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Ielts essay # 1353 - families to own and run their own businesses, ielts writing task 2/ ielts essay:, in many countries, it is common for families to own and run their own businesses. some people think this is the best way to run a business, while others consider this a potential source of problems., discuss both these views and give your own opinion..

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65 Family Businesses Essay Topic Ideas & Examples

🏆 best family businesses topic ideas & essay examples, 📝 most interesting family businesses topics to write about, 👍 good research topics about family businesses.

Owning & Operating a Family Business The uniqueness of family business is that members of family are affected by an overlap of family, business, and ownership subsystems, with owners playing simultaneous roles among these three subsystems. In sum, family business represents […]
Family Business Succession in Asian Countries One of the most exciting challenges affecting family businesses is the succession of management, which results in the limited survival of transition businesses.
Family Business Promoting Economic Growth The primary goal of the article is to assess the role of the family business in the economic growth of Saudi Arabia.
Future of the Family Business in World Today, regardless of drastic alterations in the world of business and global marketplace, family business remains one of the most important spheres and play a central role in the development of the economy.
Reasoned Decision-Making in a Family Business Jane, as the head of the Payroll Department, is obligated to make choices and take actions that will contribute to the welfare and interests of the community as well as the company.
Feasibility of Developing a Family Business There is no unambiguous position of the scientific economic and administrative community on the effect of the family on the development of business models.
Culture and Family Business Management Far from the above, Moho can ask for a unique scenario where he agrees to perform on a contract basis whereby he will ask for the permission to apply his principles in a department of […]
Succession Plan for a Family Business However, this passing on of the business to other individuals, who are the successors, is a crucial phase in the running of the business.
Family Business Employees and Theory of Needs Specifically, the relationships of family members and the regular staff that is not related to the owner directly may involve tension due to the possibility of unfairness and biased judgment on the side of managers.
Internationalization of Family Businesses The paper in question investigates the nature of the internationalization of family businesses and studies how different futures of the company affect the process.
Can the Family Business Disintegrate the Family? The report explores the contemporary context of running a family business with the aim of the identification of threats concerning the integrity relationships between the family members involved in the same business.
Family Business, Its Philosophy and Strategy In this regard, the leader may be confused because of the need to react in the most proper way to benefit both the family and business.
Family Business in the UAE: Management and Dynamics In the meantime, it is critical to note that the only reason why Izat Raja’s business can be called “family” resides in the fact that his nephew, Waleed works for Raja’s company.
Gender Inequality in Family Business One of the problems that every woman faces in a family business is that of succession. In the model of Royal Families, the right to lead the business belongs to the oldest son.
Family Business: Success or Challenge? A family business is different from the others due to the presence of the family. Since it is a family business, a Family Council is needed to manage the company.
Mills Trading: Governance Issues in a Family Business The main business of the Group is connected to providing the markets and hypermarkets of the UAE, Qatar, Bahrain, and Oman with various agricultural and camping supplies and equipment.
Wang Group Company: Family Business Changes Charles Wang after succeeding his father Alfred Wang brought in the following changes to the Wang Group in order to bring about change in the organization: Charles Wang changed the business model of the company […]
How to Establish a New Family Business? This is because some members can either be owners and not involved in the daily running of the business while others may run the business but have no stake in ownership of the business it […]
Criteria Used in Assessing the Relative Success of a Family Business The two strategies, which were employed in critical assessment of the success of Candy and Candy interior design and development Management Company, included overall assessment of business performance and the form of business governance practised.
Family Business in the Middle East The business is run and controlled by the whole family, but may also be run by the person with the largest share holding in the enterprise. The family forms the management team for business and […]
Effectiveness of Non-Family Member Leaders in Family Business How non-family member leaders can contribute for the development of family business and national economy; The extent to which family members accept the decisions of the leaders of non-family members; Assess the impact of non-family […]
The Family Business: Gopher IT Gopher IT is a business owned by a family with different members of the family engaging in running of the business.
Assessing the Relative Health of a Family Business Also, it is essential to ascertain that family members can differentiate the functions of such institutions and the governing units of the business, including the top management and the board of directors.
Family Business and Its Governance Godfrey argues that the family in itself has substantial influence on the company’s assets and the economic success of the company. In the long run it becomes volatile of the family culture to challenge a […]
Family Business on the Couch: A Psychological Perspective
Advantages and Disadvantages of Running a Family Business
Women’s Management Strategies and Growth in Rural Female-Owned Family Businesses
Mission Statements for Small Family Businesses
Pension Wealth and Intergenerational Succession in Family Businesses
Tools for Strategy Development in Family Firms
Goal Orientation and Performance of Family Businesses
Managerial Behavior of Small and Medium-Sized Family Businesses
Conflicts That Plague Family Businesses
The Importance of Terms in Family Business
Family Business Directed Study of the Walton Family
The Importance of Strategic Planning in Family Business
Capital Markets and the Evolution of Family Businesses
Leadership Lessons From Great Family Businesses
Internationalization via Strategic Alliances in Family Businesses
Differences Between Family and Non-Family Businesses
Family Businesses and Adaptation: A Dynamic Capabilities Approach
Planning for Non-family Employees in the Family Business
The Application and Role of Management Accounting and Controlling Methods in Family Businesses
Corporate Social Responsibility in Family Firms
The Problem With Family Businesses in the United Kingdom
McDonald’s Ruining Family Business Environment
Family Businesses: Can the Family and the Business Finances Be Separated
Why Family Businesses Are Better at Weathering Economic
The Role of Trust in a Family Business
Succession in Small and Medium-Sized Family Businesses
Internationalization and Corporate Governance in Family Businesses
The Advantages and Disadvantages of the Family Business
Managing the Trickiest Parts of a Family Business
The Biggest Challenges for Family-Owned Businesses
What You Can Learn From Family Business
Functional Strategies and Practices of Small and Medium-Sized Family Businesses
Do Family Firms Have Better Access to External Finance During Crises
Analyzing Family Business Cases: Tools and Techniques
Do Family Firms Outperform Non-family Ones
Unemployment and Family Businesses in Hungary
Family Entrepreneurship: Characteristics and Successful Cases
Vietnamese Values, Networks, and Family Businesses in London
How Family-Owned Businesses Benefit the Capital Markets
The Growth and Performance of Family Businesses During the Global Financial Crisis
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IELTS Essay # the best way to run a business is within the family

Ielts writing task # essay.

Some people think that the best way to run a business is within the family. What are the advantages and disadvantages of a family run business?

SAMPLE ANSWER-

In many parts of the world, businesses are owned and run by families. Its usual contributors include close relatives who handle the resources and finances of an organization. There are some benefits associated with a family business, but there are also some drawbacks associated with undertaking a business venture with the family.

With the persistent commitment and involvement of the family members, firms run by families have a greater level of stability and loyalty attached to it. Even during bad times family ties can keep the firm running. The commitment of the family members results in more dedication and flexibility. In other words, members would work together to achieve a common goal irrespective of their qualifications. In fact, most successful business ventures like Walton’s and Ambani’s are also run within the families.

On the contrary, one of the most compelling shortcomings of a family business can be conflicts among the partners than can have an unfavorable effect on the business. For instance, the rivalry between husband and wife or siblings can result into the partition of the venture. In addition, the lack of interests among people to join family entrepreneurship leads to apathetic employees. And sometimes the successors of the business are not capable enough to run it due to which the organization suffers.

To conclude, there are both supporting and opposing arguments for a family business. Many experts believe that building an organization with family helps keep the family together. With communication and understanding, a dispute in family entrepreneurship can be avoided.

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107 Family Businesses Essay Topic Ideas & Examples

Inside This Article

Family businesses are a cornerstone of many communities around the world. These enterprises are often passed down through generations, with family members working together to run and grow the business. Family businesses come in all shapes and sizes, from small mom-and-pop shops to large corporations.

