European Family Business Barometer

European
family
business
barometer
Embracing innovation
kpmg.com/familybusiness
www.europeanfamilybusinesses.eu
Seventh edition
2018
Welcome
to the seventh edition
of the European family business barometer, a
collaboration between European Family Businesses
(EFB) and KPMG Enterprise.
Our annual survey this year received 1,576 responses from family businesses in 26
countries in Europe. Their responses reveal a continued confidence for the future of their
businesses and family ties to the business.
Family businesses face challenges on many fronts. They’re engaged in global
competition to attract talent with specialized skills. An increasingly challenging regulatory
environment has meant they can no longer depend on conducting business as usual.
Growing political uncertainty combined with an unprecedented rate of change has left
many businesses pondering what could be just around the corner. Despite these factors,
family businesses continue to flourish.
Family business owners have traditionally kept an eye on the long term. The new reality
requires these businesses to balance their instinct for long term planning with an agile
approach to tackling the latest disruptive innovations. For many, that will mean embracing
innovation to forge new paths in new, untapped markets. The foundation for their ability to
overcome obstacles and find success will be through leading with their core values.
© 2018 KPMG International Cooperative (“KPMG International”). KPMG International provides no client services and is a Swiss entity with which the independent member firms of the KPMG network are affiliated.
Table of
contents
04 20
Family business — Europe’s Changing face of leadership
economic backbone
Generations working together, longer 22
Confidence abounds 05 Extended passing of the baton 22
Driving innovation forward 05
Managing challenges while
remaining competitive 06
24
Planning for uncertainty 07 Looking to the future — laying out
key priorities
08
Confidence and optimism remain strong Embracing innovation to channel growth 26
Moving beyond traditional boundaries 26
Bigger companies more confident 10
Achieving innovation efficiently 27
UK confidence drops amid Brexit
concerns 11 Planning for the future 27
Reinvesting in the business 28
The path ahead 29
12
Challenges: impeding growth or forcing
30
innovation? Next steps: building for
the future
The war for talent rages on 13
The cost of labor continues to rise 13
Using their strengths to attract and
retain talent 17
32 34 34 35 36
Political uncertainty remains a concern 17
International expansion postponed 18
Expansion and the future 19 Methodology About About KPMG Contacts
Regulatory environment creating EFB KPMG Enterprise
complexity 19 Enterprise Global Center
of Excellence
for Family
business
4 European family business barometer
Family business As the pace

of change
continues to
Europe’s economic
accelerate,
businesses are
doubling down on their
efforts to drive innovation.
backbone In this year’s survey, family

businesses identified
innovation as a top priority.
Family businesses are
experts in long term
survival — and they know
this depends on their ability
to innovate and adapt to a
rapidly changing business
environment.
Olaf Leurs
Chairman,
KPMG Enterprise EMA Network
and Tax partner, Meijburg & Co,
KPMG in the Netherlands
Seventh edition | 2018 5
In this seventh annual edition of the This confidence has been well-reflected
European family business barometer, in the strategic decision-making of
European Family Businesses and KPMG family businesses, including head count
Enterprise explore key issues facing increases over the last year. Over 54
family businesses across Europe this percent of survey respondents said that
year and share the perspectives of family they had increased their staff complement
businesses on a range of critical topics — over the past year, compared to only
including market confidence, growth, and 41 percent in 2017.
operational challenges. At the same time, a majority of family
Business families play an essential role businesses indicated they had significantly
in the European economy; however, the increased turnover over the past year.
significance of their contribution is rarely In this year’s survey, 64 percent of
fully appreciated. Throughout Europe, respondents said that turnover in their
family businesses represent anywhere company has increased over the past
from 55–90 percent of businesses, year, compared to 57 percent last year and
depending on the country.1 Their sizes 54 percent in 2016.
are even more varied, ranging from small
two-person operations to large global Driving innovation forward
enterprises employing thousands. Innovation is top of mind for family
businesses in Europe. In this year’s
Confidence abounds survey, we found that family businesses
Family businesses are coming off a are increasingly focused on driving
strong growth year and are positioning innovation. The pace of change is rapidly
themselves for further growth over the accelerating, with new technology causing
next 12 months. This growth, combined tremendous disruption across a wide
with a relatively favorable economic range of industries. Companies across
environment, has helped to spur the Europe are being pushed to make dramatic
confidence of family businesses and changes to adapt to new market conditions
their optimism for the future. In fact, and to compete with new business
73 percent of respondents to this year’s models. Family businesses are rising to the
European barometer survey said they innovation challenge, actively monitoring
were confident or very confident about the signals of change and streamlining decision
prospects for their family business over making to ensure that they have the agility
the next year. to respond to changes in real time.
1
European Family Business Trends, KPMG International, 2015.
While the pace of change may be Looking ahead, innovation is expected

