RESULTADOS DEL SEGUNDO ESTUDIO SOBRE...
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RESULTADOS DEL SEGUNDO ESTUDIO SOBRE EMPRESAS FAMILIARES COSTARRICENSES Y CONSEJO DE FAMILIA Y PROTOCOLO FAMILIAR: UN ENFOQUE PRÁCTICO Exaudi Family Business Consulting 12101 Northpointe Blvd. #8201 Tomball TX 77377 P:(786) 479-9537 www.exaudionline.com Content (Except current template) Copyright © 2014 by Guillermo Salazar. All rights reserved. No part of this publication may be reproduced, distributed, or transmitted in any form or by any means, including photocopying, recording, or other electronic or mechanical methods, without the prior written permission of the authors. San José, Miércoles 24 de Junio del 2014 UN ENFOQUE PRÁCTICO Guillermo Salazar [email protected] @GuillermoFamBiz
Transcript of RESULTADOS DEL SEGUNDO ESTUDIO SOBRE...
RESULTADOS DEL SEGUNDO ESTUDIO SOBRE EMPRESAS FAMILIARES COSTARRICENSES
YCONSEJO DE FAMILIA Y PROTOCOLO FAMILIAR:
UN ENFOQUE PRÁCTICO
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San José, Miércoles 24 de Junio del 2014
UN ENFOQUE PRÁCTICO
Guillermo Salazar
@GuillermoFamBiz
Exaudi Family Business Consulting12101 Northpointe Blvd. #8201 Tomball TX 77377
P:(786) 479-9537 www.exaudionline.com
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Antecedente: Primera Edición 2011
Objetivo:Objetivo:
Determinar la dinámica, características y Determinar la dinámica, características y enfoque futuro de estrategias de sucesión, enfoque futuro de estrategias de sucesión, profesionalización e internacionalización.profesionalización e internacionalización.
Total de encuestas válidas recolectadas: Total de encuestas válidas recolectadas:
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Total de encuestas válidas recolectadas: Total de encuestas válidas recolectadas:
747747
Las fechas de recolección de datos: Las fechas de recolección de datos: Septiembre 2010 Septiembre 2010 -- Agosto 2011Agosto 2011
Método de encuesta:Método de encuesta:
Cuestionario en líneaCuestionario en línea
El Estudio: Segunda Edición 2015
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El Estudio: Segunda Edición 2015
Objetivo:Objetivo:
Determinar la dinámica, características y Determinar la dinámica, características y enfoque futuro de estrategias de sucesión, enfoque futuro de estrategias de sucesión, profesionalización, inversión e profesionalización, inversión e internacionalización.internacionalización.
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Total de encuestas válidas recolectadas: Total de encuestas válidas recolectadas:
10281028
Las fechas de recolección de datos:Las fechas de recolección de datos:
Enero 2014Enero 2014–– Abril 2015Abril 2015
Método de encuesta:Método de encuesta:
Cuestionario en líneaCuestionario en línea
Costa RicaCosta Rica
78,63
VenezuelaVenezuela
87,69
ArgentinaArgentina
80,14
MéxicoMéxico
79,34
Porcentaje de Empresas FamiliaresEn Latinoamérica 2014 - 2015
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PerúPerú
57,40
R. DominicanaR. Dominicana
77,67
PromedioPromedio
72,47
EEUUEEUU
65,45
El Estudio 2015: Año de FundaciónT
OT
AL
EEUU R.DOMINICANA PROMEDIO MÉXICO PERÚ COSTA RICACOSTA RICACOSTA RICACOSTA RICA VENEZUELA ARGENTINA
2000 1988 1984 1983 1983 1979197919791979 1978 1976
NO
FA
MIL
IAR EEUU R.DOMINICANA PROMEDIO MÉXICO PERÚ COSTA RICACOSTA RICACOSTA RICACOSTA RICA VENEZUELA ARGENTINA
