{"id":10627,"date":"2020-05-13T09:46:50","date_gmt":"2020-05-13T07:46:50","guid":{"rendered":"https:\/\/avs-advisors.com\/?p=10627"},"modified":"2021-09-28T17:52:57","modified_gmt":"2021-09-28T15:52:57","slug":"opportunity-knocks","status":"publish","type":"post","link":"https:\/\/avs-advisors.com\/fr\/opportunity-knocks\/","title":{"rendered":"Opportunity knocks"},"content":{"rendered":"\n<style type=\"text\/css\" data-created_by=\"avia_inline_auto\" id=\"style-css-av-8vgb1o-6917258f33da21f07e60183664e54de0\">\n.flex_column.av-8vgb1o-6917258f33da21f07e60183664e54de0{\n-webkit-border-radius:0px 0px 0px 0px;\n-moz-border-radius:0px 0px 0px 0px;\nborder-radius:0px 0px 0px 0px;\npadding:0px 0px 0px 0px;\n}\n<\/style>\n<div class='flex_column av-8vgb1o-6917258f33da21f07e60183664e54de0 av_one_fifth  avia-builder-el-0  el_before_av_three_fifth  avia-builder-el-first  first flex_column_div av-zero-column-padding '     ><style type=\"text\/css\" data-created_by=\"avia_inline_auto\" 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srcset=\"https:\/\/avs-advisors.com\/wp-content\/uploads\/2020\/05\/TTA_2020_3_300x300_150dpi_rund.png 300w, https:\/\/avs-advisors.com\/wp-content\/uploads\/2020\/05\/TTA_2020_3_300x300_150dpi_rund-80x80.png 80w, https:\/\/avs-advisors.com\/wp-content\/uploads\/2020\/05\/TTA_2020_3_300x300_150dpi_rund-36x36.png 36w, https:\/\/avs-advisors.com\/wp-content\/uploads\/2020\/05\/TTA_2020_3_300x300_150dpi_rund-180x180.png 180w, https:\/\/avs-advisors.com\/wp-content\/uploads\/2020\/05\/TTA_2020_3_300x300_150dpi_rund-185x185.png 185w, https:\/\/avs-advisors.com\/wp-content\/uploads\/2020\/05\/TTA_2020_3_300x300_150dpi_rund-120x120.png 120w\" sizes=\"(max-width: 300px) 100vw, 300px\" \/><\/div><\/div><\/div><\/div>\n\n<style type=\"text\/css\" data-created_by=\"avia_inline_auto\" id=\"style-css-av-7ldcto-9f1016c7c66bb4ad71a854dcaae0ea63\">\n.flex_column.av-7ldcto-9f1016c7c66bb4ad71a854dcaae0ea63{\n-webkit-border-radius:0px 0px 0px 0px;\n-moz-border-radius:0px 0px 0px 0px;\nborder-radius:0px 0px 0px 0px;\npadding:0px 0px 0px 0px;\n}\n<\/style>\n<div class='flex_column av-7ldcto-9f1016c7c66bb4ad71a854dcaae0ea63 av_three_fifth  avia-builder-el-2  el_after_av_one_fifth  el_before_av_one_fifth  flex_column_div av-zero-column-padding '     ><p>\n<style type=\"text\/css\" data-created_by=\"avia_inline_auto\" id=\"style-css-av-av_heading-894db7c2c94bb84c754b69a93dd3d236\">\n#top .av-special-heading.av-av_heading-894db7c2c94bb84c754b69a93dd3d236{\npadding-bottom:10px;\n}\nbody .av-special-heading.av-av_heading-894db7c2c94bb84c754b69a93dd3d236 .av-special-heading-tag .heading-char{\nfont-size:25px;\n}\n.av-special-heading.av-av_heading-894db7c2c94bb84c754b69a93dd3d236 .av-subheading{\nfont-size:15px;\n}\n<\/style>\n<div  class='av-special-heading av-av_heading-894db7c2c94bb84c754b69a93dd3d236 av-special-heading-h1 blockquote modern-quote  avia-builder-el-3  el_before_av_font_icon  avia-builder-el-first '><h1 class='av-special-heading-tag'  itemprop=\"headline\"  >Opportunity knocks<\/h1><div class='av-subheading av-subheading_below'><p>Family Businesses in the eye of the storm (3)<br \/>\nAn international survey<\/p>\n<\/div><div class=\"special-heading-border\"><div class=\"special-heading-inner-border\"><\/div><\/div><\/div><br \/>\n\n<style type=\"text\/css\" data-created_by=\"avia_inline_auto\" id=\"style-css-av-k61yt6pc-4b3d0b31c33d1ba5940ad0ea1382b06a\">\n.av_font_icon.av-k61yt6pc-4b3d0b31c33d1ba5940ad0ea1382b06a .av-icon-char{\nfont-size:40px;\nline-height:40px;\n}\n<\/style>\n<span  class='av_font_icon av-k61yt6pc-4b3d0b31c33d1ba5940ad0ea1382b06a avia_animate_when_visible av-icon-style- avia-icon-pos-left av-no-color avia-icon-animate'><span class='av-icon-char' aria-hidden='true' data-av_icon='\ue819' data-av_iconfont='entypo-fontello' ><\/span><\/span><br \/>\n<section  class='av_textblock_section av-k61ywyoh-aa80164a0bbcfe1a68ac25d8daf20471'  