accelerating, adapting to change is nothing to remain a significant priority over the
new for family businesses. They have, after coming year. In the survey, 24 percent of
all, been embracing change for generations. respondents listed innovation as one of
Many of Europe’s — and the world’s — their top two priorities, while 83 percent
oldest companies are family businesses. said they have plans to invest in innovation
Their ongoing survival is a testament to their and technology as part of their strategic
ability to change with the times. plans. Product innovation is expected to
According to the survey, family businesses be a big part of this, with 23 percent of
are not only thinking about innovation, respondents reporting plans to diversify
they are making strategic investment as their products and services.
well. Innovation investments by family Managing challenges while
businesses have generally occurred as a
remaining competitive
part of their everyday business operations
rather than through decisions made by While business families may be confident in
separate research and development their future outlook, they also face a number
(R&D) or innovation departments. This of significant challenges. For example,
operational focus should not discount the family businesses in Europe are facing more
strategic importance family businesses competition than ever before — not only
are giving to innovation. The survey results from other family businesses, but also from
showed that there is an increasing desire their public company counterparts.
on the part of family businesses to not Given our current era of rapid innovation,
only be early adopters, but to become family businesses have also seen an
leaders able to spur new innovations. intensification of the war for talent.
Given that family businesses have had This year, 53 percent of respondents
significant success with their innovation identified the war for talent as one of
investments to date, in terms of both their their top three concerns. Increasing
impact and their return on investment talent requirements are a natural
(ROI), it would not be surprising to see this consequence of bringing on the non-
desire turn into reality. traditional and technical roles needed
to drive innovation. The talent required only 10.87 percent have taken steps to
to help family businesses compete in prepare for Brexit.
the digital economy has proven to be Political uncertainty may be causing some Political and
in short supply and high demand — European family businesses to take a economic
a phenomenon that is particularly more conservative approach to growth. challenges
troublesome given the strong innovation According to the survey, only 36 percent ranging from
imperative most companies have. of respondents increased their activities Brexit to
In order to improve their competitiveness, abroad over the last year — down from recent trade tensions are
family businesses are taking a creative 44 percent in 2017, 65 percent in 2016 and impacting plans of many
approach to their talent management, 58 percent in 2015. For those that are still family businesses to grow
developing unique remuneration, intent on international expansion, many
beyond their borders.
incentive, and benefits packages to are exploring alternate growth corridors
Some have postponed
enhance talent acquisition. They are beyond the traditional (US/China) and into
also increasingly focused on becoming areas such as parts of Africa.
international expansion all
‘employers of choice’ — embracing and together. In other cases,
KPMG Enterprise and European Family
promoting their unique value propositions we are seeing companies
Businesses explore these findings and
in order to differentiate themselves and considering non-traditional
other issues facing family businesses
better attract talent. in this edition of the European family
or alternative growth
business barometer. We hope you find corridors.
Planning for uncertainty
this report insightful and helpful for
Beyond operational challenges, one Jesús Casado Navarro-Rubio
achieving the results desired by your Secretary General,
of the top issues for business families
family business. European Family Businesses
today is political uncertainty. Brexit
If you have any questions, feel free to (EFB)
continues to be top-of-mind for many
family businesses, particularly in the UK contact us or a local adviser. For more
and Ireland. However, without clarity as on the report methodology please see
to what the post-Brexit landscape will the methodology section at the end of
look like, few companies have taken the report.
concrete steps to prepare for any related
ramifications. On a Europe-wide basis,
Confidence
and optimism
remain
strong
Entrepreneurship is inherently
different for multi-generational family
businesses. For them, entrepreneurship
is not about an individual who builds a
business and then sells it. Instead of
the heroic individual, you have a family that takes
collective responsibility for making sure that the
business innovates in their generation and passing
it on to the next generation. It is a combination of
innovation and tradition.
Ken McCracken
Head of Family Business Consulting,
KPMG Enterprise in the UK
How do you feel about your family business’ economic perspective over the next 12 months?
Very No answer
confident given
16% 1%
Confident Negative
57% Neutral
6%
20%
Note: Numbers have been rounded to the nearest whole number.
Source: European family business barometer, KPMG International, 2018.
European family businesses remain with 41 percent and 16 percent in 2017.

confident and optimistic about the future. Austria, the Netherlands, and France all
The past year has seen its share of led the way with increased hiring with
political, economic and regulatory Poland and Romania lagging behind.
challenges for family businesses in The strength of the European economy
Europe. However, overall, 73 percent likely also contributed to the increase
of respondents report that they are in confidence. The European economy
confident or very confident in their family experienced an excellent year. Overall
business’ economic perspective over gross domestic product (GDP) growth in
the next 12 months. This compares with the 28-member European Union reached
71 percent last year and the year before. 2.5 percent in 2017 — one of the best
Much of this confidence is likely periods of growth since 2007, putting
rooted in the success of the past year. Europe just ahead of the 2.3 percent
More than 64 percent of respondents expansion posted by the US in 2017.
reported an increase in turnover. This Bigger companies more
compares with 57 percent last year and
confident
54 percent in 2016. Only 11 percent
of respondents reported decreased The size of the company appears to
turnover in the past 12 months. Spain have played a role in these confidence
(74 percent), Italy (72 percent) and levels, with larger companies showing
France (72 percent) reported the most greater confidence. Only 64 percent
significant increase in turnover. Ireland of those companies with less than
lagged behind with a lower than average 50 employees are confident or very
reporting of 57 percent experiencing confident. This compares to 75.4 percent
increased turnover, while UK, Poland and for companies with 50–249 employees,
Malta went against the trend reporting 82.46 percent for companies with 250 to
decreased turnover. 1,000 and 82 percent of companies
with over 1,000 employees. The highest
Hiring was also up this past year level of confidence is with companies
with 54 percent indicating they had with more than 1,000 employees as
increased the number of staff while only a higher percentage reported feeling
10 percent decreased. This compares ‘very confident’.
With more resources and strong

track records, these larger companies
may feel better prepared to face the The
challenges ahead, especially in their entrepreneurial
brand recognition and ability to recruit success of
new talent. business
UK confidence drops amid families is often
Brexit concerns overlooked. To have one
While overall confidence is up
successful business within
across Europe, the UK was a notable a family is already an
exception to this trend. This year, the achievement — but we are
UK experienced a significant year over seeing something special
year drop in confidence, going from when success spans over
83 percent in 2017 that were confident or four or five generations.
very confident to only 68 percent in this Family businesses know
year’s survey. With Brexit negotiations how to endure. They have
ongoing and without a clear path weathered generations
forward, business families may be taking of economic ups and
a wait and see approach to determine
downs. They know how to
how the exit from the European Union
diversify, change course
will impact business. However, there is
clear concern in the UK.
and keep ahead of the
competition.
In regions where governments have
remained stable, businesses appear to Tom McGinness
feel comfortable with the status quo. On Global Co-Chair and UK Head
the flip side, in some countries where new of Family Business KPMG
governments have been elected, the hope Enterprise Global Centre of
Excellence for Family Business,
is that they will take a business-friendly
KPMG International
approach to build the economy.
Challenges
impeding
growth
or forcing
innovation?
Despite strong economic indicators, While this is a natural occurrence as the