1990 1988 1979 1970 1981 1974197419741974 1975 1973
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NO
FA
MIL
IAR
1990 1988 1979 1970 1981 1974197419741974 1975 1973
FA
MIL
IAR
EEUU R.DOMINICANA PROMEDIO MÉXICO PERÚ COSTA RICACOSTA RICACOSTA RICACOSTA RICA VENEZUELA ARGENTINA
2003 1988 1985 1985 1984 1979197919791979 1979 1976
¿Quiénes tienen una Junta Directiva?*
86,96
R.DOMINICANA
83,04
PERÚ
74,58
VENEZUELA
73,47
COSTA RICA
ARGENTINA PROMEDIO MÉXICO EEUU
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72,34
ARGENTINA
70,19
PROMEDIO
60,26
MÉXICO
40,68
EEUU
*Mayor índice de abstinencia en la respuesta: Promedio del 37,7%
Actuación de la Junta Directiva(Valor Máximo 4,00)
PROMEDIO
3,00
MÉXICO
3,11
EEUU
3,83
R. DOMINICANA
3,08
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ARGENTINA
2,89
COSTA RICA
2,86
VENEZUELA
2,34
PERÚ
2,91
Número de miembros de la Junta Directiva
4.00
4.33
4.73
0.002.004.006.008.00
Empresas No Familiares
4.68
4.58
3.90
0.00 2.00 4.00 6.00
VENEZUELA
COSTA RICA
PERÚ
Empresas Familiares
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4.06
3.74
2.75
6.30
2.56
3.74
3.52
3.43
3.39
2.70
PROMEDIO
R. DOMINICANA
MÉXICO
ARGENTINA
EEUU
Presencia de la mujer en la Junta Directiva (%)
Empresas No Familiares
41.05
59.26
30.74
37.50
R. DOMINICANA
EEUU
PROMEDIO
MÉXICO
Empresas Familiares44.08
43.05
35.06
33.34
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37.50
23.33
10.00
15.00
29.05
MÉXICO
COSTA RICA
VENEZUELA
ARGENTINA
PERÚ
33.34
32.38
31.29
31.06
30.22
El Rol de la Mujer
Act
uac
ión
de
la J
un
ta D
irec
tiva 4,0
3,5
3,0
2,5
2,0
1,5
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Act
uac
ión
de
la J
un
ta D
irec
tiva
% De Mujeres en la Junta Directiva
0 10 20 30 40 50 60 70 80 90 100
1,5
1,0
0,5
Presencia de la familia en laJunta Directiva (%)
85.85%
85.76%
84.67%
82.50%
ARGENTINA
R. DOMINICANA
VENEZUELA
PERÚ
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81.30%
80.74%
75.60%
69.52%
EEUU
PROMEDIO
MÉXICO
COSTA RICA
El Rol de la Familia
de
la J
un
ta D
irec
tiva 4,0
3,5
3,0
2,5
2,0
1,5
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Act
uac
ión
de
la J
un
ta D
irec
tiva
% De Familia en la Junta Directiva
0 10 20 30 40 50 60 70 80 90 100
1,5
1,0
0,5
¿Quiénes tienen un Consejo de Familia?(Porcentaje)
26,40
R. DOMINICANA
25,86
EEUU
21,43
MÉXICO
17,78
PROMEDIO
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17,14
COSTA RICA
15,29
PERÚ
8,93
VENEZUELA
6,67
ARGENTINA
¿Quiénes tienen un Plan de Sucesión?(Porcentaje)
39,66
EEUU
17,14
COSTA RICA
14,62
R. DOMINICANA
13,19
PROMEDIO
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8,96
MÉXICO
6,74
ARGENTINA
5,68
PERÚ
5,08
VENEZUELA
Buenas Prácticas de la Gobernanza
Decálogo de la complejidad funcional
1. Separar los conceptos de propiedad, gobierno y gestión.
2. Las estructuras de gobierno en las empresas familiares necesitan de accionistas que quieran, se interesen y estén capacitados para ser gobernados. Se debe tener fe en las instituciones,
5. Mejorar la comunicación, cultivar el diálogo y tolerar las diferencias.
6. Capacitación continua (accionistadirectiva y siguiente generación).
7. Aceptar que el conflicto siempre estará presente.
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estén capacitados para ser gobernados. Se debe tener fe en las instituciones, además de en las personas.
