In a survey conducted in 2023, over ** percent of family business owners in Central and Eastern Europe (CEE) reported a positive sales revenue growth rate in the previous financial year. This share was more than ** percent higher than in 2022. In that year's survey, ** percent of respondents indicated a reduction in sales.

In a survey conducted in 2023, eight out of ten family business owners in Central and Eastern Europe (CEE) reported that their companies aspired to grow in the following two years. Furthermore, nearly ********* of respondents stated that their businesses had an ambition to consolidate in that period.

The global Family Business Services market was valued at USD 589000 million in 2025 and is projected to reach USD 816000 million by 2033, exhibiting a CAGR of 16.4% during the forecast period. The growth of the market is primarily attributed to the increasing number of family businesses worldwide and the growing need for professional services to manage these businesses. Family businesses face unique challenges, such as succession planning, family management, and conflict management, which require specialized expertise to address effectively. The growing awareness of these challenges among family business owners has led to a surge in demand for family business services. North America accounted for the largest share in the global market, followed by Asia Pacific and Europe. The United States is the largest market for family business services due to the presence of a large number of family businesses and the high demand for professional services to manage these businesses. Asia Pacific is expected to be the fastest-growing region during the forecast period due to the rapid growth of the family business sector in China and India. Europe is also expected to experience significant growth due to the presence of a large number of family businesses in Germany, France, and the United Kingdom.

This statistic shows the desire of China's family businesses to pass on the management and/or ownership of their business to the next generation as of 2018. According to the survey results, ** percent of China's family businesses were willing to pass on both the management and ownership of their businesses to the next generation.

Release Date: 2018-08-10.[NOTE: Includes firms with payroll at any time during 2016. Employment reflects the number of paid employees during the March 12 pay period. Data are based on Census administrative records, and the estimates of business ownership by gender, ethnicity, race, and veteran status are from the 2016 Annual Survey of Entrepreneurs. Detail may not add to total due to rounding or because a Hispanic firm may be of any race. Moreover, each owner had the option of selecting more than one race and therefore is included in each race selected. Respondent firms include all firms that responded to the characteristic(s) tabulated in this dataset and reported gender, ethnicity, race, or veteran status or that were publicly held or not classifiable by gender, ethnicity, race, or veteran status. Percentages are for respondent firms only and are not recalculated when the dataset is resorted. Percentages are always based on total reporting (defined above) within a gender, ethnicity, race, veteran status, and/or industry group for the characteristics tabulated in this dataset. Firms with more than one domestic establishment are counted in each geographic area and industry in which they operate, but only once in the U.S. and state totals for all sectors. For information on confidentiality protection, sampling error, nonsampling error, and definitions, see Survey Methodology.]..Table Name. . Statistics for U.S. Employer Firms That Were Family-Owned by Sector, Gender, Ethnicity, Race, Veteran Status, and Years in Business for the U.S., States, and Top 50 MSAs: 2016. ..Release Schedule. . This file was released in August 2018.. ..Key Table Information. . These data are related to all other 2016 ASE files.. Refer to the Methodology section of the Annual Survey of Entrepreneurs website for additional information.. ..Universe. . The universe for the 2016 Annual Survey of Entrepreneurs (ASE) includes all U.S. firms with paid employees operating during 2016 with receipts of $1,000 or more which are classified in the North American Industry Classification System (NAICS) sectors 11 through 99, except for NAICS 111, 112, 482, 491, 521, 525, 813, 814, and 92 which are not covered. Firms with more than one domestic establishment are counted in each geographic area and industry in which they operate, but only once in the U.S. total.. In this file, "respondent firms" refers to all firms that reported gender, ethnicity, race, or veteran status for at least one owner or returned a survey form with at least one item completed and were publicly held or not classifiable by gender, ethnicity, race, and veteran status.. ..Geographic Coverage. . The data are shown for:. . United States. States and the District of Columbia. The fifty most populous metropolitan areas. . ..Industry Coverage. . The data are shown for the total of all sectors (00) and the 2-digit NAICS code level.. ..Data Items and Other Identifying Records. . Statistics for U.S. Employer Firms That Were Family-Owned by Sector, Gender, Ethnicity, Race, Veteran Status, and Years in Business for the U.S., States, and Top 50 MSAs: 2016 contains data on:. . Number of firms with paid employees. Sales and receipts for firms with paid employees. Number of employees for firms with paid employees. Annual payroll for firms with paid employees. Percent of respondent firms with paid employees. Percent of sales and receipts of respondent firms with paid employees. Percent of number of employees of respondent firms with paid employees. Percent of annual payroll of respondent firms with paid employees. . The data are shown for:. . Gender, ethnicity, race and veteran status of respondent firms. . All firms. Female-owned. Male-owned. Equally male-/female-owned. Hispanic. Equally Hispanic/non-Hispanic. Non-Hispanic. White. Black or African American. American Indian and Alaska Native. Asian. Native Hawaiian and Other Pacific Islander. Some other race. Minority. Equally minority/nonminority. Nonminority. Veteran-owned. Equally veteran-/nonveteran-owned. Nonveteran-owned. All firms classifiable by gender, ethnicity, race, and veteran status. Publicly held and other firms not classifiable by gender, ethnicity, race, and veteran status. . . Years in business. . All firms. Firms less than 2 years in business. Firms with 2 to 3 years in business. Firms with 4 to 5 years in business. Firms with 6 to 10 years in business. Firms with 11 to 15 years in business. Firms with 16 or more years in...