challenges are inevitable for any business. business grows and matures, it can pose
Family businesses are reporting concerns challenges on a number of fronts. On the
in a few key areas. one hand, family businesses are forced
to compete against large and attractive
The war for talent rages on employers for talent. On the other hand,
The war for talent continues to be a top they have to consider the impact on
stumbling point. This year, 53 percent the family when they decide to pass
of respondents identified the war for over family members for what might be
talent as one of their top three concerns. perceived as attractive positions.
This compares to 43 percent in 2017 and
Despite the ongoing challenges, businesses
37 percent the year before.
are reporting an increase in hiring. In the
This increased competition for labor survey, 54 percent of respondents reported
seems particularly pronounced in Austria increasing hiring this year versus 41 percent
(73 percent), Finland (76 percent), in 2017. Only 10 percent of respondents to
France (76 percent) and the Netherlands this year’s survey reported decreasing their
(78 percent). With unemployment at total numbers, a drop from 16 percent in the
record lows, sitting at approximately 2017 survey.
4 percent, the challenge to attract and
retain talent is a growing issue. The cost of labor continues
to rise
Non-traditional and technical roles, which
are of paramount importance for driving A natural connection exists between
innovation and helping family businesses the war for talent and an increased cost
compete in the digital economy, are of labor. The cost of labor has become a
proving to be particularly troublesome. bigger issue this year over last. This year,
The specific skill set these positions 36 percent said increased cost of labor
demand may not be available within the was a top-three concern versus 32 percent
family and may be difficult to find through in 2017. Regionally, Bulgaria (65.6 percent),
traditional training and development, Czech Republic (84.5 percent),
forcing business families to look outside Poland (58.34 percent), Slovakia
to fill these roles. (76.02 percent) and the UK (55.71 percent)
all expressed the greatest concerns.
Responses when asked to choose the three most important issues facing
family business right now:
53%
36% 36% 34%

32% 30%
12% 11%
37% 37% 21% 36%
in in in in
2016 2016 2016 2016
10%
in 2016
43% 32% 30% 36% 28% 37%
in in in in in in 17%
2017 2017 2017 2017 2017 2017 in 10%
2017 in 2017
War for Increased Political Declining Regulatory Increased Declining Increased tax
talent cost of labour uncertainty profitability change competition turnover rates
11% 10% 9% 9% 8%
11%
in 2016
11%
in 2016
4% 4%
16% 7% 6% 8%
in 2017 in 2017 in 2017 in 2016
Unstable Access to Rising Other Poor Access to Rising

currency finance energy costs governance high speed environmental
internet costs
Using their strengths to attract track record of strong value-based culture

and retain talent and leadership continues to drive loyalty
Family businesses are increasingly and retention among those that choose to Family businesses
competing for talent with large private join a family business. find it difficult to
and public companies that have the ability Political uncertainty remains a hire professionals
to offer attractive equity deals. They are
concern with a new skill set,
responding by taking a creative approach especially where non-
This year, 36 percent of respondents
to remuneration, incentives and benefits traditional, digital and technical
while focusing on the unique advantages identified political uncertainty as one of their
top three concerns versus 30 percent last
positions are concerned. But
of working for a family firm. they have numerous benefits
year and 37 percent in 2016. With Brexit
The businesses showing the most negotiations trending toward the likelihood to attract new staff and may
success in attracting and retaining talent of a hard Brexit, political uncertainty seems dare to be bolder. Typically,
are building a recruitment strategy that to be weighing heavily on the minds of those family businesses offer flatter
involves promoting and living a brand in the UK and Ireland in particular. Overall, hierarchies where people
and culture based on their unique value 63 percent of respondents in Ireland and can work independently.
proposition as a family business. 52.8 percent of those in the UK identified Their brands are well-known
Trust is one significant advantage that political uncertainty as one of their top three and come with established
family businesses have over their concerns. These findings are similar to 2017 corporate values. They have a
competitors. According to the Edelman when negotiations first began.
tradition of sustainability and
Trust Barometer, these businesses are However, while they are carefully watching social engagement. All these
more trusted. The survey found that and clearly concerned, the lack of clarity
75 percent of respondents trust family
aspects are very appealing
around what the post-Brexit landscape will to Generation Y. So even in a
business over non-family business look like has many family businesses taking
globally. Further 54 percent would rather candidate-driven market, family
a wait and see approach to post-Brexit
work for a family business.2 businesses can be confident
planning. Only 10.87 percent of companies
They are also being increasingly proactive have taken steps to prepare. Without a
and show their strengths.
in their talent acquisition strategies, clear plan in place, businesses cannot be Dr. Vera-Carina Elter
actively approaching potential talent rather certain about what the new arrangements Head of People and KPMG Enterprise
than waiting for applications. will mean overall. Instead, they appear to be KPMG in Germany
The overall war for talent remains focused waiting to take action when they know what
primarily on recruitment. A long-standing the circumstances will be.
Source: 2017 Edelman Trust Barometer, “Special Report: Family Business”, Edelman, 28 September 2017.
2
Business families are increasingly embracing and promoting their International expansion
status as family businesses in their recruitment efforts — postponed
emphasizing key benefits of working for a family business as part The geopolitical and economic
of their recruitment efforts including: environment around Brexit and increasing
trade tensions with the US are a concern
1 2 3
for many business families. Many are
responding by postponing plans for
international expansion.
In this year’s survey, only 36 percent of
respondents said they had increased their
activities abroad over the past year —
compared with 44 percent last year,
65 percent in 2016 and 58 percent in 2015.
Long-term vision Employee recognition Training Results naturally varied by company size,
Family businesses are Taking the long-term They also understand with larger companies having a much
well known for having view also means the the value of retaining stronger focus on international expansion
a long-term vision and drive to success has a employees who, in as part of their growth strategy. Many large
offering greater job more realistic time effect, become part of family businesses are better positioned to
stability than non-family horizon. Employees are the family. This is experiment with expansion — while smaller
businesses. Without typically rewarded evidenced by the companies continue to take a more cautious
the constant pressure bonuses based on amount of investment approach to ensure they have considered all
from shareholders and short-term personal in training and
of the implications and have a plan firmly in
stock markets, they do performance and development paired
not see a need to cut long-term value. place before making a final move.
with the practice of
employees as a promoting from within. On a geographic basis, the survey
strategy for improving found that family businesses in Greece,
share prices. Instead, France, Austria, Belgium, Italy, Spain, the
they tend to offer
Netherlands and Switzerland have been
greater stability and
more likely to move towards international
prefer to avoid layoffs
even during difficult expansion, while Poland, Finland, Germany
times. and the UK have remained more cautious.
Those that do expand abroad continue to Regulatory environment

