transfer a business to a woman : gender analysis and training & consulting support model...
TRANSCRIPT
TRANSFER a BUSINESS to a WOMAN : GENDER ANALYSIS and TRAINING & CONSULTING SUPPORT MODEL
LIFELONG LEARNING PROGRAM-LEONARDO da VINCI 2007-2013
NEXT BUSINESS GENERATION
Transfer a Businesses to Women
The Reason Why the Project in the Italian experience and approach
Summary
the dimension of the problem : focus on family business
strategic actions
Lombardy projects (the Starting Point of
methodology transfert)
lack and need of a specific “gender approach”
Lombardy :the italian economy engine
Fonte: Unioncamere Lombardia
Lombardy represents more than 1/5 of Italian richness and, for important economic variables, concentrates high shares on the national total.
52% of investments from abroad (15.9 mld di Euro)
40% of investments abroad (16.6 mld di Euro)
30.9% of enterprises which belong to groups (37.629)
24.6% of joint-stock companies (238.849)
20.8% of the net output
30% of the bank financing
Enterprises dimension in Lombardy
0,03%0,20%1%7%20%72%PERCENTAGE
2501.2507.50051.000150.000530.000N. OF ENTERPRISES
500 >250-49950-24910-493-91-2WORKERS
BIGMEDIUMSMALL
Fonte: ISTAT
97% of enterprises have less than 20 workers (mean 5,5)
Women enterprises in Lombardy
On a total of 740.000 enterprises, women business is composed by 158.194 firms 21, 3 %
Italian mean : 23,5 %
As total numer Lombardy women business is the italian biggest one, as relative number, on the local economic environment, is the smallest one !!
Women enterprises are very small and still more concentrated in a few activities sectors (91,6% in only 6 business sector-italian mean)
Data relating to the generational turnover in Italy : a relatively old intrepeneurial class
More than sixty years old entrepreneurs 43% of thetotal
Family entrepreneurs involved every yearin the generational turnover
66.000
Employees involved in the generationalturnover (in '99)
220.000
Enterprises at risk every year 20.000
Jobs at risk every year 65.000
Number of enterprises which should dealwith the problem in the next 10 years
40% of thetotal
Presence of a descendant in the leadershipof the enterprise
70% of thetotal
Entrepreneurs who want to leave theenterprise to a relative
68% of thetotal
Entrepreneurs who consider thegenerational turnover as something verydifficult or impossible to deal with.
80% of thetotal
Fonte: SDA Bocconi
The data in Lombardy
The enterprises with less than 10 workers are 92% of the total
30% of enterprises close for the lack of successors
5.000 enterprises close every year in the small industry sector - this means 20.000 jobs less into the sector
Consequencies
Risk of economic and social wealth loss
(know-how - culture - identity)
Example:
ancient jobs
… the consequencies
Impoverishment of the territory
since an enterprise
is included in a territorial network
example:
The network of services for the historic centres and the artistic shops which are going to disappear
… the consequencies
Risk of management loss for
Associations/Institutions
Loss of individual capital stock
As a consequence of the network of relations which the entrepreneur has built in the years.
Approaches
When we talk of transfer of enterprise we have to consider three approaches:
differentiated approach
interdisciplinary approach
temporal approach
Differentiated approach
It is referred to the enterprise dimension
there are different organizational
complexities connected to:
small - medium - micro enterprise
sub-supplier
services/products
artistic jobs
(ex.: entreprises valuation …)
… approaches
to the
reference market
Family Business or not
And if it is a family business, is the succession internal or is it a transfer ….?
And if it is internal, is there a single heir?
And what about the sex of the hair ?
