There is careful planning involved at every stage of the business life-cycle, such as launching new product lines, entering new markets and moving into adjacent industries. An owner-managed business would be adept at managing such transitions, and the rigorous planning that precedes them.
NEWS & ANALYSIS
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As the appetite for venture capital investing increases among family offices, it is important to take a closer look at the origins and structural differences between a family office and venture capital fund to assess their relative strengths and weaknesses in the context of risk in private capital technology investments.
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Zara owner Inditex names Ortega heiress as chairwoman, Gucci heirs fire back at “hooligan” portrayal in House of Gucci, Formula One pioneer Sir Frank Williams’s legacy remembered.
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Family entrepreneur Jaume Sabater is capitalising on the real estate, technological and lifestyle trends accelerated by the pandemic by investing in green residential property developments, revitalising tourist hotels and exploring blockchain opportunities.
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Growth equity is focused on the space between venture capital and traditional private equity. Investments are made often as a large minority stake into companies at earlier stages with proven product/market fit, that are unprofitable or structurally profitable.
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Features
Marc Puig Guasch, third-generation principal of the global $1.8 billion Spanish family-owned fashion and fragrance business Puig, hails his father as a “titan with a human touch” who led by listening and brought out the best in people.
Business families have demonstrated their resilience during the Covid-19 pandemic, but some principals are concerned the storm clouds of inflation are gathering over their roads to recovery.
Family Office
Investors have divided into two camps. Those who believe inflation will subside and the rise in prices will prove temporary. And others who fear we are entering a period of high sustained inflation reminiscent of the 1970s. We consider both scenarios unlikely.
The nature of the family business human capital is complex. Family and non-family employees have the potential to offer unique and distinct contributions to the firm. Yet some human resources practices might be perceived as a preferential treatment to family employees over non-family ones.
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