build solid partnerships with local players creating complexity
that have similar values and ways of doing The regulatory environment continues Our KPMG
business, prior to making the move. They to be a concern for family businesses. Enterprise advisors
also continue to send family members to The introduction of the General Data are seeing good
pave the way and lead these ventures. Protection Regulation (GDPR) and Open progress this past
Banking (PSD2) are just two of the year as family
Expansion and the future businesses are preparing
most notable examples that have had a
Looking forward over the longer term, for growth. The next step
significant impact on organizations doing
54 percent of respondents indicated will require scaling their
business in Europe.
their strategic plan included investments operations, which is a delicate
in internationalization. Again, there is a The impact can be seen in this year’s
and crucial operation. The
clear correlation between international survey, with 32 percent of respondents
business world is globally
expansion plans and company size with identifying regulatory change as one of
connected. As European family
76.19 percent of companies over 1,000 their top three concerns compared to
businesses prepare to do
employees reporting expansion plans 28 percent last year and 21 percent in
business on the world stage,
versus 68 percent of companies with 2016. On a country basis, respondents
they will find themselves going
250–1,000 employees versus 56 percent of from the Netherlands, France, Germany
head-to-head with companies
companies with 50–250 versus 39 percent and Poland showed the strongest
from around the world. They
of companies with less than 50. concern.
have to factor increased global
Political and economic uncertainty among As regulatory requirements increase, larger competition in their growth
many of the traditional paths for international family businesses are moving away from and expansion plans.
expansion are forcing companies to look relying exclusively on finance teams to
more broadly as part of their international monitor and ensure compliance. Instead, Jonathan Lavender
many are setting up or expanding separate Global Chairman,
planning. Many are considering alternate
KPMG Enterprise,
growth corridors for international expansion compliance departments, tasked with the
Global Head KPMG Enterprise Family
that takes them from the traditional corridors role of responding to regulatory changes. Business, KPMG International,
such as the US and China. This includes There has also been an increase in the Partner, KPMG in Israel
exploring what Africa has to offer in terms number of board positions focused on
of political and economic stability as well as varied areas of compliance to ensure the
demand for products and services. company is following required regulations.
Changing face
of leadership This year’s survey
revealed that
33 percent of family
businesses are
considering hiring
an external CEO. As family
businesses grow, it becomes
increasingly important for them
to reach out beyond the family, to
find the additional skill sets they
need. This is particularly true in
the case of highly specialized
roles in areas ranging from digital
innovation through to key roles
at the production or assembly
line level. Unfortunately, these
specialized roles are increasingly
difficult to fill. The growing skills
gap must be urgently addressed
by policy-makers.
Darius Movaghar
Senior Policy Advisor,
European Family Businesses (EFB)
Are you considering …
Passing your management

to next generation
53% Passing your

governance to next
50% generation
Yes 53%
Passing your
ownership to next
generation
Appointment of
non-family CEO 33%
12%
Sale of business in next 3 years
88% 15% 15% 15%

To third party To employees To family Via IPO
As they look to the future, most families an opportunity to promote their good
plan to pass their business on to next works. In the 2017 edition of the Edelman
generation. According to the survey, more Trust Barometer, only 17 percent of
than half have plans to pass the business respondents recognized family businesses
on to the next generation, either through as leaders on societal challenges.3
management (53 percent), ownership Without the pressure of managing day-
changes (53 percent) or governance to-day operations, the next generation
(50 percent). In the short term, 12 percent of leaders has the bandwidth to explore
of respondents reported having plans to the innovations and product and service
sell their business in the next 3 years. changes that will help the business
Generations working together, transition toward the future.
longer Extended passing of the baton
Founders are staying involved in the With founders remaining active longer, we
company well beyond the traditional are seeing a more gradual passing of the
retirement age, with many working well into baton from one generation to the next —
their 70s and beyond. These businesses resulting in many businesses families
are having to adjust to multiple generations refocusing on forms of governance such
of the family working in the business at the as family councils to help smooth out
same time for a longer period of time. the transition.
This reality is pushing younger generations Even as the current generation retires,
to seek different, yet meaningful, roles they are not leaving the businesses
within the company for the opportunity to completely. While they may hand over
leave their mark, including roles that may control of the company, many remain
change the overall nature of the business. active as ambassadors for their brands and
Many are focused on introducing new help to maintain relationships.
values to the business that enable social
Whether the founding generation retains
and charitable contributions. They are also
control or not, the gradual succession
looking at ways to diversify the workforce
allows the next generation to work with
and hiring talent that share similar values.
current leadership for several years before
Social and charitable contributions are a complete succession takes place.
nothing new for family businesses. In This approach helps to preserve key
fact, the majority of the world’s largest relationships and business knowledge
family businesses regularly engage in while slowly introducing important
philanthropy. However, there may be changes that may be needed for the future.
3
Source: 2017 Edelman Trust Barometer, “The Family Business Paradox”, Edelman, 28 September 2017.
Founders are staying involved in the business well