If you are tasked with writing an essay about family businesses, you may be wondering where to start. To help you get your creative juices flowing, we have compiled a list of 107 family business essay topic ideas and examples. Whether you are looking to explore the challenges faced by family businesses, the benefits of working with family members, or the impact of family businesses on the economy, there is a topic on this list for you.

The history and evolution of family businesses
The role of family values in shaping a family business
The challenges of succession planning in family businesses
The benefits of family businesses for local communities
The impact of family businesses on the economy
The unique management styles of family businesses
The importance of communication in family businesses
The advantages and disadvantages of working with family members
The role of women in family businesses
The impact of technology on family businesses
The benefits of family businesses for employees
The role of innovation in family businesses
The challenges of balancing work and family in a family business
The impact of globalization on family businesses
The importance of trust in family businesses
The role of family dynamics in shaping a family business
The impact of cultural differences on family businesses
The challenges of managing conflicts in a family business
The benefits of having a family business mentor
The impact of family businesses on the environment
The role of family businesses in preserving traditions
The challenges of managing a family business during a crisis
The benefits of family businesses for customers
The impact of social media on family businesses
The importance of ethics in family businesses
The role of education in preparing the next generation to take over a family business
The challenges of managing a family business in a competitive market
The benefits of having a diverse workforce in a family business
The impact of government regulations on family businesses
The role of networking in growing a family business
The challenges of balancing family and business responsibilities in a family business
The benefits of having a strong company culture in a family business
The impact of generational differences on family businesses
The importance of succession planning in ensuring the longevity of a family business
The role of branding in building a successful family business
The challenges of managing family business finances
The benefits of having a clear mission and vision in a family business
The impact of mergers and acquisitions on family businesses
The role of social responsibility in family businesses
The challenges of adapting to change in a family business
The benefits of having a strong support system in a family business
The impact of family businesses on employee retention
The importance of work-life balance in a family business
The role of conflict resolution in maintaining harmony in a family business
The challenges of managing a family business in a recession
The benefits of having a diverse product line in a family business
The impact of competition on family businesses
The role of technology in streamlining operations in a family business
The challenges of expanding a family business into new markets
The benefits of having a strong marketing strategy in a family business
The impact of industry trends on family businesses
The importance of customer feedback in improving a family business
The role of employee training in a family business
The challenges of managing a family business with remote employees
The benefits of having a family business advisory board
The impact of customer loyalty on family businesses
The role of family businesses in creating jobs
The challenges of managing a family business with multiple locations
The benefits of having a family business succession plan
The impact of social media marketing on family businesses
The importance of data analytics in optimizing operations in a family business
The role of family businesses in promoting economic growth
The challenges of managing a family business with limited resources
The benefits of having a strong customer service team in a family business
The impact of employee morale on family businesses
The role of employee recognition in motivating staff in a family business
The challenges of managing a family business with seasonal fluctuations
The benefits of having a strong sales team in a family business
The impact of customer reviews on family businesses
The importance of employee training and

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6 Traits of Strong Family Businesses

Claudio Fernández-Aráoz,
Sonny Iqbal,
Jörg Ritter,
René Sadowski

Based on a three-year study.

Although most family businesses fail to last through the third generation, some are able to thrive. Why? By following four rules: maintain good governance, identify and develop both family and nonfamily talent; pursue disciplined succession; and preserve family gravity. The last is perhaps the most difficult to get right. So Egon Zehnder and the Family Business Network International (FBNI), embarked on a three-year global study to discover what makes up family gravity. After interviewing more than 50 executives at 28 leading family businesses across the Americas, Europe, and Asia and surveying of 4,000 FBNI members, they concluded that gravity has six dimensions: values and vision, the right involvement, cohesion and interaction, family governance and clarity on leadership principles and roles.

Family businesses are the cornerstone of most national economies, according to a recent report by Credit Suisse Research. They can create jobs, spur innovation, and drive superior returns.

Claudio Fernández-Aráoz is an advisor on Talent and Family Businesses, a frequent lecturer at Harvard Business School, and the author of It’s Not the How or the What but the Who .
Sonny Iqbal is a partner at Egon Zehnder, and the former co-leader of its global family-business practice.
Jörg Ritter is a partner at Egon Zehnder and coleader of its global family-business practice.
René Sadowski is engagement leader at Egon Zehnder and a member of its global family-business practice.

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How To: Run a Family Business

Running a business can be challenging. Families can be challenging. But when they work right, family-run businesses can be incredibly successful—both personally and financially—says Michael Mazzarino, founding partner in The SCA Group, a business consultancy in Boca Raton, Fla. The key is to set rules to keep personal issues aside.

“It’s always a matter of separating personal relationships from business roles,” Mazzarino says. “Problems creep in when the group of people who sit around the Thanksgiving table are also the CEO, the bookkeeper and the sales manager.”

To navigate peril while running an enterprise with relatives, consider these guidelines:

1. Don’t assume good familial relationships automatically translate to good business relationships, says Peter Johnson, director of the Institute for Family Business at the University of the Pacific Eberhardt School of Business in Stockton, Calif. “People think you must take care of family first, but that isn’t the case,” Johnson says. “If you don’t take care of the business, the business can’t take care of the family.”

2. Clearly define each person’s role and get it in writing, along with a succession plan. “Treat these familial relationships just like you would any other business partner,” Johnson says.

3. Establish weekly meetings where personal affairs are set aside and everyone leaves with a concrete assignment. “There needs to be a strict agenda,” Mazzarino says. “This allows management to manage.”

4. When considering bringing a son or daughter into the business, do so gradually —introduce it informally when they are young, and then with established part-time jobs. “This gives the younger generation a true sense of the business, while the parent can gauge their skills and work ethic,” Johnson says.

5. Don’t be afraid to bring in consultants. Outside professionals can be useful to establish day-to-day policy and long-term succession plans, and to resolve conflict.

6. Avoid having anyone report directly to a member of his or her family. “Then there is less chance that orders, criticism and praise become personal,” Johnson says. “Otherwise, when a father tells his adult son to clean up the shop floor, all the son hears is, ‘Clean up your bedroom floor.’ ”

7. Many small businesses require incoming relatives to have advanced degrees or outside experience. Others specify a relative must have earned exemplary reviews or a number of promotions before he or she qualifies. “The family member feels confident they earned the position,” Johnson says. “And other employees will respect them more.”

Gloria Shulman Founder

Business: CenTek Capital Group, a real estate financing firm in Beverly Hills, Calif.

Relations: Son Curtis Cohen, now partner, has been with the business for 15 years.

Takeaway: Have an emergency plan for a family crisis.

I started this business 30 years ago, and Curtis grew up hearing about the real estate market. After graduating from law school, he wanted to work with me rather than in a law firm. I knew we had the same business philosophy, to treat everyone fairly, charge realistic fees and be measured in risk-taking. It wouldn’t work if one of us was going for gold. Curtis has always been generous with people, personally and professionally. I knew it would work.

He started as a loan agent and gradually developed his own business chops. He has been very successful bringing in younger clients by networking at events I wouldn’t normally attend. We complement each other well.

But sometimes family roles creep in. Recently we attempted a very complicated transaction, which Curtis said was not doable because of numerous issues. I wanted to try it because the young couple involved was lovely, and they wanted the home so badly. I prevailed because I was the mother, and it backfired. The deal didn’t go through, and though the prospective buyers were told it was a long shot, they felt we didn’t perform. Curtis was right.

The biggest challenge we faced was five years ago when Curtis became very ill with cancer. It came out of the blue and really was life and death. There were several months he was unable to work, and many more when he could work only part time. I stepped in and took over his half of the leadership role, delegating as much as I could, but the transactions are so complex that most of the work fell on me. I was working around the clock while dealing with the emotional stress of having a sick son—one with a wife and five children who depend on our business. In hindsight, some of the stress could’ve been avoided if we had a nonrelative on staff at a high level—someone we could depend on to execute complicated transactions. I also wish there had been documentation of all of Curtis’ projects and contacts, which would have made his absence easier to manage.

Every day I walk into the office now, I thank God he is in remission, and the business is back to normal. It’s hard to have a total separation of work and family.

