The Family Business Continuum

With the assistance of Grand Valley State University Family- Owned Business Institute, Family Business Alliance has established a Family Business Continuum to help family businesses understand the distinct axes of the family business life cycle and improve the opportunity for multi-generational success. These axes can be used to identify the current stage of the family business and charter a course of succession.

Business Axis identifies the different stages a family business goes through from start up to decay or regeneration, across time.
Ownership Axis identifies the key and controlling stakeholder(s).
Leadership defines the experience and engagement of family leadership in the business.

Engage with the interactive model to classify your organization on the Family Business Continuum and access complimentary resources tailored to your organization.

Want To Know More?

For more information on the benefits of Family Business Alliance Membership and receive updates on upcoming events and resources, please connect with us.

Business Axis

Business Axis
Ownership Axis
Leadership Axis

Identifies the different stages a business goes through from start up to decay or regeneration, across time.

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Start Up Young business founded on entrepreneur model and founders’ ability to offer a product or service.

Growth & Formalization New levels of competition increase as the company leaves the niche market and enters larger more competitive areas. Requires strategic planning and management that may also engage outside professionals and more formal operating processes and procedures.

Maturity & Stability Focus on development of organizational talent and creating a structurally flexible framework to rapidly manage threats or take advantage of opportunities that arise in meaningful ways.

Regeneration Key stakeholders face a strategic choice between further growth and maturity. If growth or reinvention is not prioritized these businesses have a heightened risk of decline.

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Start Up

Growth & Formalization

Maturity & Stabilization

Regeneration

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Reputation Capital in Family Business: Winning the Talent You Need

Article

How family businesses can turn their reputation for people and values into a competitive advantage in talent attraction. Family businesses have a public trust advantage that most organizations spend decades trying to build. The 2026 Family Business Perception Research Report by MacKenzie confirms it: 95% of respondents view family businesses as important to their communities, and 77% associate them with the most genuine and authentic identity. That credibility is a real strategic asset, but only if it is activated with the people who matter the most to the company’s future.For many family businesses, one of the biggest missed opportunities is the talent market. Potential employees are often a major constraint on growth, yet they remain among the least intentionally engaged audiences. The Talent Perception Problem Only 21% of respondents view family businesses as strong employers for career growth. That number deserves serious attention from any family enterprise thinking about expansion and long-term continuity. The disconnect rarely reflects the internal reality. Many family businesses have strong leadership development programs, clear advancement pathways, and a genuine commitment to their people. The problem is that these systems are invisible to the outside world. When succession plans and non-family career tracks are under communicated, prospective employees can assume that meaningful career advancement is reserved for family. The research adds another dimension. Current employees are significantly more likely than outsiders to recognize and appreciate the discipline and infrastructure required to sustain a generational business. The result is a double visibility problem: prospective talent underestimates the opportunity, and the market underestimates what it takes to run a generational company well. Three Ways to Activate Reputation Capital for Talent 1. Tell the stories of non-family leaders who have advanced The most credible proof point for a prospective leader is a real person who has built a meaningful career inside your organization. One 150-year-old manufacturer deliberately developed long-tenure non-family employees into C-level roles rather than recruiting externally or defaulting to family successors. Those stories became a competitive recruiting advantage that carried the company into its sixth generation. 2. Make leadership development publicly visible A generational identity requires a strategic plan to develop and retain internal talent. A 4th-generation engineering firm has an ongoing mentorship program that pairs seasoned executives with promising talent and allows all teams to present annually on projects and innovative solutions to the company. This gives them a steady pipeline of generational talent and a reputation for both innovation and professional development. 3. Articulate a clear and public “north star” vision Many family leaders don’t think of sharing internal plans publicly, but it can be a compelling way to attract next-level talent. One third-generation B2B service provider publicly announced its people-centered goals, including customer service leadership and “best place to work” culture metrics. They started receiving unsolicited resumes from executives at larger competitors in their industry. The Strategic Takeaway Family businesses are already perceived as people-first and values-driven, but from the outside, values alone do not signal career opportunity. The opportunity is to make existing credibility visible to the talent market.The next generation of leaders is out there. It is your job to ensure that they see themselves in your company's story. About MacKenzie MacKenzie is a second-generation family business with more than 40 years of experience helping organizations understand the people they serve. We specialize in human centered research and insight strategy that goes beyond surface level data. By helping leaders slow down and listen differently, we uncover the deeper drivers shaping perception, trust, and growth so organizations can make confident decisions about the future they are building. About Six-Point Strategy Six-Point Strategy is a nationally recognized brand strategy advisory on a mission to help generational family-owned businesses navigate growth, succession, and transition by turning their reputations into strategic assets. Family Business Alliance strives to help family businesses with the tools, resources, and connections to help businesses succeed. Learn more about our resources including Leading Forward, Succeeding in Succession, and Forging Frameworks of Governance that help to advance family business in our community.

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Reputation Capital in Family Business: Making Innovation Visible

Article

Bridging the divide between internal progress and external perception Family businesses possess one of the rarest strategic assets in today’s marketplace: deeply earned trust.The 2026 Family Business Perception Research Report, conducted by MacKenzie, shows that 95% of respondents view family businesses as important to their communities, 70% associate them with being the most trustworthy and transparent when compared to public and private companies, and 77% associate them with having the most genuine and authentic identity. The question for family business leaders is whether they are putting that strong foundation of trust to work.Think of trust as reputation capital. Like any form of capital, it has the potential to compound, but only if it is actively deployed. One of the clearest opportunities to activate this reputation capital is in how family businesses communicate around innovation. The Innovation Visibility Gap Here is the problem: the market does not see what you are building. Only 28% of respondents in the research associate family businesses with being innovative. For B2B and manufacturing firms in particular, this is a costly positioning gap. In supply chain environments, the perception of innovation shapes real business outcomes. It affects pricing power and whether your company is seen as a strategic asset or a replaceable vendor. The research also surfaces an important nuance: current and former employees of family businesses are significantly more likely than outsiders to describe them as innovative. People inside the organization see the capital investments, the technology upgrades, the process improvements, and the long-term planning. Those outside often do not, especially when the family business has a humble, “let our work speak for itself” culture. Two Levers Worth Pulling This leads to two specific opportunities for family businesses: 1. Make evolution and innovation explicit and publicly visible. Innovation that stays inside the organization does not move the needle on market perception. Family businesses need to actively narrate their evolution to the audiences that matter most, including customers, industry partners, and prospective talent. This can look like several things in practice: Including technology investments and intellectual property into sales conversations and proposals. Issuing press releases or publishing updates around capital investments, facility upgrades, or new capabilities with language that signals forward momentum to the market. Framing generational transition as strategic renewal and evidence of long-term planning and organizational discipline. 2. Ensure that your team has an accurate external benchmark for innovation compared to competitors. There is a useful concept from neuroscience called "change blindness,” or the tendency to miss significant shifts in your environment when you are too close to them. The same dynamic plays out in organizations. When family and team members are living in the ripple effects of change, incremental progress can easily be mistaken for innovation. As the saying goes: if you want to understand water, don't ask a fish. Family businesses should be regularly benchmarking their innovation story against what customers, partners, and competitors actually consider innovative. This means structured conversations with key customers and industry partners that go beyond relationship maintenance and into honest perception assessment. What do they expect from an innovative vendor or partner? How do they evaluate that? Where do they see gaps? The answers from these conversations are often surprising, and almost always actionable. The Strategic Takeaway The 2026 research makes one thing clear: the public already believes family businesses are trustworthy, values-driven, and important to their communities. Family businesses that close the perception gap around innovation and capabilities will strengthen pricing power and sharpen their competitive positioning. Those that do not will continue to leave earned credibility on the table. Trust opens doors. Visible innovation determines where those doors lead. About MacKenzie MacKenzie is a second-generation family business with more than 40 years of experience helping organizations understand the people they serve. We specialize in human centered research and insight strategy that goes beyond surface level data. By helping leaders slow down and listen differently, we uncover the deeper drivers shaping perception, trust, and growth so organizations can make confident decisions about the future they are building. About Six-Point Strategy Six-Point Strategy is a nationally recognized brand strategy advisory on a mission to help generational family-owned businesses navigate growth, succession, and transition by turning their reputations into strategic assets. Family Business Alliance strives to help family businesses with the tools, resources, and connections to help businesses succeed. Learn more about our resources including Leading Forward, Succeeding in Succession, and Forging Frameworks of Governance that help to advance family business in our community.

