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FAMILY BUSINESS PARTNER

WE ARE BEYOND FAMILY BUSINESS

Moraleja Partners is an independent advisory firm in creating value for the family business legacy.

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Legacy is the character of any business family​

Family Business Partner

Moraleja Partners operates with family business to diagnose problems, find solutions, implement them and monitor their operations for a successful transition and succession

The age, the size and the generational cycle that is taking place in the family business, establish the type of society that we can carry out. We adapt to the situation of any specific family business, be it survival, growth, revitalization, internationalization or sales.
Starting with the 2nd generation, the three main criteria for choosing the successor are…
  • Family origin,
  • professional experience in the company,
  • and the education degree.

FAMILY BUSINESS SUCCESSION

Compete and grow in a new business context

Make field decisions in the company and in the family

Lead the generational change and transition

Stay together or apart

The intention to work together

Governing and managing the family business

Make decisions in the company and in the family

Planning the succession or sale

Transfer ownership and control in an orderly manner

AT A GLANCE

THE FAMILY BUSINESS IN SPAIN

Within the family business, several generations of the same family coexist with different roles
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Family businesses account for 89% of all Spanish private companies

1.1 million family businesses

They create 67% of private employment, with a total of more than 6.58 million jobs

57% of GDP from the private sector

54% of the ownership of family businesses is still in the hands of the 1st generation

38% is under the ownership of the 2nd generation

38% of government bodies have a management team

62% have a single administrator

Only 8% have a Family Assembly, and only 12% have a Family Council

70% do not survive to the 2nd generation

62% of family businesses do not have a Family Council

33% have low levels of professionalization
without a board of directors

signs that indicate the need for the business family to do something about it...

In many families there is no habit of sitting down to talk dueto generational clashes and the intervention of a third party is necessary to help manage the differences
  • There is no structured business plan
  • Cash flow stress
  • Stagnant sales and lower margins
  • It is considered that the profits can be x2 or x3
  • Dealing with the competition
  • Improve human capital to access new markets
  • Family bodies need useful information
  • Low levels of efficiency, motivation and involvement
  • Existence of internal conflicts that stress decision-making
  • No relief. There is no next generation

Turning to external help in most cases is the best efficient and operational practice for there to be an orderly succession

WE ARE BEYOND FAMILY BUSINESS DOSSIER

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HOW WE SUCCED

SUCCESSION PROCESS FOR THE LEGACY OF THE BUSINESS FAMILY

INVEST

VALUE ORIGINATION

Build a stronger family​

Family members must immerse themselves in a consensual living process to work in peace and harmony. A first stage on the bases that have to be worked as a family to live successfully in the company. Understand the need to stay together, not necessarily together, to resolve disagreements and conflict situations that arise in the future as a result of a relationship between business and family.

GROW

VALUE CREATION

Create value for shareholders and operate the company

The members of the family have to agree on how they will make the decisions to ensure that what has to be done is done in an orderly manner and to make what was reflected in the first stage a reality. You have to learn to make decisions independently between the different government bodies that make up the scope of action of a business family. Internal family conflicts that strain decision-making must be overcome.

TRANSFER

VALUE RECOVERY

Safeguard and increase family wealth/heritage

The members of the family have to agree on how they will make the decisions to ensure that what has to be done is done in an orderly manner and to make what was reflected in the first stage a reality. You have to learn to make decisions independently between the different government bodies that make up the scope of action of a business family. Internal family conflicts that strain decision-making must be overcome.

WHAT DO WE DO

…along two decades

Preparation of Succession Plans and Family Protocol
Independent advisory body
Participation in the Family Council
Trusted advisors for the connection between family and business Strategy and business development
Remuneration, compensation and benefits systems
Creation of governance model
Facilitator in the resolution of business conflicts
Advisor in investment processes, mergers and acquisitions
Family Office & Estate Planning
Due Diligence in Succession

HOW WE SUCCED

A STRATEGIC PARTNER FOR BUSINESS CONTINUITY

Trustworthy people to talk to and resolve conflicts
Neutrality / Impartiality
External vision: we bring freshness and a different approach
Track record in other sectors
Networking: we establish new links and relationships
Greater efficiency: allows concentration to grow
We incorporate professionalism and good practices in a short time
We generate new habits: working outside the comfort zone
Ability for the small details that make the difference
We diagnose problems and propose practical solutions
Opportunity cost: we are a determined and temporary cost
Able to improve the business without increasing staff