% agree The business would benefit from the perspective of new management, The business’ growth has been limited by a lack of management depth, The owner(s) has expressed concern about the overall sustainability of the business after he/she has sold or transferred ownership, The business needs a new strategic direction to maintain competitive advantage and maximize shareholder value

FAMILY BUSINESS succession plans - % agree the identified successors are ready to take on the challenge of running the business, readiness steps taken by potential successors, Are there are clear plans as to how family members outside the business will share in profits, as compared to family members working in the business? Are there mechanisms in place to communicate with family members not involved in day-to-day operations of the business?

Has the owner(s) implemented a formal tax strategy to minimize the potential liability of income tax upon death? Business continuity plans have been made in case of loss of life of the owner(s) involved in day-to-day operations

What are the top 3 internal issues or challenges that will affect your company in the next 12 months? Top three external issues for next 12 months, Did your company change its business model over the last 12 months

Business strategy for the next 12 months (growth & acquisition, consolidation, survival), how do you expect the market of your core area of business to develop over the next 12 months

% of family businesses export, Top export destinations

Succession planning, Of those anticipating a change in ownership % expected to pass to next generation of family, sale to private investor, sale to management team, Flotation/IPO,

% of small and medium enterprise owners said if they could do it all over again, they would still decide to own their own business.

% of family businesses survive to the second generation, to the third generation [family business]

Source for funding a new business - % report personal savings, Taking out a loan.

% of independent retailers in Canada operate as a family business.

Includes: Number and Value of CSBF Program Loans and Claims, 1999-2004, Profile of entrepreneurs (CSBF Program Borrowers and All SMEs) - Gender, Age, Managerial Experience, Business Acquisition (family business, acquired from non-family, start from scratch)

Distribution of CSBF Program Loans by industry sector, Financial Statement Figures - revenue, assets, liabilities, equities, Perceived obstacles to business growth and development, Financing request and approval rates, Security and documentation required by financial providers, Level of satisfaction among CSBF program borrowers with their main financial services provider, Sources of financing used during start-up, Sources of financing for established firms. [Access to credit]