All this to say that
the enterprises have their own PECULIARITY
There aren’t paradigms
There is not benchmarking
Each case is different from the other
… approachesTo the kind of property/transfer
psychological
organizational
fiscal-legal
financial
Multidimensional / interdiscipliscinary approach
… approaches
It is necessary
To consider
different
aspects
… the succession in a family business
psychology
organization
legal- fiscal
financialxxx = max importance
xx =medium importance
x = min importance
xxx x
xxx xx
x xx
x xxx
familiar not familiar
small/medium small/medium
44% > 60 years
50% near to pension
20% won’t have a successor
It is necessary to arrive as soon as possible
If we arrive too late the enterprise is no more transferable
It is necessary to arrive about 5-6 years before the most critical point (importance of an estimate check-up )
… approaches
The variable “time” :
Succession in a family business
Why it’s necessary a “gender approach”
The small entrepreneur have or not heirs ?
… the succession in a family business
To have or not to have heirs is the real selection of a family business.
The sale is always very difficult.
The small entrepreneur have or not heirs ?
When the heir is woman….
… the succession in a family business
If the heir is woman, she isn’ “supposed” to be a successor in business …also for entrepreneurial big dinasties…
No No “social expectation” in succession or much more less than for a male heir …The business dismission in less traumathic…The sale is undervalued…
… the succession in a family business
The most prolific phase is the one of the joint – management when the successor co-operates with the owner.
Much innovation is done in this phase.But this “training” lasts 8-10 years
It is necessary to recognize the transfer in time and to introduce the heir in the business:
… the succession in a family business
In many cases women work in family business in “administrative and burocratic functions” that are considered relativly not strategic…
No awareness to be an entrepreneur…
Get used to be a “supporter” non a decision maker…
It is necessary to recognize the transfer in time and to introduce the heir in the business:
When the heir is woman….
In a production family business it is important that the heir knows manual labour (technical managerial approach)
… the succession in a family business
In a production family business it is important that the heir knows manual labour (technical managerial approach)
… the succession in a family business
In IN
When the heir is woman….
Often women dont’ want to succed in a “tipically man” business or in business “tipically man managed”….
They also identify the producer with the entrepreneur and autoexclude themselves from the business…
… the succession in a family business
The family agreements (or Family Board) are becoming, in family business, the real body to take decisions on investments, distribution of earnings, and, above all on successions
The family agreement anticipates future problems, quickens decisions, manages business conflicts.
… the succession in a family business
The family agreements (or family board) are becoming, in family business, the real body to take decisions on investments, distribution of earnings, and, above all on successions
When the heir is woman….
Is a formal act not “coherent” with the traditional “informal” power of women into families, used to mediate, to take care of, not to puntualize, to mark limits, to define “power’s areas”…
… the succession in a family business
The different gender approach to business start-up
When the heir is woman….
Many recent italian reserches show different initial motivation to start up a business between women and men .
Women entrepreneur give more relatively importance than men to :
-specific know-how (to do samething for managing it..) 56% versus 32%
-realize a dream 41% versus 31 %
-conciliate rules and times 54% versus 25 %
It’s more difficult to succed in a different intrapreneurial and “life” project !!
1) It is necessary to pay attention to territorial policies: the business survives if the territory is competitive
Strategic actions:the environmental right conditions for succession
for this goal
it is necessary to create a favourable environment by
promoting above all
innovation, development, professional training
Region
Chamber of Commerce
Universities/Schools
Local institution
2) It is necessary to deal with the problem in a systemic way
… strategic actions
Associations / Confidis
Banks
public istitutions as private istitutions as
By creating a mixed co-operating network
to build local and general sdata bank to permit a meeting between
old and new entrepreneurs
to offer advice
to organize sensitization actions3) What is important to do:
… strategic actions
to build specific support for business transfert to women
… strategic actions
enterprises
aspiring entrepreneurs
public institutions
financial system
Who are the
stakeholders?
