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Family Business Lessons From The Godfather

Mario Puzo’s novel The Godfather was first published in 1969, topped the New York Times best seller list for more than a year, and at last count had sold over 10 million copies.
It also spawned a film trilogy...The Godfather (1972), The Godfather Part II (1974), and The Godfather Part III (1990)...which between them collected 28 Academy Award nominations and won 9 Oscars, reinforcing the status of legendary actor Marlon Brando and launching the careers of director Francis Ford Coppola and actors Robert De Niro and Al Pacino.

But apart from being an absorbing study of the rise of the mafia in America, the film series has also long been considered to be of great academic value in the business world. Forbes Magazine’s poll of the best business movies of all time ranked The Godfather Part II as second behind Orson Welles’ Citizen Cane, with The Godfather coming in fourth in front of Oliver Stone’s Wall Street.

Commencing with the arrival of the young Sicilian Vito Corleone in New York in the early 1900’s, the story of Vito’s rise to power within the Mafia, and the involvement in the "family business" of his children Sonny, Fredo and Michael, is of itself great entertainment, but also highly instructional as a case study for family business succession.

Here are just a handful of issues which the characters are forced to deal with...some more successfully than others (the headings are from Grant Thornton’s "Succeeding At Succession" whitepaper series).

     1. Your choice for a successor may seem clear...but even if the person is keen, he or she may not be right for the job.

Following Don Vito’s attempted murder by the rival Tattaglia family, it is the eldest brother Sonny who takes over as head of the Corleone family; however this proves disastrous as Sonny has neither the ability to think strategically nor the temperament required to lead the family into war with their rivals. As a result, the Tattaglias are able to use Sonny’s hot-headed response to a personal situation against him, luring him away from his family to be gunned down at the Long Island toll booths.

    2. Once you identify a potential successor, you need to develop a skills-related succession plan that is aligned with your timeline for retiring or winding down your involvement.

Before the youngest brother Michael came to power, he had made it known that he wanted nothing to do with the family business, instead choosing a career in the U.S. Marines; however when circumstances required him to become involved, he was well prepared by Don Vito, who saw in Michael the clear and unemotional thinking that Sonny lacked. This is also a good example of the rule "All family members should have work experience outside the business".

    3. If you run a family business, you need to consider emotionally challenging issues that may call the skills of your family members into question.

Rather than seek revenge for Sonny’s killing, Don Vito responds in a remarkably unemotional manner, by negotiating a ceasefire with the heads of the other Mafia clans; he reasons that a war would only threaten the survival of their collective business interests. Although grief-stricken, he instructs his consigliere Tom Hagen: "I want no inquiries made. I want no acts of vengeance. I want you to arrange a meeting with the heads of the Five Families. This war stops now."

    4. Choosing your successor involves more than finding a new leader. You’ll also need to consider senior management positions that are equally important to maintaining continuity today and in the future.

Tom Hagen, the family’s lawyer and most trusted advisor, plays a key role in the decision-making process at the highest family level, but he is not a blood relative. When Michael leaves New York following a murder attempt on the lives of his family, he relinquishes all control over the family business to Tom, as he is clearly the best qualified for the job.

    5. The next generation may consider leadership and equity ownership a birthright, which can lead to disappointment and frustration if what they believe is meant to be never happens.

The middle son of the Corleone family, Fredo, was given key positions in the organisation but was an abject failure in all of them. Frustrated by his inability to make his mark in the family business, and feeling that he was not given the respect he deserved, Fredo provides important information to Michael Corleone’s rival Hyman Roth, a decision which by the end of Part II sees Fredo "sleeping with the fishes" at the bottom of Lake Tahoe.

    6. Many owners start their business so they can take control of their lives. When it’s time to go, and lose control, they are understandably reluctant to hand the reins to someone with less experience.

When Michael returns from exile in Sicily, Don Vito willingly goes into semi-retirement to allow Michael to take over as the head of the family business; rather than risk sending mixed messages, Vito is content to remain in the background, offering Michael his personal counsel when required. In contrast, years later Michael struggles to identify a successor, eventually settling on his dead brother’s illegitimate son Vincent Mancini, a man cursed with same hot-blooded temper as his father, Sonny, and perhaps headed towards a similar fate; it is in Part III that Michael complains "Just when I thought I was out...they pull me back in".

