The millionaire machine

Article Abstract:

Venture capital firm 3i is facing growing competition in the management buy-out and management buy-in market, but benefits from the fact that it still undertakes a greater volume of deals in a wider financial range than its rivals. It also benefits from its network of 18 regional offices throughout the UK, along with a growing number in continental Europe, and from the fact that it has access to many talented employees. Future growth will focus on Europe and on technology. Technology concerns currently account for between 15% and 20% of 3i's portfolio, but this is set to rise to 25% by early in the 21st century.

Venture Capital Companies, Miscellaneous Intermediation, Investors, not elsewhere classified, Company Profile, 3i Group PLC

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An heir of uncertainty

Article Abstract:

Companies frequently mismanage the vital issue of succession to the incumbent head of the company. A badly-chosen successor will upset shareholder confidence in quoted companies, and it can signal the end of a family business. The causes of succession mismanagement in family businesses include inadequate assessment of the abilities of a family member or attempts to divide responsibility equally between a number of children. Two UK family firms which appear to be handling the succession issue well are Morgan Motor Company and Huntleigh Technology PLC.

Cover Story, Automobile industry, Medical equipment and supplies industry, Medical equipment industry, Family-owned business enterprises, Family-owned businesses, Huntleigh Technology PLC, Succession planning (Business), Morgan Motor Company

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It's legal, it's moral and it could make you rich

Article Abstract:

The most successful businesses are often those which actively seek a wide range of information about their competitors. They give competitive intelligence a high priority, and the board regularly reviews the activities of competitors. Analysing the likely strategies of a competitor can bring considerable benefits, and in certain cases can completely change the market share position in a particular sector. It is possible to gain a deep insight into a competitor's activities at a reasonably low cost simply by using information in the public domain.

Analysis, Business intelligence, Competitive intelligence

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