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Focuses on the Estée Lauder Cos., a family-run business. Death of Estée Lauder at the age of 96, after which William Lauder became chief executive officer, a job his father, Leonard, once held; Role in the company that Aerin Lauder Zinterhofer and Jane Lauder, William's cousins, have taken; Amount of the beauty market accounted for by Estée Lauder. INSETS: Lauder Family Values;Flawless Coverage.

Focuses on the Pritzker family of Chicago, Illinois, and their multibillion-dollar investments. Financial problems, including profit decline at the Hyatt hotel chain and losses at Marmon Group Inc.; Background on Penny S. Pritzker and her cousins Thomas and Nicholas, who oversee much of the family's holdings since the death of Jay Pritzker; Investigation into the collapse of Superior Bank, including questions about the role of Alvin Dworman; Mention of their Fan Pier development project in Boston, Massachusetts. INSETS: PENNY PRITZKER;THOMAS PRITZKER;NICHOLAR PRITZKER;A PRITZKER FAMILY TREE

Focuses on succession in family-controlled United States corporations. The desire of August Busch IV to succeed his father as chief executive officer of Anheuser-Busch Inc.; Examples of underqualified children who are promoted when their parents retire; Companies, including Estee Lauder Cos., which appoint caretaker leaders in order to allow probable heirs to grow into their jobs. INSET: Saying 'No Thanks' To Dad & Co..

The article provides details about the advantages of running private companies in comparison with public companies management as of November 1, 1976. Topics reviewed include private companies' relations with competitors and policy on tax reductions. Special attention is also paid to reasons for management hindrances in family corporations.

The article lists wealthy family members in the United States as of September 13, 1982 who have consolidated corporations which includes William Henry Belk, Frank Buck and Godfrey Cabot.

...has both strengths and weaknesses. The important thing is to recognize and understand them. [ABSTRACT FROM AUTHOR]

The article features S.C. Johnson & Son Inc., which is one of the 10 biggest privately held corporations in the U.S. It says that the family company employs traditional and imaginative approach in management and has been diversifying into new markets. President Samuel C. Johnson asserts that a privately owned company of long standing offers management philosophy continuity that a public company is not able to uphold.

Discusses the nature of business of large private companies in North Carolina. Benefits of family ownership in businesses; Details on the growth of the companies in the construction industry.

The article focuses on the history of the management of family corporation and mechanical pencils manufacturer A.T. Cross Co. It focuses on the company's president Brad Boss and executive vice president Russell A. Boss in 1976. Topics addressed include a conflict between brothers Ellery Boss and W. Russell Boss Jr. over the control of the corporation's stocks in 1964. The company's switch from being a private family company to a public company is related.

The article looks at the management style of polytetrafluoroethylene-derived products manufacturer W.L. Gore and Associates Inc.'s founder Wilbert (Bill) L. Gore as of May 9, 1983. Special attention is paid to W.L. Gore and Associates' corporate structure, described by the author as "withouta hierarchy." The company's managed as a family business and its polytetrafluoroethylene products are also reviewed.

The article looks at the the performance of Gintel Fund Inc. as of September 13, 1982 with particular focus given to its net asset value, described by the author as "as hot as the explosive chili" and the fund beinh a family entity.

Focuses on the interest of the United States Internal Revenue Service (IRS) in the compensation of family business members. Reason for the interest of the IRS; Details on the independent investor analysis used by courts in excess compensation cases; Challenges presented by the analysis to family business corporations; Suggestions to financial planners who have family business clients.

The article focuses on Ted Leisenring, president of Westmoreland Coal Co. Topics discussed include the improvement of working conditions for coal miners, the profitability of the company's coal brokerage business, and the company's financial performance in 1974. Also mentioned are Leisenring's acquisition of two other companies in 1968, the quality of the company's coal, and Leisenring's preservation of the family-company atmosphere of the business.