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Are We In Good Hands?

Article

At our recent Family Business Alliance session, “A Seat at the Table: Building a Board of Directors,” Dr. Justin Craig opened with a question that set the tone for the entire conversation: “Are we in good hands?”

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From Possible Sale to Succession: How A Second Generation Stepped Up

Article

When the future of BlackBerry Systems became uncertain, Cameron didn’t plan to take over. At least, not at first. What began as helping with a transition became the unexpected start of the company’s second generation.

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How Applied Innovation Fuels Multi-Generational Family Business Growth

Article

From $500 and a line of credit to a thriving multi-generational family business, Applied Innovation’s story is one of risk, resilience, and reinvention. Read how bold legacy creates a bright future, from one generation to the next.

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3 Reasons Why Employees Are Falling Back in Love with Family-Owned Businesses

Article

The new Family Business Wage & Salary Survey uncovered an important shift in how compensation compares across organizations. For employees who value growth above title, recognition tied to real contributions, and flexibility rooted in trust and respect, family-run organizations are the right choice.

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Cooling, Not Collapsing: 5 Economic Takeaways Family-Owned Businesses Need to Know

Article

At our recent Economic Update for Family-Owned Businesses workshop provided by Scott Colbert, Executive Vice President of Commerce Bank, one message stood out for family business owners: this is a cooling economy, not a collapsing one; we are currently experiencing a “second wind.”

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The 2026 Turning Point: How Affordability Is Forcing Family-Owned Businesses to Rethink Pricing and Profits

Article

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Family Business Governance Lessons from the $10 Billion Lakers Sale

Article

When Family Ties Aren't Enough: What the Lakers Can Teach Us About Family Governance. For many family enterprises, the belief that “blood is thicker than water” runs deep. But as the recent sale of the Los Angeles Lakers illustrates, family loyalty alone doesn’t guarantee harmony or long-term family business success.

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The Custer Legacy of Entrepreneurship, Family, and Forward Vision

Article

The story of Custer is one of intentional growth, principled leadership, and a belief that strong values create lasting impact. Built across generations, the company reflects a bold entrepreneurial spirit paired with a clear commitment to fairness, integrity, and long-term sustainability. From its earliest days to its diversified present, the Custer legacy continues to shape a bright future.

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The Transition Traffic Jam

Article

Rob Sligh shows how family businesses get stuck when longtime leaders won’t lift their foot off the brake. With a little intention and a willingness to shift seats, everyone can finally get the enterprise and its future leaders moving again.

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A Century in Stainless: The Enduring Legacy of Royce Rolls Ringer

Article

One hundred years after a noisy mop bucket inspired a new idea, Royce Rolls Ringer is still building tools that help keep hospitals, schools, parks, and communities clean and safe.

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The 7 Lessons That Saved Vitamix: How Purpose Turned a Family Implosion into Explosive Growth

Article

Drawing from Vitamix’s 100-year history, Jodi Berg shared how intentional leadership, cultural alignment, and a purpose-driven approach fueled the company’s rise from $5M to $500M in under 15 years.

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Saying It Out Loud: Finding Opportunities in Tariffs Have Family Businesses Searching for Options, New Sourcing

Article

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From Lumber to Legacy: Monsma Marketing Builds a Family Future

Article

This year marks the 90th anniversary for Monsma Marketing. After starting his career at US Gypsum, Nick Monsma, Jane’s father, heeded his entrepreneurial spirit and started a lumber brokerage business out of his family home. Eventually, he bought Grand Rapids Reserve Supply, shifting the company from commodity products into specialty building materials and renamed it Monsma Marketing.

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Built Different: A Candid Conversation on Leadership, Legacy, and Change

Article

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Layer by Layer: Engineering a Lasting Legacy at Master Finish

Article

What began with window cranks and door handles turned into something bigger: a chrome plating business built on process, precision, and a mindset that still drives the company 66 years later.

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Five Skills to Thrive in Today's Uncertainty

Article

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Flour Power: The Family Story Behind One of America’s Oldest Mills

Article

As King Milling celebrates its 135th anniversary, fifth & fourth-generation family members reflect on their family’s history, values, and vision for the future.

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Capitol Hill Caucus Meeting Gives Family-Owned Business Leaders a Chance to Talk Directly with Policy Makers

Article

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A Legacy of Family, Fortitude, and Forward Thinking at Swisslane Farms

Article

As Swisslane Farms celebrates its 110th anniversary, we sat down with fourth generation cousins steering the family business into its next century.

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Grand Rapids Family Businesses Get Down to Work as New Year Offers Optimism, Skepticism, and Hope for a Strong 2025

Article

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Mary Cline Promoted to Director of Membership

Article

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A Century of Family and Community: The Story of Eikenhout Inc.

Article

Eikenhout Inc. navigated over industry changes, growing from roofing supply store into Michigan’s last independent distributor of exterior building materials.

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Family Business Alliance Elects Executive Committee

Article

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Family Business Alliance Elects Three New Board Members

Article

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FEUSA Tax Teams Focus on 2025 Tax Bill

Article

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Yellowstone: Will Beth Dutton Save the Kingdom?

Article

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Zinger Sheet Metal Celebrates 70 Years

Article

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Architects of Legacy: Family Business Leader Spotlight

Article

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FBA Welcomes Kelly Plawinski to the Board of Directors

Article

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Architects of Legacy: Family Business Leader Spotlight

Article

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Are Cybercriminals Knocking on your Door?

Article

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How K Group Companies Has Thrived for 40+ Years as a Second-Generation Family Technology Business

Article

K Group Companies has a rich family history, dating back to 1979 when Ben’s father, Mike Kuncaitis Sr., founded the first of the K Group Companies. Mike Sr. had already been serving in the tech industry and saw a path forward to launching his own firm.

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FBA Announces the Leadership Class of 2023

Article

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65 Years Strong: How Doyle & Ogden Thrives as a Third-Generation Family Business

Article

"Being in the family business has made me feel even more connected to my grandfather than I ever have been. He started the company and passed away shortly before I was born, but being here every day to help continue his legacy has been so impactful."

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Stronger Together: WM Uniform and Wildman Business Group Partner for Long-Term Success

Article

We sat down with Patrick Van Tuinen and Josh Wildman, both third generation family business leaders of their respective family companies to learn more about the partnership and what it means for their businesses.

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Member Milestone Spotlight: SecurAlarm Celebrates 30 Years as a Family-Owned Business

Article

"Enjoy the time with prior generations. Capture their story and preserve it. It has shaped so many aspects of who we are. While some aspects might not be as favorable as others, try to understand and leverage them."

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Small Business Week Feature: Ludema's Floral & Garden

FBA sat down with Allison Ludema from Ludema’s Floral and Garden to understand their small, family business story and what makes them tick.

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Small Business Week: How GL Resources Became Accidental Entrepreneurs and Built a Successful Business

Article

George and Joanie Snyder stumbled into owning their own business by chance. When a friend needed a representative in West Michigan, the high school sweethearts decided to take the leap and relocate. Taking this position laid the foundation for what eventually became GL Resources.