Kat Bouchard Co-Owner

Business: CROP Hair Boutique in Red Deer, Alberta

Relations: Co-owns with husband, Aaron. Takeaway: Separation of work and home is key.

In 2009 we had just married and moved to the area when we bought a run-down salon and remade it. Today we gross $500,000 and were recently voted an area favorite by readers of a local magazine.

We are so close as a couple, but have different work backgrounds and personality types we needed to learn to temper. My husband, Aaron, has been a stylist for 18 years, while my experience is retail management. I’m more impulsive. If there was an issue with inventory, my tendency was to talk about it immediately, even if he was with clients. We both tended to take things personally and get upset.

The other problem was we would get so excited about ideas for the business and stay up all night talking about them. We now have a 2-year-old and just don’t have that energy anymore.

The solution was to have a Wednesday morning meeting—just the two of us—where we talk only about business. We save up work issues for that midweek discussion. At home we focus on our family and each other.

We also set clear business roles for one another. I handle the in-store displays, ordering supplies and dealing with some of the softer human resources issues. Aaron manages the staff in terms of client treatment and performance.

We love spending time together, and the best way to do that is to integrate our home and work lives. By drawing some lines and establishing roles at the salon, we can be more present with each other and have time to focus on our child. It also makes us happier, which fosters a better work environment. People say we give off great energy when we work together.

Lowell Hawthorne CEO

Business: Golden Krust Caribbean Bakery & Grill, Bronx, N.Y.-based franchisor of Jamaican-style bakeries and maker of products distributed in 12,000 supermarkets

Relations: Currently 19 family members work in the business, which employs 1,600.

Takeaway: Hire family members for the roles that match their skills.

When I started this business in 1989, there were seven family members, including my wife, siblings and their spouses. Funding was difficult, so I really had to articulate my vision for the company to my large family and inspire them to take mortgages on their homes and borrow money from friends to raise the $107,000 needed to get it off the ground. That set the stage for how I would grow the company.

We’ve certainly had our challenges. One thing I’ve learned is to place family members in roles that suit them. I don’t like nepotism, and I believe everyone should earn their keep. That’s important for the morale of all employees.

One of my brothers was a longtime mechanic for Ford Motor Co. and very good at it. Today he is a shareholder and fixes all of our machinery. I didn’t give him an executive position because that’s not his strength. Likewise, my wife’s early career was as an administrative aide, and today she is our director of human resources. My brother is vice president of sales and my sister is vice president of real estate. Other siblings manage retail stores, because that is where they excel.

There have been plenty of incidents in which family members had to be terminated. Of course, that is a difficult situation, and it only happens after they have been given many opportunities. Sometimes it is a matter of finding new roles for people. For example, my brother had been vice president of manufacturing and oversaw 100 stores. When that didn’t work out, we moved him to oversee a new mini-bakery concept we were launching with 10 stores in Florida, and that proved a better fit.

I learned the hard way you cannot pay family members more than other employees, and you have to pay the market rate. My son is currently in law school and will join us in a corporate law capacity when he graduates. He will be paid the going rate. Otherwise, everyone would eventually become resentful, which isn’t good for the business or the family.

Emma Johnson

Emma Johnson is a business journalist, gender-equality activist, and founder of the world's largest community of single moms, WealthySingleMommy.com . Emma and her best-selling book, The Kickass Single Mom , and her organization, Moms for Shared Parenting , have been featured in hundreds of national and international media outlets.

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Essay on Family Businesses

Family business overview.

Currently, business family is becoming more influential and simpler to manage. This type of business is mainly owned by people with close relation to other forms of business internationally (Aguila and Briozzo, 2020 pp 49). Therefore, a family business can be defined as a business type in which two or more family members or related people form a cartel, thus operating as one firm. In most cases, the business’s complete control lies within the family members since they have common objectives to achieve. According to the research, the family business is recognized as one of the international forms of business contributing to the growth and development of most countries’ economies. Nowadays, the family business is believed as the engine of industrialization in most countries since they have contributed significantly to revenues and tax provision, especially to the governments (Ahmad and Yaseen 2018 pp 345). For any country to achieve its Gross Domestic Product (GDP), micro-business, such as family business and other small operating businesses, should provide taxes and revenues to the government.

Even though family business is categorized as micro, multinational family corporations can operate in more than two countries. Most of these multinationals’ family businesses are located in the United States of America, the United Kingdom, and Colombia. Basing the research conducted by the Institute of Family Business (IFB) 2012, about 5millions micro-businesses operating internationally are private sectors. These macro businesses contribute approximately 76% internationally to create job opportunities for the family members and other none related people (Antcliff et al.; 2020 pp 34 ). In the United States of America, micro-businesses such as family businesses are more considered than governmental sectors. Family businesses are believed to have contributed positively to providing affordable products and services to most unstable people.

In most cases, the family business is owned and directed by family members, thus minimizing the chances of loss due to poor organization. The main strength of a family business is that there are no interferences since its characterized by monopolistic. Here are some examples of the most successful family business in the world.

Family-owned businesses are believed to be the oldest form of business organizations. Since the 1980s, the research shows that family business has distinct significance, especially in raising the county’s Economy; that’s why most countries consider operating micro-businesses as big firms and companies.

These family businesses are currently recognized as crucial and dynamic participants contributing to the highest world economy (Brenkman, 2020 pp 67-89). Basing U.S statistics, 90 percent of the United States of America owned family business. The growth and development of family business have mainly contributed in some countries such U.K. and Colombia. According to the IFB, the United Kingdom record more than a 4.8million family business which occupies more than 88 percent of the total business conducted within the United Kingdom. Currently, family businesses are the backbone of the United Kingdom economy, thus contributing about $ 150 billion annual tax. Within the age of huge businesses, it is significant to understand why family businesses are emerging to be the most successful than other forms of enterprises. In the United Kingdom, family business is growing at a higher rate, thus tending to outperform other close companies in physical markets. Naturally, United Kingdom is a unique country dominated mainly by heritage and encourages most families to inherit their parents’ work even if they pass away (Caputo et al.; 2018). The aspects of origin in the country elaborates on why the percentage of family businesses is rapidly increasing every year. In most cases, the family businesses are operated depending on the types and complexity of each. For instance, the chart below shows different kinds of family businesses and how they are managed.

The main reasons family businesses are more than other private sectors are that they are easy to perform and operate since they do not need to hire specialists or managers. Instead, they are primarily used and ran by related people. Additionally, these types of businesses do not incur much labor costs since they mostly rely on family members who are always available to offer free assistance (Seaman et al.; 2019 pp 345). According to Bolton Consulting Groups (BCG) arguments, the analysis shows that family businesses contribute about 45 percent of all the companies and organizations. To prove this, Dyson and JCB are good examples of the most prominent family businesses in the United Kingdom, which participate within their country and internationally. In connection to this, family businesses are the largest employers in the United Kingdom. So, it’s clear that family businesses have more benefits since people are derived by their determinations and what they need to achieve after operating their business.

Characteristics of Family Business

Family businesses are characterized by several features, which makes them operate successfully, unlike other companies. Family businesses are monopolistic by nature since only family people, and other relatives can run the business. In most cases, the business will only operate depending on the culture and norms of the family, thus not satisfying customers’ needs. From a perspective, a family business has operating hours and mostly may limit people from purchasing since customers have different times of purchasing. Basing the analysis of 33 countries, family businesses are simple to manage since their structure is less complex than other operating businesses (Chang et al.; 2020 pp 56). The design and characteristics of a family business depend on the number of people involved in the business operations. Concerning this, some features can be tangible while others are intangible. One of the most crucial characteristics of a family business is its strong trust and the inter-relationship between the family members.

In contrast to the other companies, there exist constant ideological differences between the management and other stakeholders within the industry. Regardless of the type of ownership and management team, the entire family members remain the critical participants in the company and can immediately decide to manipulate the nature of products they deal with. Another characteristic of a family business is that the management is always informal, and it’s hard to recognize any mistakes arising from the way of operations.