into their 70s and 80s. Instead of retiring, they
remain connected, perhaps not always as the direct
decision maker. They may take on an ambassador
role, contributing their skills to maintaining important
relationships and protecting the value of the business. When
founders stay in control beyond the expected retirement age,
succession is a slower more methodical process where the
next generation works closely with the founding generation
before taking over.
Daniel Trimarchi
Program Director,
KPMG Enterprise Global
Centre of Excellence for Family Business
KPMG International
Looking to
the future
laying out key
priorities
Key priorities over the next 2 years
Improve Increase
profitability turnover
49%
(64% in 2017
38%
(45% in 2017
57% in 2016) 34% in 2016)
Attract new Become more

talent innovative
27%
(32% in 2017
24%
(37% in 2017,
18% in 2016 25% in 2016
16% in 2015) 23% in 2015)
Move to new Diversify products

markets and services
23%
(27% in 2017
23%
(28% in 2017
22% in 2016) 17% in 2016)
Train No answer
workforce given
14%
(23% in 2017)
2%
(2% in 2016)
Top three responses
By far, the most pressing priorities for ability to adapt. Their longevity speaks to
family businesses over the next 2 years their entrepreneurial mindset and ability to
are improving profitability (49 percent) monitor signals of change over time and
and increasing turnover (38 percent). adjust their businesses accordingly.
The question in both cases is, ‘how?’ However, the rapid rate of change within
The answers may come from the next today’s business environment is unlike
highest identified priorities: becoming anything business families have seen
more innovative and attracting new talent. in the past. Family businesses that
More strategic innovation coupled with the have typically taken a more incremental
right people could contribute to addressing and gradual approach to innovation are
the top priorities of family businesses. being challenged by the ever-increasing
Embracing innovation to need to innovate. For them, being able
to change is not the critical issue — it
channel growth
is being able to change quickly enough
Family businesses recognize the to respond to the pressures of today’s
importance of innovation as a means business world.
to drive growth. In this year’s survey,
24 percent of respondents indicated that Moving beyond traditional
becoming more innovative was one of boundaries
their top two priorities. As part of their change agenda, an
The world at large does not necessarily increasing number of family business
recognize family businesses as owners recognize the need to expand
innovators. Past studies have indicated beyond their traditional products and
that while 45 percent of respondents services. A number are working to expand
recognized businesses in general as into new product or service areas and into
innovators, that number dropped to 15 adjacent business areas. According to this
percent when respondents provided their year’s survey, 23 percent of respondents
view of family businesses.4 plan to diversify their products and
In fact, innovation and entrepreneurship services over the next 2 years. The focus
have always been at the heart of being placed on diversification is a strong
family business success. Many family signal of the willingness and desire of
businesses have lasted for generations — family businesses to adapt to any shifts
and their success has depended on their in the economy or the demands of their
customers.
4
Source: 2017 Edelman Trust Barometer, “The Family Business Paradox”, Edelman, 28 September 2017.
Business owners are also actively looking in their innovation processes. Dollar for
for new ways to do business, setting dollar, family businesses appear able
up in-house research and development to convert their investments into more Family
teams tasked with finding or developing patents and into more profitable product businesses
new methods, materials and developments than other businesses are often
technologies to help them stay ahead despite their smaller budgets. It is quite portrayed as
of their competition and even create likely that family businesses are able to risk averse and
new intellectual property that can be produce such strong results because reluctant to change.
monetized over time. of their focus on prudent planning and Yet, in reality, they are
In addition to recruiting talent that can help efficient use of funds.5 among the most adaptive
them understand and take advantage of The desire of business families to companies in the world.
new trends, business families are also maintain control of their business likely Their streamlined decision-
starting to establish partnerships with also contributes to their innovation making processes and
other organizations that can bring new approach. Most family businesses are ability to react quickly to
knowledge or experience to the table. careful to avoid waste and have a keen new trends have enabled
While many family businesses continue eye for identifying the ideas that will work many family businesses
to take an independent approach to best within their sector. This is especially to not only adapt but
innovation, others are recognizing how true for businesses with multiple thrive, over decades of
alliances can help them to leverage generations who have kept in tune with change spanning several
unique skillsets to meet the needs of their changes in the marketplace. These generations.
customers. businesses are not waiting for change to
Silvia Rimoldi
While long-term strategic planning and take place; they are actively looking for Partner,
incremental change remain the go- the indicators that signal change is ahead. KPMG in Italy
to approaches for many businesses, Many of these future-focused business
successful family businesses also families are supported by organizational
recognize the advantages of being able structures and cultures that are conducive
to respond quickly when change is in the to making decisions, experimenting, and
forecast. shifting gears quickly.
Achieving innovation efficiently Planning for the future