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Succession: Why Logan Roy Was Doomed to Fail

Article

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Key Questions for West Michigan Family Businesses

Article

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EPIC Awards: Family Owned Business of the Year

Article

As part of our mission to advance family business, we are excited to announce a new collaboration with the Grand Rapids Business Chamber. Since 2010, The Grand Rapids Chamber's EPIC Awards have recognized the amazing organizations that are building this thriving community and supporting our region through EPIC (Entrepreneurial, Progressive, Innovative, and Collaborative) proportions. This year, Family Business Alliance teamed up with the Chamber to establish a category exclusively for family business organizations to engage and be honored for their efforts and innovation.We are all aware that family run organizations positively impact our community and economy, so we are excited that an FBA member will have the opportunity to be recognized as the Family-Owned Business of the Year! The award will be given to a family business that is either a Family Business Alliance Member or Grand Rapids Chamber member and exhibits the criteria below: EPIC Organizational Awards Criteria: Has a growth mindset and supports/demonstrates equitable entrepreneurship throughout the organization’s services and programs Creates an organizational culture that is progressive – not afraid to put new ideas into practice and has an intentional focus on belonging and inclusion Seeks out innovative opportunities to be creative in their designated industry and community by leveraging the organization’s diversity Gives back to the larger community and is actively collaborative with other organizations and initiatives to create a thriving West Michigan for all As an organization, you can either nominate yourself, or be nominated by anyone from outside of your organization. To nominate a deserving organization, complete the nomination form. Nominations close on Thursday, August 4th. After all applications are reviewed by an independent Chamber Peer Selection Committee, finalists are notified. Award recipients are announced the night of the event, keeping finalists and attendees on the edge of their seats. We are thrilled to be able to formally acknowledge the positive impact that family businesses make in our community. Happy Nominating! Timeline: August 12th: Nominations Close September 5th: 3 Finalists are chosen & contacted October 4th: Finalist Reception October 19th: EPIC Awards Gala For more information, please visit the EPIC Awards page or email Aislinn Teachout, FBA Marketing & Events Coordinator, at aislinn@fbagr.org or Megan Steenwyk, Business Services Manager, at megan@grandrapids.org.

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Understanding the Key Transitions in the Family Business Life Cycle

Article

Understanding the key stages of the family business in relation to ownership, leadership, and business.

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Part 3, NextGen Series: A Leader in All of Us

Event

Medal of Honor recipient Clinton Romesha has taken extraordinary risks for his country and his fellow soldiers, exemplifying the best of the modern military character. Drawing on his lauded service as a sergeant in the War in Afghanistan, Romesha emphasizes how the capacity for leadership and bravery resides within every one of us.

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15th Annual Family Business Forum: A Story of Family Business Transformation

Event

Not many companies have been replaced by the raging technology of the 8-track player and are still here to speak of it. Learn how FIDELITONE transformed their company from a phonograph needle manufacturer to a third-party logistics provider. Hear about their journey as a privately-held company, the key drivers that helped their transformation and how the company continues to sustain growth.

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Lunch with Leaders: Attracting and Retaining Talent

Event

Challenged by attracting talent? The pandemic has added more complexity to creating a workplace that offers engagement.

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Board of Directors Workshop

Event

Come to this program and walk away with practical ideas from attorneys and family business owners for building or utilizing a board of directors.

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Rightsizing Risk Series: Creating Value for the Future

Podcast

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Rightsizing Risk Series: Fraud in the Family Business

Podcast

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Banking Relationships that Make an Impact to your Bottom Line

Podcast

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New Research Suggests Family Business Profit in Risk Taking

Podcast

Family businesses perform better in highly competitive environments if they invest in risky activities like mergers and acquisitions, according to new research on risk aversion versus performance in family-owned firms.

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Schupan & Sons: A West-Michigan Story of Family Business Resilience

Article

COVID-19 has hit us all hard, individuals and organizations alike. Family businesses have survived more than one crisis over the years, they are resilient.

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Three Paths to Growth: Which One Fits Your Company?

Article

Read about the three paths to company growth by Wade Wyant of Red Wagon Advisors. Which path are you on: organic growth, execution plus acquisition, or the unicorn.

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Anatomy of a Deal: Mergers & Acquisitions

Article

U.S. market valuations for middle-market companies are at an all-time high according to GF Data, but the cycle may be at a peak. For business owners considering a sale of their company or a similar transition in ownership, it is a good time to learn about and evaluate options.

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Eight Takeaways from Tax Season for Family Business Owners

Article

The largest tax reform in 30 years means CPAs have to relearn the rules. It’s taking longer to digest the rules and translate them as it applies individually to you and your company.

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Finding Top Talent – When It’s Time to Get Some Help

Article

The struggle to find talent is real. The acute shortage of professional talent is staggering! It might just be time to seek help.

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Using Outside Directors in Your Family Business

Article

The presence of outside directors in a family-held business adds value and perspective for management.

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3 Ways Your NextGen Can Increase Your Valuation

Article

NextGen leaders have the opportunity to increase the financial value of their company with Revenue Growth, Key Person Risk, and Engage Workforce.

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Family-Owned Businesses Wrestle with Talent Concerns

Article

President of Grand Rapids Label and chair of the Family Business Alliance, Bill Muir discusses how family-owned companies wrestle with talent concerns.

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Is family part of your brand identity?

Article

Working with family can be tricky, but studies that 60 percent of consumers say that they prefer to buy from family businesses.

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Identifies the key and controlling stakeholder(s).

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Founders Dream First stage of ownership. Owner(s) makes all decisions.

Sibling Partnership Siblings jointly own shares of the business. Leadership maybe singled out to a primary family member.

Cousin Consortium More mature ownership model that includes extended family through multiple generations.

Distant Relatives Extension of the initial family circle to include and facilitate family succession.

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Founders Dream

Cousin Consortium

Sibling Partnership

Distant Relatives

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Reputation Capital in Family Business: Winning the Talent You Need

Article

How family businesses can turn their reputation for people and values into a competitive advantage in talent attraction. Family businesses have a public trust advantage that most organizations spend decades trying to build. The 2026 Family Business Perception Research Report by MacKenzie confirms it: 95% of respondents view family businesses as important to their communities, and 77% associate them with the most genuine and authentic identity. That credibility is a real strategic asset, but only if it is activated with the people who matter the most to the company’s future.For many family businesses, one of the biggest missed opportunities is the talent market. Potential employees are often a major constraint on growth, yet they remain among the least intentionally engaged audiences. The Talent Perception Problem Only 21% of respondents view family businesses as strong employers for career growth. That number deserves serious attention from any family enterprise thinking about expansion and long-term continuity. The disconnect rarely reflects the internal reality. Many family businesses have strong leadership development programs, clear advancement pathways, and a genuine commitment to their people. The problem is that these systems are invisible to the outside world. When succession plans and non-family career tracks are under communicated, prospective employees can assume that meaningful career advancement is reserved for family. The research adds another dimension. Current employees are significantly more likely than outsiders to recognize and appreciate the discipline and infrastructure required to sustain a generational business. The result is a double visibility problem: prospective talent underestimates the opportunity, and the market underestimates what it takes to run a generational company well. Three Ways to Activate Reputation Capital for Talent 1. Tell the stories of non-family leaders who have advanced The most credible proof point for a prospective leader is a real person who has built a meaningful career inside your organization. One 150-year-old manufacturer deliberately developed long-tenure non-family employees into C-level roles rather than recruiting externally or defaulting to family successors. Those stories became a competitive recruiting advantage that carried the company into its sixth generation. 2. Make leadership development publicly visible A generational identity requires a strategic plan to develop and retain internal talent. A 4th-generation engineering firm has an ongoing mentorship program that pairs seasoned executives with promising talent and allows all teams to present annually on projects and innovative solutions to the company. This gives them a steady pipeline of generational talent and a reputation for both innovation and professional development. 3. Articulate a clear and public “north star” vision Many family leaders don’t think of sharing internal plans publicly, but it can be a compelling way to attract next-level talent. One third-generation B2B service provider publicly announced its people-centered goals, including customer service leadership and “best place to work” culture metrics. They started receiving unsolicited resumes from executives at larger competitors in their industry. The Strategic Takeaway Family businesses are already perceived as people-first and values-driven, but from the outside, values alone do not signal career opportunity. The opportunity is to make existing credibility visible to the talent market.The next generation of leaders is out there. It is your job to ensure that they see themselves in your company's story. About MacKenzie MacKenzie is a second-generation family business with more than 40 years of experience helping organizations understand the people they serve. We specialize in human centered research and insight strategy that goes beyond surface level data. By helping leaders slow down and listen differently, we uncover the deeper drivers shaping perception, trust, and growth so organizations can make confident decisions about the future they are building. About Six-Point Strategy Six-Point Strategy is a nationally recognized brand strategy advisory on a mission to help generational family-owned businesses navigate growth, succession, and transition by turning their reputations into strategic assets. Family Business Alliance strives to help family businesses with the tools, resources, and connections to help businesses succeed. Learn more about our resources including Leading Forward, Succeeding in Succession, and Forging Frameworks of Governance that help to advance family business in our community.