Most managers of these businesses have no definitive ideas to promote the business’s operations from one level to another.

The excessive intermingling between the company and family members may encourage financial problems since most of the business’ capital can be directed to family issues that were not planned in the money. In some family businesses, there is no working time and private hours. Therefore, the operation of the company may become monotonous to some members. Naturally, doing one thing over a long time reduces interests (Pham et al.; 2019). Even though a family business may consist of other non-family members, the ownership and management of the company lie within the family members only. The figure below shows an example of business ownership and its structure. This is one of the main characteristics of family business currently

Therefore, the family business needs more management teams to ensure proper supervision is achieved. In some countries such as Canada and Australia, family business focuses on the companies’ long-term sustainability rather than gaining considerable profits. Most family businesses have limited access to goods and services; therefore, all characteristics of family business are passed from one generation to another. The generation to come will have to use unique features but what they think it’s good. However, according to Ryann’s arguments, family businesses have supported entrepreneurship since most family members another characteristic of a family business is complete control in terms of productions since the family is responsible for any required materials. However, most companies produce limited goods and services, such that there are no suppliers that can benefit none family people. To have a robust business, most families form cartels and partners with other more developed cooperation’s thus getting more chances of thriving in business.

Challenges facing family business

Even though family business is simple to manage, there are several challenges. The main challenge affecting family businesses is a generation gap. When many generations of different families are administering the company, the rate of changing from one technology to another might take long since not all people may understand it (Friar and Clark, 2021). For instance, the founders of some family businesses may resist handing off the management responsibilities to other upcoming families. This action creates characteristics of monopoly since most leaders make decisions based on their perspectives and ignoring the opinions of others. Even though younger generations may have some great ideas on how the business can operate efficiently and accurately, they are never involved in the business operations. This means that the company will continue working within flawed and outdated technologies since they lack the knowledge and skills to implement the new ideas (Heinonen et al .;2020 pp 1-34). Due to this, there may occur conflicts and frustrations since some employees feel that their voices and opinions are not considered in the implementation of the business.

Currently, most family members fail to understand that everybody can contribute positively to the industry. To overcome such challenges, the family should negotiate towards the succession of leadership without chaos. Another challenge associated with family businesses is business culture. In this type of business, it’s tough for the company to accept all cultures and values from different families. Even if related people form the industry, some people have different cultural opinions that may not match other family members involved. For example, Samsung business involves different families with different ideological thinking thus may be difficult to operate within the same culture. In this case, most family businesses use basing the cultural system of the paramount families. The interferences of business can lead to low turnover rates, thus reducing the productivity of the company. Setting up payment strategies can currently face other problems facing family business (Núñez et al., 2018). Determining payments in the industry may raise conflicts because some members cannot be paid equally. The prices should be determined based on the duties and responsibilities of the individuals; however, some family members may demand equal payment, thus building uncertainty and mistrust. Some employees may get annoyed in the reaction to such cases since they don’t expect to work hard and get fewer payments.

When employees are not positively encouraged, they may lose morale, while others may decide to leave the job to look better. Therefore, this means some family members will lose business morale and, with time, will seize supporting business operations. Another challenge affecting family business is mixing business with home life. According to the research, when family members work in the same companies and organizations, it becomes challenging to make definitive decisions without basing personal feelings. (Kanade et al.; 2020) Due to this, family businesses can operate poorly due to family events, whereby families may decide to make frequent holidays that do not concern business operations. The issue of holding every family member in the same standard is another challenge facing family enterprises. For instance, some employees may be spending a lot of time in the breakfast rooms than in the business desk operations. The aspects of some members westing time in the busines may contribute low output thus reducing the business’s productivity.

When some people in the business are not operating according to business formalities, the other employees may develop negative implications. They may not work smart to achieve the objectives and anticipated target of the organization. Additionally, these behaviors will create laxity and mistrust in the organizations. According to the research, the most family business faces interferences and challenges from within the family members especially those in the top management (Michiel et al.; 2017 pp 369). Planning for the future is another upcoming challenge facing the operations of most family businesses. Since most family enterprises are characterized by solid planning, it becomes difficult to modify the planned decisions.

Consequently, making decisions becomes tedious because of the extended channels to be followed. If the business involves more than two families, the decisions are made based on both families’ final discussions. Therefore, before plans and decisions are made, there must be consultations from all the family and relatives. Nowadays, there is a need for family members to understand how the business should be conducted to avoid such challenges.

Recommendations

To overcome the social and economic contributions made by the family businesses, there are crucial aspects that we need to look at. Both characteristics and challenges associated with family businesses can be overcome if the family members get serious with business and stop focusing on things that do not relate to the business (Michiel et al.;, 2017 pp 369). According to the discussions, most family businesses are affected by top management’s ignorance since they think they control everything in the business basing their knowledge. According to my perspective, family businesses can only improve if the management team considers the opinions of others. To have good business, there is a need to involve all the employees in the decision-making process. To have a better understanding of family businesses, the following recommendations should be taken into account. The performance of the business should be optimized and act as a reference to other generations to come. Family businesses are believed to have contributed positively to providing affordable products and services to most unstable people.

In most cases, the family business is owned and directed by family members, thus minimizing the chances of loss due to poor organization. Additionally, the operation of a family business should not base on the specific family since it may promote hatred and non-stoppable conflicts within the related people (Musso et al.; 2020 pp 23). Also, the business should be in the position to serve the general population without considering if the buyers come from the same clan. The family business will act as a catalyst that speeds the growth and development of the Economy. For better family business success, the younger people should be involved in the management team since they might have more technical skills to help family businesses thrive well.

To have peace and harmony within the industry, there should equal distribution of the profits gained from the company since its efforts of every individual performing in the industry. For instance, when some industries are not operating according to business formalities, the other employees may develop negative implications. They may not work smartly to achieve the objectives and anticipated target of the organization (Musso et al.; 2020 pp 23). The family should be considered as the primary influence both on the companies’ operations and strategic orientations. For this reason, the management and combination of the several families will positively contribute to the growth and prosperity of the business even in the future.

Self-reflection on family businesses

The family business is one the best enterprise to operate despite its challenges. Basing the research analysis, the family business is simple to use compared to all other forms of business internationally. Basing my views, the family business has benefited most people worldwide by providing employments to non-employed people. Even though the company operates without physical interference from governments, it faces some challenges which can be solved basing its structure. This reflection is a way of considering all the characteristics and challenges that have been facing family businesses. According to my arguments, a family business can improve if they follow all the above recommendations. Additionally, there is a need for the managers and supervisors to understand that the success of most companies depends on decision-making.

To sum up, the family business has contributed to social-economic growth, especially in European countries. According to the research, these businesses have contributed about 67% of Gross Domestic Products, especially in the United States of American and the United Kingdom. Regardless of the type of ownership and management team, the entire family members remain the critical participants in the company and can immediately decide to manipulate the nature of products they deal with. Another characteristic of a family business is that the management is always informal, and it’s hard to recognize any mistakes arising from the way of operations. Even though family business is categorized as micro, multinational family corporations can operate in more than two countries. Most of these multinationals’ family businesses are located in the United States of America, the United Kingdom, and Colombia. The prosperity of many family businesses depends on their structure and operational structure. Basing the research arguments, the family business will continue been in the top in European’s countries since families believe in amalgamation is more effective than individualism.

Aguilar, V.G. and Briozzo, A., 2020. Family businesses: capital structure and socio-emotional wealth. Investigación administrativa , 49 (125).

Ahmad, Z. and Yaseen, M.R., 2018. Moderating role of education on succession process in small family businesses in Pakistan. Journal of Family Business Management . pp 345

Antcliff, V., Lupton, B. and Atkinson, C., 2020. Why do small businesses seek support for managing people? Implications for theory and policy from an analysis of U.K. small business survey data. International Small Business Journal pp 34

Brenkman, A.R., 2020. Exploring the management succession process in small and medium-sized family businesses (Doctoral dissertation, North-West University (South Africa)). pp 67-89

Caputo, A., Marzi, G., Pellegrini, M.M. and Rialti, R., 2018. Conflict management in family businesses. International Journal of Conflict Management .

