FAMILY BUSINESS CLUB PRESENTS FAMFIRM WEBSITE EXCLUSIVELY FOR REGENTS COLLEGE STUDENT / P.

3
ISSUE 1
MAR /APR 2013

WWW.NONAMETELEGRAPH.CO.UK

STEVENSON BROTHERS ROCKS ON

Twin brothers Marc and Tony Stevenson have worked in partner-

ship for 30 years, helping to keep the craft of handmade rocking

horses alive with their business Stevenson Brothers. Their working
relationship is effective because the brothers have distinct roles
which utilise their different skill sets, and they trust each other
implicitly. The ensuing family business culture and identity is what
underpins their business success in a waning industry.

I think we are both in charge but we have

developed quite separate roles I design and
sell and Tony makes, says Marc.
When we got started I loved working in the workshop, using my

Furniture College on a day release scheme. Marc says Nearly all of

hands and making something. But I couldnt do this on a permanent

our team are now married and support families of their own and

basis - we needed someone promoting the business, otherwise we

enjoy being part of this unique small family business. They wrote

would miss the boat. So while Marc concentrated on the opera-

their goals on the wall of their first workshop on their sisters farm:

tional side of the business, Tony, who had undertaken a five-week

apprenticeship with the uncle who inspired the brothers unusual

1. to re-introduce the rocking horse as a must have item

vocation, focussed on the production side. The brothers are also now

2. to be the best rocking horse makers in the world

based on different sites which helps maintain good relationships!

3. to have other people discover their own creativity by working

with us.

The Stevensons have made rocking horses for Harrods, Selfridges,

the Sultan of Brunei, her Majesty the Queen and most members of

Despite this set back, the business remains very much a family

the Royal family. They also restore over 200 old Dobbins in their

affair and is still run based on trust and strong relationships with

Rocking Horse Hospital each year. They aim to deliver 8000 rocking

the whole team. There is no MD - Marc, Tony and Sue Russell own

horses before the end of 2012.

shares and operate as a partnership. Marcs wife Deborah and his

son Kyle also come in when needed on the sales side. Kyle has

Marc and Tony maintain success through effective management of

grown up with the business so identifies very much with the

their team of non-family staff in their business, they are treated as

products and people buy from him as they believe him. The fact this

if they were part of the family. Most of the Stevensons staff have

is a family business is in the name, Stevenson brothers. People

been with the team for over twenty years, including a pair of broth-

know it is a family business and love that it is a family business.

ers whose combined employment comes to over forty-five years. In

1990 they made their secretary of nearly thirty years, Sue Russell,

Within one year they had outgrown the borrowed shed and moved

a partner. Their Workshop Manager joined from school and has

to their own workshop. They also employed two friends as carvers

served his time as an apprentice at Stevensons, attending

who unfortunately left the business and set up in competition. This

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march

demonstrated the importance of ensuring that there are carefully

You don't need me to tell you that that is never going to work. You

worded contracts in place for family and non-family members in a

have to separate the family element and the business element.

family business.
Part of the challenge was how my family could run the business if
Their success seems to be based on this family culture and image

for some unfortunate reason I was no longer able to do so.

and that the brothers effectively oversee very distinct areas of the
business. The best thing is that I know Tony is doing the other side

In order to avoid the predictable uncertainty that arises, we set up

of me I can trust him implicitly to get the job done to the best of

a family council. The objective of this was to bring clarity and trans-

his ability. I notice if either of us takes our hands off for a while

parency to the process. In other words, we anticipated any possible

I can feel it says Marc.

outcome and planned for it. You will need to get specialist advice on
this topic as it is somewhat of a specialist field. However, the broad

And what about the next generation of the Stevenson family? All of

advice is that you must stop the internal debating, recognise that

the children are doing their own thing at the moment and we want

there is a significant problem within the business and put in struc-

this - they need to get lots of experience of the real world. It was our

tures and processes that will resolve any issues when stalemates do

choice to do this and there was no pressure from our parents it

occur.

12
KEYS
FEARGAL QUINN :
was nice to have the space to decide. Marc and Tony are also happy
to continue in their roles for some years to come: We are thankful
that we have had the success we have so far but I often feel that we
have barely scratched the surface and that there is still so much
more to do to make Stevenson Brothers a global brand.

TO FAMILY BUSINESS SUCCESS

BY THE SLONE BROTHERS

Family businesses can't be run by

consensus, put someone in charge

Family members start a major portion of new businesses launched

in the U.S. every year. Brothers come to mind, of course.
Whatever the family ties, however, starting a business with a
spouse, parents, siblings, children or other family members
presents unique challenges over and above the usual problems a
startup faces. Thats why only one in three family businesses
survives to the next generation.
Weve given this a great deal of personal reflection and come up
with 12 essentials for striking the right balance when starting a
family business.

Question : I own a family business in Dublin together with four

siblings. We can't agree on whether it needs further investment. We
inherited the business but none of us works in it. We are deadlocked
on almost every issue. What should we do?
Answer : Your letter suggests that you have not empowered any one
of you to make decisions in the event of a stalemate and it would
also appear that you are trying to run the business by consensus.

1. Set some boundaries.

2. Establish clear and regular methods of communication
3. Divide roles and responsibilities.
4. Treat it like a business.
5. Recognize the advantages of family ownership.
6. Treat family members fairly.
7. Put business relationships in writing.
8. Dont provide sympathy jobs for family members.
9. Draw clear management lines.
10. Seek outside advice.
11. Develop a succession plan.
12. Require outside experience first.

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april
NO NAME PRODUCTION
PRESENTS THE FAMILY
BUSINESS MINI-ALBUM

NO PAIN
NO GAIN

Business is what we do for a living,

It is hard work, it requires involving
Following in father's footsteps is just the path,
Dad did his thing, now you do the math!
The real world is cruel and judgemental
Being the boss child wont make it smooth and gentle.
Many fingers will be pointed at you
Was it hard work or someone you knew?
First things first, its no easy task,
A lot of greed and plots youll have to unmask
Family conflicts are bound to be there
Lack of communication will take you nowhere.
Keep daddys opinion as a hymn in heart
But make yourself listened and play your own part.
The generation gap is always hard to digest
But to be successful you have to pass the test.
To keep it simple, my dearest, today
In order to succeed theres only one way.
Its as a wise man named Ed once said
Only through pain should you move ahead.
It's our time to manage a brighter tomorrow
Prepare yourself for disappointment and sorrow
Family business is right from our hearts
Because thats where dedication for the business departs

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JOKES & CARTOONS

An organization is like a tree full of monkeys... all on
different limbs,... at different levels,... some climbing up.
The monkeys on the top look down and see a tree full of
smiling faces. The monkeys on the bottom look up and see
nothing but assholes.

Two neighbors were talking about work, when one asked,

"Say, why did the foreman fire you?" Replied the second,
"Well, you know how a foreman is always standing around
and watching others do the work. My foreman got jealous.
People started thinking I was the foreman."

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