Release Date: 2017-07-13.[NOTE: Includes firms with payroll at any time during 2015. Employment reflects the number of paid employees during the March 12 pay period. Data are based on Census administrative records, and the estimates of business ownership by gender, ethnicity, race, and veteran status are from the 2015 Annual Survey of Entrepreneurs. Detail may not add to total due to rounding or because a Hispanic firm may be of any race. Moreover, each owner had the option of selecting more than one race and therefore is included in each race selected. Respondent firms include all firms that responded to the characteristic(s) tabulated in this dataset and reported gender, ethnicity, race, or veteran status or that were publicly held or not classifiable by gender, ethnicity, race, or veteran status. Percentages are for respondent firms only and are not recalculated when the dataset is resorted. Percentages are always based on total reporting (defined above) within a gender, ethnicity, race, veteran status, and/or industry group for the characteristics tabulated in this dataset. Firms with more than one domestic establishment are counted in each geographic area and industry in which they operate, but only once in the U.S. and state totals for all sectors. For information on confidentiality protection, sampling error, nonsampling error, and definitions, see Survey Methodology.]..Table Name. . Statistics for U.S. Employer Firms That Were Family-Owned by Sector, Gender, Ethnicity, Race, Veteran Status, and Years in Business for the U.S., States, and Top 50 MSAs: 2015. ..Release Schedule. . This file was released in July 2017.. ..Key Table Information. . These data are related to all other 2015 ASE files.. Refer to the Methodology section of the Annual Survey of Entrepreneurs website for additional information.. ..Universe. . The universe for the 2015 Annual Survey of Entrepreneurs (ASE) includes all U.S. firms with paid employees operating during 2015 with receipts of $1,000 or more which are classified in the North American Industry Classification System (NAICS) sectors 11 through 99, except for NAICS 111, 112, 482, 491, 521, 525, 813, 814, and 92 which are not covered. Firms with more than one domestic establishment are counted in each geographic area and industry in which they operate, but only once in the U.S. total.. In this file, "respondent firms" refers to all firms that reported gender, ethnicity, race, or veteran status for at least one owner or returned a survey form with at least one item completed and were publicly held or not classifiable by gender, ethnicity, race, and veteran status.. ..Geographic Coverage. . The data are shown for:. . United States. States and the District of Columbia. The fifty most populous metropolitan areas. . ..Industry Coverage. . The data are shown for the total of all sectors (00) and the 2-digit NAICS code level.. ..Data Items and Other Identifying Records. . Statistics for U.S. Employer Firms That Were Family-Owned by Sector, Gender, Ethnicity, Race, Veteran Status, and Years in Business for the U.S., States, and Top 50 MSAs: 2015 contains data on:. . Number of firms with paid employees. Sales and receipts for firms with paid employees. Number of employees for firms with paid employees. Annual payroll for firms with paid employees. Percent of respondent firms with paid employees. Percent of sales and receipts of respondent firms with paid employees. Percent of number of employees of respondent firms with paid employees. Percent of annual payroll of respondent firms with paid employees. . The data are shown for:. . Gender, ethnicity, race and veteran status of respondent firms. . All firms. Female-owned. Male-owned. Equally male-/female-owned. Hispanic. Equally Hispanic/non-Hispanic. Non-Hispanic. White. Black or African American. American Indian and Alaska Native. Asian. Native Hawaiian and Other Pacific Islander. Some other race. Minority. Equally minority/nonminority. Nonminority. Veteran-owned. Equally veteran-/nonveteran-owned. Nonveteran-owned. All firms classifiable by gender, ethnicity, race, and veteran status. Publicly held and other firms not classifiable by gender, ethnicity, race, and veteran status. . . Years in business. . All firms. Firms less than 2 years in business. Firms with 2 to 3 years in business. Firms with 4 to 5 years in business. Firms with 6 to 10 years in business. Firms with 11 to 15 years in business. Firms with 16 or more years in b...

