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  • Slush partnership
    many of whom will establish their own businesses that will be run and funded differently from the way we ve been used to in the past Understanding this mind set and adapting to the constantly evolving business landscape is key And as strategies for the digital world evolve businesses as well as entrepreneurs will have to adjust to deliver smart solutions anytime and anywhere We at Slush have worked with PwC at a local level since 2010 and are delighted to be expanding this partnership globally Riku Makela CEO Slush Contact us At PwC we already have a dynamic group of people working with entrepreneurs and start ups to help them flourish We can help you contact us Raman Chitkara Global Technology Industry Leader Email Vicki Huff Eckert Global Technology Entertainment Media Communications Leader Email Henrik Steinbrecher Network Middle Market Leader Email Marko Korkiakoski Middle Market Leader Helsinki Finland Email Pierre Alain Sur US Technology Entertainment Media Communications Leader Email Greg Unsworth Global Emerging Technology Network Leader Email We are delighted to work alongside Slush It s an exciting opportunity to help fast moving and ambitious companies Henrik Steinbrecher Network Middle Market Leader PwC Find out more about Slush www

    Original URL path: http://www.pwc.com/gx/en/services/entrepreneurial-private-clients/slush-partnership.html (2016-02-10)
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  • Family business survey webcast: PwC
    on leadership and gender equality Country job search Explore careers with Strategy Press room Facts and figures Press contacts Analyst relations Global International PwC Sites Commonly visited PwC sites Global Australia Brazil Canada China Hong Kong France Germany India Italy Japan Mexico Middle East Netherlands Russia Singapore South Africa South Korea Spain Sweden Switzerland United Kingdom United States Complete list of PwC territory sites Video discussion what s it like being a next generation family business leader Henrik Steinbrecher Global Middle Market Leader at PwC talks to three next generation family business members to explore their different experiences of working in both family and non family firms Hear their insights on what it s like to work in a family business and how to manage the delicate issue of succession in this video Speakers Henrik Steinbrecher Global Middle Market Leader PwC Ariane von Boch worked for two cosmetics companies and the family ceramics business Villeroy and Boch AG before starting her own coaching and mentoring company Anna Griffin is a 6th generation shareholder and non executive director of JW Lees a leading North West family brewing and pub company in the UK Previously Anna had a successful career as a professional investor Annabel Prow joined The Wilson Organisation in 2002 and became CEO in September 2009 She now runs the 3rd generation family business alongside her sister Charlotte Perkins Family business services Building lasting value from family values The most successful family firms are those with a good balance between professional management responsible business ownership and a healthy family dynamic PwC s family business services can help you build lasting value for your family enterprise Family Business Survey 2014 Family Business Survey About the Survey Key findings Local insights Explore the data Download the report Case studies Al Majdouie Group

    Original URL path: http://www.pwc.com/gx/en/services/family-business/family-business-survey/next-gen/webcast.html (2016-02-10)
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  • Global CEO Survey: Private companies. Anything but business as usual: PwC
    54 think competition will increasingly come from other sectors or sub sectors I don t know of any way of managing a disruption other than to be the creator of it Rajiv Bajaj Bajaj Auto Limited In businesses that are changing very rapidly if you re not curious if you re not learning if you don t have new ideas you re going to have a real problem Michael Dell Dell Inc If you believe that the best and most genuine things can be generated only internally within the company you may get lucky once or twice but your lucky streak will end sooner or later Alexey Repik R Pharm Sticking to business as usual in what continues to be a challenging global economy will put private companies at a distinct disadvantage Henrik Steinbrecher PwC Download 18th Annual Global CEO Survey A Private Company View A riskier but potentially more rewarding business environment means privately owned companies must be more innovative and resilient to survive in this era of disruptive change Greater risk and more opportunity for reward A riskier but more rewarding business environment has private company leaders feeling optimistic about the year ahead Nearly 60 of business leaders say they face more threats to revenue growth today than they did three years ago yet a similar number believe there are now more growth opportunities than there were before This is our key finding based on conversations with more than 700 CEOs of privately owned companies in 77 countries Representing the world s best known and most successful companies we asked CEOs about their views on growth what threats concern them most and how they re transforming their organisations to create more value The result is a comprehensive and credible analysis showing that sticking to business as usual in what continues to be a challenging global economy will put private companies at a distinct disadvantage to their more innovative peers Action must be taken to build private companies innovative capabilities resilience and readiness to change Innovation reinvention and a readiness to disrupt More opportunities for reward are waiting for private company leaders who are ready to make the most of the changes fast reshaping business and society The responses from CEOs this year point to two specific areas for action 1 Move beyond your comfort zone Staying relevant means adapting faster and innovating sooner Business leaders see a whole range of threats that are beyond their control But through adaptability and rethinking risk CEOs can increase their companies competitive capabilities to better cope with this era of unprecedented change Over half of private company leaders told us they expect organisations to increasingly compete in new sectors over the next three years with nearly a third of respondents having already entered a new industry over the past three years This year private company CEOs highlighted a number of considerations to encourage greater innovation including restructuring collaboration digital technology talent diversity and inclusiveness CEOs that are able to anticipate change and