Source:

Robert Powell/ Specialist Advisor - Family Enterprise & Succession

Sibling Partnerships in Family Business

In many family businesses the succession from the founding father to the second generation causes new challenges. When parents and children are working together, the power lies with the older generation. From the moment that older generation leaves the organisation, the power has to be divided to the second generation. Siblings become partners and have to take care of the continuity of the organisation. The feeling of gaining power and leadership can cause friction between siblings.

There are a few things which can help this succession succeed:

- Create family governance rules such as policies for family behaviors and a clear and shared vision for the future. It is important to respect and hold each other responsible to these commitments.

- Create specific sibling-focused strategies. This can be a clear boundary between personal and work relationships. It’s also important that siblings recognize their strengths and weaknesses. Once they know who is good at what, they can decide how to divide the partnership.

- Communication is very important. It’s wrong to think that your sibling knows what you are thinking. You make assumptions and create expectations based on what you think your sibling would do. This is a dangerous process. It’s important to talk openly about thoughts and feelings just as you would do with an non-family member in the organization.

Example of a successful sibling partnership: the Disneys

Source: https://theturnaroundauthority.com/2015/03/17/famous-sibling-partnerships-that-worked/

We all know who Walt Disney is. Less famous is his older brother Roy, who was his co-founder of Walt Disney Productions. Walt was the visionary; Roy was the finance guy, generally a less flashy role.

“Walt had this idea [for Walt Disney World]. My job all along was to help Walt do the things he wanted to do. He did the dreaming. I did the building,” he once told reporters.

They started working together at a young age, delivering newspapers after their dad bought a route. Roy was a banker in Los Angeles when Walt moved there and they founded Disney Brothers Studio in 1923 to produce short live action, animated films. In 2014, the company reported revenue of more than $48 billion.

Despite any lingering childhood issues, siblings can form successful partnerships.

Succession: important shift in ages?

The Instituut voor het FamilieBedrijf (IFB), a Flemish knowledge centre for family businesses, published a very interesting article written by Jozef Lievens, the centre, who is a lawyer specialised in issues related to family business, more specifically succession, governance and conflicts among company partners.

He shared a clarifying insight on the ideal age for succession. According to Lievens, for both the current family business owners and their successors there are age periods in which the succession is ideally set.

Researches show that so far most of the owners left their role as leaders when they were between 65 and 75 years old, whilst successors usually took over when they were between 38 and 48 years. However, times have changed and due to the increasing lifespan and the better average health, owners stay fit until they are older and are less willing to hand over the torch early. Therefore, nowadays owners decide to transfer their business when they are between 68 and 78 years old.

According to Prof. John Davis of M. I. T., an inverse phenomenon occurs for the heirs who wish to take over the family business earlier. Nowadays, they are between 32 and 40 years old when they feel ready to become CEOs.

It is very clear that this situation can lead to conflicts. If the successor wants to take charge at a young age and the owner is willing to give up the leadership later, obviously there are going to be problems. In addition, this new situation implies that the period in which the current leader and the successor co-operate will last longer. How can we solve this problem now?

It cannot be stressed enough that clear agreements on the time of succession are important to prevent conflicts. These agreements are preferably laid down in a charter in tempore non suspecto.

If it is indeed the case that the period of co-operation between the leader and the heir will last longer, that co-operation must be arranged properly, and communication will be the key.

Even more important and a more definitive solution is that the leader finds a new role in due time, inside or outside the family business. This role often lies in the field of governance.

New Generation: Meet Mara Ferreira

With a Bachelor degree in Business Management and a Post-Graduation in Human Resources, Mara Ferreira has been working at Bolflex for 8 years. This year, she launched the brand My Cute Pooch
Mara Ferreira has been working for a few years at Bolflex, and she has many stories to tell; however the one that makes her eyes sparkle is the one about the group's new brand: My Cute Pooch. On the occasion of the launch of the new brand we took the opportunity to speak to Mara Ferreira to hear her toughts.

How long have you been working at Bolflex?
My journey at Bolflex began eight years ago, when I finished my bachelor degree in Business Management, in the Higher School of Technologies of Fafe. I’ve been through different factories until I definitely stabilized in the Human Resourced but I’ve always wanted to do more.

