Bill Ford, executive chairman of Ford Motor and great-grandson of founder Henry Ford, feels he didn\u2019t get buy-in for his ideas and has installed a new CEO who he hopes will carry out his vision.<\/p>\n
The Nordstrom family is exploring taking Nordstrom Inc. private as their company contends with disruptive change in the retail sector.<\/p>\n
Founding families who try to assert control of public companies generally want to maintain a long-term outlook, says Lloyd Shefsky, founder and co-director of the Center for Family Enterprises at Northwestern University\u2019s Kellogg School of Management.<\/p>\n
Families hope to sustain their businesses for generations to come, but Wall Street investors want quick returns, Shefsky says. When the goals of the investors and the family diverge too far, a power struggle can result.<\/p>\n
Long-term strategy was cited as the reason for the leadership change at Ford, according to an article in the Wall Street Journal. Bill Ford has been touting the benefits of new technologies for 20 years, he told the Journal, but has lacked support within the company.<\/p>\n
Ford was born in 1957, the year after the American automaker went public. The company\u2019s dual-class share structure gives the family voting control.<\/p>\n
Indeed, the pressure for short-term results has escalated in recent years. That\u2019s kept many companies from even trying to go public.<\/p>\n
Nordstrom is one company that\u2019s reconsidering its public status. Six family members — representing the third and fourth generations — are exploring a plan to buy back the 70% of the company they don\u2019t already own. They have formed an exploratory committee of independent board directors, which has hired financial advisers and legal counsel. The buyback could cost nearly $10 billion.<\/p>\n
In a Securities and Exchange Commission filing, the Nordstrom family members wrote, \u201cBecause of the changing dynamics in the retail environment, the Group is evaluating whether the long-term interests of the Issuer are better served as a privately held company.\u201d<\/p>\n
Kathy Gersch, a former Nordstrom executive, says the Nordstrom family is aiming for more than just running a private company.<\/p>\n
\u201cThey have always wanted to run this as a family business,\u201d Gersch told MSNBC. A family takeover would not be a standard leveraged buyout, she said. \u201cIt\u2019s really the family buying back their company. It allows for a level of alignment that you don\u2019t get in a standard buyout.\u201d<\/p>\n
The moves by Ford and Nordstrom \u201care different degrees of the same approach,\u201d says Shefsky.<\/p>\n
\u201cFord went public with two different classes of stock. That showed the power [the family] had when they went public, that they were able to do that,\u201d Shefsky notes. \u201cNordstrom didn\u2019t do that, for whatever reason, and in any event, they aren\u2019t satisfied with [being public] now.\u201d<\/p>\n