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Reputation Capital in Family Business: Making Innovation Visible

Article

Bridging the divide between internal progress and external perception Family businesses possess one of the rarest strategic assets in today’s marketplace: deeply earned trust.The 2026 Family Business Perception Research Report, conducted by MacKenzie, shows that 95% of respondents view family businesses as important to their communities, 70% associate them with being the most trustworthy and transparent when compared to public and private companies, and 77% associate them with having the most genuine and authentic identity. The question for family business leaders is whether they are putting that strong foundation of trust to work.Think of trust as reputation capital. Like any form of capital, it has the potential to compound, but only if it is actively deployed. One of the clearest opportunities to activate this reputation capital is in how family businesses communicate around innovation. The Innovation Visibility Gap Here is the problem: the market does not see what you are building. Only 28% of respondents in the research associate family businesses with being innovative. For B2B and manufacturing firms in particular, this is a costly positioning gap. In supply chain environments, the perception of innovation shapes real business outcomes. It affects pricing power and whether your company is seen as a strategic asset or a replaceable vendor. The research also surfaces an important nuance: current and former employees of family businesses are significantly more likely than outsiders to describe them as innovative. People inside the organization see the capital investments, the technology upgrades, the process improvements, and the long-term planning. Those outside often do not, especially when the family business has a humble, “let our work speak for itself” culture. Two Levers Worth Pulling This leads to two specific opportunities for family businesses: 1. Make evolution and innovation explicit and publicly visible. Innovation that stays inside the organization does not move the needle on market perception. Family businesses need to actively narrate their evolution to the audiences that matter most, including customers, industry partners, and prospective talent. This can look like several things in practice: Including technology investments and intellectual property into sales conversations and proposals. Issuing press releases or publishing updates around capital investments, facility upgrades, or new capabilities with language that signals forward momentum to the market. Framing generational transition as strategic renewal and evidence of long-term planning and organizational discipline. 2. Ensure that your team has an accurate external benchmark for innovation compared to competitors. There is a useful concept from neuroscience called "change blindness,” or the tendency to miss significant shifts in your environment when you are too close to them. The same dynamic plays out in organizations. When family and team members are living in the ripple effects of change, incremental progress can easily be mistaken for innovation. As the saying goes: if you want to understand water, don't ask a fish. Family businesses should be regularly benchmarking their innovation story against what customers, partners, and competitors actually consider innovative. This means structured conversations with key customers and industry partners that go beyond relationship maintenance and into honest perception assessment. What do they expect from an innovative vendor or partner? How do they evaluate that? Where do they see gaps? The answers from these conversations are often surprising, and almost always actionable. The Strategic Takeaway The 2026 research makes one thing clear: the public already believes family businesses are trustworthy, values-driven, and important to their communities. Family businesses that close the perception gap around innovation and capabilities will strengthen pricing power and sharpen their competitive positioning. Those that do not will continue to leave earned credibility on the table. Trust opens doors. Visible innovation determines where those doors lead. About MacKenzie MacKenzie is a second-generation family business with more than 40 years of experience helping organizations understand the people they serve. We specialize in human centered research and insight strategy that goes beyond surface level data. By helping leaders slow down and listen differently, we uncover the deeper drivers shaping perception, trust, and growth so organizations can make confident decisions about the future they are building. About Six-Point Strategy Six-Point Strategy is a nationally recognized brand strategy advisory on a mission to help generational family-owned businesses navigate growth, succession, and transition by turning their reputations into strategic assets. Family Business Alliance strives to help family businesses with the tools, resources, and connections to help businesses succeed. Learn more about our resources including Leading Forward, Succeeding in Succession, and Forging Frameworks of Governance that help to advance family business in our community.

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Are We In Good Hands?

Article

At our recent Family Business Alliance session, “A Seat at the Table: Building a Board of Directors,” Dr. Justin Craig opened with a question that set the tone for the entire conversation: “Are we in good hands?”

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From Possible Sale to Succession: How A Second Generation Stepped Up

Article

When the future of BlackBerry Systems became uncertain, Cameron didn’t plan to take over. At least, not at first. What began as helping with a transition became the unexpected start of the company’s second generation.

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How Applied Innovation Fuels Multi-Generational Family Business Growth

Article

From $500 and a line of credit to a thriving multi-generational family business, Applied Innovation’s story is one of risk, resilience, and reinvention. Read how bold legacy creates a bright future, from one generation to the next.

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3 Reasons Why Employees Are Falling Back in Love with Family-Owned Businesses

Article

The new Family Business Wage & Salary Survey uncovered an important shift in how compensation compares across organizations. For employees who value growth above title, recognition tied to real contributions, and flexibility rooted in trust and respect, family-run organizations are the right choice.

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Cooling, Not Collapsing: 5 Economic Takeaways Family-Owned Businesses Need to Know

Article

At our recent Economic Update for Family-Owned Businesses workshop provided by Scott Colbert, Executive Vice President of Commerce Bank, one message stood out for family business owners: this is a cooling economy, not a collapsing one; we are currently experiencing a “second wind.”

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The 2026 Turning Point: How Affordability Is Forcing Family-Owned Businesses to Rethink Pricing and Profits

Article

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Family Business Governance Lessons from the $10 Billion Lakers Sale

Article

When Family Ties Aren't Enough: What the Lakers Can Teach Us About Family Governance. For many family enterprises, the belief that “blood is thicker than water” runs deep. But as the recent sale of the Los Angeles Lakers illustrates, family loyalty alone doesn’t guarantee harmony or long-term family business success.

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The Custer Legacy of Entrepreneurship, Family, and Forward Vision

Article

The story of Custer is one of intentional growth, principled leadership, and a belief that strong values create lasting impact. Built across generations, the company reflects a bold entrepreneurial spirit paired with a clear commitment to fairness, integrity, and long-term sustainability. From its earliest days to its diversified present, the Custer legacy continues to shape a bright future.

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The Transition Traffic Jam

Article

Rob Sligh shows how family businesses get stuck when longtime leaders won’t lift their foot off the brake. With a little intention and a willingness to shift seats, everyone can finally get the enterprise and its future leaders moving again.

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A Century in Stainless: The Enduring Legacy of Royce Rolls Ringer

Article

One hundred years after a noisy mop bucket inspired a new idea, Royce Rolls Ringer is still building tools that help keep hospitals, schools, parks, and communities clean and safe.

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The 7 Lessons That Saved Vitamix: How Purpose Turned a Family Implosion into Explosive Growth

Article

Drawing from Vitamix’s 100-year history, Jodi Berg shared how intentional leadership, cultural alignment, and a purpose-driven approach fueled the company’s rise from $5M to $500M in under 15 years.

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The Welsh Wire: Leading a Family Business from the Outside ft. Nelson Sanchez of RoMan Manufacturing

Podcast

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The Welsh Wire: Being a Non-Family Leader in a Family Business ft. Dave Russell from Hastings Hot Line Tools & Equipment

Podcast

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The Welsh Wire: Inside the Advanced Manufacturing Expo with Creston Industrial’s CEO

Podcast

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The Welsh Wire: Brewing Success with Chris O’Neill of One Well Brewing

Podcast

This month on The Welsh Wire, Sheri Welsh dives into the inspiring entrepreneurial journey of Chris O’Neill, the visionary behind One Well Brewing in Kalamazoo.

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Saying It Out Loud: Finding Opportunities in Tariffs Have Family Businesses Searching for Options, New Sourcing

Article

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From Lumber to Legacy: Monsma Marketing Builds a Family Future

Article

This year marks the 90th anniversary for Monsma Marketing. After starting his career at US Gypsum, Nick Monsma, Jane’s father, heeded his entrepreneurial spirit and started a lumber brokerage business out of his family home. Eventually, he bought Grand Rapids Reserve Supply, shifting the company from commodity products into specialty building materials and renamed it Monsma Marketing.