While family businesses typically invest The ability of family businesses to
less in formal research and development stay ahead of the innovation curve will
on average than other businesses, they ultimately be determined by how they
have been found to be far more efficient compete in the aforementioned war for
talent. Most are not struggling to hire
Research: Family Firms Are More Innovative Than Other Companies, Harvard Business Review, 25 January 2017.
5
Does your strategic plan include investments in: laborers or unskilled workers — rather,
they are challenged to find the skilled talent
they need to succeed as the digital and
technological world evolves and customer
demands change. Many business owners
recognize their vulnerability in this area,
with 53 percent of respondents identifying
Core the war on talent as one of their top
business three concerns.
86% In addition to bringing in the right talent,

family businesses continue to recognize
the strategic importance of innovation. In
this year’s survey, 83 percent said their
Innovation strategic plan includes investments in
and technology innovation and technology.
83% Family businesses today are looking for

new ways to ride the crest of the innovation
wave and avoid being swamped so that they
can continue to grow their business and
Recruitment
and training provide prosperity for generations to come.
Their desire to invest in innovation coupled
81% with their entrepreneurial experience well-

position business families to lead economic
change and industry innovation.
Reinvesting in the business

Diversification Business families have long taken a
61% unique approach to financing — preferring

to reinvest their core business without
seeking outside financing. While this
protects them from a certain level of risk,
businesses that employ this approach run
Internationalization
the risk of stunting growth by limiting the
54% equity available for expansion.
This year, 86 percent of respondents

indicated that their strategic plan included
investment back into the core business.
Financing innovation may be falling to the
next generation of leadership, as they look
for ways to maintain control and fund the
company.
The path ahead

While the European economy has enjoyed
several years of improving conditions,
change may be on the horizon. Europe’s
economy lost momentum in the first quarter
as expansions slowed from France to the
UK, threatening to undermine the global
growth the continent previously helped
power. Figures from across the region
pointed to a softer trend in the early part
of the year, and US first-quarter data also
showed activity weakened in the world’s
largest economy. Still, US annualized growth
of 2.3 percent beat economists’ estimates
that it would slow to 2 percent.
Trade tensions with the US are hurting
economic growth in Europe. The European
Union has cut its forecast for economic
expansion in 2018 to 2.1 percent, down
from a prediction of 2.3 percent in May.
There is a lot of talk these days about a
potential trade war between Europe and
the US.
Next steps
Building for
the future
Family businesses provide an important innovation that will help them succeed in
perspective on the overall health of the future. They are reporting a desire to
the economy and optimism in Europe. invest and focus on innovation, increase
Although they are not monolithic entities turnover and profitability and attract and
with the same worldview, they can be retain top talent.
used as a barometer for things to come. While confidence remains steady, the path
When they anticipate difficult times ahead, ahead may see slower economic growth
they take precautions to reduce their in Europe as trade wars intensify and
risk, as can be seen in the slower plans political uncertainty deepens.
for international expansion. On the other How they react to these factors
hand, their investment in technology and will determine the fate for the next
innovation show an overarching optimism generation. If the past is any indication,
for their plans as the economy changes. these business owners will be hard
Though they are often characterized as at work shaping their future. Rather
being slow to react to change, many have than rest on their successes, family
survived from generation to generation businesses look for new ways to move
because they apply an entrepreneurial forward. In good times, they wisely
approach to their day-to-day business. reinvest in their businesses. In difficult
There is ample evidence that family times, they push through with resilience
businesses are paying attention to and perseverance that will see them
trends and looking for the right level of flourish in new ways.
Methodology
The European family business barometer is based on the results of an online survey. In total 1,576
completed questionnaires were received during the period of 7 May to 7 July 2018. This is the
seventh survey of its kind to be conducted measuring trends among European family businesses.
Respondents’ profiles
1. Which generation of your family is 2. Concerning the ownership structure of 5. Approximately how many people
currently involved in the business your business... do you employ? (the equivalent of
1.1 Regarding ownership a) what is the percentage of the family ownership? full‑time employees)
Less than 25% 2%
Less than 50 35%
1st generation 36% 25%–49% 4%
50–249 33%
50%–99% 21%
2nd or 3rd generation 49% 250–1000 18%
100% 71%
4th plus generation 13% Over 1000 12%
No answer given 2% No answer given 2% No answer given 2%
1.2 Regarding governance b) is your family business 6. Are you a…

1st generation 33% Listed 3% Non-family member 15 %
2nd or 3rd generation 49%

Non-listed/privately held 94% Family member 84%
4th and more generation 13%
3. H
ow long has your business been 4. What is the approximate annual turnover 7. Are you a...
operating with family ownership? of the business?
Less than 20 years 16% Non-family director/employee 11%
Less than €10m 35%
Next generation 35%
Between €10m and €50m 27%
20–50 years 43%
Between €50m and €200m 20% Senior generation 38%
Over 50 years 39% None of the above 11%

More than €200m 13%
Note: numbers have been rounded to the nearest whole number.

Source: European family business barometer, KPMG International, 2018.
We trust that these results have provided an Responses from the following
insightful look into the family business community. countries have been analyzed:
If you would like more information about the study, — Austria — Italy
please contact a family business adviser listed in the — Andorra — Malta
following pages. KPMG Enterprise and European
— Belgium — Netherlands
Family Businesses (EFB) look forward
to continuing this project and shedding — Bulgaria — Norway
more light on this crucial sector for Europe. — Croatia — Poland
We hope that you will continue to
— Cyprus — Portugal
contribute to our survey. Finland
— Czech — Romania
Norway Republic — Serbia
— Denmark — Slovakia
— Finland — Spain
— France — Switzerland
Denmark
Ireland — Germany — Turkey
— Greece — United
United Kingdom
Netherlands
Poland — Ireland Kingdom
Belgium Czech Republic
Germany Slovakia
Austria Romania
Switzerland
France Croatia
Andorra Serbia
Bulgaria
Portugal Spain Italy