3. Se requiere una gestión transparente y un proceso continuo de rendición de cuentas.
4. Generar el concepto de Stewardship.
estará presente.
8. Confianza en el criterio de los consejero externos.
9. Aceptar la definición de “retiro institucional”.
10. Confeccionar un protocolo familiar basado en el “sueño compartido”.
¿Qué tan activa es la Familia enActividades Filantrópicas (Porcentaje)?
71,67
R. DOMINICANA
70,59
EEUU
61,11
PERÚ
60,00
COSTA RICA
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55,42
PROMEDIO
52,31
MÉXICO
39,56
ARGENTINA
32,73
VENEZUELA
Filantropía yCompromiso Social (CS)
Familia
(Filantropía)
Familia
(Filantropía)Empresa
(RSE)
Empresa
(RSC)
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Busca, además de contribuir al bienestar social, contribuir a la obtención de ventajas competitivas a través de la adopción de prácticas vinculadas a la estrategia de negocios.
Etimológicamente, se la define como el amor al género humano.
En una EF busca transmitir los valores de la familia que exaltan la ayuda al prójimo, en principio, sin
buscar nada a cambio.
"La caridad es paciente, es servicial; la caridad no es envidiosa, no es jactanciosa, no se engríe; es
Caridad
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envidiosa, no es jactanciosa, no se engríe; es decorosa; no busca su interés; no se irrita; no toma en cuenta el mal; no se alegra de la injusticia; se alegra con la verdad. Todo lo excusa. Todo lo cree. Todo lo espera. Todo lo soporta”
San Pablo. (1 Co 13, 4-8).
William-Adolphe Bouguereau(1825-1905) - Charity (1878)
Reglas de Juego
Propiedad
Acuerdo deAccionistas
(SHA)
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Familia Empresa
ProtocoloFamiliar
Reglamentode la
Junta Directiva
¿Quiénes tienen un Protocolo Familiar?(Porcentaje)
17,56
PROMEDIO
33,90
EEUU
24,48
R. DOMINICANA
20,55
COSTA RICA
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14,29
MÉXICO
13,56
VENEZUELA
8,99
ARGENTINA
5,06
PERÚ
Protocolo Familiar
TIEMPO REUNIONES CONSENSO
+ +
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Documento que recoge el proceso de trabajo en conjunto que permite a
la familia afrontar ordenadamente el futuro de su patrimonio.
• Antes de que surjan los problemas.
• El momento idóneo es cuando el negocio está consolidado y varios miembros estén comprometidos al proyecto.
• Aconsejable cuando nos hallamos en una época de unidad y armonía, sin luchas por el poder y con un liderazgo que ayuda a alcanzar el
¿Cuándo elaborar un Protocolo Familiar?
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sin luchas por el poder y con un liderazgo que ayuda a alcanzar el consenso.
• Especialmente conveniente en los patrimonios en las que la sucesión está próxima, en las que se han incorporado o van a incorporarse miembros de la siguiente generación y en las que el número de familiares propietarios es amplio (consorcio de primos).
• Sistema de beneficios económicos.
• Sucesión.
• Filantropía.
• Preámbulo.
• Sistema de valores y principios.
• Deberes y derechos de la familia.
Contenido BásicoEl Protocolo Familiar
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• Filantropía.
• Seguridad patrimonial y de la familia.
• Disposiciones transitorias.
• Deberes y derechos de la familia.
• Órganos de gobierno.
• Políticas de empleo.
25
Impuestos 18,07%Políticas económica del Gobierno Nacional 17,86%Nivel de las ventas actuales 9,24%
Políticas económicas del Gobierno Nacional 17,44%Impuestos 13,95%Problemas y conflictos familiares 11,24%
R. DominicanaR. Dominicana
ArgentinaArgentina
¿Cuáles son nuestras preocupacionesactualmente?