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Built Different: A Candid Conversation on Leadership, Legacy, and Change

Article

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Layer by Layer: Engineering a Lasting Legacy at Master Finish

Article

What began with window cranks and door handles turned into something bigger: a chrome plating business built on process, precision, and a mindset that still drives the company 66 years later.

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Five Skills to Thrive in Today's Uncertainty

Article

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Flour Power: The Family Story Behind One of America’s Oldest Mills

Article

As King Milling celebrates its 135th anniversary, fifth & fourth-generation family members reflect on their family’s history, values, and vision for the future.

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Capitol Hill Caucus Meeting Gives Family-Owned Business Leaders a Chance to Talk Directly with Policy Makers

Article

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A Legacy of Family, Fortitude, and Forward Thinking at Swisslane Farms

Article

As Swisslane Farms celebrates its 110th anniversary, we sat down with fourth generation cousins steering the family business into its next century.

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Grand Rapids Family Businesses Get Down to Work as New Year Offers Optimism, Skepticism, and Hope for a Strong 2025

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Mary Cline Promoted to Director of Membership

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A Century of Family and Community: The Story of Eikenhout Inc.

Article

Eikenhout Inc. navigated over industry changes, growing from roofing supply store into Michigan’s last independent distributor of exterior building materials.

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Family Business Alliance Elects Executive Committee

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Family Business Alliance Elects Three New Board Members

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FEUSA Tax Teams Focus on 2025 Tax Bill

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Yellowstone: Will Beth Dutton Save the Kingdom?

Article

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The Welsh Wire: Lessons from a Trailblazing Female CEO in Concrete ft. Adrienne Heidema

Podcast

Part of the Family Business Alliance‘s “Women in the Family Business” series, Sheri Welsh sits down with Adrienne Heidema, President & CEO of Consumers Concrete

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The Welsh Wire: Managing Business Growth and Family Dynamics ft. Michelle Timmerman of Direct Supply Inc.

Podcast

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The Welsh Wire: Transitioning Leadership in a Family-Owned Business ft. Marlee D’Arco of Safety Services, Inc.

Podcast

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Zinger Sheet Metal Celebrates 70 Years

Article

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Architects of Legacy: Family Business Leader Spotlight

Article

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FBA Welcomes Kelly Plawinski to the Board of Directors

Article

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Architects of Legacy: Family Business Leader Spotlight

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Are Cybercriminals Knocking on your Door?

Article

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How K Group Companies Has Thrived for 40+ Years as a Second-Generation Family Technology Business

Article

K Group Companies has a rich family history, dating back to 1979 when Ben’s father, Mike Kuncaitis Sr., founded the first of the K Group Companies. Mike Sr. had already been serving in the tech industry and saw a path forward to launching his own firm.

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FBA Announces the Leadership Class of 2023

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The Welsh Wire: Assimilating Non-Family Executives in the Family Business with Sherri Welsh & Robert Stead

Podcast

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65 Years Strong: How Doyle & Ogden Thrives as a Third-Generation Family Business

Article

"Being in the family business has made me feel even more connected to my grandfather than I ever have been. He started the company and passed away shortly before I was born, but being here every day to help continue his legacy has been so impactful."

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Stronger Together: WM Uniform and Wildman Business Group Partner for Long-Term Success

Article

We sat down with Patrick Van Tuinen and Josh Wildman, both third generation family business leaders of their respective family companies to learn more about the partnership and what it means for their businesses.

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Member Milestone Spotlight: SecurAlarm Celebrates 30 Years as a Family-Owned Business

Article

"Enjoy the time with prior generations. Capture their story and preserve it. It has shaped so many aspects of who we are. While some aspects might not be as favorable as others, try to understand and leverage them."

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Small Business Week Feature: Ludema's Floral & Garden

FBA sat down with Allison Ludema from Ludema’s Floral and Garden to understand their small, family business story and what makes them tick.

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Small Business Week: How GL Resources Became Accidental Entrepreneurs and Built a Successful Business

Article

George and Joanie Snyder stumbled into owning their own business by chance. When a friend needed a representative in West Michigan, the high school sweethearts decided to take the leap and relocate. Taking this position laid the foundation for what eventually became GL Resources.

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Succession: Why Logan Roy Was Doomed to Fail

Article

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Key Questions for West Michigan Family Businesses

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EPIC Awards: Family Owned Business of the Year

Article

As part of our mission to advance family business, we are excited to announce a new collaboration with the Grand Rapids Business Chamber. Since 2010, The Grand Rapids Chamber's EPIC Awards have recognized the amazing organizations that are building this thriving community and supporting our region through EPIC (Entrepreneurial, Progressive, Innovative, and Collaborative) proportions. This year, Family Business Alliance teamed up with the Chamber to establish a category exclusively for family business organizations to engage and be honored for their efforts and innovation.We are all aware that family run organizations positively impact our community and economy, so we are excited that an FBA member will have the opportunity to be recognized as the Family-Owned Business of the Year! The award will be given to a family business that is either a Family Business Alliance Member or Grand Rapids Chamber member and exhibits the criteria below: EPIC Organizational Awards Criteria: Has a growth mindset and supports/demonstrates equitable entrepreneurship throughout the organization’s services and programs Creates an organizational culture that is progressive – not afraid to put new ideas into practice and has an intentional focus on belonging and inclusion Seeks out innovative opportunities to be creative in their designated industry and community by leveraging the organization’s diversity Gives back to the larger community and is actively collaborative with other organizations and initiatives to create a thriving West Michigan for all As an organization, you can either nominate yourself, or be nominated by anyone from outside of your organization. To nominate a deserving organization, complete the nomination form. Nominations close on Thursday, August 4th. After all applications are reviewed by an independent Chamber Peer Selection Committee, finalists are notified. Award recipients are announced the night of the event, keeping finalists and attendees on the edge of their seats. We are thrilled to be able to formally acknowledge the positive impact that family businesses make in our community. Happy Nominating! Timeline: August 12th: Nominations Close September 5th: 3 Finalists are chosen & contacted October 4th: Finalist Reception October 19th: EPIC Awards Gala For more information, please visit the EPIC Awards page or email Aislinn Teachout, FBA Marketing & Events Coordinator, at aislinn@fbagr.org or Megan Steenwyk, Business Services Manager, at megan@grandrapids.org.

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Why Won't My Parents Retire and Let Me Run the Family Business

Article

These issues and others can create barriers to planning for a transfer of the business to the next generation.

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Understanding the Key Transitions in the Family Business Life Cycle

Article

Understanding the key stages of the family business in relation to ownership, leadership, and business.

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Part 3, NextGen Series: A Leader in All of Us

Event

Medal of Honor recipient Clinton Romesha has taken extraordinary risks for his country and his fellow soldiers, exemplifying the best of the modern military character. Drawing on his lauded service as a sergeant in the War in Afghanistan, Romesha emphasizes how the capacity for leadership and bravery resides within every one of us.

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15th Annual Family Business Forum: A Story of Family Business Transformation

Event

Not many companies have been replaced by the raging technology of the 8-track player and are still here to speak of it. Learn how FIDELITONE transformed their company from a phonograph needle manufacturer to a third-party logistics provider. Hear about their journey as a privately-held company, the key drivers that helped their transformation and how the company continues to sustain growth.

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Entitlement with Kim Eddleston

Podcast

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Building Trust in Sibling and Cousin Partnerships: Moving from Partners of Chance to Partners of Choice

Article

Family business expert Dana Telford will share his seven fundamental principles critical to evolving your partnership from one of biological chance to strategic choice. You’ll discover how to think objectively about where you might improve as a partner while also striving to identify and enhance these qualities in your family partners.

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Your 7-Step Plan for Creating Chaos in Your Family Business

Article

If you have spent your career preparing to take over the family business, it can be frustrating to wait for the senior generation to decide that they are ready to retire.

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Female Leadership in the Family Business

Podcast

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Exit Planning Series – Are you Ready to Make an Ownership Transition?

Article

A transition of company ownership, whether internal or external, is a complex process. Before attempting to sell a business, owners should make sure they are ready. This means determining their desired outcome, developing transition thinking, understanding options, and assembling a solid advisory team.