Chang, A.A., Mubarik, M.S. and Naghavi, N., 2020. Passing on the legacy: exploring the dynamics of succession in family businesses in Pakistan. Journal of Family Business Management . Pp 56

Friar, J.H., Ippolito, J. and Clark, T., 2021. The challenges of transitioning to professional selling in family businesses. In A Research Agenda for Sales . Edward Elgar Publishing.

Heinonen, J. and Ljunggren, E., 2020. It’s not all about the money: narratives on emotions after a sudden death in family businesses. Journal of Small Business & Entrepreneurship , pp.1-23.

Kandade, K., Samara, G., Parada, M.J. and Dawson, A., 2020. From family successors to successful business leaders: A qualitative study of how high-quality relationships develop in family businesses Journal of Family Business Strategy , p.100334.

Michiels, A. and Molly, V., 2017. Financing decisions in family businesses: a review and suggestions for developing the field. Family Business Review , 30 (4), pp.369-399.

Musso, F. and Francioni, B., 2020. The strategic decision-making process for the internationalization of family businesses. Sinergie Italian Journal of Management , 38 (2), pp.21-43.

Núñez-Cacho, P., Molina-Moreno, V., Corpas-Iglesias, F.A. and Cortés-García, F.J., 2018. Family businesses transitioning to a circular economy model: The case of “Mercadona”. Sustainability , 10 (2), p.538.

Pham, T.T., Bell, R. and Newton, D., 2019. The father’s role in supporting the son’s business knowledge development process in Vietnamese family businesses. Journal of Entrepreneurship in Emerging Economies .

Seaman, C., McQuaid, R. and Pearson, M., 2017. Social networking in family businesses in a local economy. Local Economy , 32 (5), pp.451-466.

Visser, T. and van Scheers, L., 2020. HOW IMPORTANT IS ENTREPRENEURIAL ORIENTATION FOR FAMILY BUSINESSES?. Management: Journal of Contemporary Management Issues , 25 (2), pp.235-250.

Wang, Y. and Shi, H.X., 2020. Particularistic and system trust in family businesses: The role of family influence. Journal of Small Business Management , pp.1-35.

Yoshida, S., Yagi, H. and Garrod, G., 2020. Determinants of farm diversification: entrepreneurship, marketing capability and family management. Journal of Small Business & Entrepreneurship , 32 (6), pp.607-633

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The Advantages and Disadvantages of a Family Business

Family-owned companies are good not only for the families involved, but also for both the local and global economies. However, many find it hard to survive. Around a third of the 100,000 family businesses that are passed to the next generation each year subsequently fail, while many small business owners struggle to ensure that they are financially independent from their businesses when they retire.

There are advantages and disadvantages to running any business, from a small business to a larger, publicly traded company. However, family firms come with their own unique advantages and challenges. Here we delve into the pros and cons of running a family business, along with tips to capitalise on the positives, and overcome the negatives.

What are the advantages of a family-run business?

There are many advantages to running a family business, such as:

The leadership of a family business is normally determined by the position of each individual in the family. As a result, there is generally longevity in leadership, which ensures overall stability within a family-run business. In many family-owned companies, the business leader will stay in the position for many years, with life events - such as illness, retirement or death - being the trigger for change at the top.

Family firms tend to have a greater sense of commitment and accountability at their heart than non-family firms, as it is not just the needs of the business at stake, but the needs of the family too. This desire for both the family and business to stay strong fosters additional benefits, including a greater understanding of the industry, the organisation and the job; stronger customer relationships; and more effective sales and marketing.

One of the oldest surviving family businesses in the world is Hoshi Ryokan : a Japanese inn-style hotel which was founded in 718 and which has been in the same family for 46 generations. This longevity has led to an incredible understanding of the business and its history, which anyone outside of or relatively new to the business would simply be unable to replicate.

Elsewhere, the Ford Motor Company managed to stay afloat during incredibly tough economic times, when other large businesses like Chrysler and GM were desperate for bailouts. It is likely that there are several reasons for their success, but with the Ford family’s name, reputation and financial standing on the line, it is likely that this encouraged their fighting spirit.

Flexibility

Working in a family-run firm requires a lot of flexibility. While non-family businesses tend to have very clearly delineated responsibilities for every role, family members will sometimes be required to wear several different hats, taking on tasks outside of their formal remit where needed.

In a now-famous quote, Estée Lauder, who formed the famous cosmetic firm with her husband in 1948, once said of her company’s success, “I have never worked a day in my life without selling. If I believe in something I sell it, and I sell it hard”. The only woman on Time magazine’s list of the century’s business geniuses in 1998, Lauder was involved in every element of her business: preparing pots of face cream, giving free product demonstrations, designing product packaging, training saleswomen and more.

Long-term outlook

Non-family firms draw up their goals for the next quarter. Family firms, however, think years - or even decades - ahead. A longer-term perspective is a good way to foster a culture of clear strategy and decision-making throughout the business.

Second-generation CEO of German multi-billion dollar retailer, Otto Group, has used this long-term outlook for serious success. He took over the business - founded by his father in 1949 - in 1981, and almost immediately began to investigate the possibilities that computer technology could offer. As a result, the brand moved into ecommerce in 1995, becoming profitable in its online sales activities by 1998. The company has never been publicly traded, and still remains a family affair.

Decreased cost

Economic downturns and other challenging times can be a struggle for many businesses, where the board of directors needs to work out how to keep the business afloat while still paying staff. In family firms, however, it will often be the case that family members are willing to contribute financially to keeping the business afloat during times like these. It may be that this involves taking a temporary pay cut, contributing some of their own finances, or pausing the payment of dividends while the company gets back on its feet. For the family behind the business, long-term business success is crucial to their financial survival, which gives more flexibility where finances are concerned.

What are the disadvantages of family-run businesses?

While it is clear that there are plenty of benefits to family-owned companies, they also have their downsides:

A lack of family interest

In a family business, there can be a great deal of pressure on future generations to keep the business going, even if they have no real interest in doing so. This can result in a workforce - or worse, a management - consisting of family members who are apathetic, unenthusiastic and disengaged. In any other business, it is likely that such an approach would see employees having their contracts terminated. In a family business, this is more of a challenge.

Conflict between family members

The dynamic between different family members, family (and business) history and a blurred boundary between family life and work life can all cause conflict within any family-run business. And the family connections can often make such issues difficult to resolve. When Dhirubhai Ambani, founder of Indian petrochemical manufacturing company Reliance Industries, died in 2002 , he left no will. His older son, Mukesh, was made chairman and managing director, while younger son Anil became vice-chairman. The feud between the two brothers became public and, in 2005, their mother demerged the company, leaving Mukesh in charge of the petrochemical business, and Anil responsible for Reliance Energy, Reliance Communications and Reliance Capital.

A lack of structure

Family businesses rely firmly on trust - but trust alone may not be the best way. It is still vital to take rules seriously - both internal rules, and external corporate law.

In 2008, Samsung Group chairman Lee Kun-Hee was forced to hand in his resignation after being convicted of tax evasion, in addition to being investigated for selling stock to his son at unfairly low prices - demonstrating how good structure and management can make an enormous difference.

Some family businesses can fall into the trap of promoting family members to senior management roles, even when it may be clear that the individuals within these roles do not have enough education, experience or skills to fully embrace their responsibilities. In these situations, it would be far more sensible to place more qualified non-family members in these positions - but is this possible without causing friction within the family? While it can be a challenge to balance family relationships and expectations with finding the right person for the job, a lack of competence at a senior level can have a huge impact on a company’s success, as well as on talent retention.

