Linked e-resources
Details
Table of Contents
Cover
Half Title
Title Page
Copyright Page
Dedication
Table of Contents
Preface
Acknowledgments
About the Editors and Contributing Authors
Advance Organizer
Part I Deciding What to Do: Life and Career Planning for Small Business Owners and Family Leaders
Chapter 1 Considering Your Choices
1.1 Decisions Start with You
1.2 What Is the Situation in Your Business?
1.3 Defining Terms
1.4 Differences and Similarities between Small Businesses and Family Businesses
1.5 Facts and Figures about Succession Planning in Small and Family Businesses
1.6 Life and Career Planning for Yourself
1.6.1 Step 1: Decide What You Want
1.6.2 Step 2: Formulate a Vision of the Future
1.6.3 Step 3: Set Your Targets
1.6.4 Step 4: Scan the External Environment
1.6.5 Step 5: Identify Your Strengths and Weaknesses
1.6.6 Step 6: Conduct a SWOT Analysis
1.6.7 Step 7: Consider the Range of Choices
1.6.8 Step 8: Select the Most Desirable Choice
1.6.9 Step 9: Create Action/Transition Plans
1.6.10 Step 10: Implement the Plans
1.6.11 Step 11: Evaluate Results against Targets
1.6.12 Step 12: Make Corrections to the Action Plans as Needed
1.7 Succession Planning after Life and Career Decisions
1.8 Chapter Summary
Works Cited
Part II Planning for Succession in Small and Family Business
Chapter 2 Strategic Planning for Succession Sustainability
2.1 What Is a Strategic Succession Plan?
2.2 What a Strategic Succession Plan Is Not
2.3 Why Strategic Planning for Succession Sustainability Is Important for Small Businesses
2.4 Myopia and Wishful Thinking-Failing to Think Strategically
2.5 Organizing and Implementing a Strategic Succession Plan
2.5.1 What Is the Business Owner's Goal?
2.5.2 Leadership and Operations Options
2.5.3 Business Owner Exit Options
2.5.4 Owner Exit Timeframe
2.6 How Long Will It Take?
2.7 How Frequently Should the Plan Be Updated?
2.8 Necessary Preparations
2.9 Ensuring Anticipated Results Are Achieved
2.10 Three Tools Vital for Implementation Success
2.11 Chapter Summary
Works Cited
Chapter 3 Recruiting a Successor from Inside, Outside, or Utilizing Other Options for the Organization
3.1 Introduction
3.2 Importance of Succession Planning
3.3 Selecting a Successor from Within or Outside the Business
3.4 Additional Options for Selecting a Successor
3.5 Succession Planning Best Practices and Tools
3.6 Effectively Recruiting and Transitioning a Successor
3.7 Nuances of a Family-Owned Business
3.8 Chapter Summary
Works Cited
Part III Special Issues in Small and Family Business Succession Planning
Chapter 4 Family-Owned Business Dynamics and Politics
4.1 Defining Terms
4.2 Ethics and Values
4.3 Dynamics and Politics in Selection
4.4 Attempted Coup in Selection
4.5 Planning Ahead
Half Title
Title Page
Copyright Page
Dedication
Table of Contents
Preface
Acknowledgments
About the Editors and Contributing Authors
Advance Organizer
Part I Deciding What to Do: Life and Career Planning for Small Business Owners and Family Leaders
Chapter 1 Considering Your Choices
1.1 Decisions Start with You
1.2 What Is the Situation in Your Business?
1.3 Defining Terms
1.4 Differences and Similarities between Small Businesses and Family Businesses
1.5 Facts and Figures about Succession Planning in Small and Family Businesses
1.6 Life and Career Planning for Yourself
1.6.1 Step 1: Decide What You Want
1.6.2 Step 2: Formulate a Vision of the Future
1.6.3 Step 3: Set Your Targets
1.6.4 Step 4: Scan the External Environment
1.6.5 Step 5: Identify Your Strengths and Weaknesses
1.6.6 Step 6: Conduct a SWOT Analysis
1.6.7 Step 7: Consider the Range of Choices
1.6.8 Step 8: Select the Most Desirable Choice
1.6.9 Step 9: Create Action/Transition Plans
1.6.10 Step 10: Implement the Plans
1.6.11 Step 11: Evaluate Results against Targets
1.6.12 Step 12: Make Corrections to the Action Plans as Needed
1.7 Succession Planning after Life and Career Decisions
1.8 Chapter Summary
Works Cited
Part II Planning for Succession in Small and Family Business
Chapter 2 Strategic Planning for Succession Sustainability
2.1 What Is a Strategic Succession Plan?
2.2 What a Strategic Succession Plan Is Not
2.3 Why Strategic Planning for Succession Sustainability Is Important for Small Businesses
2.4 Myopia and Wishful Thinking-Failing to Think Strategically
2.5 Organizing and Implementing a Strategic Succession Plan
2.5.1 What Is the Business Owner's Goal?
2.5.2 Leadership and Operations Options
2.5.3 Business Owner Exit Options
2.5.4 Owner Exit Timeframe
2.6 How Long Will It Take?
2.7 How Frequently Should the Plan Be Updated?
2.8 Necessary Preparations
2.9 Ensuring Anticipated Results Are Achieved
2.10 Three Tools Vital for Implementation Success
2.11 Chapter Summary
Works Cited
Chapter 3 Recruiting a Successor from Inside, Outside, or Utilizing Other Options for the Organization
3.1 Introduction
3.2 Importance of Succession Planning
3.3 Selecting a Successor from Within or Outside the Business
3.4 Additional Options for Selecting a Successor
3.5 Succession Planning Best Practices and Tools
3.6 Effectively Recruiting and Transitioning a Successor
3.7 Nuances of a Family-Owned Business
3.8 Chapter Summary
Works Cited
Part III Special Issues in Small and Family Business Succession Planning
Chapter 4 Family-Owned Business Dynamics and Politics
4.1 Defining Terms
4.2 Ethics and Values
4.3 Dynamics and Politics in Selection
4.4 Attempted Coup in Selection
4.5 Planning Ahead