Turkey
Greece
Malta Cyprus
About
EFB
About
KPMG Enterprise
European Family Businesses (EFB) Passion, it’s what drives entrepreneurs, family
is the EU federation of national businesses and fast‑growing companies
associations representing long‑term alike. It’s also what inspires KPMG Enterprise
family-owned enterprises, including advisers to help you drive success.
small, medium‑sized and larger
companies.
The organization was created in 1997 and represents KPMG Enterprise advisers in member firms around the world
€1 trillion in aggregated turnover, 9 percent of European are dedicated to working with businesses like yours — we
GDP. EFB’s mission is to press for policies that recognize understand what is important to you and can help you navigate
the fundamental contribution of family businesses in your challenges — no matter the size or stage of your business.
Europe’s economy and create a level playing field when You gain access to KPMG’s global resources through a single
compared to other types of companies. point of contact — a trusted adviser to your company. It’s a local
touch with a global reach.
Visit: www.europeanfamilybusinesses.eu
Visit: www.kpmg.com/enterprise
KPMG Enterprise
Global Center of Excellence
for Family Business
As with your family, your business doesn’t stand still —
it evolves. Family businesses are unique and KPMG
Enterprise Family Business advisers understand the
dynamics of a successful family business and work with
you to provide tailored advice and experienced guidance to
help you succeed.
To support the unique needs of family businesses, KPMG

Enterprise coordinates with a global network of member
firms dedicated to offering relevant information and advice to
family‑owned companies. We understand that the nature of a
family business is inherently different from a non‑family business
and requires an approach that considers the family component.
Visit: www.kpmg.com/familybusiness
Contacts
For more insights about family businesses, please feel free to contact an adviser in your region:
International Daniel Trimarchi Joan Tomás

Jonathan Lavender Program Director, KPMG Enterprise Global Director,
Global Chairman, KPMG Enterprise, Centre of Excellence for Family Business, Empresa Familiar Andorrana (EFA)
Global Head KPMG Enterprise Family KPMG International T: +376 80 81 36
Business, KPMG International, T: +44 20 76942055 E: joan.tomas@gaudit.ad
Partner, KPMG in Israel E: daniel.trimarchi@kpmg.co.uk
Austria
T: +972 (3) 684 8716 Europe Yann‑Georg Hansa
E: jonathanlavender@kpmg.com
Jesús Casado Partner,
Tom McGinness Secretary General, KPMG Enterprise in Austria
Global Co-Chair and UK Head European Family Businesses (EFB) T: +43 1 313 32 3446
of Family Business T: +34 915 230 450 E: yannhansa@kpmg.at
KPMG Enterprise Global Centre of E: jcasado@europeanfamilybusinesses.eu
Belgium
Excellence for Family Business,
Darius Movaghar Patrick De Schutter
KPMG International
Senior Policy Advisor, Partner, Head of Family Businesses and
T: +44 20 76945453
European Family Businesses (EFB) Regional Development,
E: tom.mcginness@kpmg.co.uk
T: +32 2 893 97 10 KPMG in Belgium
Olaf Leurs E: dmovaghar@europeanfamilybusinesses.eu T: +32 2 708 4928
Chairman, KPMG Enterprise EMA E: pdeschutter@kpmg.com
Andorra
Network and Tax partner, Meijburg & Co,
KPMG in the Netherlands Alexandre Haase Bulgaria
T: +31 (0)62 120 1043 Director, Zdravko Moskov
E: leurs.olaf@kpmg.com KPMG in Andorra Director,
T: +376 81 04 45 KPMG in Bulgaria
Melany Eli E: ahaase@kpmg.com T: +359 2 9697 650
Director, Marketing and Communications, E: zmoskov@kpmg.com
KPMG Enterprise,
KPMG International
T: +1 416 224 4673
E: melanyeli@kpmg.ca
Denitsa Kombishkova Finland Dr. Daniel Mitrenga

Executive Director, Kirsi Adamsson Head of Department, Europe and regions,
FBN Bulgaria Partner, Die Familienunternehmer e.V.
T: +359 888 640 608 KPMG Enterprise in Finland T: +49 30 300 654 12
E: office@fbn.bg T: +358 (0) 20 760 30 60 E: mitrenga@familienunternehmer.eu
Croatia E: kirsi.adamsson@kpmg.fi Greece
Zoran Zemlic Auli Hänninen Vangelis Apostolakis
Director, Executive Director, Deputy Senior Partner,
KPMG Enterprise in Croatia Perheyritysten liitto KPMG Enterprise in Greece
T: +385 15 390 038 T: +358 (0) 400 415 230 T: +30 21 06 06 23 78
E: dvakis@kpmg.com E: auli.hanninen@perheyritys.fi E: eapostolakis@kpmg.gr
Cyprus France Ireland
Demetris Vakis Eric Thouvenel Kieran Wallace
Partner, Head of Family Business Head of Family Business Partner,
KPMG in Cyprus KPMG Enterprise in France KPMG Enterprise in Ireland
T: +357 22 209 301 T: +33 1 55 68 20 02 T: +353 1 410 1932
E: dvakis@kpmg.com E: ethouvenel@kpmg.fr E: kieran.wallace@kpmg.ie
Czech Republic Caroline Mathieu Italy
Milan Bláha Director, Silvia Rimoldi
Partner, FBN FRANCE Partner,
KPMG in the Czech Republic T: + 33 1 53 53 18 12 KPMG in Italy
T: +420 222 123 809 E: caroline.mathieu@fbn-france.fr T: +39 348 3080203
E: mblaha@kpmg.cz Alexandre Montay E: srimoldi@kpmg.it
Denmark Director, Malta
David Olafsson METI Anthony Pace
Partner, T: + 33 1 56 26 00 66 Partner,
KPMG Enterprise in Denmark E: a.montay@m-eti.fr KPMG Enterprise in Malta
T: +45 5215 0066 Germany T: +356 2563 1137
E: daolafsson@kpmg.com Dr. Vera‑Carina Elter E: anthonypace@kpmg.com.mt
Klaus Rytz Head of People and Caroline Zammit Apap
Partner, KPMG Enterprise Senior Manager,
KPMG Enterprise in Denmark KPMG in Germany KPMG Enterprise in Malta
T: +45 3038 0332 T: +49 211 475 7505 T: +356 2563 1151
E: klausrytz@kpmg.com E: veraelter@kpmg.com E: carolinezammitapap@kpmg.com.mt
Netherlands Marina de Sá Borges Fernando Cortés

