Formulating and implementing business strategy for the family firm to create growth, while considering both business and interpersonal aspects. The process relies on analysis of the firm’s various assets as well as of its position in the market.
To ensure the family firm’s continuity and improve its performances, a strong synergy is required between its three main types of capital: its financial and business assets, its intellectual assets – the knowledge, talents, and skills of its members, and its cultural assets – vision, passion, heritage, and reputation.
At the same time, this synergy cannot be translated into success and growth without considering the dynamics of the competitive market in which the firm operates.
The strategic outline I form together with my clients in the family firm is based, on the one hand, on thorough acquaintance with the firm’s business and financial foundations, with the vision and brand story, which it maintains, and with the skills and preferences of its members. On the other hand, the outline relies on careful analysis of the firm’s position vis-à-vis market dynamics and vis-a-vis its competitors.
Following this, I strive to develop the firm’s internal resources in accordance with the trends, opportunities, and limitations dictated by market dynamics.
In the process, the family needs, its priorities, and its interpersonal codes are addressed with great sensitivity. Through constant and constructive dialogue, I help my clients to plan a successful business strategy, adequate with the firm’s interests, with family needs, and with market demands.