Release Date: 2016-02-23.[NOTE: Includes firms with paid employees and firms with no paid employees. Data are based on the 2012 Economic Census, and the estimates of business ownership by gender, ethnicity, race, and veteran status are from the 2012 Survey of Business Owners. Detail may not add to total due to rounding or because a Hispanic firm may be of any race. Moreover, each owner had the option of selecting more than one race and therefore is included in each race selected. Respondent firms include all firms that responded to the characteristic(s) tabulated in this dataset and reported gender, ethnicity, race, or veteran status or that were publicly held or not classifiable by gender, ethnicity, race, and veteran status. Percentages are for respondent firms only and are not recalculated when the dataset is resorted. Percentages are always based on total reporting (defined above) within a gender, ethnicity, race, veteran status, and/or industry group for the characteristics tabulated in this dataset. Firms with more than one domestic establishment are counted in each geographic area and industry in which they operate, but only once in the U.S. and state totals for all sectors. For information on confidentiality protection, sampling error, nonsampling error, and definitions, see Survey Methodology.]..Table Name. . Statistics for All U.S. Firms That Were Family-Owned by Industry, Gender, Ethnicity, Race, and Veteran Status for the U.S.: 2012. ..Release Schedule. . The data in this file was released in February 2016.. ..Key Table Information. . This data is related to all other 2012 SBO files.. Refer to the Methodology section of the Survey of Business Owners website for additional information.. ..Universe. . The universe for the 2012 Survey of Business Owners (SBO) includes all U.S. firms operating during 2012 with receipts of $1,000 or more which are classified in the North American Industry Classification System (NAICS) sectors 11 through 99, except for NAICS 111, 112, 482, 491, 521, 525, 813, 814, and 92 which are not covered. Firms with more than one domestic establishment are counted in each geographic area and industry in which they operate, but only once in the U.S. total.. In this file, "respondent firms" refers to all firms that reported gender, ethnicity, race, or veteran status for at least one owner or returned a survey form with at least one item completed and were publicly held or not classifiable by gender, ethnicity, race, and veteran status.. ..Geographic Coverage. . The data are shown at the U.S. level only.. ..Industry Coverage. . The data are shown for the total of all sectors (NAICS 00) and at the 2-digit NAICS code level.. ..Data Items and Other Identifying Records. . Statistics for All U.S. Firms That Were Family-Owned by Industry, Gender, Ethnicity, Race, and Veteran Status for the U.S.: 2012 contains data on:. . Number of firms, firms with paid employees, and firms with no paid employees. Sales and receipts for all firms, firms with paid employees, and firms with no paid employees. Number of employees for firms with paid employees. Annual payroll for firms with paid employees. Percent of all respondent firms, respondent firms with paid employees, and respondent firms with no paid employees. Percent of sales and receipts of all respondent firms, respondent firms with paid employees, and respondent firms with no paid employees. Percent of number of employees of respondent firms with paid employees. Percent of annual payroll of respondent firms with paid employees. . The data are published by whether the business was family-owned in 2012 and by gender, ethnicity, race, and veteran status.. ..Sort Order. . Data are presented in ascending levels by:. . NAICS code (NAICS2012). Gender, ethnicity, race, and veteran status (CBGROUP). Whether the business was family-owned in 2012 (FAMOWN). . The data are sorted on underlying control field values, so control fields may not appear in alphabetical order.. ..FTP Download. . Download the entire SB1200CSCB04 table at: https://www2.census.gov/programs-surveys/sbo/data/2012/SB1200CSCB04.zip. ..Contact Information. . To contact the Survey of Business Owners staff:. . Visit the website at www.census.gov/programs-surveys/sbo.html.. Email general, nonsecure, and unencrypted messages to ewd.survey.of.business.owners@census.gov.. Call 301.763.3316 between 7 a.m. and 5 p.m. (EST), Monday through Friday.. Write to:. U.S. Census Bureau. Survey of Business Owners. 4600 Silver Hill Road. Washington, DC 20233. . . ...Source: U.S. Census Bureau, 2012 Survey of Business Owners.Note: The data in this file are based on the 2012 Economic Census, Survey of Business Owners (SBO). To maintain confidentiality...