    Original URL path: http://www.pwc.com/gx/en/services/entrepreneurial-private-clients/2015-ceo-survey.html (2016-02-10)
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  • Business Insights, Private Company Services , PCS | PwC Canada
    of Sean Rowe The best business decisions are made by augmenting your experience and intuition with the right information and tools Read more Using business modelling to help make decisions can enable your business to prepare for market turbulence or unexpected changes Learn how Business Insights Confident decisions Strategic Insight Business Modelling for Private Companies Regardless of size owning or managing a business requires you to make constant decisions the strongest of which are made by augmenting your experience and intuition with the right information and tools That s where business modelling comes in Modelling helps by mapping the factors that impact your business and helps to see the impact of your decisions on the environment around you It gives you the necessary information to make the critical often timely decisions required to drive your company forward Read In brief Business modelling Confident decisions strategic insights Business modelling can help private companies thrive Watch Sean Rowe discusses how business modelling can help you make timely and confident business decisions Contacts Sean Rowe Partner 1 416 815 5093 sean j rowe ca pwc com Sherezade Suhail Vice President 1 416 687 8975 sherezade suhail ca pwc com Blog Read the latest

    Original URL path: http://www.pwc.com/ca/en/private-company/publications/business-insights.html (2016-02-10)
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  • Family business succession strategies: Family Business Survey 2014: PwC
    Germany India Italy Japan Mexico Middle East Netherlands Russia Singapore South Africa South Korea Spain Sweden Switzerland United Kingdom United States Complete list of PwC territory sites NextGen Survey Handing over the business to the next generation Bridging the gap Hear about the different experiences of three family business members Watch discussion Case studies Explore perspectives from next generation family business leaders Key issues Family businesses make up 30 of the world s billion dollar businesses Bridging the gap handing over the business to the next generation The transition from one generation to the next can make or break a family business and as the baby boomers hand over to the millennials the risks of getting it wrong have never been greater We ve interviewed over 200 next generation family business leaders in 21 countries worldwide The survey looks specifically at the issue of succession how family firms are planning for it how the next generation views it and the challenges all family firms face in implementing it The next generation is ambitious with 86 wanting to do something significant and special 80 have big ideas for change and growth but 88 say they have to work harder than others to prove themselves 59 say gaining the respect of their co workers is their biggest challenge Explore key findings from the survey Family business services Building lasting value from family values The most successful family firms are those with a good balance between professional management responsible business ownership and a healthy family dynamic PwC s family business services can help you build lasting value for your family enterprise Contacts Henrik Steinbrecher Network Middle Market Leader Tel 46 0 10 2133097 Email Sian Steele Sian Steele London View complete profile Tel 44 0 122 355 2226 Email Jillian Murphy Global Family

    Original URL path: http://www.pwc.com/gx/en/services/family-business/family-business-survey/next-gen.html (2016-02-10)
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  • Entrepreneurial and private client publications: PwC
    careers Employer of choice Our history PwC Professional Employability Aspire to lead PwC s series on leadership and gender equality Country job search Explore careers with Strategy Press room Facts and figures Press contacts Analyst relations Global International PwC Sites Commonly visited PwC sites Global Australia Brazil Canada China Hong Kong France Germany India Italy Japan Mexico Middle East Netherlands Russia Singapore South Africa South Korea Spain Sweden Switzerland United Kingdom United States Complete list of PwC territory sites Research insights Family Business Survey 2014 2015 US January 09 2015 This report reflects the US findings from PwC s seventh family business survey Learn how family businesses leaders are tackling critical business and family issues such as competition growth the skills gap technology professionalizing their business and family models and succession planning Global State of Information Security Survey 2016 September 30 2014 Today most organisations realise that cybersecurity has become a persistent all encompassing business risk But as the frequency and costs of security incidents continue to rise our survey found that many organisations have not updated critical information security processes technologies and employee training needs Find out more in our annual survey released in September 2014 The new art and science of decision making August 28 2014 Businesses make thousands of routine decisions a day But what happens when the time comes for a business to shift course and how can data and analytics help Explore our survey findings to learn more Talent mismatch costs global economy 150billion January 01 2013 The study Adapt to Survive for the first time analyses millions of interactions from LinkedIn s network of 277 million professionals and information on 2 600 employers from PwC s Saratoga database one of the world s largest and most robust resources of people and performance metrics to