itemscope=\"itemscope\" itemtype=\"https:\/\/schema.org\/BlogPosting\" itemprop=\"blogPost\" ><div class='avia_textblock'  itemprop=\"text\" ><p>In our <strong><a href=\"https:\/\/avs-advisors.com\/fr\/the-survival-test\/\" target=\"_blank\" rel=\"noopener noreferrer\"><u>first article<\/u><\/a><\/strong> we focused on the massive challenges that Family Businesses (FBs) are facing \u2013 and how this unprecedented crisis is impacting these privately held businesses. Uncertainty and unpredictability, great concern for their employees and, of course, often huge declines in turnover and profits were mentioned most frequently. In the <strong><a href=\"https:\/\/avs-advisors.com\/fr\/fighting-spirit\/\" target=\"_blank\" rel=\"noopener noreferrer\"><u>second article<\/u><\/a><\/strong> we described how FBs are adapting to survive \u2013 focusing on the measures they are taking: intensive communication with all stakeholders, a widespread attempt to retain the majority of their employees despite the enormous cost pressure, while overall \u2018running a tighter ship\u2019. In this third article, we will look at opportunities many of the FBs are spotting and how they intend to leverage them.<\/p>\n<p>We have all heard the phrase \u201cNever waste a good crisis\u201d but in an emergency of such breadth and severity does this business school maxim still hold true? According to our respondents, the answer is a clear \u201cyes\u201d \u2013 and they see a variety of chances.<\/p>\n<p><strong>Change programmes<\/strong><\/p>\n<p>Many of the FB owners and CEOs believe that the crisis provides opportunities to drive change and transformation initiatives \u2013 \u201cthe big opportunity for the company is to accelerate the change that we had planned, to become quicker and more e-commerce enabled\u201d; \u201cless convincing time is needed because everyone is in survival mode\u201d; \u201clong-needed restructuring programmes that had met resistance in more comfortable times can now go ahead\u201d.<\/p>\n<p><strong>Customer intimacy<\/strong><\/p>\n<p>Many Europe-based FBs are looking to use this crisis to become closer to their clients. As an example, one Zurich-based industrial company is telling its customers \u201cYes, we are more expensive (than competitors from Far East) but we are Swiss, and we guarantee high quality, we always deliver, and we are working for you 24\/7\u201d. The internal credo is: \u201cWe help our customers and show them that we are better.\u201d<\/p>\n<p><strong>Closer Owner-CEO relations<\/strong><\/p>\n<p>As mentioned previously, all CEOs we interviewed stated that the frequency of communication with the owners had increased \u2013 \u201cnow, I speak with the owner family every day, seven days a week\u201d. Many hope that this greater, and often more intimate, level of communication will lead to even closer and more trusted relationships with the owner family.<\/p>\n<p><strong>Market consolidation<\/strong><\/p>\n<p>Almost all the CEOs we spoke to expect to see market consolidation over time, \u201cwhen players who lack sufficient capital and make low margins due to dumping prices go out of business\u201d.<\/p>\n<p><strong>Moving into growth areas<\/strong><\/p>\n<p>One example is a pharmaceuticals wholesale and logistics business where the Owner &amp; CEO has very quickly repositioned his company to trade face masks and disinfectants, product lines which they did not previously handle. Another company, which manufactures air conditioning systems for cars, is now researching whether these units can be made impermeable to viruses.<\/p>\n<p><strong>Virtual working<\/strong><\/p>\n<p>Many companies, having been forced into adopting virtual working as a lockdown necessity, are coming round to the idea that it may have advantages even when governments lift their restrictions \u2013 less business travel could equate to reduced travel costs and a lower carbon footprint; home-office could equate to less rent for expensive city-centre offices and no time wasted on commuting, etc. While many executives are still grappling with personal presentation and styling issues when on VCs (\u201cWhat is the dress code?