gaps in the area of human resourcem

gaps in the area of human resourcemanagement (Weiermair, 2000; Weiermair
et al.
, 1999). Most family businesses havelimited marketing skills and fail to employsuitable professionals to ensure that theirproducts are marketed appropriately. Theirbudgets are limited for any kind of marketingcampaign and thus they find difficult to reachtheir markets. This is particularly evident intourism and hospitality where clientele oftenresides in a different country, speaks differentlanguages and is bombarded by internationalbrands for its custom. As a result, familyhotels depend on intermediaries such as touroperators to reach potential clients (Buhalis,1994; Buhalis and Cooper, 1998).
.
Financing
. While large organisations act asanonymous and autonomous marketsuppliers, family businesses provide incomefor a whole family. Family enterprises are seenas heritage for following generations. Thus,familyentrepreneurs arereluctanttoapproachforeign investors, which deprive them fromcapital investments (Bornett and Neubauer,1985; Hennerkes, 1998).
.
Human resources and family employees
. Familymembers whose labour market value is poorcannot easily be made redundant. Familyrelationships often determine businesspractices. Family entrepreneurs expect familymembers to have high motivation andcommitment to the business. Motivation orperformance-oriented incentive systems arethus not installed. Furthermore, it is not easyfor small family businesses to attract and tofinance qualified personnel from the labourmarket, as they often find it strange tointerfere with family structures (Tan andZutshi, 2001; Terberger, 1

Kết quả (Anh) 1:

gaps in the area of human resourcemanagement (Weiermair, 2000; Weiermairet al., 1999). Most family businesses havelimited marketing skills and fail to employsuitable professionals to ensure that theirproducts are marketed appropriately. Theirbudgets are limited for any kind of marketingcampaign and thus they find difficult to reachtheir markets. This is particularly evident intourism and hospitality where clientele oftenresides in a different country, speaks differentlanguages and is bombarded by internationalbrands for its custom. As a result, familyhotels depend on intermediaries such as touroperators to reach potential clients (Buhalis, 1994; Buhalis and Cooper, 1998).. Financing . While large organisations act asanonymous and autonomous marketsuppliers, family businesses provide incomefor a whole family. Family enterprises are seenas heritage for following generations. Thus, familyentrepreneurs arereluctanttoapproachforeign investors, which deprive them fromcapital investments (Bornett and .1985 Neubauer; Hennerkes, 1998)..Human resources and family employees. Familymembers whose labour market value is poorcannot easily be made redundant. Familyrelationships often determine businesspractices. Family entrepreneurs expect familymembers to have high motivation andcommitment to the business. Motivation orperformance-oriented incentive systems arethus not installed. Furthermore, it is not easyfor small family businesses to attract and tofinance qualified personnel from the labourmarket, as they often find it strange tointerfere with family structures (Tan andZutshi, 2001; Terberger, 1

Kết quả (Anh) 2:

GAPs in the area of human resourcemanagement (Weiermair, 2000; Weiermair
et al.
, 1999). Most family skills and marketing havelimited Businesses fail to employsuitable professionals to Ensure That theirproducts are marketed appropriately. Theirbudgets are limited for any kind of marketingcampaign and dif fi nd thì chúng fi cult to reachtheir Markets. This is Particularly Evident intourism and hospitality where Clientele oftenresides print a different country, and is bombarded by differentlanguages ​​speaks for its internationalbrands custom. As a result, depend on intermediaries như familyhotels touroperators to Reach potencial clients (Buhalis, 1994; Buhalis and Cooper, 1998).
.
Financing
. While Organisations large and autonomous act asanonymous marketsuppliers, family cung incomefor a whole family Businesses. Family Enterprises are seenas heritage for generations sau. Thì, familyentrepreneurs arereluctanttoapproachforeign Investors mà deprive add fromcapital Investments (Bornett and Neubauer, 1985; Hennerkes, 1998).
.
Human resources and family employees
. Familymembers có labor market value be made ​​redundant is poorcannot Easily. Familyrelationships often Do quyết businesspractices. Family Entrepreneurs expect to have high motivation andcommitment familymembers to the business. Motivation orperformance-oriented incentive systems arethus not installed. Furthermore, it is not to Attract Businesses easyfor small family and quali fi ed to fi Nance personnel from the labourmarket, As They often Do fi nd it strange tointerfere with family structures (Tan andZutshi, 2001; Terberger, 1