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VenezuelaVenezuela
Políticas económicas del Gobierno Nacional 17,74%Inseguridad jurídica 15,73%Inseguridad personal 13,31%
Costa RicaCosta Rica
Políticas Económica del Gobierno Nacional 17,87%Problemas y conflictos familiares 11,91%Nivel de las ventas actuales 11,91%
Impuestos 15,43%Regulaciones legales para el negocio 14,81%
Políticas económicas del gobierno nacional 12,46 %Inseguridad jurídica 12,46%Problemas y conflictos familiares 10,73%PerúPerú
¿Cuáles son nuestras preocupaciones actualmente?
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Regulaciones legales para el negocio 14,81%Políticas Económica del Gobierno Nacional 13,58%
MéxicoMéxico
EEUUEEUU
Impuestos 14,76%Políticas Económica del Gobierno Nacional 14,29%Nivel de las ventas actuales 11,90%
LaEmpresa Familiar en Costa Rica
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Costa Rica
Tres añosde Evolución
Evaluación de la Junta Directiva(Máxima Puntuación: 4,0)
Empresa Empresa FamiliarFamiliar
2,872,872,822,82
Empresa No Empresa No FamiliarFamiliar
4,53%4,53%20,21%20,21%
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2,252,25 2,742,74
4,53%4,53%20,21%20,21%
Número de Miembros en la Junta Directiva
3,74%3,74%
18,34%18,34%
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4,58%4,58%
18,34%18,34%
Presencia de la Mujer en la Junta Directiva
2,00%2,00%
33,67 %33,67 %
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2,00%2,00%
33,61 %33,61 %
Presencia de la Familia en laJunta Directiva
2,29%2,29%
70,79 %70,79 %
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2,29%2,29%
69,17 %69,17 %
¿Quiénes tienen un Consejo de Familia?
20,00 %20,00 %
33,33%33,33%
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33,33%33,33%
30,00 %30,00 %
¿Quiénes tienen un Plan de Sucesión?
26,00%26,00%
27,78%27,78%
Exaudi Family Business Consulting12101 Northpointe Blvd. #8201 Tomball TX 77377
P:(786) 479-9537 www.exaudionline.com
Content (Except current template) Copyright © 2014 by Guillermo Salazar.
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36,00% 36,00%
27,78%27,78%
¿Quiénes tienen un Protocolo Familiar?
52,78%52,78%
17,00 %17,00 %
Exaudi Family Business Consulting12101 Northpointe Blvd. #8201 Tomball TX 77377
P:(786) 479-9537 www.exaudionline.com
Content (Except current template) Copyright © 2014 by Guillermo Salazar.
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52,78%52,78%
36,00 %36,00 %
Preocupaciones
Nivel de las ventas 13.93%Conflictos familiares 12.53%Políticas Económicas 12.26%Muerte inesperada 10.31%Impuestos 9.75%
Políticas Económicas 17.87%Nivel de ventas 11.91%Conflictos familiares 11.91%Muerte inesperada 10.64%Impuestos 10.21%
Exaudi Family Business Consulting12101 Northpointe Blvd. #8201 Tomball TX 77377
P:(786) 479-9537 www.exaudionline.com
Content (Except current template) Copyright © 2014 by Guillermo Salazar.
All rights reserved. No part of this publication may be reproduced, distributed, or transmittedin any form or by any means, including photocopying, recording, or other electronic or mechanical methods, without the prior written permission of the authors.
Impuestos 9.75%Apertura Comercial 7.52%Inseguridad Social 7.24%Ausencia de talento 7.24%Disputas por herencias 5.85%Infraestructura 5.01%Inseguridad Jurídica 4.18%Servicios básicos 3.06%Sindicatos 1.11%
Impuestos 10.21%Inseguridad Jurídica 8.09%Inseguridad Social 5.96%Infraestructura 4.68%Sindicatos 4.26%Apertura Comercial 4.26%Ausencia de talento 3.83%Disputas por herencias 3.40%Servicios básicos 2.98%
1.