The article discusses the business style of U.S. aircraft manufacturing company Maule Aircraft Corp.'s owner Belford (B.D.) Maule as of September 26, 1983. Special attention is paid to the design of Maule Aircraft's airplanes, described by the author as "sturdy, practical little machines." The operation of the corporation as a family entity is also analyzed.

Focuses on the family succession in professional remodeler business in the U.S. Succession planning and strategy; Factors contributing to the growth of family business; Protection of family bond along with professional remodeler business. INSET: Paper Trail.

The article focuses on the development of the Maryland Cup Corp. as a result of Shapiro family nepotism in the U.S. It states that the Shapiros own 65% of the company's stock and dominate its board with ten of twelve family members. It provides how the family developed ice cream products and specialties to build up the business. It also offers how they devised a technique of using rotary bakers instead of the single line machinery in common use.

Focuses on the family-owned apparel business in the United States. Importance of the business to the apparel industry; Suggestion on ways to encourage future generation to stay involved in the business; Pitfalls of family-owned business.

The article offers brief information on the 4th outstanding family-owned business award event organized by publisher Westfair Communications to be held on February 28, 2017 in Westchester, Connecticut. The event highlights various family-owned businesses which contributed to the state's economic development and promotion of entrepreneurship. A list of the nominees of the event is also presented.

The article discusses the ownership and operation of Key Staffing and Premier Employment Solutions by Patti Bossert and her children Paul Bossert and Jamie Stafford. Topics addressed include the establishment of the Key Staffing arm of the business in 1989 and Premier Employment Solutions in 1998, the provision of employee and executive recruitment services, and higher standards to which Bossert holds her children. Also mentioned are the pros and cons of working in a family business.

The article focuses on the DeBacker family's ownership of heating and cooling systems company DeBacker's Inc. Topics discussed include John DeBacker's establishment of the company in 1949, heating and cooling work provided for new construction and replacement systems, and son Greg DeBacker's leadership of the company. Also mentioned are the involvement of Kelsey and Dan DeBacker, Greg DeBacker's children, and plans to expand the business.

The article focuses on the Sabatini family's ownership of Capital City Bank. Topics discussed include Frank Sabatini's purchase of the bank in 1979 from the family of Georgia Neese Gray, the appointment of his sons to the bank's board of directors, and son Matt Sabatini's appointment as chairman. Also mentioned are the same business vision shared by the Sabatini brothers, the bank's focus on serving the community, and an increase in the number of bank branches and associates.

The article offers advice for tax advisers and taxpayers on how to avoid estate and gift tax audits and how to deal with them when served with a notice from the U.S. Internal Revenue Service (IRS). It recommends to consider the point of the auditor and ask to review his or her support. It mentions that clients who are engaged in family limited partnerships (FLP) or limited liability companies (LLCs) must have a good business background and willing to follow the rules of a business entity.

The article discusses ways of creating a comprehensive succession planning in protecting family corporations in the U.S. Studies showed that only 30 percent of closely held corporations survive to the second generation of leadership and only ten percent during third generation due to lack of proper planning. A complete plan must consider various aspects such as the type of corporation, involvement of family members, transitioning stocks to the next generation and design of wills and trusts.

The article looks into the multigenerational, family-owned restaurants and restaurant businesses in the U.S. Brad Rosenthein's children will represent the fourth generation of Rosentheins to work for family business, Jack's Oyster House. Nick Livanos, son of restaurant veteran John Livanos, is taking over the New York-based Livanos Restaurant Group. Bob Ritter's son will be joining his family's multiple dinnerhouse companies.

The article focuses on the issues concerning family-owned business. According to the author, family businesses are the preferred places to work in the economy. He also notes that family-owned firms account for 89% of all the businesses in the U.S. and these firms employ 59% of the working population.

Discusses the benefits of estate-planning to family limited partnership (FLP) or family limited liability company in the U.S. Double tax benefits that can be result in substantial transfer-tax savings; Guidelines for forming a successful FLP; Factors to consider in tax planning.