ABSTRACT This study investigates the association between SEW and EO, considering the moderating role of the generation that is involved in family businesses, considering that EO might benefit from the entrepreneurial and affective attitudes of the first generations. We collected a survey with a final sample of 107 family firms from the textile and clothing manufacturing industry in Brazil. As data analyses, we employed variance-based structural equation modeling using SmartPLS. Our results provide evidence that SEW is positively associated with EO’s three dimensions: innovativeness, proactiveness, and risk-taking; however, we only found a moderation effect of the generational stage for the relationship between SEW and innovativeness and risk-taking. We show that a high SEW effect on risk-taking is stronger for family firms in later generations than first generations. For higher levels of innovativeness, the level of SEW seems to be relevant only for later-generation family firms. We contribute to the literature on EO antecedents focusing on SEW and the differences in the generational stages. This study also provides insights into how family firms can nurture EO during different generational stage developments, considering family-centric nonfinancial goals.

The data was collected for the ERC project ´Realising Eurasia: Civilisation and Moral Economy in the 21st Century´. The project examined small family businesses in medium-sized cities in eight countries of the Eurasian landmass (China, Denmark, Germany, Hungary, India, Myanmar, Russia, Turkey). While the project focused on detailed ethnographic research, the survey data complemented the qualitative data. The survey data were collected in 2016 by the project´s researchers (one researcher in one city per country). The companies were selected by each researcher according to a targeted sampling procedure. The company owners (or those chosen by the owner) completed the questionnaire either alone or together with the researcher. The content of the questionnaire consists of questions on family, work and business, politics and economy, and household.

Topics: 1. Family, morality and values in life: importance of family, friends, leisure time, politics, work and religion in life; something else which is very important (open); feeling of freedom of choice and control over the way life turns out; further comments by respondent; important and desirable qualities for a son, for a daughter and for an employee (independence, hard work, feeling of responsibility, imagination, tolerance and respect for other people, thrift, saving money and things, determination, perseverance, religious faith, unselfishness, obedience, good manners, self-control, environmental awareness, ambition, max 5); number of items marked (max 5); qualities the respondent would most want for his daughter and for his son (e.g. to get good job qualifications, well paid job, children and a good family life, etc.); number of items marked (max 5); justification of selected actions (claiming government benefits to which someone is not entitled, avoiding a fare on public transport, stealing, cheating on taxes, someone accepting a bribe in the course of their duties, lying in your own interest, paying cash for services to avoid paying tax, buying something you know was stolen); most important and second most important reason why there are people in the country who live in need (unlucky, laziness and lack of willpower, injustice in the country, an inevitable part of modern progress, lack of religious faith, no moral virtues); attitude towards work (to fully develop your talents, you need to have a job, it is humiliating to receive money without having to work for it, people who don’t work turn lazy, work is a duty towards society, work should always come first, even if it means less spare time); agreement with the following statements (when jobs are scarce, men should have more right to a job than women, and employers should give priority to people of the country over immigrants; if a women earns more money than her husband, it’s almost certain to cause problems, having a job is the best way for a woman to be an independent person); gender roles (one of the main goals in life has been to make my parents proud, when a mother works to pay, the children suffer, men do better in business than women do, being a housewife is just as fulfilling as working for pay, both partners in a relationship should contribute to a household’s income); activities the respondent would do with 40% more time (e.g. run own business in the spare time, use the spare time to study, spend the time with family and friends, spend the time on hobbies, do something for local community, etc.).