2.
3.
4.
Se rigen por sus valores y son coherentes con ellos.
Están dispuestos a tomar riesgos.
Se proponen metas realistas enfocadas en su Sueño Compartido.
Nunca se dan por vencidos, no inventan excusas ni renuncian a sus sueños.
Recomendaciones:¿Qué hacen diferente estas familias?
Exaudi Family Business Consulting12101 Northpointe Blvd. #8201 Tomball TX 77377
P:(786) 479-9537 www.exaudionline.com
Content (Except current template) Copyright © 2014 by Guillermo Salazar.
All rights reserved. No part of this publication may be reproduced, distributed, or transmittedin any form or by any means, including photocopying, recording, or other electronic or mechanical methods, without the prior written permission of the authors.
4.
5.
6.
7. Son disciplinados con sus reuniones y cumplen sus agendas.
Nunca se dan por vencidos, no inventan excusas ni renuncian a sus sueños.
Saben que es tan importante el mantenimiento como la estructura.
Se cuidan entre ellos y a sí mismos.
Santificar las fiestas: las conversaciones de la empresa, en la empresa. Las de la familia, en la familia. No hable de la empresa en un bautizo, una boda o un funeral.
Tres consejos de oro para gestionarsus puntos de balance
Genere una familia saludable: haga reuniones y viajes en familia. Separarse del hábitat empresarial genera perspectivas sanas de
Exaudi Family Business Consulting12101 Northpointe Blvd. #8201 Tomball TX 77377
P:(786) 479-9537 www.exaudionline.com
Content (Except current template) Copyright © 2014 by Guillermo Salazar.
All rights reserved. No part of this publication may be reproduced, distributed, or transmittedin any form or by any means, including photocopying, recording, or other electronic or mechanical methods, without the prior written permission of the authors.
Separarse del hábitat empresarial genera perspectivas sanas de las relaciones
Adquiera una actitud profesional: ser profesional es tomar las decisiones en forma ordenada. Cuando se vayan a comentar temas de empresa prepárese, estudie previamente y siga la agenda del día
FAMILIA EMPRESA
Gobernanza de la Empresa Familiar
Centros de gestión
Centros del poder
CoordinaciónConsejo
de Familia
JuntaDirectiva
Asamblea Accionistas
Exaudi Family Business Consulting12101 Northpointe Blvd. #8201 Tomball TX 77377
P:(786) 479-9537 www.exaudionline.com
Content (Except current template) Copyright © 2014 by Guillermo Salazar.
All rights reserved. No part of this publication may be reproduced, distributed, or transmittedin any form or by any means, including photocopying, recording, or other electronic or mechanical methods, without the prior written permission of the authors.
ComitéPrimos
FamilyOffice
FundaciónFamiliar
Gerente General
Gerenten
Gerente1
Gerente2
Casos de típicas situaciones en unProtocolo Familiar
Exaudi Family Business Consulting12101 Northpointe Blvd. #8201 Tomball TX 77377
P:(786) 479-9537 www.exaudionline.com
Content (Except current template) Copyright © 2014 by Guillermo Salazar.
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Ingreso en la Empresa
Retiro del Fundador
Retribución de Familiares
El Caso de Martínez S.A.Ingreso en la Empresa
Exaudi Family Business Consulting12101 Northpointe Blvd. #8201 Tomball TX 77377
P:(786) 479-9537 www.exaudionline.com
Content (Except current template) Copyright © 2014 by Guillermo Salazar.
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El Caso de Martínez S.A.
• Conocer el nivel de compromiso de la siguiente generación.
• Valorar capacidad y perfiles profesionales.
Ingreso en la Empresa
Recomendaciones
Exaudi Family Business Consulting12101 Northpointe Blvd. #8201 Tomball TX 77377
P:(786) 479-9537 www.exaudionline.com
Content (Except current template) Copyright © 2014 by Guillermo Salazar.
All rights reserved. No part of this publication may be reproduced, distributed, or transmittedin any form or by any means, including photocopying, recording, or other electronic or mechanical methods, without the prior written permission of the authors.