Arnold de Bruin Secretary General Associação das Director of Communications and Corporate
Partner, Empreas Familiaes Relations Instituto de la Empresa Familiar
KPMG in the Netherlands T: +351 21 346 6088 T: +34 915 23 04 50
T: +31 6 333 0859 E: marina.sa.borges@empresasfamiliares.pt E: fcortes@iefamiliar.com
E: debruin.arnold@kpmg.nl Romania Switzerland
Albert Jan Thomassen René Schöb Reto Benz
Executive Director, Partner, Head of Tax and Legal, Partner, Head of Swiss market regions,
FBNed | FamilieBedrijven Nederland KPMG in Romania KPMG in Switzerland
T: +31 346 258 033 T: +40 372 377 732 T: +41 58 249 42 37
E: thomassen@fbned.nl E: rschob@kpmg.com E: rbenz@kpmg.com
Norway Ramona Jurubi Roman Wenk
Svein Wiig Country Managing Partner, Partner, Audit,
Partner, KPMG in Romania KPMG in Switzerland
KPMG in Norway T: +40 372 377 795 T: +41 58 249 53 03
T: + 47 4063 9326 E: rjurubita@kpmg.com E: rwenk@kpmg.com
E: svein.wiig@kpmg.no Turkey
Serbia
Tonje Christin Norrvall Ivana Manigodi Hande S˛enova
Partner, Partner, Partner, Head of Advisory,
KPMG in Norway KPMG in Serbia KPMG in Turkey
T: + 47 4063 9223 T: +381 11 20 50 535 T: +90 533 580 27 96
E: tonje.norrvall@kpmg.no E: imanigodic@kpmg.com E: hsenova@kpmg.com
Poland Slovakia United Kingdom
Andrzej Bernatek Lubos Vanco Ken McCracken
Partner, Partner, Head of Family Business Consulting UK,
KPMG in Poland KPMG in Slovakia KPMG Enterprise in the UK
T: +48 22 528 11 96 T: +42 1905 744 447 T: +44 7778 110832
E: abernatek@kpmg.pl E: lvanco@kpmg.sk E: ken.mccracken@kpmg.co.uk
Portugal Spain Elizabeth Bagger
Vitor Ribeirinho Executive Director, Institute for Family
Ramón Pueyo Viñuales
Deputy Chairman, Business
Partner of Governance, Risk and
KPMG in Portugal T: +44 20 7630 6250
Compliance in Spain and Head of
T: +351 21 011 0161 E: elizabeth.bagger@ifb.org.uk
Family Business
E: vribeirinho@kpmg.com KPMG in Spain
T: +34 914 56 59 40
E: rpueyo@kpmg.es
kpmg.com/enterprise
kpmg.com/socialmedia
The information contained herein is of a general nature and is not intended to address the circumstances of any particular individual or entity. Although we endeavor to provide
accurate and timely information, there can be no guarantee that such information is accurate as of the date it is received or that it will continue to be accurate in the future. No one
should act on such information without appropriate professional advice after a thorough examination of the particular situation.
© 2018 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International.
KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does
KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
The KPMG name and logo are registered trademarks or trademarks of KPMG International.
Designed by Evalueserve.
Publication name: European family business barometer
Publication number: 135779-G
Publication date: October 2018

European Family Business Barometer

Uploaded by

Copyright:

European Family Business Barometer

Uploaded by

Document Information

Copyright

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

European Family Business Barometer

Uploaded by

Copyright:

European

Family business As the pace

backbone In this year’s survey, family

While the pace of change may be Looking ahead, innovation is expected

European family businesses remain with 41 percent and 16 percent in 2017.

With more resources and strong

Despite strong economic indicators, While this is a natural occurrence as the

36% 36% 34%

Unstable Access to Rising Other Poor Access to Rising

Using their strengths to attract track record of strong value-based culture

Those that do expand abroad continue to Regulatory environment

Are you considering …

Passing your management

53% Passing your

88% 15% 15% 15%

Founders are staying involved in the business well

Key priorities over the next 2 years

Attract new Become more

Move to new Diversify products

Top three responses

Achieving innovation efficiently Planning for the future

86% In addition to bringing in the right talent,

83% Family businesses today are looking for

81% with their entrepreneurial experience well-

Reinvesting in the business

61% unique approach to financing — preferring

54% equity available for expansion.

This year, 86 percent of respondents

The path ahead

1.2 Regarding governance b) is your family business 6. Are you a…

2nd or 3rd generation 49%

Over 50 years 39% None of the above 11%

Note: numbers have been rounded to the nearest whole number.

Belgium Czech Republic

Portugal Spain Italy

To support the unique needs of family businesses, KPMG

International Daniel Trimarchi Joan Tomás

Denitsa Kombishkova Finland Dr. Daniel Mitrenga

Netherlands Marina de Sá Borges Fernando Cortés

You might also like