Dr Steffi Hussels

Dr Steffi Hussels
Stephanie has a passion for early stage and growth companies, particularly family businesses. As part of her role at Cranfield School of Management she is the Director of the Business Growth Programme (BGP), the longest established owner-manager programme in the UK. Previously, Stephanie was the Director of the full-time MBA programme at Cranfield. Stephanie teaches on executive, graduate, and doctoral levels on entrepreneurship, entrepreneurial finance, family business and quantitative research methods. Besides working with entrepreneurs, Stephanie cooperates with charities and firms on how to encourage and implement intrapreneurship. Her current research focuses on entrepreneurial resilience, family business and business survival. Stephanie has written several prize winning case studies and is now frequently asked to give talks about case study writing and teaching. Stephanie has also been an invited member of the judging panel for the National Business Awards, the Great British Entrepreneur Awards, Growth Investor Award and the Case Centre Awards Competition. She has also been an external mentor at JLAB, the John Lewis incubator.
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Recent Posts

How To Write An Effective Business Plan To Secure Start-up Funding

By Dr Steffi Hussels

Prospective investors usually require business plans as a first step to assess an investment opportunity. In this way, a business plan serves as a means of communicating a new business venture’s potential to an investor in a logical, accessible, and consistent manner.

good business plan hence needs to carefully articulate the opportunity, the strategy and resource requirements, outline risks and rewards, and introduce the management team.

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3 Common Issues you Must Consider for Family Business Succession

By Dr Steffi Hussels

In the UK, two-thirds of all private sector firms are family businesses, contributing over half of GDP and around 40% of private sector employment.

Most family businesses will want to pass the business on to the next generation but relatively few actually do so – fewer than half of family businesses pass to the second generation, and only a fraction to the third.

Without formal succession planning, family-owned businesses run the risk of not being sustainable. Some owners regard succession...

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