… strategic actions
they must be sensitized on the problem in time
the Associations have an important role
Limits: micro and small
family business:
• Firm belief in the leader immortality
• Postponements under the pretext of other tasks
• Reluctance to manage critical, personal and complex aspects
• Distrust towards rules that limit the freedom and the autonomy of decisions
There isn’t a precise moment when they think to the problem
Attention: with Basel2 the succession policies will influence enterprises rating
… strategic actions
it is necessary to be present in: schools, universities, families to sensitize them on the problem
in public institutions as: regional government
local institutions
chambers of commerce
Not olly advice but it’s necessary to create a favourable environment and the supports to the
generational turnover
… strategic actions
dedicated resources and financial products
profitabler interest rates
advice supports
To create financial instruments to assist the turnover
Exemple :
… strategic actions
mutual guarantee created by associations of enterprises which offer advice and guarantee funds to let the smes obtain bank credit
The Confidis role
What they are
Confidis can have an important role also in the interventions for the generational turnover by financially helping the successor or the external buyer to take the place of the previous owner
… strategic actions
to know the territorial business system
to reduce the banking risk (and to give favourable conditions to smes)
cooperation with the public institution and associations
Strength points of Confidis:
… strategic actions
it is necessary to develop specific training and advice programs on entrepreneurial awareness and rules (less “romantic” approach to
Gender entrepreneurial Culture business, more empowerment and learderhip development…)
Conciliation Policies to build a policy of national and regional services, structures and cultural instruments to permit a real conciliation between firm and family management
THE actual PROJECT
Objectives – Output – Instruments – The italian expertise meet the european partners
Summary :
the LEONARDO Life Long Learning Program “Donna cerca Inpresa in Europa” : WHAT IS
the actors of the Project
Project phases and timing
the expected outputs and results
promoted by IDI (Industrial District Institute by
Arezzo Region-Touscany) to extend the Lombardy experience and expertise to Touscan Region and to permit an european debate and comparison.
By LEONARDO LIFELONG LEARNING PROJECT 2007-213 – Transfer of Innovation
Donna cerca Impresa in Europa (Woman searching for Enterprise in Europa )
WHAT IS : a TECNOLOGY TRANSFER…
the Project represents for the Touscany’s women entrepreneurs an important chance to know european partners and to establish networking policiese and strategies…
Donna cerca Impresa in Europa (Woman searching for Enterprise in Europa )
WHAT IS : a CHANCE of meeting and business…
The EUROPEAN PROJECT PARTNERS
APM CR (Association of Women Enterpreneurs and Managers of the CZECH REPUBLIC )
ZAVOD META (Association of Women Enterpreneurs and R&D Center for women enterprenurship SLOVENIA)
EUROMOB CONSULTING TEAM (Professional Training and hosting organization in to transnational Mobility ROMANIA)
KLEJNOT TRAINING (Professional Training and hosting organization in to transnational Mobility POLSKA )
… The main Project’s phases
Work Packages Timing
Local scenario analisys in AREZZO district by representative interviews to women enterpreneurs involved in firm’s successionCase Histories redaction…
MAY - JULY
4 European FOCUS GROUP to compare national scenario and approach – Local sinthetic panoramas for final researc document…
JUNE - SEPTEMBER
Preparing worksheets and final documents and reports JULY – NOVEMBER
… The main Project’s phases
Work Packages Timing
Valorisation and dissemination of the results by 2 Training Workshop with SMEAssociation Representative in AREZZO
SEPTEMBER - NOVEMBER
Dissemination of results –Test of the model rules – Preparing the final Congress DECEM. – JANUARY 09
Final international CONGRESS in AREZZO about the Project items and results FEBRUARY 09
… The expected output and results
OBJECTIVES
The Project intents to build a specific support for business tranfert to women, addressed to entrepreneurs Associations, social partners,
organisations providing learning opportunities.
In particular it intents to promote the development of innovative practices in the field of vocational education, training and
assistance at tertiary level.
… The expected output and results
PRODUCTS
1. Sociological Research containing different territorial
lectures of the discussed items : from real case histories of Arezzo’s experience to European “scenarios”...
… The expected output and resultsPRODUCTS
2. Modelization of a new consulting and assistance
approach for transfer a business to a woman – Specific Credit modelization...
Coming out Enterprise/Entrepreneur New woman entrepreneur coming in
… The expected output and resultsPRODUCTS
3. Interactive CD-ROM , translated in 5 languages, for
auto or assisted check-up to the coming-out and “coming out” and “coming in” enterprise/entrepreneurs...