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Family Businesses are Different

Article

If you own a business with another family member, you know that family businesses are different than other companies. A lot can be said about how, but I'd like to point out one area you may not be aware of.

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Family Succession: How to Achieve Equity

Article

Family businesses need to pass along ownership to certain members of the next generation who are most capable of continuing the business. Second, they should also strive to equally divide "all" assets so family members who don't receive business ownership will still feel they are treated fairly.

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Four Steps to Increase Separation Between Work and Family

Article

There are steps family members and coworkers can take in order to create a more advantageous and harmonious work environment.

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Defines the experience and engagement level of family leadership in the business.

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All

Leading the Business Control is held to either one primary family leader or shared among siblings. Leadership oversees all strategy and operations.

Joining the Business   Introduction of the potential successor(s) to build professional experience, operational experience and respective industry knowledge. Younger generations are learning the business operations and are in the early stages of leadership. At this stage, business implements professionalization of roles and key formal processes are developed.

Working Together Next generation has its own visions and often a strong desire to introduce more strategic thinking, maybe taking on mid-level roles in management. Expansion phase is often linked to the family business’ need for restructuring which may include development of board of directors, family governance policies, and family council meetings to create effective management and direction.

Passing the Baton Leadership succession can span more than a decade as a succession plan is created and implemented. Each generation transitions to new roles both internally and externally. The family may also sell or expand to different markets. A Family Business may evolve to a Family Office.

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Leading the Business

Joining the Business  

Working Together

Passing the Baton

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Reputation Capital in Family Business: Winning the Talent You Need

Article

How family businesses can turn their reputation for people and values into a competitive advantage in talent attraction. Family businesses have a public trust advantage that most organizations spend decades trying to build. The 2026 Family Business Perception Research Report by MacKenzie confirms it: 95% of respondents view family businesses as important to their communities, and 77% associate them with the most genuine and authentic identity. That credibility is a real strategic asset, but only if it is activated with the people who matter the most to the company’s future.For many family businesses, one of the biggest missed opportunities is the talent market. Potential employees are often a major constraint on growth, yet they remain among the least intentionally engaged audiences. The Talent Perception Problem Only 21% of respondents view family businesses as strong employers for career growth. That number deserves serious attention from any family enterprise thinking about expansion and long-term continuity. The disconnect rarely reflects the internal reality. Many family businesses have strong leadership development programs, clear advancement pathways, and a genuine commitment to their people. The problem is that these systems are invisible to the outside world. When succession plans and non-family career tracks are under communicated, prospective employees can assume that meaningful career advancement is reserved for family. The research adds another dimension. Current employees are significantly more likely than outsiders to recognize and appreciate the discipline and infrastructure required to sustain a generational business. The result is a double visibility problem: prospective talent underestimates the opportunity, and the market underestimates what it takes to run a generational company well. Three Ways to Activate Reputation Capital for Talent 1. Tell the stories of non-family leaders who have advanced The most credible proof point for a prospective leader is a real person who has built a meaningful career inside your organization. One 150-year-old manufacturer deliberately developed long-tenure non-family employees into C-level roles rather than recruiting externally or defaulting to family successors. Those stories became a competitive recruiting advantage that carried the company into its sixth generation. 2. Make leadership development publicly visible A generational identity requires a strategic plan to develop and retain internal talent. A 4th-generation engineering firm has an ongoing mentorship program that pairs seasoned executives with promising talent and allows all teams to present annually on projects and innovative solutions to the company. This gives them a steady pipeline of generational talent and a reputation for both innovation and professional development. 3. Articulate a clear and public “north star” vision Many family leaders don’t think of sharing internal plans publicly, but it can be a compelling way to attract next-level talent. One third-generation B2B service provider publicly announced its people-centered goals, including customer service leadership and “best place to work” culture metrics. They started receiving unsolicited resumes from executives at larger competitors in their industry. The Strategic Takeaway Family businesses are already perceived as people-first and values-driven, but from the outside, values alone do not signal career opportunity. The opportunity is to make existing credibility visible to the talent market.The next generation of leaders is out there. It is your job to ensure that they see themselves in your company's story. About MacKenzie MacKenzie is a second-generation family business with more than 40 years of experience helping organizations understand the people they serve. We specialize in human centered research and insight strategy that goes beyond surface level data. By helping leaders slow down and listen differently, we uncover the deeper drivers shaping perception, trust, and growth so organizations can make confident decisions about the future they are building. About Six-Point Strategy Six-Point Strategy is a nationally recognized brand strategy advisory on a mission to help generational family-owned businesses navigate growth, succession, and transition by turning their reputations into strategic assets. Family Business Alliance strives to help family businesses with the tools, resources, and connections to help businesses succeed. Learn more about our resources including Leading Forward, Succeeding in Succession, and Forging Frameworks of Governance that help to advance family business in our community.

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Reputation Capital in Family Business: Making Innovation Visible

Article

Bridging the divide between internal progress and external perception Family businesses possess one of the rarest strategic assets in today’s marketplace: deeply earned trust.The 2026 Family Business Perception Research Report, conducted by MacKenzie, shows that 95% of respondents view family businesses as important to their communities, 70% associate them with being the most trustworthy and transparent when compared to public and private companies, and 77% associate them with having the most genuine and authentic identity. The question for family business leaders is whether they are putting that strong foundation of trust to work.Think of trust as reputation capital. Like any form of capital, it has the potential to compound, but only if it is actively deployed. One of the clearest opportunities to activate this reputation capital is in how family businesses communicate around innovation. The Innovation Visibility Gap Here is the problem: the market does not see what you are building. Only 28% of respondents in the research associate family businesses with being innovative. For B2B and manufacturing firms in particular, this is a costly positioning gap. In supply chain environments, the perception of innovation shapes real business outcomes. It affects pricing power and whether your company is seen as a strategic asset or a replaceable vendor. The research also surfaces an important nuance: current and former employees of family businesses are significantly more likely than outsiders to describe them as innovative. People inside the organization see the capital investments, the technology upgrades, the process improvements, and the long-term planning. Those outside often do not, especially when the family business has a humble, “let our work speak for itself” culture. Two Levers Worth Pulling This leads to two specific opportunities for family businesses: 1. Make evolution and innovation explicit and publicly visible. Innovation that stays inside the organization does not move the needle on market perception. Family businesses need to actively narrate their evolution to the audiences that matter most, including customers, industry partners, and prospective talent. This can look like several things in practice: Including technology investments and intellectual property into sales conversations and proposals. Issuing press releases or publishing updates around capital investments, facility upgrades, or new capabilities with language that signals forward momentum to the market. Framing generational transition as strategic renewal and evidence of long-term planning and organizational discipline. 2. Ensure that your team has an accurate external benchmark for innovation compared to competitors. There is a useful concept from neuroscience called "change blindness,” or the tendency to miss significant shifts in your environment when you are too close to them. The same dynamic plays out in organizations. When family and team members are living in the ripple effects of change, incremental progress can easily be mistaken for innovation. As the saying goes: if you want to understand water, don't ask a fish. Family businesses should be regularly benchmarking their innovation story against what customers, partners, and competitors actually consider innovative. This means structured conversations with key customers and industry partners that go beyond relationship maintenance and into honest perception assessment. What do they expect from an innovative vendor or partner? How do they evaluate that? Where do they see gaps? The answers from these conversations are often surprising, and almost always actionable. The Strategic Takeaway The 2026 research makes one thing clear: the public already believes family businesses are trustworthy, values-driven, and important to their communities. Family businesses that close the perception gap around innovation and capabilities will strengthen pricing power and sharpen their competitive positioning. Those that do not will continue to leave earned credibility on the table. Trust opens doors. Visible innovation determines where those doors lead. About MacKenzie MacKenzie is a second-generation family business with more than 40 years of experience helping organizations understand the people they serve. We specialize in human centered research and insight strategy that goes beyond surface level data. By helping leaders slow down and listen differently, we uncover the deeper drivers shaping perception, trust, and growth so organizations can make confident decisions about the future they are building. About Six-Point Strategy Six-Point Strategy is a nationally recognized brand strategy advisory on a mission to help generational family-owned businesses navigate growth, succession, and transition by turning their reputations into strategic assets. Family Business Alliance strives to help family businesses with the tools, resources, and connections to help businesses succeed. Learn more about our resources including Leading Forward, Succeeding in Succession, and Forging Frameworks of Governance that help to advance family business in our community.