\u201d; \u201cHow do I convey gravitas?\u201d), there is no doubting that \u201cthe technology works\u201d.<\/p>\n<p><strong>Digitalisation<\/strong><\/p>\n<p>Linked to the above, is an accelerated shift towards digitally enabled business models. On the sales side, go-to-market will be driven by ecommerce and omni-channel rather than being (over-) reliant on retail channels that have been decimated.<\/p>\n<p><strong>Succession planning<\/strong><\/p>\n<p>Several businesses who have been alerted to the problem of having no back-ups for Key Workers have started to map out their organisational deficiencies and talent development needs in a much more systematic way, as a first step towards building greater bench strength in their teams.<\/p>\n<p><strong>Worker availability<\/strong><\/p>\n<p>Several FBs had previously been struggling to attract manpower and talent in countries such as Germany with a very tight labour market and historic-low unemployment rates. They are now expecting restructurings and mass lay-offs by weaker players to free up skilled workers.<\/p>\n<p><strong>NextGen<\/strong><\/p>\n<p>One owner family has used the crisis to start an education and onboarding process for the Next Generation with the aim to help them become well informed and knowledgeable shareholders over time. This process was accelerated during the lockdown phase as family members had to stay at home and were generally more available.<\/p>\n<p><strong>Insourcing<\/strong><\/p>\n<p>A number of CEOs envisage a shift towards insourcing and multiple sourcing. In pharmaceutical distribution, for instance, this is seen as a big issue \u2013 with a (politically driven) trend to bring manufacturing of pharma and other healthcare products back to Europe. One pharma distribution company had previously warned of the dangers to supply in a pandemic but felt ignored. \u201cThe health insurers and the politicians only cared to drive down costs and thus prioritised getting supplies from Asia. Now they have second thoughts!\u201d. Companies are looking for opportunities to lessen risk and reduce dependencies, e.g. in manufacturing, where \u201ctoday, everyone is China-dependent. The lesson (of this crisis) is that we should not be dependent on only one supplier.\u201d<\/p>\n<p><strong>A New Era of Deglobalisation?<\/strong><\/p>\n<p>Read through any business journal, on any given day, over the past month, and whether it is The Financial Times, the Neue Z\u00fcrcher Zeitung or the Frankfurter Allgemeine Zeitung, you are almost guaranteed to come across a report or opinion piece predicting the imminent end of globalisation and a new era of localisation. With hard borders making an unwelcome return across Europe and factory shutdowns in Asia disrupting worldwide supply chains, it would seem to be a \u00b4no-brainer\u00b4 that this deglobalisation thesis is correct.<\/p>\n<p>Some of our interviewees spoke of how they envisaged \u201cmoving from efficiency in the supply chain to safety in the supply chain\u201d. Others spoke of their wish to reduce an \u201cover dependency\u201d on China and lessen its significance to their business. Many leaders are also thinking deeply about ways in which they can improve their organisational resilience and reduce complexity. Additionally, localisation, as a strategy, has some benefits in its own right and not just as a reaction to the pandemic restrictions, for example in the food and pharmaceutical sectors where consumer tastes or government regulation play a big role.<\/p>\n<p>However, the majority of owners and CEOs we spoke with believe that \u2013 in the long-term \u2013 this deglobalisation thesis is being over-stated:<\/p>\n<ul>\n<li>Their perception is that some of the threats to globalisation \u2013 such as increased nationalism \u2013 pre-date the Corona-crisis and are part of a cycle which ebbs and flows. FBs with a long institutional memory recognise that they have lived through such political tendencies before and still survived as international traders.