Succession planning

Research reveals that 62% of employees say they would be “significantly more engaged” with their role if they knew their employer had a clearly defined succession plan in place. However, many family business owners fail to create succession plans, be this whether they feel that it is not needed until further down the line, or because they refuse to admit that the time will come when someone else will need to take the reins. The reality is that illness, death or even scandal can require a family business to appoint a successor in a very short space of time. Without the right plans in place, it can be very hard for a business to move forward in such an event. While family-owned companies clearly have plenty of advantages, their very nature can also make sustaining them in the long-term a challenge. The goal for any family business owner should, then, to be clear about what the strengths and weaknesses of a family business can be, in order to determine how to ensure future success.

Key Considerations:

Build a long-term vision for the family business that is compelling and gives purpose to why you are doing this.
Consider the type of family business structure you want to build and test out whether it can last three generations.
Understand what family conflicts are brewing that need to be resolved with some professional mediation and coaching. In a future article, I’ll introduce you to the DNA Model. I’ll show you how to ensure you have all the strands necessary to develop a successful business and how to weave those strands together to ensure your business is strong, enduring, and successful.

These three considerations are an extract from a book by global family business advisor, Reg Athwal - Unleash Your Family Business DNA: considerations for family businesses that will help to ensure their survival. But what do they actually mean? Inspired by Reg, here are our thoughts.

How can I build a long-term vision for a family business?

Some businesses may be fortunate enough to have the next generation raring to go and with the skills and attitude needed to take the business forward. Others may have family members who are keen but who they do not feel are right to take on the business going forward, while others may have a next generation who simply has no desire to continue in their family’s footsteps. The key to developing the next generation of talent is to start early. Each year, approximately 100,000 family businesses are handed down to the next generation - and around a third of these businesses will subsequently fail. Part of the problem is a failure to plan early: by deciding on your successor early and briefing them on their hypothetical role, you will ensure that they are ready for the switch and know what to do, whether they take the reins next week or several years down the line. It could be that you create a “family council” - separate from business leadership meetings - where you discuss the business, its objectives, its issues and more with the entire family, so that everyone is aware of its current and likely future position. It could be that children are brought into the business in their secondary school years to shadow existing team members. Not only will this ensure that the whole family has a better understanding of how the business works, it will also help you to establish which of the next generation will be a good fit for the company. Whatever you do, it is also important to document your succession plan, your company goals and more so that when the time comes, the takeover is as smooth as it can possibly be.

Which structure is right for my family-run business?

A successful family business will need to be built upon an appropriate structure - and this structure may shift as it moves from generation to generation, or as the market evolves. Generally, there are five different business structures that a family business will choose from:

Owner-operator. A business with a single owner, who runs the day-to-day operations of that business. In family businesses, the challenge here can be in deciding fairly who will take over this role when the current owner-operator retires.
Partnership . An approach where two or more partners have ownership of the business, and these owners are the people who benefit from any profits. While it works well for some family businesses, determining who will succeed current partners can be problematic.
Distributed . A popular model for many family businesses, the distributed model avoids the tasks of having to choose new partners as successors. Instead, business ownership is passed down to the family’s descendants - whether or not they actually work within the business. However, the family may define a compensation policy that ensures that those who do contribute to the success of the business are better rewarded. However, the very existence of such a compensation policy can cause arguments between those who are involved in the business, and those who aren’t.
Nested. “Nested” refers to the fact that in this type of business model, certain assets are owned by individual branches of the family, with other assets owned by the family as a whole. The core business is run as a profit-making enterprise, with dividends paid to the family branches so they can create their own profit-making ventures. While it can be a good approach to reduce tensions between family members, some may find that it can be a challenge to balance the needs of the core business with the dividends being paid to the smaller operations.
Public. This model may mean that some or all of the shares in the business are traded publicly. However, it may also mean that the business simply behaves like a public company, with business owners playing a minimal role, and professional managers brought in to run the business. This approach can work well when the business is looking for a large amount of external funding, or when its owners simply don’t have the time, resources or inclination to be involved on a day-to-day basis. However, it may not work so well if the owners want to maintain significant control over how the business is run.
Want to build a family legacy that will last for generations? Buy Reg Athwal’s book for some fantastic advice!

How can I best resolve conflicts within a family-run small business?

Conflict is likely in any business setting. However, in family businesses - where personal histories, family relationships and potential quarrels between family and non-family staff can be involved - conflict can often be far more difficult to manage, and far more detrimental. Without handling disputes and conflict within a family business carefully, they have the potential to become far more serious problems, impacting on both the business itself and family relationships. While the ideal solution would be for these conflicts simply not to occur, this is unrealistic - which is why it makes sense to have formal processes in place to deal with disagreements as and when they arise.

Regular communication. By fostering an environment where all employees are encouraged to communicate about issues they face, speedy resolution is more possible. In some businesses, however, it may be that certain team members would prefer a more formal way of communicating their concerns, which brings us on to…
Family councils. Family council meetings offer a formally structured means of expressing concerns, issues or anything else that family members want to discuss with the wider business. It may be that these councils include management, it may be that they are designed as a space where people can discuss issues without management’s involvement: different solutions will work for different businesses. The important thing is to ensure that your family members within the business know that they can safely air any concerns, and that they will be listened to with no judgment.
Separating work life and family life. In a family business, keeping work at the workplace can be a challenge. However, keeping work life and home life as separate as possible can help to reduce the likelihood of serious family conflict. Some businesses choose to make certain times of the day “no-business zones”, or set ground rules that say that business issues can only be discussed in the workplace and not at home.
External mediation. If a conflict has reached the stage where it seems unresolvable, then bringing in a trained mediator can make a big difference. An external mediator will help a family to discuss issues without emotion clouding judgments, focusing on the key issues that need to be addressed for the conflict to be resolved.

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Successful Family Run Business

Successful Family Run Business - Essay Example

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IELTS Task 2 Sample Answer 4 - Some people think that the best way to run a business is within the family. What are the advantages and disadvantages of a family run business?

Task 1 (Graph) - The graph below shows the sales of children’s books, adult fiction and educational books between 2002 and 2006 in one country.

Task 1 (Graph) - The bar chart gives us the information about the life expectancy in Japan, Korea, United States and Indonesia and the table shows us the change in the life expectancy between 1953 and 2008.Summarise the information by selecting and reporting the main features and make comparisons where relevant.

many businesses today are run by family members. Do the advantages of a family-run business outweigh the disadvantages?

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In 1968-70 Schecter worked as Time magazine bureau chief in Moscow. His wife and youngsters were with him and each family...

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AN AMERICAN FAMILY IN MOSCOW

by Jerrold; Leona & Others Schecter ‧ RELEASE DATE: Nov. 25, 1975

In 1968-70 Schecter worked as Time magazine bureau chief in Moscow. His wife and youngsters were with him and each family member has recorded the experience. The five children attended Soviet schools and they all lived in a new apartment complex for foreigners, making as many Russian friends and contacts as possible. The Schecter family view boils down to a familiar stress on consumer deprivation, demoralized youth, authoritarian education, endemic mistrust and xenophobia, not to mention racism, with a special underlining of the malaise among citizens of Jewish origin. All this is filtered through day-to-clay exploration and vexation, which are as engrossing as milk curds and bathrooms can be. The children seem somewhat bratty and anti-intellectual; their mother gets abrasive with her tales of how Maxim Litvinov's widow struck up a grand friendship at once and her repeated outrage that the Soviets still dare to invoke their war losses as a reason for economic deficiencies. Most off-putting is the Schecters' collective pretense that they are just folks on assignment, despite the manifest public importance of Jerrold's post. Drawn by a desire ""to understand Communist power"" as well as their own parents' Russian-Jewish origins, Schecter pere and mere came away with memories of dissident Russian friends, a depleted stock of self-deprecating ironies, smug jabs at the Soviets. Still this is a book that will find a broad readership if only because it fulfills liberal expectations.

Pub Date: Nov. 25, 1975

Page Count: -

Publisher: Little, Brown

Review Posted Online: N/A

Kirkus Reviews Issue: Nov. 1, 1975

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I'm 38 and single, and I recently realized I want a child. I'm terrified I've missed my opportunity.