1. Politics and economy: views on various issues (income inequality, ownership of business, responsibility, competition, hard work, wealth, unemployed people, state control); justification of higher payment for one of two employees doing the same job; reasons for justification of higher payment (more work experience, if person has worked longer in this firm, higher level of formal qualifications, older, man, married, dependents (e.g. children, parents to take care of), comes from this country); number of items marked; most important and second most important aims for the development of the country over the next ten years (maintaining order in the nation, giving people more say in important government decisions, a high level of economic growth, reducing inequality in the country, improving the country’s global position, named other goals, marked more than one); further comments by respondent/ researcher; people would try to take advantage of you vs. people would try to be fair; confidence in institutions (churc...

According to a survey conducted in 2018 about the business structure in family businesses in India, ** percent of the respondents identified themselves as one sector, multi-country businesses. More than half of the companies in India run by family business leaders were present in multiple countries in either one sector or multiple sectors.

Abstract Succession is a major challenge for family businesses. In this sense, the general objective of the research was to describe and analyze elements involved in the preparation of successors. Chapecó, in Santa Catarina, Brazil, was chosen as the location for the study of succession processes in family businesses. A qualitative research perspective of a descriptive nature was adopted in order to perform a multiple case study. Research began with a literature review, followed by a field survey that collected data through interviews, archival research and systematic observation. The main results revealed that the preparation of successors is defined by certain factors: founder's influence, multi-generational socialization, demographics and learning.

ABSTRACT Context: family involvement creates specific goals that include family interests and values, and is used to pursue the family’s vision, creating effective corporate governance and risk management practices. Objective: our objective is to evaluate the relationship between family influence and enterprise risk management in Brazilian family businesses. Method: data from 142 family businesses was analyzed using descriptive statistics and structural equation modeling. The construct of enterprise risk management comprised: identification, evaluation, response, and communication. Family influence was captured by power, experience, and culture. Results: the results broaden the understanding that, among the three family dimensions investigated, culture is the one that better explains risk management practices. Conclusions: we concluded that the higher the level of family culture, the higher the level of attention to enterprise risk management.

ABSTRACT This article’s main purpose consists in showing how family and ownership cultures may influence the process of making a “well-performing” organization, based on an empirical study in family business in Brazil. The study aimed to find critical moments of company’s history and the focus was to compare critical moments with the three-dimension model of family business development proposed by Davis et al. (1996). Through facts sequence, research was organized so as to find how the process influenced company’s professionalization. The article concludes that family and its values and culture may impact on the evolution, and the first step to organize a company is to organize the family that leads the company.

Comprehensive dataset containing 9,721 verified Family day care service businesses in United States with complete contact information, ratings, reviews, and location data.

This statistic depicts the opinion of family business executives on how family businesses differ from non-family businesses in the Middle East in 2016. During the survey period, around ** percent of respondents in the Middle East believed that decision making in family businesses was more streamlined than in non-family businesses.

Success.ai’s Small Business Contact Data provides reliable, verified access to detailed information on small businesses worldwide. Sourced from over 170 million verified professional profiles and 30 million company profiles, this dataset includes essential firmographic data, employee counts, geographic footprints, and direct contact information for owners, partners, and decision-makers in small and emerging enterprises.

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Family businesses continue to be a fundamental source of private wealth creation, and a key engine driving the world economy. Despite their dominance, the topic is relatively underresearched in terms of wealth management due to a lack of official data. Read More

Comprehensive dataset containing 8,685 verified Family service center businesses in United States with complete contact information, ratings, reviews, and location data.

Data collected to study motivation and barriers that daughters in family business face. Data from Spain.

ABSTRACT The distinctive features of family firms, such as family influence, add complexity to organizational life-cycle models in terms of the different stages of development. This research analyzes the relationship between stages of the organizational life cycle proposed by Lester et al. (2003) and the elements of influence of the F-PEC family (power, experience, and culture). The study was developed through a sample of 117 Brazilian family companies, without the participation of companies with shares traded on the stock exchange, and employed statistical treatment of the data through a structural equation model. As a result, the elements of F-PEC were partially identified in the sample. Power indicates the control of the company by the family, experience indicates the role of the different generations, and culture indicates the values of the controllers. In particular, it should be pointed out that, at birth, power and culture play important roles; in maturity, experience and culture stand out, and in rejuvenation, power and culture have been identified as characteristic. As an exploratory analysis, the article contributes to the understanding of organizations, by indicating the development of comparative analyses and performance on the variables that provide migration planning to more desirable stages, such as growth, maturity, and rejuvenation.