Securing values and continuing the company's history with a conflict-free generational transition
We support families who want to transfer their company values to a new generation safely and without conflict with the holistic KERN family process. With consulting, moderation, coaching and mediation, we enable a secure future and the continuation of the company and family history.
The holistic KERN family process for generational change
How to make your generation change a success. The expert guide for family businesses.
Concentrated expertise and compact information. 20 KERN experts for have summarised the most important information for your successful company sale on 150 pages.
It helps enormously to have a neutral personality as a contact person for all members of the family.
Our internal family succession and the coaching of my sons was handled very sensitively and with commitment by Mr Koerber. Many insights and activities would have been left out in our family without the KERN support of our generational change. It helps enormously to get an outside perspective and to have a neutral personality available as a contact person for all members of the family.
Parents and children from family businesses have a very concrete benefit from this
Our clients are medium-sized companies and the challenges of generational change, company sales or emergency provisions are 'perennial issues' for us. We have been working with Mr Koerber and KERN for years and value his practical knowledge and the oriented training and coaching. Parents and children from family businesses benefit from this in a very tangible way.
For us as a family business, the support provided by Mr Koerber was a great benefit
For us as a family business, combined with the many challenges of the future generation change, the support of Mr Koerber was a great benefit. Especially through mediation, we can now understand each other better and deal with conflicts differently. We recommend working with the experts from K.E.R.N. when problems arise in the succession process!
I have enjoyed working with KERN very much
I have very much enjoyed working with KERN and, as a representative of the buyer side, am always pleased when sellers ? especially family businesses ? receive holistic advice and are specifically prepared for a sale.
... Very satisfied and would recommend Kern at any time and without reservation.
What I particularly liked about Kern and Mr Ingo Claus was the very professional and trusting way in which they dealt with me as a company seller and the interested parties. Mr Claus always acted in a solution-oriented manner and was in constant dialogue between me as the seller and the potential buyers. Even though in the end the sale was not concluded, which was due to external circumstances, I was very satisfied with the work done by Kern, Mr Claus, and would recommend Kern and him at any time and without reservation.
After a lengthy selection process we decided on KERN
By its very nature, there are not multiple opportunities when selling a business. That is why choosing the right management consultant is so important. After a lengthy selection process, we decided on KERN and Holger Habermann. With great personal commitment, Mr. Habermann has successfully mastered all tasks, both in terms of content and management. I would particularly like to emphasise the wide-ranging expertise, the methodical approach, the objective, calm manner and the straightforwardness in the discussion.
... We have achieved our goal and can definitely recommend working with KERN.
The KERN team was recommended to me as part of our company sale and, in retrospect, we are very glad to have received this tip. The negotiation process for the sale was complex, lengthy and sometimes threatened by emotional misunderstandings in the outcome. However, thanks to the great experience and skill of our KERN consultant, we achieved our goal and can definitely recommend working with KERN.
Especially the seriousness and professionalism gave me a secure feeling at all times
My pre-selection decision to 100% proved to be the right one. KERN did a really good job from the preparation of my company in an exposé, to the search for buyers, to the facilitation of negotiations and the complete implementation of my succession. In particular, the seriousness and professionalism gave me a secure feeling at all times. Our goal was successfully achieved in a good 8 months. I am happy to recommend KERN to others.
Without the view from outside, we would probably never have reached our goal so quickly and safely
In the context of my company succession, the merger with a competitor company was the ideal solution. The KERN team, and especially Mr. Koerber, accompanied us sensitively as a moderator and process facilitator and combined the interests of both negotiating partners well. Without the view from outside and the negotiating experience, we would probably never have reached our goal so quickly and safely!
Known from numerous publications
Frequently asked questions about the generation change
There is no clear recommendation for this. After all, for a generational change in family businesses, the right moment must be present on both sides ? for the transferor and the transferee.
What we can recommend from our experience, however, is that when the next generation is ready and the training steps have been completed, the generational change in the family business should also be seriously and concretely agreed upon.
Within the framework of a transition phase, both sides, the transferor and the transferee, can then implement the business succession project.
First of all, we recommend clarifying the inner attitude to this question. And for this, we believe as experts, freedom in this so important life decision takes precedence over the obligation of having to take on the succession for the family business.
Talk to your children or close relatives calmly about the options and perspectives of taking over a business through a generational change. This is not something you can just do on the spur of the moment. It requires time and a suitable framework.
If necessary, have a neutral expert accompany you in such a highly emotional discussion situation. ?
And give your potential successor or successors enough time to consider this offer.
There is a wealth of content that is important for such a clarification on a generational change in family businesses.
