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TRANSFER a BUSINESS to a WOMAN : GENDER ANALYSIS and TRAINING & CONSULTING SUPPORT MODEL LIFELONG LEARNING PROGRAM-LEONARDO da VINCI 2007-2013.

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Presentation on theme: "TRANSFER a BUSINESS to a WOMAN : GENDER ANALYSIS and TRAINING & CONSULTING SUPPORT MODEL LIFELONG LEARNING PROGRAM-LEONARDO da VINCI 2007-2013."— Presentation transcript:

1 TRANSFER a BUSINESS to a WOMAN : GENDER ANALYSIS and TRAINING & CONSULTING SUPPORT MODEL LIFELONG LEARNING PROGRAM-LEONARDO da VINCI

2 NEXT BUSINESS GENERATION Transfer a Businesses to Women The Reason Why the Project in the Italian experience and approach

3 Summary the dimension of the problem : focus on family business strategic actions Lombardy projects (the Starting Point of methodology transfert) lack and need of a specific “gender approach”

4 Lombardy :the italian economy engine Fonte: Unioncamere Lombardia Lombardy represents more than 1/5 of Italian richness and, for important economic variables, concentrates high shares on the national total. 52% of investments from abroad (15.9 mld di Euro) 40% of investments abroad (16.6 mld di Euro) 30.9% of enterprises which belong to groups (37.629) 24.6% of joint-stock companies ( ) 20.8% of the net output 30% of the bank financing

5 Enterprises dimension in Lombardy 0,03%0,20%1%7%20%72% PERCENTAGE N. OF ENTERPRISES 500 > WORKERS BIGMEDIUMSMALL Fonte: ISTAT 97% of enterprises have less than 20 workers (mean 5,5)

6 Women enterprises in Lombardy On a total of enterprises, women business is composed by firms 21, 3 % Italian mean :23,5 % As total numer Lombardy women business is the italian biggest one, as relative number, on the local economic environment, is the smallest one !! Women enterprises are very small and still more concentrated in a few activities sectors (91,6% in only 6 business sector-italian mean)

7 Data relating to the generational turnover in Italy : a relatively old intrepeneurial class Fonte: SDA Bocconi

8 The data in Lombardy The enterprises with less than 10 workers are 92% of the total 30% of enterprises close for the lack of successors enterprises close every year in the small industry sector - this means jobs less into the sector

9 Consequencies Risk of economic and social wealth loss (know-how - culture - identity) Example: ancient jobs

10 … the consequencies Impoverishment of the territory since an enterprise is included in a territorial network example: The network of services for the historic centres and the artistic shops which are going to disappear

11 … the consequencies Risk of management loss for Associations/Institutions Loss of individual capital stock As a consequence of the network of relations which the entrepreneur has built in the years.

12 Approaches When we talk of transfer of enterprise we have to consider three approaches: differentiated approach interdisciplinary approach temporal approach

13 Differentiated approach It is referred to the enterprise dimension there are different organizational complexities connected to: small - medium - micro enterprise sub-supplier services/products artistic jobs (ex.: entreprises valuation …) … approaches to the reference market

14 Family Business or not And if it is a family business, is the succession internal or is it a transfer ….? And if it is internal, is there a single heir? And what about the sex of the hair ? All this to say that the enterprises have their own PECULIARITY There aren’t paradigms There is not benchmarking Each case is different from the other … approaches To the kind of property/transfer

15 psychological organizational fiscal-legal financial Multidimensional / interdiscipliscinary approach … approaches It is necessary To consider different aspects

16 … the succession in a family business psychology organization legal- fiscal financial xxx = max importance xx =medium importance x = min importance xxx x xxx xx x xx x xxx familiar not familiar small/medium

17  44% > 60 years  50% near to pension  20% won’t have a successor It is necessary to arrive as soon as possible If we arrive too late the enterprise is no more transferable It is necessary to arrive about 5-6 years before the most critical point (importance of an estimate check-up ) … approaches The variable “time” :

18 Succession in a family business Why it’s necessary a “gender approach”

19 The small entrepreneur have or not heirs ? … the succession in a family business To have or not to have heirs is the real selection of a family business. The sale is always very difficult.

20 The small entrepreneur have or not heirs ? When the heir is woman…. … the succession in a family business If the heir is woman, she isn’ “supposed” to be a successor in business …also for entrepreneurial big dinasties… No No “social expectation” in succession or much more less than for a male heir …The business dismission in less traumathic…The sale is undervalued…

21 … the succession in a family business The most prolific phase is the one of the joint – management when the successor co-operates with the owner. Much innovation is done in this phase.But this “training” lasts 8-10 years It is necessary to recognize the transfer in time and to introduce the heir in the business :

22 … the succession in a family business In many cases women work in family business in “administrative and burocratic functions” that are considered relativly not strategic… No awareness to be an entrepreneur… Get used to be a “supporter” non a decision maker… It is necessary to recognize the transfer in time and to introduce the heir in the business : When the heir is woman….

23 In a production family business it is important that the heir knows manual labour (technical managerial approach) … the succession in a family business

24 In a production family business it is important that the heir knows manual labour (technical managerial approach) … the succession in a family business In IN When the heir is woman…. Often women dont’ want to succed in a “tipically man” business or in business “tipically man managed”…. They also identify the producer with the entrepreneur and autoexclude themselves from the business…

25 … the succession in a family business The family agreements (or Family Board) are becoming, in family business, the real body to take decisions on investments, distribution of earnings, and, above all on successions The family agreement anticipates future problems, quickens decisions, manages business conflicts.

