Other Advisory Services

Succession Planning

Statistical data across the world has shown that 96% of all businesses start as family businesses, but only 30% make it to the second generation, falling to 12% and 3% over the next two generations. While the reasons for this are multiple, a major one is that even successful family businesses become large, cumbersome, complex and difficult to manage over the years. For family-owned companies to maintain vibrant progress across generations, they need to manage the inherent divergence between family and business on a regular basis. In order to do so, they need to align their strategies across three overlapping and important areas, namely the business, ownership and the family.

This is something that is difficult to manage independently, and it is for this reason that a number of the leading businesses in this sphere have felt the need to turn to professional family business advisors. Over the years the family advisory profession has discovered areas within the family business arena which need their expertise such as the governance models that define the roles of family and non-family executives, the distinction between personal and business investments, succession planning, leadership transition etc.

 We have the leading experts in this kind of advisory work on our team, and are devoted to structuring the client’s business affairs in the most erudite and professional manner. Our priority is ensuring that the wealth and lifestyles of the current generation of family owners and beyond grows in line with the growth in the number of family members. Our end product which is arrived at after detailed discussions and meetings with all key stakeholders in the family enterprise system is a tailor-made solution that ensures family survival over generations and helps to avoid conflicts in future.

Outsourcing

 Innovation in cost-effective business growth has given birth to a new form of consulting commonly termed as outsourcing. As the name suggests, outsourcing enables management of enterprises, irrespective of their sizes, to concentrate and apply their energies on the areas of activities considered as their core activities while entrusting non-core functions to an external service provider.

This modern management technique, by utilizing the concept of cost and benefit analysis, has successfully drawn a line distinguishing overall business activities into two segments on the basis of significance and sensitivity. Excellence in execution and speed is the life of the modern business prompting the outsource of non-core activities in order to allow management to focus on planning, effective operation and ultimately achieving targets of success and profitability.

The firm is well equipped to handle outsourced services ranging from handling and managing accounting and finance functions, book keeping, managing payment functions, internal audit, processing of voluminous transactions, allocation of trained and qualified staff for carrying out specific assignments under the control and supervision of management, handling corporate and tax law compliance with respect to periodical submissions of various statements prescribed therein.