Bar chart on company types & the average age of your company directors

Lack of business succes­sors threa­tens family businesses

Much has alrea­dy been written about the lack of business succes­sors. The fact is: Germany’s entre­pre­neu­ri­al popula­ti­on is ageing rapidly. In other words, in just five years three out of five entre­pre­neurs will be well over 55 years old. This is the result of an analy­sis of all 79 German IHK districts. The study on genera­tio­nal change in compa­nies was conduc­ted by the consul­ting group KERN Unternehmens­nachfolge. Successful. It confirms the pressu­re on family entre­pre­neurs in Germa­ny to take action.

The study there­fo­re focuses on the age develo­p­ment of family entre­pre­neurs in Germa­ny. A total of 564,443 compa­nies in the turno­ver catego­ries of 250,000 euros to 5 milli­on euros were recor­ded. Compa­nies with a turno­ver of up to 50 milli­on euros were also included. The data of almost 500,000 compa­nies with annual turno­ver of less than 5 milli­on euros and a further 65,000 compa­nies with annual turno­ver of more than 5 milli­on euros were thus included in the analysis.

Further­mo­re, the number of managing directors/shareholders was analy­sed in three age groups:

  • 50 ? 54 years
  • 55 ? 64 years
  • over 65 years.

Lack of business succes­sors becomes more and more visible

The most important result of the study is the drama­tic ageing of German bosses. This is becau­se the cohorts of entre­pre­neurs with the highest birth rates in this republic are slowly having to think about retirement:

  • Meanwhile, 42% of all compa­ny leaders are alrea­dy older than 55.
  • The number of small and medium-sized enter­pri­ses in Germa­ny that will have to organi­se a succes­si­on for their boss will increase by around 63% to 311,889 by 2022, ultim­ate­ly affec­ting over 1.5 milli­on jobs in Germany.

Further­mo­re, the compa­ny data were also subdi­vi­ded accor­ding to their indus­tries. Thus, they provi­de a previous­ly unknown detail­ed insight into the succes­si­on facts of the respec­ti­ve industry.

It is important to under­stand that in the German Mittel­stand, more than 90% of family businesses employ fewer than 25 people and genera­te less than 5 milli­on euros in turno­ver,’ says Nils Koerber, founder of KERN ? Compa­ny Succes­si­on. More successful.

KERN partner Ingo Claus adds: ‘Due to demogra­phics, securing succes­si­on is current­ly the most important issue for small and medium-sized businesses. In times of a lack of skilled workers, entre­pre­neurs must look for succes­sors for their employees, managing direc­tors and themsel­ves. In any case, the analy­sis shows that in five years more than 60% of all owners and managers in Germa­ny will be 60 years old or older?

Profes­sio­nal prepa­ra­ti­on of a compa­ny sale pays off

The shorta­ge of business succes­sors is alrea­dy becoming apparent: as a result of this age trend in family businesses, an invest­ment backlog and a dange­rous loss of substance often also accom­pa­ny it. The experts at KERN warn: Depen­ding on their perso­nal state of health, the majori­ty of German family businesses there­fo­re face a key questi­on within a few years. It is a matter of regula­ting their succes­si­on relia­bly and with an eye to the future.

Demogra­phic develo­p­ment creates a problem for young people

Where are the subse­quent entre­pre­neurs suppo­sed to come from? Ingo Claus against the background of the demogra­phic develo­p­ment. The low birth rate is alrea­dy creating a drama­tic shorta­ge of skilled workers. As a result, they automa­ti­cal­ly entail a shorta­ge of business succes­sors. The organi­sa­ti­on of successful genera­tio­nal changes is there­fo­re also the greatest risk for the future of German family businesses?

A profes­sio­nal prepa­ra­ti­on and suffi­ci­ent time for the search are there­fo­re the be-all and end-all for success in this questi­on, which is also existen­ti­al for milli­ons of employees. Successful­ly organis­ed succes­si­on arran­ge­ments are thus becoming even more of a future issue for the further develo­p­ment of the econo­mic and innova­ti­ve strength of the Federal Republic of Germa­ny,” says Koerber. The succes­si­on specia­list is more and more frequent­ly confron­ted with consul­ting clients where succes­si­on is no longer econo­mic­al­ly feasi­ble due to ageing and a loss of substance.

You can also download the exact indivi­du­al data of the respec­ti­ve chamber districts in Germa­ny via this link:

https://www.kern-unternehmensnachfolge.com/studie-unternehmensnachfolge/

Tips for further reading:

Live Seminar ? My change of baton compa­ny purchase

Inter­view: Prepa­ring the succes­si­on within the family well

Practi­cal examp­le of a successful compa­ny succes­si­on in the skilled crafts sector

Compa­ny succes­si­ons in Münster and North Westpha­lia are incre­asing strongly

Comment: Unresol­ved compa­ny succes­si­ons endan­ger our prosperity

Compa­ny succes­si­on in Bavaria as a driver of innovation

Compa­ny succes­si­ons in Switz­er­land: Every eighth SME is looking for a successor

One third of all craft enter­pri­ses face business succes­si­on in Grafschaft Bentheim

KfW - Analy­sis: Compa­ny succes­si­on a burning issue in SMEs

The costs of a business succes­si­on or an M&A project

How do you recog­ni­se a reputa­ble business sale advisor?


What is the current situa­ti­on regar­ding business succes­si­on in Germa­ny?

The cohorts of entre­pre­neurs with the highest birth rates are about to retire. This is becau­se 42% of the compa­ny heads are alrea­dy over 55 years old today. This means that the number of businesses capable of succes­si­on will rise to 311,889 (+63%) by 2022.
At the same time, there is an acute shorta­ge of entre­pre­neurs of the younger genera­ti­on nation­wi­de. This goes hand in hand with the well-known problems such as a lack of skilled workers and demogra­phic change. 

What helps when selling a compa­ny?

Profes­sio­nal prepa­ra­ti­on of the succes­si­on. Suffi­ci­ent time should also be planned for the search for a succes­sor. After all, this is also an existen­ti­al questi­on for milli­ons of employees. Unfort­u­na­te­ly, more and more often a succes­si­on is no longer econo­mic­al­ly feasi­ble. The reasons for this are usual­ly obsole­s­cence and loss of substance.