The article focuses on how business owners can use family limited partnerships (FLP) in transferring the business to children without facing any legal issues with the U.S. Internal Revenue Service (IRS). Once the assets of a family business are in the partnership, the business will be less liquid and harder to sell and thus given a lower value. It provides information on the case of businessman Albert Strangi who put most of his assets into such partnership but faced problems with the IRS. Entrepreneurs who are considering FLP should have legitimate business reason for setting up the partnership.

Focuses on Madison, Indiana-based Royer Corp., the largest U.S. swizzle stick manufacturer. Some 800 stock molds from palm trees to exotic dancers and baseball bats to fishing reels; CEO Randy Williams; Forty-employee family-owned business; Turnkey operation; Direct-to-the-customer selling.

The article announces Warshauer Electric Supply's addition of Michael Warshauer, the third generation of family to join the company that was founded in 1954 by grandfather Martin Warshauer and father James "Jimbo" Warshauer.

Reports on the Center for Family Business' survey of family businesses in the United States. Profile of an American family business; Tradition of family business in New Orleans, Louisiana; Problems encountered by family businesses in the country.

An introduction to a section within the issue about family-owned businesses in the U.S. is presented.

A letter from the director of the Family Business Association (FBA), which helps family-owned businesses, is presented. He states that family companies are responsible for a big percentage of the nation's employment and of the new jobs created. However, only one-third of all family businesses successfully transition to the second generation, either because of the lack of interest of the next generation in running the business or they make drastic changes, according to Gaebler.

Discusses the advantages and disadvantages of family-owned businesses in the U.S. Creation of a family heritage by the business; Capability of the business to deal with complex and thorny family issues; Average longevity of family businesses.

Reports on the winners of the Center for Family Business's Family Business of the Year Awards in Long Island, New York. Categories; Winners include Weber and Grahn Conditioning Corp.; Formed Plastics; Waldner's.

Presents newsbriefs and stories of business affairs in Texas. International Small Business Development Center in Dallas is sponsoring international trade basics seminar; Lecturer; Location; Date of seminar; `Export Partner of the Year Award' program; Local Small Business Association seeking nomination for 1996 `Small Person of the Year'; Top three goals for women business owners survey; Findings; American family-owned business survey; Findings.

Reports that the Ashforth Co. and L.H. Gault and Sons Inc. are two of the businesses honored by the Center for Family Business in 1996. Business philosophies; Conference on managing family businesses scheduled in October.

The article reports on the significance of communication and business planning for a successful family business succession in New Hampshire. It states that families should generate criteria and job description as to the experience and educational level to identify the next generation successor of a family-run businesses. It discusses the process of succession in family-owned businesses which includes assembling a team, drafting an estate plan and determining the finances of the deal.

The article discusses the significant advantage of working with family and relatives on business enterprises in the U.S. According to Luke and Kathy Vander Kinter of Vander Kinter Farms, the benefit of a family member is the ready labor force that wants their business to succeed. Another firm, Linscheid Farms LLC, owned by Jason and Steve Linscheid along with their sister Jen Hasburgh and parents JoDean and Art, employed the technique of divide and conquer to their business.

Focuses on the options and benefits of legal business entities appropriate for family businesses in the U.S. Description of C-Corporations; Similarity between C-Corporations and S-Corporations; Advantages of LLC-Limited Liability Company.

Deals with a United States Tax Court decision which upheld the use of valuation discounts in the determination of fair market value for gifted family limited partnership (FLP) interests. Details on the case; Reasons for the court's determination; Liquidation restrictions comprising FLP agreements.

Part II. Focuses on the family operation called Hobaica's Refrigeration Co. in Phoenix, Arizona. Absence of plans for consolidation; Founding of the company by Paul S. Hobaica; Purchase of the business in 1990 by Paul and Louis Hobaica; Company's expansion.