Take advantage of our offer of a free webinar on this special topic at https://webinaris.co/customer/showtime/8235_die_5_groessten_fehler_beim_generationswechsel_in_familienunternehmen/13052/8235.html?mode=N
Book your place now!
This question is about the future of the company. Not about a subjective similarity of possible similarities between the transferee and the transferor.
Ideally, check together for the generational change in your company which leadership qualities and focal points are important for the future of the company after the succession.
Or which qualities and positions may need to be filled differently so that the natural strengths and competencies of your successor can unfold their full effect.
For this purpose, KERN has developed an individual entrepreneur check with scientists and recognised potential analyses. In this way, people who want to take on a management succession in a company can check their potential online and uncover resources or develop characteristics in a targeted manner.
At www.mein-unternehmerprofil.com you can get started straight away.
This important question probably has the highest priority for every transferor. A new chapter in life is beginning and this needs to be discovered and prepared.
We cannot clarify this for you optimally in the brevity of a few sentences.
What we can do for you, however, with our experience in this field, is to recommend a very special seminar to you: https://www.kern-unternehmensnachfolge.com/seminar-stabwechsel-unternehmensverkauf/
In this seminar you will work concretely on this question.
Or you can read the relevant book and Amazon bestseller by KERN founder Nils Koerber on 'The Art of Letting Go':
Also available as an audio book, of course.
Probably predominantly a positive effect. Your customers, your suppliers or simply the public in the microcosm of your business environment tend to perceive the safeguarding of a company and its jobs as a good development and message.
In this way, structures, services and ties that have grown up are preserved and can continue to be used in the future.
Our expert tip: Use the generational change in your family business as a good public message and connect the regional media at all levels with this event.
All employees in the company should first learn when there is clarity in the family about the planned generational change. This creates reliability and transparency for the periods of the handover phase.
And as soon as clear responsibilities change sides between the transferor and the transferee in the generation change, we believe it is also a good time for external communication.
There are currently two relevant valuation methods for family businesses:
The capitalised earnings value method (IDWS1) and the AWH method (particularly suitable for craft enterprises).
With these recognised methods, the value of a company can be calculated and at the same time also serves as a basis for possible assessments by the tax authorities.
Expanded, such a valuation also makes sense, because with it, within a family and several heirs of a transferor of a business, transparency comes the different values in the assets of a family.
We at KERN carry out such valuations for family businesses almost daily. For a quick value assessment and initial, rough valuation, the multiplier method is also helpful. In this procedure, market-relevant values from other company sales are used and multiplied by the results of a company.
At https://www.kern-unternehmensnachfolge.com/kalkulator/ you can carry out an initial value assessment online free of charge within 5 minutes. Use our company value calculator to your advantage.
The complexity of legal forms of a company, the tax constellations of company and persons makes an answer impossible at this point.
Expert advice is always necessary here. Especially with regard to inheritance tax and legal peculiarities, which should not be underestimated.
Since changes in the political framework of the legislation can occur on an ongoing basis, you should seek out an experienced advisor for this and seek advice tailored to your business and family situation.
That depends entirely on the chosen construct of a company transfer. Will it be given away, inherited or sold?
Depending on the type of transfer, the transferor can and will ensure that he is no longer personally liable. The transferees of a company then often also assume complete liability in all financial matters of the company.
However, this varies greatly from case to case and should be weighed up with the advice of experts in the circle of the transferor and transferee with all the advantages and disadvantages. And this then concerns not only factual framework conditions, such as liability, but also the emotional aspects in the constellation of transferor and transferee in the generational change of a family business.
Look for proven references and extensive experience. Having accompanied a generation change once does not make a consultant an expert.
When there is a generational change in the family business, three systems are touched: The families, the company itself and extended ownership structure.
And it is this complexity of the systems, the legal and fiscal framework and the emotional processes that a serious and experienced consultant should be able to provide as know-how.
So ask specifically for references from other families.
At KERN, we disclose a wealth of our references in very concrete terms. With well over 100 individual testimonials, you can get a good picture for yourself: https://www.kern-unternehmensnachfolge.com/kundenstimmen/
As three different systems are involved, the complexity of family, company and ownership structure should not be underestimated.
When it comes to generational change in family businesses, one of the most relevant stumbling blocks is the internal ambiguity of the actors involved on the transferor and transferee sides.
It is the emotional backgrounds and very different functional logics of the systems concerned that cause problems.
And when conflicts arise, which is actually also quite normal, we recommend procedures such as mediation. You can find details here: https://www.kern-unternehmensnachfolge.com/fahrplan-mediation/