Family Business Services

Family Business Services

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Each family business is unique; yet each successful family business has much in common. Taking advantage of that knowledge and understanding the success factors underpins what we call the “growth DNA of family business”.

As an organization focused on entrepreneurship, with a dynastic will to build a stronger business, generation after generation, EY can relate to and understand your issues. Our experienced professionals can help you deal successfully with the challenges of today's marketplace, and assist you and your family in planning for the future.

We know what makes a family business successful. We can help you manage the delicate balance between sustaining growth and innovation, while managing risk and maintaining personal wealth.

Our advice is independent and practical: we have sector and subject matter resources who understand industry-specific issues and can help you leverage leading practices, and our globally integrated team can support you wherever you do business.

EY care about your family and your family business.

The Growth DNA of Family Businesses

The EY approach is anchored in our Growth DNA of Family Businesses model: our bespoke services support the personal, finance and sustainability agenda of family business leaders and help them succeed for generations.


Each Growth DNA strand leads to topics of vital importance to family businesses.
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EY - DNA Family Business



EY - Built to Last. Family businesses lead the way to sustainable growthBuilt to Last. Family businesses lead the way to sustainable growth
In collaboration with the Family Business Network International (FBN-I). As other businesses struggle to create revenue, the family business model remains more robust in the face of slow economic activity and the Eurozone crisis. Download the report here.

EY - Tree-palm Coming home or breaking free?
Our study investigates what motivates students to pursue a career in their parents's businesses. We explore the individual, family, business and societal-level drivers of succession and conclude with implications for both senior generation family firm owners as well as the next generation.