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Title Family Business in Peru: Survival and Expansion under the ...

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company, Bentín family itself is a very em<strong>in</strong>ent family with large family members.<br />

After <strong>the</strong> sales of shares to o<strong>the</strong>r families by some Bentín family members <strong>in</strong> <strong>the</strong> 1980s,<br />

<strong>the</strong>re were still 15 shareholders with Bentín family name <strong>in</strong> 1987. Fur<strong>the</strong>rmore, unlike<br />

Brescia’s <strong>in</strong>vestment <strong>and</strong> real estate development companies, which serve as family’s<br />

hold<strong>in</strong>g company, Bentín did not have any means to concentrate <strong>and</strong> coord<strong>in</strong>ate family’s<br />

shares.<br />

The second reason of Bentín’s weak control over <strong>the</strong> group is that <strong>the</strong> family<br />

itself did not start brew<strong>in</strong>g bus<strong>in</strong>ess. In case of Romero <strong>and</strong> Bresica, <strong>the</strong>y started <strong>the</strong>ir<br />

own bus<strong>in</strong>ess <strong>and</strong> <strong>in</strong>vested <strong>the</strong>ir profit <strong>in</strong> order to exp<strong>and</strong> <strong>in</strong> size <strong>and</strong> scope. However,<br />

<strong>in</strong> case of Bentín, <strong>the</strong>y ga<strong>in</strong>ed <strong>the</strong> control of Backus by acquir<strong>in</strong>g relatively large shares<br />

of <strong>the</strong> brewery. There was no exclusive control over ownership or management by<br />

Bentín family from <strong>the</strong> beg<strong>in</strong>n<strong>in</strong>g.<br />

3-3-3. Sales to Foreign Capitals<br />

Brew<strong>in</strong>g companies <strong>in</strong> o<strong>the</strong>r Lat<strong>in</strong> American countries have found potential <strong>in</strong><br />

<strong>Peru</strong>vian market due to relatively low consumption of beer per capita. S<strong>in</strong>ce <strong>the</strong> end<br />

of <strong>the</strong> 1990s, <strong>the</strong>y became <strong>in</strong>terested <strong>in</strong> acquir<strong>in</strong>g B&J. Upon be<strong>in</strong>g offered high<br />

prices by foreign capitals, m<strong>in</strong>or sharehold<strong>in</strong>g families like Brescia, Romero <strong>and</strong> Raffo<br />

sold <strong>the</strong>ir shares. F<strong>in</strong>ally <strong>in</strong> 2002, Bavaria, a Colombian brew<strong>in</strong>g company, obta<strong>in</strong>ed<br />

majority of UCPBJ’s shares. Although Bentín family still holds 12% of stocks <strong>and</strong><br />

<strong>the</strong>ir family members serve as <strong>the</strong> vice-president of <strong>the</strong> board <strong>and</strong> <strong>the</strong> general manager,<br />

it can no longer be called as Bentín’s family bus<strong>in</strong>ess.<br />

4. <strong>Family</strong> Control over Group Companies<br />

4-1. Three Sub-groups <strong>in</strong> <strong>Family</strong> <strong>Bus<strong>in</strong>ess</strong><br />

The above analysis shows that companies <strong>in</strong> a same family bus<strong>in</strong>ess group can<br />

be classified <strong>in</strong>to three sub-groups accord<strong>in</strong>g to characteristics of family’s control over<br />

ownership <strong>and</strong> management: (1) companies with exclusive control over both ownership<br />

<strong>and</strong> management by a family (EXCLUSIVE); (2) companies with a strong control by a<br />

family, but not exclusive (MAJOR); (3) companies <strong>in</strong> which control is shared with o<strong>the</strong>r<br />

families or foreign capitals (JOINT).<br />

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