How did the project My Cute Pooch emerged?
One summer day, I was walking around a street full of shops with my family and I told them about my dream, which I already had for a while. I told my dad and explained him my ideas to know his opinion. His entrepreneur and audacious spirit saw an opportunity with a lot of potential in this project and so, after a research and test period, I brought the project forward. Two years later, My Cute Pooch was born, a new brand of customizable bags, created from 100% recycled and free of animal origin ingredients materials. My Cute Pooch was created to give a central role to women’s individuality and versatility by adapting itself to several personalities and moments, therefore representing an alternative to the daily life’s monotony.

How does My Cute Pooch distinguish itself?
Besides the fun and bold design, these are totally customizable bags, a characteristic that allows each woman to choose her unique combination and, at the same time, have a great variety of styles just by changing accessories. As the accessories are sold separately, the bags can be transformed just by changing the little details. My Cute Pooch offers customizable, bold and fun proposals, planned to adapt to the different lifestyles of those who wear them. When buying a Pooch bag, the client can choose the body of the bag, which is available in several colors, and combine it with monochromatic or illustrated ears, different noses and even costumed straps. Besides the customization, there is still the option of buying our own suggestions.

The experience at Bolflex had influence in this new brand? And if so, in which way?
Although I’m new to the market, My Cute Pooch was born in the heart of Bolflex, a company with 28 years of experience in the rubber market, a pioneer in investment in top-of-the-range equipment and creator of its own products’ raw materials, such as B-Light, a light, flexible, waterproof and soft to the touch material. It was precisely to benefit from B-Light’s several innovative characteristics and broaden Boldflex’s product range that My Cute Pooch was created.

What changes do you think will happen in the footwear industry in the coming years?
Fashion requires some mental, physical and economical effort and it’s with differentiated and high quality products that one can make a difference. The industry has to be increasingly versatile and constantly innovating to keep up with the fashion market. Otherwise, it will become monotonous and break.

What piece of advice would you give to a youngster who is entering the industry?
In a stage of our lives when we don’t have many experience, it’s normal to be afraid of risk and our insecurities can, a lot of the times, block us from fighting for our dreams. Lately, I feel my journey has been in high speed but instead of losing energy, I feel it growing. This is because this new project gives me will to fight every day and it’s fulfilling to have positive feedback about all the effort you’re making to make it successful. So, to all the young people that will start working in the industry, I leave a motivational message: don’t let yourselves get beaten by the difficulties and fight for your dreams.

For more information about My Cute Pooch please refer to the brand's website.

WorldFootwear,May 24, 2019 Portugal

Mayor Tapizados, a clear example of excellence in the family business succession in Spain

The businessman José Pascual Ortega García founded Mayor Tapizados in 1985. He ventured himself into creating his own brand and line of sofas endorsed by his gathered experience. He started in the profession when he was only 13 years old, which made him a master craftsman upholsterer.

Ever since, Mayor Tapizados has undergone a constant evolution. The company was the number one brand of the exposed-wood sofas production in Spain during the 90s thanks to their great effort and hard work. To achieve such a goal and meet the constant demand of product, the company increased its workforce reaching the number of 20 employees.

The second generation enters the company in the year 2002. This was the time for the qualitative leap of Mayor to be positioned gradually as a leading company in the sector. The children of José Pascual, Raquel and Javier, were the people in charge of facing the great challenges posed by the 21st century. With the unconditional support of their father, they adapted to the need of a continuously changing market in an agile and dynamic way.

Nowadays, their know-how has won Mayor the place of leading manufacturer in their sector, in both daybeds and modular compositions, presenting a modern, contemporary and state-of-the-art line. Their modern facilities cover more than 8,000 m2 and are located in Yecla (Murcia), a town known as the "furniture city" due to the deep-rooted tradition in this sector.

Mayor offers a customised product for the end customer depending on their needs.
This is the key to their increasing success in both national and international markets. Currently they export their products to countries such as France, Portugal, Israel or Estonia.

Their success is possible thanks to their young and inspired team formed by more than 60 people, which reveals that the core value of Mayor is their labour force. The main values that its founder, José Pascual Ortega, held dear are reflected in that team: effort, teamwork, desire for achievement, trust, simplicity and enthusiasm for new challenges. Always focused on offering the best product and service to the customer.

Amarelli, the excellence of Calabrian liquorice

Amarelli is an ancient family business that for centuries has been dedicated to the cultivation, harvesting and processing of liquorice. It is located in Rossano, on the Calabrian Ionian Coast in Southern Italy.

