How does a family business keep skin in the game when no members of the younger generations are able or willing to take it on? If there is reluctance to sell to a “stranger” who might regard the purchase simply as a mere tradable, even flippable, asset, what might the exit alternatives be? And, how do founders ensure that the care they’ve taken to build something is maintained, along with a definite ethos, in ownership of which they approve?
Subscribe
You will need a Premium+ Subscription to read this article.
Exclusive news, analysis and research on global family enterprise and private investment offices
Already have an account? Sign in
Already have an account? Sign in
You've reached the end.
Continue reading free articles by registering as a Member.
Or choose a Premium Plan.
Already have an account? Sign in