<\/li>\n<li>They also believe that interdependence between companies and countries is so high that globalisation can never be rolled back fully.<\/li>\n<li>The CEO of a worldwide consumer business stated that much of the debate about deglobalisation is \u201cemotion talking\u201d and believes that the big question will be \u201ccurrency risks\u201d.<\/li>\n<li>One Managing Director of a private bank initially feared that the crisis \u201ccould be the beginning of the end of globalisation as we know it\u201d but has now changed his mind: \u201cEveryone wants to return to their previous lives \u2013 and while we will see changes and adaptions, most people will continue to operate across borders.\u201d<\/li>\n<\/ul>\n<p>The feeling of the group may be encapsulated in the words of a B2B company owner who said that globalisation \u201cmay be slower and there may be hiccups, but we supply large industries, our customers are everywhere \u2013 and because of that, so are we\u201d.<\/p>\n<p style=\"margin-top: 4%;\">In our fourth and final article, we will turn to the question that interested us most when we initiated the survey: Are Family Businesses better able to survive crises?<\/p>\n<\/div><\/section><br \/>\n<div  class='avia-buttonrow-wrap av-k61ze9w6-f76018f3fb98b17a0aff0b6ac95eb808 avia-buttonrow-right  avia-builder-el-6  el_after_av_textblock  avia-builder-el-last '>\n\n<style type=\"text\/css\" data-created_by=\"avia_inline_auto\" id=\"style-css-av-av_buttonrow_item-2c2282e419705a062bac01a28ee05cda\">\n#top #wrap_all .avia-button.av-av_buttonrow_item-2c2282e419705a062bac01a28ee05cda{\nmargin-bottom:10px;\nmargin-left:10px;\n}\n<\/style>\n<a href='https:\/\/avs-advisors.com\/fr\/trustedadvisor'  class='avia-button av-av_buttonrow_item-2c2282e419705a062bac01a28ee05cda avia-icon_select-yes-left-icon avia-size-small avia-color-theme-color'  ><span class='avia_button_icon avia_button_icon_left ' aria-hidden='true' data-av_icon='\ue830' data-av_iconfont='entypo-fontello'><\/span><span class='avia_iconbox_title' >Back<\/span><\/a>\n\n<style type=\"text\/css\" data-created_by=\"avia_inline_auto\" id=\"style-css-av-av_buttonrow_item-613171afe8edad169255c2b2cc8d5a3a\">\n#top #wrap_all .avia-button.av-av_buttonrow_item-613171afe8edad169255c2b2cc8d5a3a{\nmargin-bottom:10px;\nmargin-left:10px;\n}\n<\/style>\n<a href='https:\/\/avs-advisors.com\/wp-content\/uploads\/2020\/05\/TTA_2020_03_Opportunity_knocks_EN.pdf' class='avia-button av-av_buttonrow_item-613171afe8edad169255c2b2cc8d5a3a avia-icon_select-yes-left-icon avia-size-small avia-color-theme-color' target=\"_blank\" rel=\"noopener noreferrer\"><span class='avia_button_icon avia_button_icon_left ' aria-hidden='true' data-av_icon='\ue82d' data-av_iconfont='entypo-fontello'><\/span><span class='avia_iconbox_title' >Download as PDF<\/span><\/a>\n<\/div><\/p><\/div>\n<style type=\"text\/css\" data-created_by=\"avia_inline_auto\" id=\"style-css-av-2a6n1o-6aeba8d515cc66995d2ad0cbef497f1c\">\n.flex_column.av-2a6n1o-6aeba8d515cc66995d2ad0cbef497f1c{\n-webkit-border-radius:0px 0px 0px 0px;\n-moz-border-radius:0px 0px 0px 0px;\nborder-radius:0px 0px 0px 0px;\npadding:0px 0px 0px 0px;\n}\n<\/style>\n<div class='flex_column av-2a6n1o-6aeba8d515cc66995d2ad0cbef497f1c av_one_fifth  avia-builder-el-7  el_after_av_three_fifth  avia-builder-el-last  flex_column_div av-zero-column-padding '     ><\/div><\/p>\n","protected":false},"excerpt":{"rendered":"","protected":false},"author":5,"featured_media":10686,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"inline_featured_image":false,"footnotes":""},"categories":[53],"tags":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v21.6 - 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