Famous in its sector, Amarelli has a solid and ancient history: old papers, in fact, show that already in 16th century the family Amarelli marketed "black gold of Calabria", or the liquorice (the scientific name Glycyrrhiza glabra), a plant that still grows in abundance in dedicated soils.

A sweet and unique root, that can conquer everyone. Liquorice, in fact, besides being tasty, has many beneficial properties. First, it has an antibacterial action and helps to keep your mouth healthy, reducing the risk of gum disease and tooth decay; moreover, it also plays an anti-inflammatory action: it is known, in fact, to have a calming effect on inflammation of the throat. Liquorice is used as an expectorant, it helps soothe gastric acidity. It is not, however, indicated to hypertensive: liquorice, in fact, causes an increase in blood pressure.

To maximize this characteristic product of the Ionian Coast, in 1731 Amarelli family gave birth to a proto-industrial system, called "ashlar", useful to extract the juice of this beneficial plant roots, to get black and brilliant liquorice.
In short, the company has a long history of passion, tradition and dedication to work, which does not lack prestigious awards such as the "Guggenheim Business & Culture Award" obtained in November 2001, after the construction of the Museum of Licorice "Giorgio Amarelli", located in the former palace and headquarters. And yet, in April 2004 the Italian Post Office wanted to recognize the uniqueness of this museum dedicating a stamp of the series "The Italian artistic and cultural heritage", issued 3,500,000 units.
Currently, Amarelli produces a wide range of products from classic confetti, which made it famous in the world, the tasty liquor, beer, salt and even cosmetics. Products are all different, but made with the same material: liquorice.

Joseph Holt Brewery

In a world where the successes of huge corporations like Apple and Toyota take precedent, it can be hard to visualise a space where family-based businesses can succeed, this can be off putting for entrepreneurs. However, there are plenty of family businesses which are accomplishing great things in their industry, mainly because of the efficient management of the succession process.

Joseph Holt is a Manchester based brewery which was established in 1849 and that have been brewing on the same site since 1860. A tour inside the iconic brewery offers an extraordinary look at history!

The business has recently extended to the sixth generation with the daughter of current CEO Richard Kershaw. In the 170 years since the company was founded, the family have effectively worked together and passed ownership onto each successor.

Joseph Holt sets a tremendous example for family-based businesses in any field. In an era when drinking out is on the decline, they proudly own 127 pubs in Manchester and the North West of England. They also produce around 500 barrels of beer each day, which proves just how popular the brand is.

As the times have changed Joseph Holt has attempted to keep up and has altered the company to suit the needs of their clientele. Fresh food is now served in many of their pubs and they all stock an array of wines and spirits which cater to all tastes.

The company has participated in a multitude of philanthropic work within the area. The family business has a strong community involvement and all proceeds go to The Christie Fund, a Manchester based charity which provides financial and emotional support for individuals and families who are fighting cancer.

They are also linked to the Holt Radium Institute which was founded by Sir Edward Holt in 1914. In 2019, they won the Heart of the Community award for the third year in a row due to their fundraising and charitable work. They have created a ‘celebration ale’ to mark their achievement, and 20p from every pint goes to Christie’s. The work which they do sets an impeccable example for all businesses.

Despite the array of changes which Joseph Holt has experience over the past 170 years, they continue to remember the values and beliefs which the company was founded on.

https://www.joseph-holt.com/

New Generation: Élio Parodi

Élio works in the company since 2005. With a Master Degree in Economics, Élio Parodi, alongside with the family, leads ROPAR’s destiny. Most known for its brand Arcopédico, the company recently launched Easy Walk Experience, a new concept of comfortable ballerinas available in dozens of colors.

Why did you choose to work at ROPAR? Was it a natural choice?
Ropar was always a natural choice. Since I was a child, after coming back from Brazil when I was 10, and even through my youth and my growth I viewed the company as a goal to achieve. Also, I always felt the expectations my family had towards me, although without putting any pressure on me.

Which do you believe are the biggest challenges in this succession process, in which you most certainly can include yourself (and is becoming ever more common within the sector)?
The challenges come mostly from the Asian competitors, with which it’s almost impossible to compete regarding the price, and that requires a constant resilience in investigating new products and new marketing methods to increase the trade channels, such as the internet and all the new challenges that brings to the sector.

In your opinion, what does the new generation of entrepreneurs has to offer to the sector?
As any new generation, mostly a lot of energy and commitment. It’s obvious that new academic and institutional knowledge lead to new production and marketing methods, and I believe that is the added value the new generation really brings to the sector.

