Product details

Share this page:
Please find below the full details of the product you clicked a link to view.
Thumbnail image for 317-0331-3
Danish language with English subtitles
Camilla Nellemann (Copenhagen Business School)
Published in:
Revision date:
1 minutes
Data source:
Field research
File size 133.6MB. Click for more information.


In this video case, Mr Rasmus Jorgensen explains how it was like to take over the family business KALK much sooner than he had anticipated due to his father’s sudden death. When Rasmus entered the company as a 19-year-old he saw a lot of potential in KALK and was eager to take over the business. In the beginning of the 1990s he bought 25 per cent of the holding company. His father, Mr Michael Jorgensen, preferred, however, to sell KALK to an external party. He had seen children of owner-managers being forced to take over a family business and would not do that to his own son. 'His attitude became too much for me', tells Rasmus, who eventually developed a business plan which convinced the father of his capabilities and willingness to become the next owner-manager of KALK. With the help from an accountant, a lawyer and a tax expert they designed a change-of-ownership process where Rasmus would buy the remaining 75 per cent over a number of years until 2008. Michael intended to gradually withdraw from the daily operations and continue as an advisor to his son. 'But, we never got to that point', explains Rasmus. During the process, his father became seriously ill and passed away in 2002. He had not had the time to introduce his son to the sales work.


Family business; Generational succession; Exit plan

Access this item
View our pricing guide
or to see prices.

Reviews & usage