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Summer 1993

Trusting the Business to Trustees

A trust can be a valuable interim way to run the business while next-generation leaders get ready.

—Michael L. Fay

Guarding the Family Name

Ernest Gallo felt his brother's inexpensive cheese cheapened the wine family's name. He vowed to stop "Joseph Gallo Cheese" and forced a battle in court.

—Ellen Hawkes

The Immortals

Tradition and dynamism sustain the world's greatest family businesses.

—Howard Muson

Twelve Tasks in Succession

Planning a leadership transition is hard, stressful work. Not every family has the stamina to stay the course, or the courage to face the choices that must be made.

—Ivan Lansberg

Sweet Company, Bitter Fight

After buyout talks failed, one side of the Blommer Chocolate family sold 50 percent of the voting stock to Cargill Inc.

—Charles Storch

Anticipating the Needs of the Grandkids

An irrevocable trust can protect the beneficiaries and encourage their career achievement.

—Mike Cohn

How To Build A Dynasty

Beretta—the name is synonymous with elegant weaponry. Ugo Gussalli Beretta, 13th-generation leader of the Italian dynasty, reveals the secrets of remaining a family business for five centuries.

—Howard Muson

Family Employees Should Not Be Fireproof

Dismissing a relative is never easy. But the company can't afford those who subvert the goals of management.

—Leon Danco

Key Choices To Be Made Before Planning Starts

A succession strategy articulates how the process will be carried out and the values guiding it.

—Peter Davis

‘Why Does This Kid Want To Work?’

When the Mennen Company was sold last March, one well-qualified scion faced rampant prejudice by employers and bosses. Be prepared, he warns.

—William G. Mennen IV

What Your Banker Needs To Know

A study compares what you value most in a banking relationship—with what bankers think you value.

—Bonnie M. Brown, James F. Nielsen, Rowan M. Traylor



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Family Business Publishing Company • 1845 Walnut Street • Suite 900 • Philadelphia, PA 19103 • (800) 637-4464