What changes do you think will happen in the footwear industry in the coming years?
I think the brands’ consolidation will be the major change. The investment in added value products is essential for the footwear sector to be seen as an asset for the Portuguese economy.

What piece of advice would you give to a youngster who is entering the industry?
Portugal is a great reference of the footwear industry worldwide and to keep the industry that has taken Portugal to all the world alive depends on their effort.

A new generation in Portuguese footwear

How did the And I Wonder project begin?
And I Wonder emerged from a necessity. When our founder, Andreia Silva, got married, around 10 years ago, she wanted to have a unique piece for her weeding day. And as she lived in São João da Madeira, she decided her weeding shoes would be the perfect piece to customize. However, her desire was a real challenge.
We realized the importance of customization in this sector, not only concerning to the visual aspect (choosing the colors or details) but also the comfort a customization can provide in such a long day because it allows to choose the best design for the feet and the right type of heel or the preparation of the footwear shape if it’s not a foot with the standard measures...

Working the footwear sector was a natural choice?
I would say the emergence of this project is a combination of several events related to footwear. We didn’t exactly choose footwear. When we got together, footwear was already the topic. Personally, until then, I had never thought about the footwear sector for my future.

Do you believe customization the future?
Customization is not the future. It was just temporarily forgotten with the appearance of the large retail chains. However, before, everything was customized. People bought suits to tailors or went to dressmakers and they could choose all their clothes’ details. Nowadays, with the technological evolution, it’s possible to think about mass customization.

In your opinion, what does the new generation of entrepreneurs has to offer to the sector?
The sector has been working hard to create new brands and added value to the existing know-how. In my opinion, the mission of the new generation of entrepreneurs in the sector is to guarantee the continuity of that value creation and stimulate new sales alternatives. Create new online and offline distribution channels that take the products to the final customers with less intermediates, therefore giving a higher margin to the industrial units to increasingly invest in a sustainable way.

In what way do you believe it’s possible to evolve the footwear industry in the coming years?
The sector will have to adapt to the new ways of footwear consumption. Produce smaller quantities and secure the essential high quality. However, to do that, the sector has to be prepared to diversify the sales channels.

What piece of advice would you give to a youngster who is entering the industry?
Despite all of the possible optimization, the industry lives of the people. Choose wisely and look after your team.

Conflict and Mediation in Family Businesses

Family businesses make up more than 60% of all companies in Europe being large employers and playing a paramount role in the economic development of the region.

This kind of businesses face many challenges, from access to finance, to planning for succession and dealing with organisational governance.

In family businesses, relationships and organisational decisions overlap through the personal and professional lives of the family members, sometimes involving past disputes and misunderstandings, related or unrelated to the business itself. Therefore, if conflict is a natural aspect of human interaction, it is not surprising to see why conflict in family businesses is so prevalent and difficult to deal with.

Sources of conflict

The reasons for conflict in family businesses are of a particular nature because they will involve emotional aspects, strong attachments, past disputes, and indelible memories paired with the day to day work issues. In this context, the main sources of conflict arise from:

1. Having different visions for the business.
If the vision and values of the company are not clearly stated, it is likely that every family member will have its own, a situation that will inevitably lead to misunderstandings.

2. The nature of personal relationships
From rivalries amongst siblings to the intervention of in-laws and spouses, emotional relationships will affect the business. In the case of siblings, the parent authority needs to aim for equality and accountability. For in-laws and spouses, the degree of their engagement needs to be clearly stated.

3. Financial issues
Remuneration and rewards, if perceived inequitable or biased, will lead to conflict. Secondly, it is common that family businesses fail to differentiate between the family and the business finances, again, leading to tensions.

4. Ownership and Succession
A clear statement of ownership is paramount to avoid future disputes. This will also be the foundations to build a transfer process to the next generation.

Mediation
Being aware of the sources of conflict is the first step to adopt measures to avoid conflict and to prepare to deal with it. However, it is possible that conflicts become difficult to solve within the organisation, and that is when external mediation can be a solution.
Mediation is an informal process of dispute resolution not limited by rules of evidence, procedure or remedy, where an external mediator will intervene to find common ground for both the parts in conflict to find a solution.
The role of a mediator is not to say what is right or wrong or what should be done, but rather to make suggestions to break a standoff. It will help parties communicate better and work together towards finding solutions creating a non-adversarial environment.
A skilled mediator can play a key role to help family businesses solve problems and avoid repeating old counterproductive behaviours and patterns in the future.