• Comunicación entre los miembros de la familia.
• Desarrollo de las estructuras de gobierno de la familia y la empresa.
Casos de típicas situaciones en unProtocolo Familiar
Exaudi Family Business Consulting12101 Northpointe Blvd. #8201 Tomball TX 77377
P:(786) 479-9537 www.exaudionline.com
Content (Except current template) Copyright © 2014 by Guillermo Salazar.
All rights reserved. No part of this publication may be reproduced, distributed, or transmittedin any form or by any means, including photocopying, recording, or other electronic or mechanical methods, without the prior written permission of the authors.
Ingreso en la Empresa
Retiro del Fundador
Retribución de Familiares
El Caso Lácteos del Campo, S.A..Ingreso en la Empresa
Exaudi Family Business Consulting12101 Northpointe Blvd. #8201 Tomball TX 77377
P:(786) 479-9537 www.exaudionline.com
Content (Except current template) Copyright © 2014 by Guillermo Salazar.
All rights reserved. No part of this publication may be reproduced, distributed, or transmittedin any form or by any means, including photocopying, recording, or other electronic or mechanical methods, without the prior written permission of the authors.
El Caso de Martínez S.A.
• Llegar a un acuerdo sobre qué retribución está vinculada al desempeño de un puesto y qué se recibe por ser accionista o miembro de la familia.
• Definir cuáles son las funciones y responsabilidades de cada uno.
Ingreso en la Empresa
Recomendaciones
Exaudi Family Business Consulting12101 Northpointe Blvd. #8201 Tomball TX 77377
P:(786) 479-9537 www.exaudionline.com
Content (Except current template) Copyright © 2014 by Guillermo Salazar.
All rights reserved. No part of this publication may be reproduced, distributed, or transmittedin any form or by any means, including photocopying, recording, or other electronic or mechanical methods, without the prior written permission of the authors.
• Definir cuáles son las funciones y responsabilidades de cada uno.
• Tomar como referencia el mercado sin olvidar que somos una empresa familiar.
• Marcar un antes y un después en la aplicación de la alternativa que se vaya a implementar (nunca con efecto retroactivo).
Casos de típicas situaciones en unProtocolo Familiar
Exaudi Family Business Consulting12101 Northpointe Blvd. #8201 Tomball TX 77377
P:(786) 479-9537 www.exaudionline.com
Content (Except current template) Copyright © 2014 by Guillermo Salazar.
All rights reserved. No part of this publication may be reproduced, distributed, or transmittedin any form or by any means, including photocopying, recording, or other electronic or mechanical methods, without the prior written permission of the authors.
Ingreso en la Empresa
Retiro del Fundador
Retribución de Familiares
El Caso de EternityRetiro del Fundador
Exaudi Family Business Consulting12101 Northpointe Blvd. #8201 Tomball TX 77377
P:(786) 479-9537 www.exaudionline.com
Content (Except current template) Copyright © 2014 by Guillermo Salazar.
All rights reserved. No part of this publication may be reproduced, distributed, or transmittedin any form or by any means, including photocopying, recording, or other electronic or mechanical methods, without the prior written permission of the authors.
RESULTADOS DEL SEGUNDO ESTUDIO SOBRE EMPRESAS FAMILIARES COSTARRICENSES
YCONSEJO DE FAMILIA Y PROTOCOLO FAMILIAR:
UN ENFOQUE PRÁCTICO
Exaudi Family Business Consulting12101 Northpointe Blvd. #8201 Tomball TX 77377
P:(786) 479-9537 www.exaudionline.com
Content (Except current template) Copyright © 2014 by Guillermo Salazar.
All rights reserved. No part of this publication may be reproduced, distributed, or transmittedin any form or by any means, including photocopying, recording, or other electronic or mechanical methods, without the prior written permission of the authors.
San José, Miércoles 24 de Junio del 2014
UN ENFOQUE PRÁCTICO
Guillermo Salazar
@GuillermoFamBiz
