de en
Nexia Ebner Stolz


Family Businesses

Regardless of their size, family businesses have entirely different structures from manager-operated corporate groups. The core of any family business is always the owner, whether exercising influence as a manager, on the board, or at the shareholders’ meeting. This is the person the employees look to. He or she gives a company its corporate philosophy. That’s why every family business is unique. Processes, structures and corporate cultures are as individual as the owner families themselves.

This pres­ents a major chal­lenge for con­sul­ting firms. The only com­pa­nies that sur­vive here are those that allow for the indi­vi­dua­lity of their part­ners and emp­loyees. Busi­ness owners and con­sul­tants need to speak the same lan­guage. The advi­sors we pro­vide you with need to have per­so­na­li­ties as diverse as those of the busi­ness owners them­sel­ves.

Ongoing per­so­nal con­tact with the busi­ness owner and mana­ge­ment is the basis for com­mu­ni­ca­ting about weak points, poten­tial impro­ve­ments, or con­stant regu­latory chan­ges – under­stan­da­bly and one-to-one.

In addi­tion to ongoing areas of con­sul­ting on mana­ge­ment, taxes, and law, family busi­nes­ses have a parti­cu­lar con­cern with cor­po­rate suc­ces­sion, which must be deci­ded sen­si­ti­vely and pro­fes­sio­nally in terms of both defi­ning suc­ces­sion in advance and in draf­ting wills, so as to safe­guard the com­pany’s con­ti­nued exis­tence with long-term, balan­ced solu­ti­ons.

Ebner Stolz sets a high prio­rity on its part­ners’ and emp­loyees’ indi­vi­dua­lity. Our cor­po­rate phi­lo­so­phy is based on iden­ti­fying with our cli­ents’ needs and making every effort to assist them. That means we can find the right con­tact per­son for your family busi­ness. Someone who – like you – can fully iden­tify with your com­pany and give their all for it.

Our ser­vices at a glance

  • Struc­tu­ring and imp­le­men­ting appro­priate cor­po­rate gover­nance, taking due acco­unt of the various sta­ke­hol­ders’ inte­rests (e.g., by set­ting up advi­sory boards, share­hol­ders’ com­mit­tees and super­vi­sory boards, relia­ble part­nership agree­ments and by-laws).
  • Ques­ti­ons of emp­loyee rep­re­sen­ta­tion law (gene­ral and group emp­loyee coun­cil) and ques­ti­ons of emp­loyee co-deter­mi­na­tion
  • Legal and tax advice on suc­ces­sion and defi­ning suc­ces­sion in advance, allo­wing for a fair balan­cing of suc­ces­sors’ inte­rests and of mana­ge­ment struc­tu­res wit­hin the com­pany (e.g., through usufruct models, family hol­ding com­pa­nies, sepa­ra­tion of busi­ness assets from pri­vate assets, avo­i­dance of risks from split-ups into inter­lo­cking owner and ope­ra­tor busi­nes­ses)
  • Imp­le­men­ta­tion of family con­sti­tu­ti­ons
  • Mode­ra­ting dif­fe­ren­ces of opi­nion and change pro­ces­ses bet­ween gene­ra­ti­ons and bran­ches of owner fami­lies, and bet­ween dif­fe­rent bodies (espe­cially mana­ge­ment and share­hol­ders’ mee­ting)
  • Brin­ging terms of wills and mar­i­tal pro­perty arran­ge­ments into line with requi­re­ments of foun­ding docu­ments (e.g., clau­ses in pre- and post-nup­tial agree­ments, limi­ted group of appro­ved owners)
  • Per­for­ming func­ti­ons of an advi­sory board or super­vi­sory board, pro­bate of wills
  • Advi­sing on asset struc­tu­ring appro­priate for risk
back to top