Having circumscribed the concept of family business according to a business economic approach, key factors are analyzed. The family business is a sort of two-faced janus and it is noticeable how successful aspects can prove to be critical for the system. Then, we focus on the generational transition, the critical par excellence of the family business. The main aspect to be faced during the transition of generation is the planning of the succession, so as to become a generational support and not a transfer. A basic concept is expressed in a few words by Pietro Giuliani of Azimut., who states that "heirs are born, but it is not enough". The skills and passion not handed down, one must carry it in the DNA. The problem of goodwill in the generational transition lies precisely in its transferability, or in the possibility that a quality or a particular way of being of the senior entrepreneur can be handed down from father to son allowing the realization of greater future incomes and resisting the change of leadership. Considerable legal instruments can be used by the entrepreneur to ensure that the conflicts, tensions and imbalances are limited. Family pacts help to establish rules to follow and the long-term goal of society. But above all they allow to maintain good relationships between family members within the company even between different generations. The transfer of the bare ownership to the heirs with usufruct in favor of the outgoing entrepreneur allows to implement that generational support of which we have spoken above. It still leaves the outgoing entrepreneur and all his skills in the field, whilst giving time and way to new entrepreneurs to take matters into their own hands and start their experience. A trust is a useful legal institution when it comes to creating a parallel asset for the family that becomes untouchable in circumstances where the senior entrepreneur goes bankrupt. The holding company, on the other hand, facilitates the succession, because all the family assets within it are gathered and then the family members are entrusted with its parts. The last possibility is to sell the company. Finally, a business case is proposed, the company Illycaffè S.p.A. is examined in detail, as it has already started the generational transition of the fourth generation to the third by initiating the succession process. It can be concluded, therefore, that the Italian market based on family capitalism is a winner and that the organization of these companies leads to benefits, both for the territory in which it operates and for the population, employees and customers. The strengths, as well as those inimitable resources that present family businesses, are therefore the importance of the family, the corporate identity, the solid reputation of the company, the long-term perspective, the roots with the territory, the will to pass on, the relational capacity, the intellectual capital, the tradition, the customer loyalty, the ethics and internationalization.
Dopo aver circoscritto il concetto di impresa familiare secondo un approccio economico aziendale, si analizzano i suoi fattori chiave. Essendo l'impresa familiare una sorta di giano bifronte, si nota come quegli aspetti di successo possono rivelarsi criticità per il sistema. Proseguendo ci si sofferma sul passaggio generazionale, la criticità per eccellenza dell'impresa familiare. L’aspetto principale per affrontare il passaggio generazione è la pianificazione dello stesso, in modo da divenire un affiancamento generazionale e non una cessione. Un concetto base è quello espresso in poche parole da Pietro Giuliani della Azimut., il quale afferma che «eredi si nasce, ma non basta». Le competenze e la passione per la materia non si tramandano, bisogna averlo nel DNA. Il problema dell’avviamento nel passaggio generazionale è legato proprio alla sua trasferibilità, ovvero alla possibilità che quella qualità o quel particolare modo d’essere dell’imprenditore senior siano tramandabili di padre in figlio consentendo la realizzazione di maggiori redditi futuri e permanendo al cambiamento di leadership. Notevoli strumenti giuridici possono essere poi utilizzati dall’imprenditore per fare in modo che i conflitti, le tensioni e i disequilibri che generano un cambiamento siano limitati. I patti di famiglia aiutano a stabilire delle regole da seguire, l’obiettivo a lungo termine della società, ma soprattutto permettono di mantenere delle buone relazioni tra i familiari dentro l’azienda anche di generazioni diverse. Il trasferimento della nuda proprietà agli eredi con usufrutto a favore dell’imprenditore uscente consente di mettere in atto quell’affiancamento generazionale di cui si è parlato. Lascia ancora in campo l’imprenditore uscente e tutte le sue competenze, ma allo stesso tempo dà tempo e modo ai nuovi imprenditori di prendere in mano la situazione e di iniziare la loro esperienza. Il trust è un istituto giuridico utile al fine di creare un patrimonio parallelo per la famiglia e intoccabile nei casi in cui l’imprenditore senior fallisca. La holding, invece, agevola la successione, perché si riuniscono tutti gli asset familiari all’interno di essa e poi ai membri della famiglia vengono affidate delle sue parti. L’ultima possibilità è invece quella di vendere l’azienda. In ultimo si propone un caso d'azienda, nel dettaglio si esamina la società Illycaffè S.p.A., la quale ha già messo in campo l'affiancamento generazionale della quarta generazione alla terza avviando il processo successorio. Si può concludere, quindi, che il mercato italiano basato sul capitalismo familiare sia vincente e che l’organizzazione di tali aziende porti a benefici, sia per il territorio in cui opera sia per la popolazione, dipendenti e clienti. I punti di forza, nonché quelle risorse inimitabili che presentano le imprese familiari, sono quindi l’importanza della famiglia, l’identità aziendale, la solida reputazione dell’impresa, l’ottica di lungo periodo, il radicamento con il territorio, la volontà di tramandare, la capacità relazionale, il capitale intellettuale, la tradizione, la customer loyalty, l’etica e l’internazionalizzazione.
L’IMPRESA FAMILIARE: FATTORI DI CRISI E CAUSE DI SUCCESSO - Il caso Illycaffè S.p.A.
TABORRO, SARA
2020/2021
Abstract
Having circumscribed the concept of family business according to a business economic approach, key factors are analyzed. The family business is a sort of two-faced janus and it is noticeable how successful aspects can prove to be critical for the system. Then, we focus on the generational transition, the critical par excellence of the family business. The main aspect to be faced during the transition of generation is the planning of the succession, so as to become a generational support and not a transfer. A basic concept is expressed in a few words by Pietro Giuliani of Azimut., who states that "heirs are born, but it is not enough". The skills and passion not handed down, one must carry it in the DNA. The problem of goodwill in the generational transition lies precisely in its transferability, or in the possibility that a quality or a particular way of being of the senior entrepreneur can be handed down from father to son allowing the realization of greater future incomes and resisting the change of leadership. Considerable legal instruments can be used by the entrepreneur to ensure that the conflicts, tensions and imbalances are limited. Family pacts help to establish rules to follow and the long-term goal of society. But above all they allow to maintain good relationships between family members within the company even between different generations. The transfer of the bare ownership to the heirs with usufruct in favor of the outgoing entrepreneur allows to implement that generational support of which we have spoken above. It still leaves the outgoing entrepreneur and all his skills in the field, whilst giving time and way to new entrepreneurs to take matters into their own hands and start their experience. A trust is a useful legal institution when it comes to creating a parallel asset for the family that becomes untouchable in circumstances where the senior entrepreneur goes bankrupt. The holding company, on the other hand, facilitates the succession, because all the family assets within it are gathered and then the family members are entrusted with its parts. The last possibility is to sell the company. Finally, a business case is proposed, the company Illycaffè S.p.A. is examined in detail, as it has already started the generational transition of the fourth generation to the third by initiating the succession process. It can be concluded, therefore, that the Italian market based on family capitalism is a winner and that the organization of these companies leads to benefits, both for the territory in which it operates and for the population, employees and customers. The strengths, as well as those inimitable resources that present family businesses, are therefore the importance of the family, the corporate identity, the solid reputation of the company, the long-term perspective, the roots with the territory, the will to pass on, the relational capacity, the intellectual capital, the tradition, the customer loyalty, the ethics and internationalization.File | Dimensione | Formato | |
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https://hdl.handle.net/20.500.12075/1329