I didn't want kids and didn't think I'd want to get married again after my divorce.
But recently I realized I actually do want to build a life — and a family — with someone.
I'm almost 39, and I'm starting to panic about whether my chance to have a child has passed.

I can still picture it. I was 20, sitting on the kitchen countertop with my legs dangling over the cabinets. He was 21, leaning against the stove of the home he hoped we'd share. We'd been dating for nearly two years and were at a standstill.

I was clinging to my dream of moving five hours away to attend the design program at the Art Institute of Seattle. He wanted a simple life with children and home-cooked meals in the little resort town of Coeur d'Alene, Idaho, where we met in sixth grade .

That day in the kitchen, we decided to stay together, and we each gave up something to do that. I would no longer pursue design school and the big-city life I'd always dreamed of, and he'd forgo having children and a wife who prioritized homemaking. I made it clear to him that I did not see motherhood in my future and that he needed to be OK with that. Two years later, we married.

My now ex-husband wanted kids and a stay-at-home wife

My husband thought I'd change, and I thought I could change for him. I told myself that it was silly to go after my dreams and that I should be content in the pretty mountain town where I grew up.

But I grew resentful when he asked where dinner was or complained that his gym clothes hadn't been washed. I did little to hide my disdain for our small-town life. He was a good and hardworking man, but I don't think I made him feel that way.

We were young, foolish, and sweet, thinking our love would allow us to overcome our differences. We were also very wrong.

I didn't think I'd want to get married again or have kids

I told my friends and family I'd never get married again. I needed independence, a fulfilling career, and space to chart my own course, and I didn't think marriage fit into that vision. I was content to look toward a future without a husband, children, or the trappings of a "traditional" life.

I was also in no hurry to get into a serious relationship after my divorce. I was terrified of repeating my mistakes. Nevertheless, months later I stumbled into one that lasted 7 ½ years.

He was significantly older and wasn't interested in marriage or children, and we were focused on our careers. We expected little of each other aside from fidelity. We took trips, drank nice wine, and stayed out late. Without the expectations or duties of a shared mortgage or a family, we simply enjoyed our time together. When we were apart, we did our own things. Those were great, easy years.

It was an incredibly healing relationship, and, ironically, I started to become the woman my ex-husband had wanted. I enjoyed cooking, cleaning, and caring for someone when it was my choice and when it wasn't asked of me. I'd been so preoccupied with preserving my independence and caring for myself that I hadn't realized how much I could enjoy caring for someone else and allowing them to care for me.

I changed my mind about wanting to build a family with someone

I started to think I might want more than an easy, aimless relationship. I realized I might actually want to build a life from the ground up with someone who wanted the same thing. And while I knew that might take more work, it also felt like the type of connection worth pursuing.

I felt restless, and I couldn't ignore that what I wanted had changed. Though we were technically together, we were living our own lives. That was exactly what I had wanted and needed after my divorce, but autonomy was no longer my top priority. It felt like the relationship had run its course. He's a wonderful man, and we're still close, but we'd entered our relationship without intention or a shared vision of our future.

We broke up shortly before my 37th birthday. Over the following year and a half I dated around for the first time in my life. I broke hearts, had my own heart broken, and did in my late 30s what many people do in their 20s. I didn't know it then, but I was learning what I wanted and needed in a relationship. Ultimately, I want to build a life with another person, not simply join theirs when it's convenient.

I began to feel an incredible urgency to find the relationship and stability to see me through the second half of my life. To my amazement, I began seriously thinking about marriage and children — I hardly recognized myself.

I also began to feel selfish for spending so much time focusing solely on myself. I went from proudly proclaiming I was too self-centered to be bothered with a family to realizing there was more to life than independence and the pleasures of living for oneself. My very existence started to feel shallow and hollow.

I worry I'll end up alone, but I'm still hopeful

Now, months after that realization and at nearly 39, I feel panicked thinking I'll be a single, childless middle-aged woman. I worry that my youthful looks will fade and that I won't be able to attract the man I want to spend the rest of my life with.

If I sound desperate, it's because I honestly do feel a little desperate. At my age, I know that creating life may not be an option for me. And I worry that men who want a family aren't looking for a woman pushing 40. I get it; I'm no longer the ideal candidate for motherhood , and it's a scary truth. But I still hope to find someone who thinks I'm the ideal partner and create our family together.

I understand the appeal of life without the constraints of marriage or children; for many years I was quite satisfied living that way. I know people can live happy, purpose-driven lives without those things. I just don't believe I'm one of those people anymore. I know now that my purpose lies in having a husband and a family. I'm meant to care for more than myself.

I'm looking for my forever person and hoping he's looking for me, too.

Watch: Watch Tony Robbins bring someone to tears in a one-on-one motivational session

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Haldiram's: the Indian snack maker eyed by foreign investors

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A view shows packets of snacks on shelves inside a Haldiram's restaurant in Mumbai

Reporting by M. Sriram; Editing by Aditya Kalra and Sonali Paul

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Shareholders in Nestle India have rejected a company proposal to increase royalty payments to its Swiss parent Nestle , the company said late on Friday.

After 34 years, a favorite Melbourne wing restaurant will close at the end of the month

Thirty-four years ago Frankie’s Wings & Things opened its doors and quickly became a favorite for locals and tourists.

At the end of this month, the longtime Melbourne establishment will close its doors permanently. They made the announcement on social media Friday.

“Since August of 1990, we have served the Melbourne area their favorite wings,” the post read. “It is with great sadness that we will be closing our doors for the final time on Friday, May 31 st .”

Why is Frankie’s Wings & Things in Melbourne closing?

General Manager Dorie Powers has been working at the restaurant since it opened.

She said the owners of the family-run business decided it’s time to move on.

“Our lease is up and we thought it was time and all the family members have decided to retire,” Powers told FLORIDA TODAY, adding that she also will be retiring. “Thirty-four years is a long run.”

The restaurant is normally not open Mondays, but will be open May 20th and 27th to give customers an extra chance to come say goodbye.

“We are grateful for them,” Powers said. “We see a lot of the same people all the time and we want to thank them for their loyalty. We watch children grow up, couples get married and have children. These people are devastated. We had such loyal support.”

Frankie’s Wings & Things third Brevard restaurant to close this week

It’s been a rough week for Brevard’s dining scene.

Earlier this week, Wagon Wheel Pizza in Palm Bay announced it would close Saturday after 40 years in business. Owner Keith Elwood also is closing his business to enjoy retirement.

Villa Palma at the Village was another restaurant that said it would be shutting down. The authentic Italian restaurant in Cocoa Village is closing after not being able to renew its lease.

The family-run business has another restaurant, Villa Palma Ristorante, which will remain open.

Spitzer is a Trending Reporter. She can be reached at [email protected].

England fans chant on Pokrovskaya Street in Niznhy Novgorod, Luka Modric celebrates during the semi-final victory over England at Luzhniki Stadium and Argentinian and Russian women in the Orthodox Cathedral of Kazan Kremlin.

The roads to Moscow – a World Cup photo essay

Russian photographer Evgeny Feldman has spent the last five weeks documenting his homeland as people have visited from all over the globe for the World Cup. As well as photographing the daily life of towns and cities during the tournament, he was also at the stadiums to capture the key moments and stars of the World Cup such as Kylian Mbappé, Luka Modric and Harry Kane

I t seems a long, long time ago when Yuri Gazinskiy jumped to head home the first of five Russia goals against Saudi Arabia, in the World Cup’s opening match. The excitement and sense of possibility of the early stages transitioned to the nail-biting drama of the early knockout rounds, as the tournament tapered inevitably towards its final conclusion.

Vladimir Putin delivers a speech before the opening match between Russia and Saudi Arabia at the Luzhniki Stadium in Moscow.

The biggest winners of this World Cup, aside from France who lifted the trophy at the Luzhniki Stadium, were the hosts.

