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ERENET Profile Vol. IV, No. 4. www.erenet.org companies. This type of business is owned by the several big owners. Results were in the category of question concerned on the tangible property indicates no fundamental results between family and non-family business. Big differences are in the field of the software equipment. Family business is not equipped with the software application as is the non-family business. In all categories (MRP, CRM, SCM) of software modules were found reserves. Employees The other group of stakeholders was “Employees”. Most of observed companies were in the category with 100 -250 employees. Most of family business employs the less number of employees than nonfamily business. Graph 8: Number of employees Number of employees Source: Processed by author 45,00% 40,00% 42,85% 39,80% Non - family business Family business This can be caused by the 35,00% 32,96% fact that family companies are more 30,00% 28,70% 31,40% 24,10% 25,00% business (Doncles and Frohlich conservative than non-family 1991, p. 149). In family firms we 20,00% can also find the higher percentage 15,00% of women. Same results are 10,00% presented by the research made in 5,00% USA. American business survey 0,00% (2007) proved that 24% of family 40-99 100-249 250 and more business is controlled by the woman. Within the past decade there has been an almost five-fold increase in the number of women leaders in family business since 1997 in USA 18 . This fact can cause the higher social responsibility in family business. This behavior can be also expressed by the higher ethical standards 19 . Family companies also spent much money on social benefits than non-family business. In family business we can find higher percentage of employees with university degrees. This characterizes family business. The PricewaterhouseCoopers (2007) research indicates that the priority investment is in human resources. Customers Another part of survey was dedicated to the group of “Customers” as stakeholders. The most common strategy within the family business is the differentiation strategy. Graph 9: Company strategy Source: Processed by author Family business is focused on the specific products with the possibility of higher prices in the combination with wide range of products and wide range of customers. Non- family business is orientated on the differentiation focus strategy. That means that non-family business is focused on 35,00 30,00 25,00 20,00 15,00 10,00 5,00 0,00 COST LEADERSHIP Non family business Company strategy Family business 31,25 31,51 28,42 25,00 22,60 21,25 22,50 17,47 DIFFERENTION COST FOCUS DIFFERENTIATION FOCUS 18 American business survey. Mass mutual. Kenesaw State University. Family Firm Institute.2007. 19 American business survey. Mass mutual. Kenesaw State University. Family Firm Institute.2007 40
ERENET Profile Vol. IV, No. 4. www.erenet.org the specific products with the possibility of higher prices in the combination with the narrow product range and narrow customer range. The results from PricewaterhouseCoopers (2007) indicate that important factor of competitiveness is the ability of family business to supply customers demand by the wide product range. This is connected with the innovation activity of family business. Suppliers The last part of survey was dedicated to the “Suppliers”. In this category there was observed the factors which influence the choice of suppliers. The results indicate that family business places the emphasis on the price of supplies than non-family business. Other characteristics like particularity of supplies or quality of supplies are nearly the same. Graph 10: Price of supplies Source: Processed by author Conclusion The above results show that even in the Czech Republic can be found different characteristic of family and non-family businesses. The primary analysis of family business in Czech Republic opens up the possibility of further research in this area, and in the future can help family businesses deal with the dangers of market environment and not to lose competitive advantage over non – family enterprises. The main 120,00 100,00 80,00 60,00 40,00 20,00 0,00 1,29 Non-family business Family business 0,00 Price od supplies 10,42 3,33 96,66 88,39 Not important Average Important problems which concerns family businesses are: quite complex taxation, insufficient incentives, problem with bank loans, problem with strategic and succession planning and many others. It can be assumed that more research on family businesses would certainly bring a range of evidence applicable in the context of non family businesses. At present, the family business in the Czech Republic is included in the classic non family business. In addition, the lack of sufficient literature or legal framework concerning family business which could allow family businesses to better copes with the current situation. REFERENCES [1] BLAŽEK, L. a kol.2007. Konkurenční schopnost podniků. Brno: Masarykova univerzita. [2] DONCLES R., FROHLICH E., 1991: “Are family business really different?, Family Business Review, Volume 4, Issue 2, p. 149 - 160 [3] KORÁB, V., HANZELKOVÁ, A., MIHALISKO, M., 2008. Rodinné podnikání. Praha: Computer Press. [4] ODEHNALOVÁ, P. 2007. Rodinné podnikání a jeho vliv na trh práce v ČR – případová studie. Nezaměstnanost – technologické a sociální proměny práce. Brno: Masarykova univerzita. p. 144-145 [5] STRÁŽOVSKÁ, L., STRÁŽOVSKÁ, H. 2002. Rodinné podnikanie, Bratislava: Sprint vfra. [6] Vývoj ekonomické aktivity obyvatelstva ve 2. čtvrtletí 2008, Český statistický úřad. 2008. [7] American business survey. Mass mutual. Kenesaw State University. Family Firm Institute.2007. [8] Making a difference. The Pricewaterhouse Coopers Family Business Survey 2007/2008 [9] STEN, J.2007 What is a business family? Electronic journal of family business studies Issue 2, Vol.1, p. 168-182 [10] TYEE, L. N., 2007. Family to family, Family business study, Seattle University: Oregon. 41
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