“What sets good family businesses apart from less good ones is not the absence of problems, but the better approach to dealing with them.”
Owning a family business is not just a privilege. It carries obligations, too. You do not inherit just a business. You also inherit the entrepreneurial responsibility that goes along with it.
And this responsibility has not diminished in the past few years. Our world has undergone tremendous change in recent years. And it will continue to do so. Probably in ways that are even faster and more serious. With far-reaching consequences for everyone – including our family businesses.
We help you fulfill your entrepreneurial responsibility. We work with you develop sustainable solutions for the present and the future. And assist you with their implementation.
As moderators and mediators, as experts with experience and fields of specialization, and as friendly companions.
We work on the basis of a superior methodology. The MAY METHOD combines useful analytical tools and strategy concepts to create a unique, thoroughly tried-and-tested concept.
The supreme discipline for a family business is the successful transfer of entrepreneurial assets. Because there can be no successful family business without effective succession.
Diverse and complex questions need a solution:
• How do we secure the successful continuation of our company and/or assets in
the next generation?
• Who gets the shares?
• Who is allowed to manage the business (assets)?
• What role should the family play in the company (assets)?
• What are the roles of the individual family members?
• How do we keep peace in the family?
• When should the necessary steps be taken?
• And what is the best way to prepare ourselves for all of this?
Based on the concept for succession strategy we have developed, we work with you to come up with the succession solution that suits you and help you carry it out.
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The key to long-term success in the family business is to take a professional and responsible approach where the decisive role of the business owner is concerned.
Successful business families have clear ideas about their shared mission, their goals and values, their entrepreneurial orientation and the right approach to family and business governance.
Peter May is regarded as the dean of good governance in family businesses – he is the “inventor” of the family constitution and the owner strategy as well as the founder of the Governance Code for Family Businesses. All of the partners at PETER MAY Family Business Consulting are dedicated to this tradition and this content.
You, too, are invited to dedicate yourself to good governance in family business, and to join us in developing your individual owner strategy, your family constitution or your personal governance concept.
Everyone wants to succeed and be happy. For family business owners – no matter whether as managing directors, as advisory board members or as shareholders – this means harmonizing their personal goals and opportunities with those of their family, their business and their assets in the best way possible, and combining all of this to create a coherent overall picture.
More than 20 years ago, Peter May developed a concept that was as simple as it was effective at increasing your personal entrepreneurial success – his INTES Principle became the foundation of the INTES Family Business Academy and gave many business owners valuable advice for use in their work.
Join us in developing your personal strategy for entrepreneurial success and personal satisfaction.
Good concepts and “right“ strategies are essential elements for a successful family business. However only their implementation ensures that the desired success is actually achieved. In reality the owner families are not always in a position to carry out all the necessary measures themselves. We guide you through the essential implementation steps.
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Due to their high level of expertise in family and business matters and their many years of experience in and with family businesses, our partners are also happy to take on mandates in advisory boards and supervisory boards – from simple advisory board membership to an active role as advisory board chair. Provided, of course, the mandate is “challenging” and the chemistry is right.
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