Conclusion
Conflict is inevitable in the family business context, but family members and staff can start by understanding the nature of conflict. When conflicts are impossible to deal with, external mediation is a useful and flexible tool that can make a significant contribution to conflict resolution and conflict prevention, both fundamental for the permanence and advancement of the organisation.
Further, individuals can also take action to face and solve conflict. As part of the Skills4Succession project, we will teach learners how to use NLP techniques to deal with conflict at the personal level first.

Produced By INOVA

Project

The theme of succession in family-based SMEs is an important and complex issue involving the companies themselves and all the stakeholders around it, from suppliers to customers. This issue becomes relevant in Europe, where more than 90% of the businesses are SMEs, mostly family-based.

Annually, more than 700.000 companies in European Union go through succession phases.

Studies show that approximately 1/3 of the entrepreneurs responsible for the leadership of family businesses will abandon their activity during the next 10 years, directly involving more than 2,8 million jobs, only 50% of the family businesses reach the 2nd generation and only 20% reach the 3rd generation.

These figures have a common root at European level: the lack of skills on the design and implementation of succession plans and on transgenerational entrepreneurship, from the side of the actual leaders and their heirs.

The project’s main goal is to design, develop and test learning tools and methodologies, on several themes relevant for the family business succession process, targeted to the actual leaders and their heirs, key-people and other collaborators, in order to support SMEs to face and go through the succession process in a successful way. The project outputs widely cover all the succession process:

i) awareness raising toward the actual leaders on when the appropriate time is to prepare the succession planning;
ii) identification of the best moment to act;
iii) support on the identification and selection of the most adequate successor/heir;
iV) preparation of succession plan;
v) support its implementation.

The project outputs are targeted to all involved and consists of learning tools focused on the organization aspects and methodologies and guidelines for training and coaching. This way, the project also envisages the creation of capacity within support organizations to train and coach the involved parties.

The project will impact actual leaders and heirs, key-people in SMEs and collaborators, who lack skills to initiate a sustainable succession in SME, as well as enable trainers and coaches to provide support to the mentioned target-groups.

TRAININGSUSTAINABLEFAMILY SME's

Innovative training to promote a sustainable succession in family based SME's

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Is this the opportunity to start your company succession process?

Here you can find the updated feed-back from the stakeholders regarding the project and its outcomes.

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New Generation: Leandro Moreira

Newsletter on Skills4Succession

Newsletter on Skills4Succession

Newsletter on Skills4Succession

New Generation:Filipa Couto, from Trofal, a portuguese footwear company

Family Business Lessons From The Godfather

Sibling Partnerships in Family Business

Succession: important shift in ages?

New Generation: Meet Mara Ferreira

Mayor Tapizados, a clear example of excellence in the family business succession in Spain

Amarelli, the excellence of Calabrian liquorice

Wilson & Company

4th meeting 3th and 4th April 2019, Yecla, Spain

4th meeting 3th and 4th April 2019, Yecla, Spain

Joseph Holt Brewery

New Generation: Kevin and Jonathan Sampaio

In The Family - Strata Homes

New Generation: Élio Parodi

A new generation in Portuguese footwear

Cantine del Notaio, a mix of innovation and tradition

Conflict and Mediation in Family Businesses

Skills4Succession: Succession problems in family businesses

3rd meeting 10th and 11th October 2018, Sheffield, UK

3rd meeting 10th and 11th October 2018, Sheffield, UK

2nd meeting 19th and 20th April 2018, Poznán, Poland

2nd meeting 19th and 20th April 2018, Poznán, Poland

Kick-off meeting 21st and 22nd November, Leuven

Kick-off meeting 21st and 22nd November, Leuven

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CTCP - Centro Tecnológico do Calçado de Portugal Rua de Fundões - Devesa Velha 3700-121 S. João da Madeira T. 256830950 | F. 256832554 E. [email protected] | www.ctcp.pt Subscribe Skills4Succession Newsletter

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TRAINING
SUSTAINABLE
FAMILY SME's

CTCP - Centro Tecnológico do Calçado de Portugal
Rua de Fundões - Devesa Velha 3700-121 S. João da Madeira
T. 256830950 | F. 256832554
E. [email protected] | www.ctcp.pt

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