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Are We In Good Hands?

Article

At our recent Family Business Alliance session, “A Seat at the Table: Building a Board of Directors,” Dr. Justin Craig opened with a question that set the tone for the entire conversation: “Are we in good hands?”

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From Possible Sale to Succession: How A Second Generation Stepped Up

Article

When the future of BlackBerry Systems became uncertain, Cameron didn’t plan to take over. At least, not at first. What began as helping with a transition became the unexpected start of the company’s second generation.

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How Applied Innovation Fuels Multi-Generational Family Business Growth

Article

From $500 and a line of credit to a thriving multi-generational family business, Applied Innovation’s story is one of risk, resilience, and reinvention. Read how bold legacy creates a bright future, from one generation to the next.

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3 Reasons Why Employees Are Falling Back in Love with Family-Owned Businesses

Article

The new Family Business Wage & Salary Survey uncovered an important shift in how compensation compares across organizations. For employees who value growth above title, recognition tied to real contributions, and flexibility rooted in trust and respect, family-run organizations are the right choice.

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Cooling, Not Collapsing: 5 Economic Takeaways Family-Owned Businesses Need to Know

Article

At our recent Economic Update for Family-Owned Businesses workshop provided by Scott Colbert, Executive Vice President of Commerce Bank, one message stood out for family business owners: this is a cooling economy, not a collapsing one; we are currently experiencing a “second wind.”

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The 2026 Turning Point: How Affordability Is Forcing Family-Owned Businesses to Rethink Pricing and Profits

Article

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Family Business Governance Lessons from the $10 Billion Lakers Sale

Article

When Family Ties Aren't Enough: What the Lakers Can Teach Us About Family Governance. For many family enterprises, the belief that “blood is thicker than water” runs deep. But as the recent sale of the Los Angeles Lakers illustrates, family loyalty alone doesn’t guarantee harmony or long-term family business success.

anemptytextlline
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The Custer Legacy of Entrepreneurship, Family, and Forward Vision

Article

The story of Custer is one of intentional growth, principled leadership, and a belief that strong values create lasting impact. Built across generations, the company reflects a bold entrepreneurial spirit paired with a clear commitment to fairness, integrity, and long-term sustainability. From its earliest days to its diversified present, the Custer legacy continues to shape a bright future.

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The Transition Traffic Jam

Article

Rob Sligh shows how family businesses get stuck when longtime leaders won’t lift their foot off the brake. With a little intention and a willingness to shift seats, everyone can finally get the enterprise and its future leaders moving again.

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A Century in Stainless: The Enduring Legacy of Royce Rolls Ringer

Article

One hundred years after a noisy mop bucket inspired a new idea, Royce Rolls Ringer is still building tools that help keep hospitals, schools, parks, and communities clean and safe.

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The 7 Lessons That Saved Vitamix: How Purpose Turned a Family Implosion into Explosive Growth

Article

Drawing from Vitamix’s 100-year history, Jodi Berg shared how intentional leadership, cultural alignment, and a purpose-driven approach fueled the company’s rise from $5M to $500M in under 15 years.

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The Welsh Wire: Leading a Family Business from the Outside ft. Nelson Sanchez of RoMan Manufacturing

Podcast

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The Welsh Wire: Being a Non-Family Leader in a Family Business ft. Dave Russell from Hastings Hot Line Tools & Equipment

Podcast

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The Welsh Wire: Inside the Advanced Manufacturing Expo with Creston Industrial’s CEO

Podcast

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The Welsh Wire: Brewing Success with Chris O’Neill of One Well Brewing

Podcast

This month on The Welsh Wire, Sheri Welsh dives into the inspiring entrepreneurial journey of Chris O’Neill, the visionary behind One Well Brewing in Kalamazoo.

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Saying It Out Loud: Finding Opportunities in Tariffs Have Family Businesses Searching for Options, New Sourcing

Article

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From Lumber to Legacy: Monsma Marketing Builds a Family Future

Article

This year marks the 90th anniversary for Monsma Marketing. After starting his career at US Gypsum, Nick Monsma, Jane’s father, heeded his entrepreneurial spirit and started a lumber brokerage business out of his family home. Eventually, he bought Grand Rapids Reserve Supply, shifting the company from commodity products into specialty building materials and renamed it Monsma Marketing.

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Built Different: A Candid Conversation on Leadership, Legacy, and Change

Article

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Layer by Layer: Engineering a Lasting Legacy at Master Finish

Article

What began with window cranks and door handles turned into something bigger: a chrome plating business built on process, precision, and a mindset that still drives the company 66 years later.

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Five Skills to Thrive in Today's Uncertainty

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Flour Power: The Family Story Behind One of America’s Oldest Mills

Article

As King Milling celebrates its 135th anniversary, fifth & fourth-generation family members reflect on their family’s history, values, and vision for the future.

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Capitol Hill Caucus Meeting Gives Family-Owned Business Leaders a Chance to Talk Directly with Policy Makers

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A Legacy of Family, Fortitude, and Forward Thinking at Swisslane Farms

Article

As Swisslane Farms celebrates its 110th anniversary, we sat down with fourth generation cousins steering the family business into its next century.

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Grand Rapids Family Businesses Get Down to Work as New Year Offers Optimism, Skepticism, and Hope for a Strong 2025

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Mary Cline Promoted to Director of Membership

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A Century of Family and Community: The Story of Eikenhout Inc.

Article

Eikenhout Inc. navigated over industry changes, growing from roofing supply store into Michigan’s last independent distributor of exterior building materials.

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Family Business Alliance Elects Executive Committee

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Family Business Alliance Elects Three New Board Members

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FEUSA Tax Teams Focus on 2025 Tax Bill

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Yellowstone: Will Beth Dutton Save the Kingdom?

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The Welsh Wire: Lessons from a Trailblazing Female CEO in Concrete ft. Adrienne Heidema

Podcast

Part of the Family Business Alliance‘s “Women in the Family Business” series, Sheri Welsh sits down with Adrienne Heidema, President & CEO of Consumers Concrete

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The Welsh Wire: Managing Business Growth and Family Dynamics ft. Michelle Timmerman of Direct Supply Inc.

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The Welsh Wire: Transitioning Leadership in a Family-Owned Business ft. Marlee D’Arco of Safety Services, Inc.

Podcast

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Zinger Sheet Metal Celebrates 70 Years

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Architects of Legacy: Family Business Leader Spotlight

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FBA Welcomes Kelly Plawinski to the Board of Directors

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Architects of Legacy: Family Business Leader Spotlight

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Are Cybercriminals Knocking on your Door?

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How K Group Companies Has Thrived for 40+ Years as a Second-Generation Family Technology Business

Article

K Group Companies has a rich family history, dating back to 1979 when Ben’s father, Mike Kuncaitis Sr., founded the first of the K Group Companies. Mike Sr. had already been serving in the tech industry and saw a path forward to launching his own firm.

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FBA Announces the Leadership Class of 2023

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The Welsh Wire: Assimilating Non-Family Executives in the Family Business with Sherri Welsh & Robert Stead

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65 Years Strong: How Doyle & Ogden Thrives as a Third-Generation Family Business

Article

"Being in the family business has made me feel even more connected to my grandfather than I ever have been. He started the company and passed away shortly before I was born, but being here every day to help continue his legacy has been so impactful."

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Stronger Together: WM Uniform and Wildman Business Group Partner for Long-Term Success

Article

We sat down with Patrick Van Tuinen and Josh Wildman, both third generation family business leaders of their respective family companies to learn more about the partnership and what it means for their businesses.

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Member Milestone Spotlight: SecurAlarm Celebrates 30 Years as a Family-Owned Business

Article

"Enjoy the time with prior generations. Capture their story and preserve it. It has shaped so many aspects of who we are. While some aspects might not be as favorable as others, try to understand and leverage them."

