{"id":5619,"date":"2022-02-17T14:00:18","date_gmt":"2022-02-17T14:00:18","guid":{"rendered":"https:\/\/www.dmklawyers.com\/?p=5619"},"modified":"2022-05-09T19:11:04","modified_gmt":"2022-05-09T19:11:04","slug":"challenges-faced-by-family-businesses-for-long-term-survival","status":"publish","type":"post","link":"https:\/\/dmklawyers.com\/en\/challenges-faced-by-family-businesses-for-long-term-survival\/","title":{"rendered":"Challenges faced by family businesses for long term survival"},"content":{"rendered":"\n

Por Patricia Nu\u00f1ez J\u00e1quez<\/p>\n\n

Se estima que de un 80%[1]<\/sup><\/a>\u00a0a un 90%[2]<\/sup><\/a>\u00a0de las empresas dominicanas son familiares (esto es considerando\u00a0como empresa familiar a toda sociedad comercial en la que los miembros de una familia coinciden dentro de la gesti\u00f3n y propiedad de esta[4]<\/sup><\/a>). Tambi\u00e9n que las empresas familiares aportan hasta un 27% del Producto Interno Bruto (PIB) de la Rep\u00fablica Dominicana[3]<\/sup><\/a>\u00a0.<\/p>\n\n

Ante la importancia que representan las empresas familiares en el pa\u00eds, \u00e9stas no han escapado al impacto econ\u00f3mico negativo que ha ocasionado, a nivel mundial, la pandemia de COVID-19, la cual empuj\u00f3 a la Rep\u00fablica Dominicana a su primera recesi\u00f3n en casi 17 a\u00f1os, tomando en cuenta que, para el \u00faltimo cuatrimestre de 2020, se perdieron desde marzo de dicho a\u00f1o 191,273 puestos de trabajo, mientras que los sectores principales de nuestra econom\u00eda, tales como el turismo, la construcci\u00f3n y miner\u00eda, sufrieron una aguda contracci\u00f3n en el segundo trimestre del referido a\u00f1o 2020, lo que caus\u00f3 una contracci\u00f3n de un 6.74% del PIB de dicho a\u00f1o 2020[5]<\/sup><\/a>.<\/p>\n\n

En adici\u00f3n a esta presi\u00f3n intensa en los ingresos, generada por la pandemia del COVID-19, que afect\u00f3 la operatividad econ\u00f3mica de todas las sociedades comerciales y la econom\u00eda dominicana, en sentido general, las empresas familiares confrontan el reto adicional de que el 75% de este tipo de empresas no llegan a la segunda generaci\u00f3n, pues en nuestro pa\u00eds no hay una cultura de gobernabilidad corporativa, y todo depende del patriarca, sin que las nuevas generaciones jueguen un papel preponderante en la administraci\u00f3n y operaci\u00f3n de la empresa.[6]<\/sup><\/a><\/p>\n\n

Esto se debe a que en una empresa familiar se conglomeran las \u00e1reas de la familia, la propiedad, el negocio, la gesti\u00f3n y la sucesi\u00f3n, lo que conlleva a que, ante un cambio o transici\u00f3n entre generaciones, esta deba enfrentar problemas adicionales, tales como:<\/p>\n\n

a. Relaci\u00f3n Familiar<\/u>:<\/p>\n\n

Este aspecto se encuentra centrado en las tensiones y rivalidades que son producidas dentro del \u00e1mbito familiar; pues, la falta de separaci\u00f3n del \u00e1mbito familiar y el de la empresa provoca que la historia familiar, los valores y las pautas de comportamiento y relaci\u00f3n interpersonal de la familia sean predominantes y se impongan por encima de las necesidades de la empresa; y tambi\u00e9n induce a que, en ocasiones, las gestiones empresariales se lleven a la vida familiar, sobre todo cuando se provocan tensiones en la empresa que se llevan al final del d\u00eda a la casa,\u00a0afectando directamente ambos \u00e1mbitos y reduciendo la productividad y el manejo eficiente de la empresa.<\/p>\n\n

b. Propiedad de la empresa familiar:<\/u><\/p>\n\n

Aqu\u00ed vemos los problemas que se generan a nivel participativo en el capital social dentro de la empresa, as\u00ed como aquellos que son causados por la dispersi\u00f3n del capital a favor de un grupo de socios seleccionado por un v\u00ednculo afectivo y no por el aporte econ\u00f3mico que puedan realizar; o la ineficacia de la junta de socios al momento de tomar decisiones que afecten el patrimonio de la sociedad, las cuales suelen ser inclinadas hacia aquellas que conlleven riesgos econ\u00f3micos m\u00ednimos, sobre todo cuando los consejos de administraci\u00f3n se encuentran exclusivamente formados por familiares y suelen resultar ineficientes.<\/p>\n\n

