Kleinkind maakt familiebedrijf op

Participants

  • P.P.M.A.R. Heugens
    Role: Faculty
    Reference type: Quoted

Media outlets

  • Gooi- en Eemlander editie Eemland (Newspaper)
  • Leidsch Dagblad ed. Duin en Bollenstreek (Newspaper)
  • Gooi- en Eemlander editie Gooi en Vechtstreek (Newspaper)
  • Haarlems Dagblad ed. Haarlem (Newspaper)
  • Haarlems Dagblad ed. Haarlemmermeer (Newspaper)
  • Leidsch Dagblad ed. Rijn en Veenstreek (Newspaper)
  • Leidsch Dagblad (Newspaper)
  • Ijmuider Courant (Newspaper)
  • Noordhollands Dagblad ed. Dagblad Zaanstreek (Newspaper)
  • Noordhollands Dagblad ed. Dagblad voor West Friesland (Newspaper)
  • Noordhollands Dagblad ed. Waterland (Newspaper)
  • Noordhollands Dagblad ed. Schager Courant (Newspaper)
  • Noordhollands Dagblad ed. Dagblad Kennemerland (Newspaper)
  • Noordhollands Dagblad ed. Helderse Courant (Newspaper)
  • Noordhollands Dagblad ed. Enkhuizer Courant (Newspaper)
  • Noordhollands Dagblad ed. Alkmaarsche Courant (Newspaper)

Description

Seven out of ten transfers of family businesses to succeeding generations don’t end well because founders hold onto too much control. But improvements can be achieved by drawing up plans at an early stage, continuing to invest in innovation and remaining decisive. This was discovered in the Nieuw bloed, nieuwe koers (New blood, new course) study carried out by RSM in co-operation with Rabobank and BDO Accountants & Advisors.

Seven out of ten transfers of family businesses to succeeding generations don’t end well because founders hold onto too much control. But improvements can be achieved by drawing up plans at an early stage, continuing to invest in innovation and remaining decisive. This was discovered in the Nieuw bloed, nieuwe koers (New blood, new course) study carried out by RSM in co-operation with Rabobank and BDO Accountants & Advisors.