We often talk about “Generational Handover” and also “Failed Generational Handover”. These issues lead the entrepreneur to make and manage very important and delicate decisions.

When Generational Handover is feasible, the main focus, as a rule, falls within the scope of efficiency and tax technicality.

The institute of Donation or the Trust anticipate the payment of the inheritance tax or donation at the time of the handover, fixing the rate to that currently in force.

There are cases when the creation of family Holding companies is useful. It is also widely used the family pact program, which allows you to effectively manage the generational handover with an agreement between all heirs, providing adequate compensation for the heirs excluded from the company.

Beyond the tax technicalities mentioned above, when can the “internal” Generational Passage be defined as “feasible”?

Probably when the entrepreneur is far-sighted enough to invest in the company’s human capital, both young and old, offering to these people qualified training and trusting them, so to motivate them and make them passionate about what they do. All of this should be done beyond family connections and prejudices, therefore overcoming the “generational gap”.

On the contrary, what are the questions that normally the entrepreneur asks himself when he realizes that the generational handover is missing?

“To whom do I leave the company among the people around me?”, “Should I shut the company down?”, “Should I give in?” and who knows how many other questions interconnected with his own reality he asks himself.

He looks around and doesn’t see anyone who is capable, talented, trusted and passionate enough to carry on what he has built with effort and sacrifice.

If he does not intend to close its own company’s doors, the most likely solution will be to take seriously into account the possibility to sell the company. That is, exploring the possibility of an aggregation, which potentially and gradually provides for its exit. These are all issues that must be deepened for sure, with the aim of planning and managing the “external” Generational Handover.

Our task, my commitment, is to provide you with the tools you need to make an informed decision; and to help you find the most suitable individual to acquire your company, after having evaluated the latter and established an agreement between us regarding the consideration to be proposed. The company has its own intrinsic value and social value: its existence affects a variety of stakeholders (you, members, employees, customers, suppliers, etc.). It would be unethical and inconvenient to disperse these values!