But although there are just over 1,000 family firms in the UK with more than 250 employees, the vast majority of family businesses are sold before they reach a decent size, usually because there isn’t sufficient experience – or interest – from family members to take these businesses forward.
Thankfully in the printing industry, which is heavily populated by SMEs, there are a number of examples of incredibly successful family businesses that have been around for decades and are currently thriving. And crucially, many of these businesses have succession plans in place to ensure that future generations of family members can take over the reins. And whether the business is micro, medium or massive, some common themes prevail.
Falkland Press
Jon Lancaster: “You can forget about differences pretty quickly”
Location Letchworth, Herfordshire
Company background This general commercial printer was formed in 1976 by Andrew and Shena Lancaster.
Family members on staff Andrew and Shena Lancaster have worked at Falkland Press since the beginning and still work full-time in the business; Andrew is the packaging manager and Shena is company secretary. Their son Jonathan Lancaster is the managing director and his cousin Rory Grubb is lead account manager.
Upsides “Trust and Loyalty, and you can normally forget about differences pretty quickly,” says Jon Lancaster.
Downsides “Not really, although we’ve had our fair share of arguments,” adds Lancaster.
Succession planning All Lancaster will say on this matter is a resolute “No comment!”
Kingfisher Print & Design
Ross and Sarita Bellotti
Location Totnes, Devon.
Company background Husband and wife team Derek and Jenny Bellotti created this litho and digital printing business in 1982.
Family members on staff Derek and Jenny’s son Ross Bellotti joined the company in 1998. Ross started out on the shop floor and worked his way up through the business becoming managing director in 2006 – his wife Sarita joined as a director around the same time. Ross and Sarita bought Derek and Jenny out in 2014 and are now sole owners.
Upsides “You share common goals, similar drive and passion,” explains Ross Bellotti.
Downsides “The only problem we had was I was younger and had fresh new ideas, but my dad was used to doing things the same way for 20 years so pushing through change and diversifying was difficult at times,” says Bellotti. “However, one of the main reasons behind our success is that my dad understood that things needed to change and he was supportive of my ideas. Even when he could see possible mistakes being made his approach was to let me learn from these mistakes and it’s really helped my persona and development.”
Succession planning “The succession plan has already taken place given that we bought the business from my mum and dad,” says Bellotti. “The process was potentially very sensitive and I was keen that my parents got what they deserved for the business, but I also wanted a good deal! The whole process was managed by their accountant who did an amazing job. It was completed without a cross word and both parties are pleased with the outcome. Sarita and I have three children aged three, six and nine so obviously it’s too early to tell if there will ever be a second succession plan. I’ve always said the business success is down to its staff and we’re blessed with some great people. In particular my managers and team leaders are very strong and very committed, so I’ve already started the process of handing over the day-to-day running to them. Although I plan to still play a part in the running of the business I’ve openly talked about giving this talented group of team leaders and managers more involvement in major decisions and possible share options in the future.”
Linney Group
From left: Miles, Nick and Charles Linney
Location Mansfield, Nottinghamshire.
Company background William Linney opened a bookshop in Mansfield in 1851 and from that tiny acorn six generations of Linneys have built the company into one of the UK’s leading print groups, with five different business divisions and sales of £80m.
Family members on staff Nick Linney has been chairman for 42 years, Miles Linney has been managing director for 23 years and Charles Linney has been director for 10 years.
Upsides “You have a collective desire to almost create a legacy for the next generation,” says Miles Linney. “You have an open, honest relationship and challenge each other and make sure your senior non-family people feel that ‘feeling’ too. Your family values shine through more than in a PLC and the family members carry the culture deep into the business. We have a long term view on building the business and our values and culture reflect this and ‘the right’ non-family managers respect this and help you achieve it. You can recruit fantastic people that appreciate long term thinking and fostering long standing relationships with your clients – trying to provide legendary customer service. You make faster decisions as a collective because you know the long term objectives of the company – non-family managers appreciate this ability.”
Downsides “It does get tougher the more family you have in the business, people would say,” says Linney. “We are sixth-generation, but we only have three people in the business.” As for whether or not having to make decisions is harder when family members are impacted by those decisions, Linney says “no, not really – if anything I take responsibility in mentoring family around me (and them me) and you address situations more quickly as it’s a collective reflection on the family if something has ‘gone wrong or not been handled well’. I think we all appreciate this ‘sticking together’ mentality”.
Succession planning “The short answer is yes, yes and yes!” says Linney. “We have a formal ‘family meeting’ every six months and lots of informal ones in between. We have a set agenda we follow and are extremely clear about succession planning and the roles and responsibilities we all have. We don’t have ‘set dates’, but we have a rough idea on when things will more officially take place and we review this alongside the needs of the business at those meetings.”
Moulton Printing
David Moulton’s daughters Helen and Cassie will take over the business
Location Blackpool.
Company background Founded in 1927 by Robert and Mary Moulton, their son David took over the reins of this commercial printing outfit in 1965.
Family members on staff David Moulton is currently managing director and has been with the business for 50 years, his daughter Cassie is a director and other daughter Helen is the company’s marketing consultant.
Upsides “Knowing how each other thinks makes it easier to understand how we react to different situations within our work life,” says Helen Moulton. “Also, it’s nice having daily contact with family members.”
Downsides “Work can sometimes creep into life outside of the print factory with family holidays and celebrations having to be shared with work,” says Moulton. “We haven’t experienced any instances when making a decision has been made tougher because we are a family business. On the contrary, being able to talk completely openly with no hidden agendas about business decisions has helped us grow the business.”
Succession planning “Yes – we hope the business will be handed over to Cassie and myself, with Cassie continuing to manage the business on a day-to-day business,” confirms Moulton.
Label Apeel
Stuart Kellock: “Few downsides”
Location Leicester.
Company background Founded in 1994, the company specialises in self-adhesive flexo and digital labels.
Family members on staff Label Apeel is owned by Stuart Kellock. Two family members work for the business: sales manager Michelle Kellock and marketing assistant Helena Kellock. Stuart Kellock’s older daughter also sometimes works for the business.
Upsides “Honesty,” says Stuart Kellock. “Trust me, family don’t pull their punches and if like me you have kind of got used to being right all the time, all of a sudden having your decisions questioned in detail, can be a little unnerving to begin with.”
Downsides “The downsides are few and they tend to relate to never being able to escape the working environment,” says Kellock. “As an owner you are constantly thinking and worrying about your business, strangely even more so when it is going well. When you have no family members who understand the intricacies then while you can’t forget you can let your worries play away to themselves in the back of your mind. Once you start working with a family member then those hidden thoughts can be discussed and analysed anytime, but particularly on Sunday mornings while you are trying to relax with a bacon sarnie. That can become tiring and distracting sometimes. I can’t think of a time when a decision has been harder for having a family member at work, after all business decisions should be driven by the needs of the firm not the individual.”
Succession planning “My daughters are 19 and 12,” says Kellock. “The oldest is currently studying business and management at Leeds University. Neither has expressed any interest in joining the heady world of sticky labels. If either were to express an interest in taking the business over then I am not averse to that idea, but I would need to be convinced that they had a plan for what they wanted to do with it. Simply keeping it going is not good enough. Any management buyout should deliver something new and inspirational for the organisation, so no matter if it’s a family member, MBO or one of those ludicrously rich big packaging companies, they need to bring a vision and a plan of what they are going to add. I feel very keenly the responsibility to the Label Apeel team to make sure that whoever takes it on has their best interests at heart (asset strippers need not apply!) However at 45, I still think there is life in the old dog yet and I have lots of exciting plans and dreams still to fulfil in this industry.”