c. Renovaci\u00f3n estrat\u00e9gica continua:<\/u><\/p>\n\n

Dentro de los problemas que conlleva la renovaci\u00f3n estrat\u00e9gica podemos encontrar la creciente internacionalizaci\u00f3n de las actividades comerciales ante la globalizaci\u00f3n de la econom\u00eda y la necesidad de innovaci\u00f3n en los productos ofertados para mantener la competitividad de la empresa ante la industria, incorporando nuevas tecnolog\u00edas al sistema de producci\u00f3n y operaci\u00f3n de la empresa con una reducci\u00f3n de costos, lo cual requiere una toma de decisiones que se dificultan cuando es necesario obtener un consenso entre hermanos o padres e hijos, sobre todo cuando los fundadores o administradores de la sociedad subestiman el valor y aporte que pueden aportar las nuevas generaciones.<\/p>\n\n

d. Renovaci\u00f3n organizativa y administrativa:<\/u><\/p>\n\n

Otro de los problemas que confrontan las empresas familiares se derivan de que, en general, las mismas se encuentran organizadas en base a los criterios familiares por encima de los empresariales, moldeados al estilo de direcci\u00f3n de sus l\u00edderes o fundadores, de una manera que normalmente es centralizada y personalista. Esto provoca grandes dificultades en los momentos en que la empresa requiere la profesionalizaci\u00f3n de su personal, frenando el desarrollo o implementaci\u00f3n de los m\u00e9todos directivos innovadores que permitir\u00edan facilitar un cambio generacional y promover la mejora competitiva de la empresa, bajo un sistema adecuado de direcci\u00f3n y de fomento del desarrollo permanente del personal; o cuando la empresa tiene que enfrentar la desaparici\u00f3n de su fundador.<\/p>\n\n

e. Sucesi\u00f3n familiar o cambio generacional<\/u><\/p>\n\n

Finalmente, el problema m\u00e1s com\u00fan que presentan las empresas familiares es consecuencia directa de la falta de planificaci\u00f3n anticipada y organizaci\u00f3n efectiva de la empresa y su patrimonio para facilitar la sucesi\u00f3n en la propiedad y en la gesti\u00f3n empresarial. Esta problem\u00e1tica se presenta principalmente por la resistencia de los familiares en el poder para retirarse o ceder su posici\u00f3n, m\u00e1s a\u00fan en aquellos casos donde no existe un plan de sucesi\u00f3n que haya sido elaborado de manera expl\u00edcita y por escrito.<\/p>\n\n

Por lo tanto, las empresas familiares, normalmente, no llevan a cabo de manera ordenada y eficaz en el tiempo un proceso de preparaci\u00f3n de sucesores, al no colocarlos en funcionamiento dentro de los \u00f3rganos de gobierno o no facilitando su integraci\u00f3n en la direcci\u00f3n y administraci\u00f3n de la sociedad ya que no se preocupan en formar a la siguiente generaci\u00f3n para que sepa actuar como accionistas activos y responsables, buscando err\u00f3neamente mantenerse activos hasta el final de su vida.<\/p>\n\n

Sin embargo, es importante se\u00f1alar que los retos adicionales detallados anteriormente pueden ser solucionados y, en algunos casos, prevenidos a trav\u00e9s de la implementaci\u00f3n y puesta en ejecuci\u00f3n de un\u00a0Protocolo Familiar<\/strong>, el cual debe establecer con claridad las normas que deben regular la interacci\u00f3n entre la familia y la empresa.<\/p>\n\n

En consecuencia, cuando la empresa familiar se encuentra en una etapa estable y libre de controversias es el mejor momento para buscar la asistencia profesional de un abogado para dise\u00f1ar un protocolo familiar que satisfaga las necesidades de la empresa familiar, y si fuere el caso, celebrar rondas de negociaci\u00f3n efectivas entre los miembros de la familia para una adecuada toma de decisiones.<\/p>\n\n

Patricia Nu\u00f1ez J\u00e1quez es socia junior de DMK Abogados<\/p>\n","protected":false},"excerpt":{"rendered":"

Por Patricia Nu\u00f1ez J\u00e1quez Se estima que de un 80%[1]\u00a0a un 90%[2]\u00a0de las empresas dominicanas son familiares (esto es considerando\u00a0como empresa familiar a toda sociedad comercial en la que los miembros de una familia coinciden dentro de la gesti\u00f3n y…<\/p>\n","protected":false},"author":9,"featured_media":0,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"inline_featured_image":false,"_kad_blocks_custom_css":"","_kad_blocks_head_custom_js":"","_kad_blocks_body_custom_js":"","_kad_blocks_footer_custom_js":"","_kad_post_transparent":"","_kad_post_title":"","_kad_post_layout":"","_kad_post_sidebar_id":"","_kad_post_content_style":"","_kad_post_vertical_padding":"","_kad_post_feature":"","_kad_post_feature_position":"","_kad_post_header":false,"_kad_post_footer":false,"footnotes":""},"categories":[149],"tags":[],"acf":[],"yoast_head":"\nChallenges faced by family businesses for long term survival - 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