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Small Business Week Feature: Ludema's Floral & Garden

FBA sat down with Allison Ludema from Ludema’s Floral and Garden to understand their small, family business story and what makes them tick.

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Small Business Week: How GL Resources Became Accidental Entrepreneurs and Built a Successful Business

Article

George and Joanie Snyder stumbled into owning their own business by chance. When a friend needed a representative in West Michigan, the high school sweethearts decided to take the leap and relocate. Taking this position laid the foundation for what eventually became GL Resources.

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Succession: Why Logan Roy Was Doomed to Fail

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Key Questions for West Michigan Family Businesses

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EPIC Awards: Family Owned Business of the Year

Article

As part of our mission to advance family business, we are excited to announce a new collaboration with the Grand Rapids Business Chamber. Since 2010, The Grand Rapids Chamber's EPIC Awards have recognized the amazing organizations that are building this thriving community and supporting our region through EPIC (Entrepreneurial, Progressive, Innovative, and Collaborative) proportions. This year, Family Business Alliance teamed up with the Chamber to establish a category exclusively for family business organizations to engage and be honored for their efforts and innovation.We are all aware that family run organizations positively impact our community and economy, so we are excited that an FBA member will have the opportunity to be recognized as the Family-Owned Business of the Year! The award will be given to a family business that is either a Family Business Alliance Member or Grand Rapids Chamber member and exhibits the criteria below: EPIC Organizational Awards Criteria: Has a growth mindset and supports/demonstrates equitable entrepreneurship throughout the organization’s services and programs Creates an organizational culture that is progressive – not afraid to put new ideas into practice and has an intentional focus on belonging and inclusion Seeks out innovative opportunities to be creative in their designated industry and community by leveraging the organization’s diversity Gives back to the larger community and is actively collaborative with other organizations and initiatives to create a thriving West Michigan for all As an organization, you can either nominate yourself, or be nominated by anyone from outside of your organization. To nominate a deserving organization, complete the nomination form. Nominations close on Thursday, August 4th. After all applications are reviewed by an independent Chamber Peer Selection Committee, finalists are notified. Award recipients are announced the night of the event, keeping finalists and attendees on the edge of their seats. We are thrilled to be able to formally acknowledge the positive impact that family businesses make in our community. Happy Nominating! Timeline: August 12th: Nominations Close September 5th: 3 Finalists are chosen & contacted October 4th: Finalist Reception October 19th: EPIC Awards Gala For more information, please visit the EPIC Awards page or email Aislinn Teachout, FBA Marketing & Events Coordinator, at aislinn@fbagr.org or Megan Steenwyk, Business Services Manager, at megan@grandrapids.org.

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Why Won't My Parents Retire and Let Me Run the Family Business

Article

These issues and others can create barriers to planning for a transfer of the business to the next generation.

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Understanding the Key Transitions in the Family Business Life Cycle

Article

Understanding the key stages of the family business in relation to ownership, leadership, and business.

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Transition to Transformation - Capital Structures That Work For You.

Event

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Strategic Planning for the Next Generation

Event

Join us for this workshop where subject matter experts will offer insight into NextGen planning in the three critical spheres: family, business, and ownership. It is essential for family businesses to effectively plan in each of these separate, but overlapping, spheres in order to prepare the rising generation to participate in each sphere that will likely include them in the future.

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Part 3, NextGen Series: A Leader in All of Us

Event

Medal of Honor recipient Clinton Romesha has taken extraordinary risks for his country and his fellow soldiers, exemplifying the best of the modern military character. Drawing on his lauded service as a sergeant in the War in Afghanistan, Romesha emphasizes how the capacity for leadership and bravery resides within every one of us.

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15th Annual Family Business Forum: A Story of Family Business Transformation

Event

Not many companies have been replaced by the raging technology of the 8-track player and are still here to speak of it. Learn how FIDELITONE transformed their company from a phonograph needle manufacturer to a third-party logistics provider. Hear about their journey as a privately-held company, the key drivers that helped their transformation and how the company continues to sustain growth.

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Lunch with Leaders: Attracting and Retaining Talent

Event

Challenged by attracting talent? The pandemic has added more complexity to creating a workplace that offers engagement.

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Entitlement with Kim Eddleston

Podcast

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The Family Constitution: A Foundation for Family Alignment

Article

Family constitutions (and similar documents referred to as “charters” or “protocols”) are often a centerpiece of family agreements and governance for mature family enterprises; yet, the purpose and origin of the constitution can be very different from family to family.

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Changing Disagreement into Dialogue: How to Manage Conflicts and Enhance Communication

Article

Conflict is a natural component of family relationships, and it affects family enterprises in several ways. Many families benefit from the healthy expression of disagreement and managing conflict proactively. Still, others struggle with conflict that may originate from years before and continues to impede the family’s ability to make business decisions or enjoy their family relationships.

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Your 7-Step Plan for Creating Chaos in Your Family Business

Article

If you have spent your career preparing to take over the family business, it can be frustrating to wait for the senior generation to decide that they are ready to retire.

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Rightsizing Risk Series: Creating Value for the Future

Podcast

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Rightsizing Risk Series: Fraud in the Family Business

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Banking Relationships that Make an Impact to your Bottom Line

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Leadership Skills that Deliver

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The Secret to Effective Family Business Leadership

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Understand the Complex Dynamics of Successful Decision Making

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New Research Suggests Family Business Profit in Risk Taking

Podcast

Family businesses perform better in highly competitive environments if they invest in risky activities like mergers and acquisitions, according to new research on risk aversion versus performance in family-owned firms.

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Female Leadership in the Family Business

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Why Won’t My Parents Retire and Let Me Run the Family Business?

Article

If you have spent your career preparing to take over the family business, it can be frustrating to wait for the senior generation to decide that they are ready to retire.

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Exit Planning Series – Are you Ready to Make an Ownership Transition?

Article

A transition of company ownership, whether internal or external, is a complex process. Before attempting to sell a business, owners should make sure they are ready. This means determining their desired outcome, developing transition thinking, understanding options, and assembling a solid advisory team.

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How Servant Leadership Can Ensure the Long-Term Success of the Family-Owned Business

Article

Servant leadership, a philosophy in which the main goal of the leader is to serve, differs drastically from the traditional leadership model where the leader's main focus is the thriving of their company or organization.

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Eight Takeaways from Tax Season for Family Business Owners

Article

The largest tax reform in 30 years means CPAs have to relearn the rules. It’s taking longer to digest the rules and translate them as it applies individually to you and your company.

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Succession can be Non-Family Too

Article

Many family businesses believe that succession only involves developing leadership within the next generation. Often this is true. But with the advent of millennials seeking careers outside the family business, many companies are looking for other succession options.

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Family Succession: How to Achieve Equity

Article

Family businesses need to pass along ownership to certain members of the next generation who are most capable of continuing the business. Second, they should also strive to equally divide "all" assets so family members who don't receive business ownership will still feel they are treated fairly.

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Four Steps to Increase Separation Between Work and Family

Article

There are steps family members and coworkers can take in order to create a more advantageous and harmonious work environment.

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Using Outside Directors in Your Family Business

Article

The presence of outside directors in a family-held business adds value and perspective for management.

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3 Ways Your NextGen Can Increase Your Valuation

Article

NextGen leaders have the opportunity to increase the financial value of their company with Revenue Growth, Key Person Risk, and Engage Workforce.

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Family-Owned Businesses Wrestle with Talent Concerns

Article

President of Grand Rapids Label and chair of the Family Business Alliance, Bill Muir discusses how family-owned companies wrestle with talent concerns.

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Is family part of your brand identity?

Article

Working with family can be tricky, but studies that 60 percent of consumers say that they prefer to buy from family businesses.

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Sources:
Ivan Lansberg, Succeeding Generations; Thwart Magazine, Family Business Life Cycle; Forbes How to Use the Family Business Life Cycle to Personalize your Family Office.

The Family Business Continuum

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Identifies the different stages a business goes through from start up to decay or regeneration, across time.

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Family Business is What We Do.

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