The most widely heard chant at almost every game was that of the neutral locals, unimaginative yet emphatic: “Ros-si-ya”. The flag-waving and chanting was of a different order to that of recent years in Russia: it was joyous, unifying patriotism rather than the angry, reactionary jingoism of 2014 around the annexation of Crimea and the war in Ukraine. Vladimir Putin was a largely absent figure, restricting himself to appearances at the opening and final matches and at a short meeting in the Kremlin with footballers

Colombian, Argentinian and Russian women in the Orthodox Cathedral of Kazan Kremlin.

In the end, these have not been the Putin games, they have been the Russia games, showcasing a nation that has changed tremendously in the past two decades, and giving it a chance to put on a smiling and hospitable face that few outside its borders knew existed. The country took delight in its moment of glory, winning over the hearts of many travelling fans who had not expected the warmth of the welcome, the long nights of dancing and drinking, and the pleasant and historically fascinating host cities.

Russian and Egyptians fans on the escalators of a St Petersburg underground station.

All roads led to Moscow, with almost all air, rail and road travel between the cities easiest through the capital. This meant Moscow became a fan hub, packed not only with fans awaiting games in the city but those stopping over for a day or two between the football. It was the World Cup of Google Translate and of Tinder, with thousands of friendships and relationships springing up between locals and fans.

Iceland’s Ragnar Sigurdsson and Nigeria’s Ahmed Musa at the Volgograd Arena.

On the pitch, it has also been a World Cup to remember. The lack of a clear favourite made for a gloriously unpredictable tournament. Only Egypt and Panama lost all three of their group games, there were very few matches that were so one-sided as to lack all intrigue, and just a sole 0-0. The shock of the group stage was the German exit, particularly surprising after their at-the-death winner against Sweden appeared to have given them a predictably German escape route from the group.

A Brazilian fan queues at a supermarket in Kazan prior to the quarter-final between Belgium and Brazil.

Many nations had more positive stories, such as a Belgium team that dispatched Brazil in perhaps the match of the tournament, before falling to France. England, for the first time since 1990, made a semi-final, and briefly united the nation in the belief that it was “coming home”. It wasn’t, of course, but at least the realisation when it came felt less soul-destroying than at previous tournaments. Croatia’s appearance in the final was a truly extraordinary vindication of a “golden generation” that looked like it might never come good.

France’s Kylian Mbappé glides away from Argentina’s Nicolás Tagliafico and Éver Banega during the round of 16 match in Kazan.

And then, again, there were the hosts, whose limited but spirited team made an inspirational run to the quarter-finals, seeing off Spain on penalties before falling in the same way to Croatia. “We achieved victory in the moral sense: the country was united, everyone was happy and full of joy,” said Stanislav Cherchesov, Russia’s coach.

Ivan Rakitic of Croatia scores his team’s fifth penalty past Denmark’s Kasper Schmeichel during the shootout at Nizhny Novgorod Stadium.

During the group stage, Moscow’s Nikolskaya Street fizzed with cosmopolitan energy, as fans from around the world gathered with locals in song, dance and drinking. And then, the fans started thinning out, especially as the well-supported South American teams headed for the exit. Peru, with the most glorious fans of all, were out after just two games, left to wonder what might have been had Christian Cueva scored rather than skied his penalty when they were 0-0 with Denmark in their opening game. Colombia’s massed ranks of yellow also left Russia after their team fell to that most unusual of things, an English penalty shootout win, while the vast hordes of Argentinians were left devastated by their 4-3 loss to France, powered by 19-year-old Kylian Mbappe, one of the tournament’s most impressive performers.

France’s Kylian Mbappé (second from left) takes on Moussa Dembélé (left) and Vincent Kompany of Belgium during the semi-final at the St Petersburg Stadium.

Some of other big names offered flashes of intrigue before fading away in the knockout stages: Cristiano Ronaldo’s stunning hat-trick in Portugal’s opening game against Spain and Lionel Messi’s impressive strike against France, but neither of their sides made it to the quarter finals. Neymar played with skill and grace, save the ridiculous play-acting, but could not prevent Brazil from losing to Belgium.

Luka Modric celebrates during the semi-final victory against England at Luzhniki Stadium.

The World Cup circus has now left town, with 64 matches played, billions of dollars of revenue accrued, and millions of cans of Fifa-approved Budweiser drunk around the stadiums. With the next World Cup in Qatar, Russia 2018 is likely to be remembered fondly for some time, providing a different picture of the country to many foreigners, and possibly changing the attitudes of many Russians to the outside world, as well.

The Croatia fans celebrate during the semi-final against England at the Luzhniki Stadium.

The Guardian picture essay
World Cup 2018
Photography

Moscow, the President And Fiery Run

By James Reston

May 28, 1972

FIERY RUN, Va., May 27—The neighbors down this mountain road are pleased with President Nixon's agreement in Moscow. Not only Bill Marriott next door, a personal friend of the Nixons. but Henry Baxley across the road, a Harry Byrd Democrat, and Don Allen, the best farm manager in these coves and valleys of the Blue Ridge, and Mrs. Wright at the local store in Hume.

Like the rest of us, they don't know much about intercontinental ballistic missies or international affairs, but they know a lot about troubled human nature and the need for compromise in life, and they also know something in Virginia about politics.

So, in their canny way, the people in this country are pleased about what they saw on the TV out of Moscow and hope it all works out, but they are still very cautious. They want to wait and see, and they are probably right.

Nothing has been settled in Moscow, but everything is at least being discussed. Up in this country, nobody believes rnuch in talk or pays much attention to theories or abstractions. They have to deal with the hard facts of geography and adjust to realities they cannot change. So they admire President Nixon's pragmatism. They couldn't care less about whether he was consistent and fought the Communists in the past and is compromising with them now. That's the way things ‘are in their own lives in these valleys. They deal in these hills with the realities.

The talk up here about the President in ,Moscow is not very lively. He seems to have done the right things, so far, they say, but we don't know much about it and we'll have to see how it all comes out.

There is some common sense in all this. For a long time, Washington and Moscow have been concentrating on the things that divided them. They have been fussing with each other about ideas and ideology, but now they are beginning to talk about some of the things they might be able to agree on—not many, but some.

This seems sensible to people down this road in Virginia. They have had their own differences in the past in this part of America ever since the Revolutionary War in the eighteenth century, but over the generations, they have made their compromises and adjustments to the facts.

General Washington, in one of the earliest and most successful experiments in subversive warfare, persuaded the Hessians to leave the British Army during the War of Independence by offering them land and freedom here in the foothills of the Blue Ridge. They have been here ever since and for long had their own laws and churches and schools in what was called “The Free State” in a little area beyond Nurse Mountain in this community.

During the war between the states, the Confederacy stored its arms, food and animals on Bill Marriott's farm next door for what General Lee thought might be the ultimate attack on the capital in Washington.

But the theories and plans of that day didn't work out either. So compromises and accommodations had to be made. And that, as our neighbors here see it, is what has been going on recently in Moscow. What the President couldn't change he had to accept, and given the long experience of families around this part of the country, that was the sensible thing to do.

Well, maybe it won't work, they say, but it's better to talk than to fight. Accordingly Mr. Nixon, who has never been a particularly popular character in these Democratic precincts, is in pretty good shape around here now.

Down this road, the people are worried about Vietnam because practically the killing doesn't seem to be getting anywhere, but they know nothing around here gets settled in a hurry, if ever, so they are willing to be patient.

The President, they say, is going in the right direction. He's bringing the boys home and he's trying to deal with the big questions with Russia and China, and that, they conclude, is not too bad.

They are not much impressed by the President's talk about “a generation of peace,” much as they would like to believe it. But they don't let themselves get involved either in all the complexities of the intellectual argument about Vietnam. They just think things look a little better this week than they did last month, and that's about all they ever have expected about anything in this part of the country.

COMMENTS

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I t seems a long, long time ago when Yuri Gazinskiy jumped to head home the first of five Russia goals against Saudi Arabia, in the World Cup's opening match. The excitement and sense of ...
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J Reston, in dispatch from Fiery Run, Va, repts neighbors there are pleased with Nixon's confs and agreements in Moscow, that they hope it all works out, but that they remain cautious