Edward D. Hess
Darden School of Business (UV3937-PDF-ENG)
November 27, 2009
This is the third case in a series that is suitable for Entrepreneurship and Small Business Management courses. It highlights common problems that often arise when choosing a successor for the family business, including the founder’s reluctance to “let go,” sibling rivalry, gender discrimination, and the eldest son’s sense of entitlement. In this case, the main concern is whether the family should compromise when choosing the CEO and the chairman of the board. It follows UV2037 and UV2038 and precedes UV3938.
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