    Original URL path: http://www.pwc.com/gx/en/services/entrepreneurial-private-clients/publications.html (2016-02-10)
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  • Family businesses: Strategy and growth: PwC Global
    you meet your goals Case studies Strategic planning for the family firm The client s challenge The management of a large family owned fruit processing company wanted to increase margins and grow in the B2B sector a strategic business decision that required approval by the family advisory board To make their case the team knew they needed both deep market intelligence and clear actionable insights from evaluating the feasibility and financial impact of various product market combinations to painting a holistic competitive landscape But they lacked the in house expertise and scale to conduct this level of strategic analysis Our response We helped our client conduct the appropriate market research analyse business cases review potential scenarios and develop a road map for growth This enabled the management team to make sophisticated business decisions interacting seamlessly with the family advisory board with optimal results for both the business and family Strategically aligning family values and management culture The client s challenge This firm had been in family hands since its establishment over a century ago Although the family no longer manages the company directly they advise and supervise senior management through a family council In recent years the family was concerned to see an appreciation for its long tradition heritage and culture fade in particular among middle management They wanted to make imparting a deeper internal understanding of these values a strategic objective Our response We first helped the client define and implement a balanced scorecard BSC to measure how well the strategic goal was being executed We then worked with the client to link selected performance metrics from the BSC to the managers remuneration With this new lever in place the client was able to reward behaviour that supported the strategy and the family saw a much better identification with its core business values Making family firm transformational growth a success The client s challenge Following a major acquisition a leading family business in the food and beverage industry wanted to create a global procurement organisation that would be responsible for the management of indirect supply to all operating units of the enlarged organisation The client wanted to realise significant savings through efficiencies and scale but also wanted to ensure a smooth transition into the company s business practices and culture Our response Drawing from our extensive procurement experience we helped the client set up a global indirect procurement organisation that reflected industry best practices We helped all current employees affected by this change understand clearly how it would affect them including new roles and expectations We also provided senior leadership which included both family members and external managers with tools to help them communicate appropriately with all other stakeholders across the business including employees of the new indirect procurement organisation This included creating an employee playbook for all people within the new organisation covering topics such as the family firm s vision mission statement and strategy and the new company s structure and stakeholders Assuring long term survival in

    Original URL path: http://www.pwc.com/gx/en/services/family-business/strategy-growth.html (2016-02-10)
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  • Family businesses: Governance structure, business strategy and management practices: PwC Global
    to grow we invite you to contact us to learn more about how we can help you meet your goals for optimal governance and performance Case studies Creating a family advisory board The client s challenge The founder wanted to transfer ownership of the family business to his children and to give them more authority but was concerned that by doing so he would lose control He wanted the business to be run by his children but also wanted involvement at a strategic level He also wanted to ensure that if there were conflicts between his children he will have the ability to exercise some veto powers Our response We helped the client create an effective family advisory board where the founder and his children discussed and agreed on business issues at a strategic level Although the founder would allow his children to make business decisions he was given the right to retain veto powers on decisions during his lifetime but only on very serious situations The founder was then able to gift most of his shares to his children who had voting rights on business decisions etc but leaving the founder with veto powers on important decisions Formalising business relationships between family members The client s challenge When the founder passed away a few years ago some of the family members decided to leave the family business due to conflicts around the business vision Conflicts escalated to a point where some of the family members went to court There was no agreed exit mechanism to manage such situations The family members argued on whether selling to an outsider will be allowed or not the valuation method that should be used for valuing the shares of the exiting shareholder when and how should the exit process take place Our response We carried out several workshops with the family to discuss and help the family formulate a united vision for the business and for the family We then assisted the family in creating protocols which formalised their business relationship between the family members These protocols also addressed the issue of family exits and valuation including the process and timing of exit the family members eligible to purchase shares selection of the most suitable valuation method the company s obligation to buy shares Developing a family employment policy The client s challenge A leading family business currently run by its second and third generation family members saw the number of family members wishing to join the family business increasing The family did not have a system in place for recruiting family members and this resulted in all family members being provided employment irrespective of qualification Our response We helped the client develop a family employment policy that specifies the criteria and the process of joining the family business The policy also addressed the process of applying for family employment coaching mentoring training and evaluation Setting up a holding company board The client s challenge When the founder passed away several years ago

    Original URL path: http://www.pwc.com/gx/en/services/family-business/governance.html (2016-02-10)
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