations, sales, and compliance.
Dirty Little Secrets of Family Business comes clean with much-needed info on nitty-gritty issues such as entitlement; letting employees (even family members) go when they just aren’t working out; compensation; including your kids in the business (when to bring them in, helping them move up, and prepping them to take over); shareholder agreements; selecting the next leader; deciding whether to keep the business or sell it; exit strategies for outgoing leaders; money matters; succession planning; communication; conflict resolution; establishing an effective board; and transitioning to the next generation. Readers can apply the numerous ideas and tips in this engaging guide to address any family business situation.
Written for current and next-generation owners and utilizing multiple, firsthand stories of family business dos and don’ts, Dirty Little Secrets of Family Business gives you the top success strategies that you can use to build a better functioning family business.
Acknowledging that every family is unique and a cookie-cutter approach is not the answer, experienced family business consultant Henry Hutcheson presents a deeper look at the underlying mechanics of what makes a family business work.
START SMALL FINISH BIG
Publishers Weekly Review:
DeLuca was only 17 when he started what is now the Subway restaurant chain in 1965; he needed money to attend college and a friend offered to back him with $1,000 to start a sandwich shop in Bridgeport, Conn. That beginning led DeLuca to an enormously successful career: in addition to being president of the chain, he runs MILE, a nonprofit organization that offers loans to entrepreneurs. According to DeLuca, there are 15 essential principles for anyone starting a small business, some of which, DeLuca confesses, he learned the hard way (he had never made a submarine sandwich before opening day of his first shop). Among these pillars: Believe in Your People; Never Run Out of Money; Keep the Faith; and Profit or Perish. DeLuca uses his own business experience as well as that of other successful entrepreneursAe.g., the founders of Kinko's and Little Caesar'sAin addition to those of less well-known business people. Written in a conversational style, the advice isn't especially original or creative. However, would-be millionaires who are sitting at their kitchen table wondering if they should take that big step and start a business will find the book both instructive and inspirational. Agent, Bob Diforio.
DeLuca, co-founder in 1965 of SUBWAY Restaurants and founder in 1996 of the Micro Investment Lending Enterprise (MILE), a nonprofit organization making microloans to entrepreneurs/microentrepreneurs, has written this humorous, down-to-earth guide to success as a small business owner. Coauthor Hayes is a writer (Computer Architecture and Organization, 1998), public speaker, and business trainer. Each chapter describes one of DeLuca's 15 key lessons and is illustrated with a real-life case study. None of the people in these cases is a household name, but businesses such as Kinkos, Little Caesars, and SUBWAY are. DeLuca doesn't claim that his guides form a master plan for success, but he optimistically believes that anyone can become Bill Gates, Lillian Vernon, or Henry Lay and that his lessons will increase the chances. His book also promotes and supports MILE, and the last chapter and appendix are devoted to information about it and its programs. Recommended for most small business collections.
Susan C. Awe, Univ. of New Mexico Lib., Albuquerque
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Here is a new understanding and a broader perspective on the human dynamics of family firms with two complementary frameworks, psychodynamic and family systematic, to help make sense of family-run organisations. Although this book includes a conceptual section, it is first and foremost a practical book about the real world issues faced by business families.
The book begins by demonstrating that many years of achievement through generations can be destroyed by the next, if the family fails to address the psychological issues they face. By exploring cases from famous and less well known family businesses across the world, the authors discuss entrepreneurs, the entrepreneurial family and the lifecycles of the individual and the organisation. They go on to show how companies going through change and transition can avoid the pitfalls that endanger both family and company. The authors then apply tools that will help family businesses in transition and offer their analyses and conclusions.
Readers should draw their own conclusions from careful examination of the cases, identifying the problems or dilemmas faced and the options for improved business performance and family relationships. They should ask what they might have done in the given situation and what new insight into individual or family behaviour each case offers. The goal is to avoid a bitter ending.