26 … the succession in a family business The family agreements (or family board) are becoming, in family business, the real body to take decisions on investments, distribution of earnings, and, above all on successions When the heir is woman…. Is a formal act not “coherent” with the traditional “informal” power of women into families, used to mediate, to take care of, not to puntualize, to mark limits, to define “power’s areas”…

27 … the succession in a family business The different gender approach to business start-up When the heir is woman…. Many recent italian reserches show different initial motivation to start up a business between women and men. Women entrepreneur give more relatively importance than men to : -specific know-how (to do samething for managing it..) 56% versus 32% -realize a dream 41% versus 31 % -conciliate rules and times 54% versus 25 % It’s more difficult to succed in a different intrapreneurial and “life” project !!

28 1) It is necessary to pay attention to territorial policies: the business survives if the territory is competitive Strategic actions: the environmental right conditions for succession for this goal it is necessary to create a favourable environment by promoting above all innovation, development, professional training

29 Region Chamber of Commerce Universities/Schools Local institution 2) It is necessary to deal with the problem in a systemic way … strategic actions Associations / Confidis Banks public istitutions as private istitutions as By creating a mixed co- operating network

30 to build local and general sdata bank to permit a meeting between old and new entrepreneurs to offer advice to organize sensitization actions 3) What is important to do: … strategic actions to build specific support for business transfert to women

31 … strategic actions enterprises aspiring entrepreneurs public institutions financial system Who are the stakeholders ?

32 … strategic actions they must be sensitized on the problem in time the Associations have an important role Limits: micro and small family business: Firm belief in the leader immortality Postponements under the pretext of other tasks Reluctance to manage critical, personal and complex aspects Distrust towards rules that limit the freedom and the autonomy of decisions There isn’t a precise moment when they think to the problem Attention: with Basel2 the succession policies will influence enterprises rating

33 … strategic actions it is necessary to be present in: schools, universities, families to sensitize them on the problem in public institutions as: regional government local institutions chambers of commerce Not olly advice but it’s necessary to create a favourable environment and the supports to the generational turnover

34 … strategic actions dedicated resources and financial products profitabler interest rates advice supports To create financial instruments to assist the turnover Exemple :

35 … strategic actions mutual guarantee created by associations of enterprises which offer advice and guarantee funds to let the smes obtain bank credit The Confidis role What they are Confidis can have an important role also in the interventions for the generational turnover by financially helping the successor or the external buyer to take the place of the previous owner

36 … strategic actions to know the territorial business system to reduce the banking risk (and to give favourable conditions to smes) cooperation with the public institution and associations Strength points of Confidis:

37 … strategic actions it is necessary to develop specific training and advice programs on entrepreneurial awareness and rules (less “romantic” approach to Gender entrepreneurial Culture business, more empowerment and learderhip development…) Conciliation Policiesto build a policy of national and regional services, structures and cultural instruments to permit a real conciliation between firm and family management

38 THE actual PROJECT Objectives – Output – Instruments – The italian expertise meet the european partners

39 Summary : the LEONARDO Life Long Learning Program “Donna cerca Inpresa in Europa” : WHAT IS the actors of the Project Project phases and timing the expected outputs and results

40 promoted by IDI (Industrial District Institute by Arezzo Region-Touscany) to extend the Lombardy experience and expertise to Touscan Region and to permit an european debate and comparison. By LEONARDO LIFELONG LEARNING PROJECT – Transfer of Innovation Donna cerca Impresa in Europa (Woman searching for Enterprise in Europa ) WHAT IS :a TECNOLOGY TRANSFER…

41 the Project represents for the Touscany’s women entrepreneurs an important chance to know european partners and to establish networking policiese and strategies… Donna cerca Impresa in Europa (Woman searching for Enterprise in Europa ) WHAT IS :a CHANCE of meeting and business…

42 The EUROPEAN PROJECT PARTNERS APM CR(Association of Women Enterpreneurs and Managers of the CZECH REPUBLIC ) ZAVOD META (Association of Women Enterpreneurs and R&D Center for women enterprenurship SLOVENIA) EUROMOB CONSULTING TEAM (Professional Training and hosting organization in to transnational Mobility ROMANIA) KLEJNOT TRAINING (Professional Training and hosting organization in to transnational Mobility POLSKA )

43 … The main Project’s phases Work Packages Timing Local scenario analisys in AREZZO district by representative interviews to women enterpreneurs involved in firm’s succession Case Histories redaction… MAY - JULY 4 European FOCUS GROUP to compare national scenario and approach – Local sinthetic panoramas for final researc document… JUNE - SEPTEMBER Preparing worksheets and final documents and reports JULY – NOVEMBER

44 … The main Project’s phases Work Packages Timing Valorisation and dissemination of the results by 2 Training Workshop with SMEAssociation Representative in AREZZO SEPTEMBER - NOVEMBER Dissemination of results –Test of the model rules – Preparing the final Congress DECEM. – JANUARY 09 Final international CONGRESS in AREZZO about the Project items and results FEBRUARY 09

45 … The expected output and results OBJECTIVES The Project intents to build a specific support for business tranfert to women, addressed to entrepreneurs Associations, social partners, organisations providing learning opportunities. In particular it intents to promote the development of innovative practices in the field of vocational education, training and assistance at tertiary level.

46 … The expected output and results PRODUCTS 1. Sociological Research containing different territorial lectures of the discussed items : from real case histories of Arezzo’s experience to European “scenarios”...

47 … The expected output and results PRODUCTS 2. Modelization of a new consulting and assistance approach for transfer a business to a woman – Specific Credit modelization... Coming out Enterprise/Entrepreneur New woman entrepreneur coming in

48 … The expected output and results PRODUCTS 3. Interactive CD-ROM, translated in 5 languages, for auto or assisted check-up to the coming-out and “coming out” and “coming in” enterprise/entrepreneurs...


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