Arizona Gov. Doug Ducey signed House Bill 2178 Monday at Churn, a locally-owned homemade ice cream shop in central Phoenix.

The bill requiring restaurants and ice cream shops to obtain a license before making and selling frozen desserts and frozen dairy products for consumption on-site.

“It’s been a to make certain that government operates at the speed of business,� Ducey said. “I’ve been accused of having a bias toward a favorite dessert, and when I heard that government was getting in the way of Arizonans enjoying delicious ice cream I knew we needed to act and act quickly.�

Ducey was a partner and CEO at Cold Stone Creamery, an Arizona-based ice cream parlor chain, until he and his partners sold the company in 2007. At that time, the chain had grown from a single shop in 1988 to more than 1,400 locations in the United States and 10 other countries.

Churn is operated by the Phoenix-based restaurant group , which also runs Churn’s nextdoor neighbor, Windsor, as well as Postino, Federal Pizza and Joyride Taco House.

“Local scoop shops like Churn make fantastic ice cream from scratch on their premises, and it’s something I have some knowledge about,� Ducey said. “But under Arizona law they were facing regulations that were meant for larger dairy manufacturers that would have put their from-scratch business, which produces a higher quality product… in jeopardy.�

Lauren Bailey, CEO and co-founder of Upward Projects, and Craig DeMarco, co-founder, stood behind Ducey for the signing.

Ducey said signing HB 2178 means Arizona ice cream shops can create their desserts without “daunting and misapplied regulations getting in the way.�

Also present were bill sponsor (LD-17) and Steve Chucri, president and CEO of the Arizona Restaurant Association.

“I want to thank everyone who came together… to bring this law forward and allow these businesses to thrive, especially Rep. Jeff Weninger, who has been a protector of these organizations, the United Dairymen of Arizona [and] the Arizona Restaurant Association,� Ducey said.

Ducey said he wants entrepreneurs and small-business owners to know that “Arizona is listening to your concerns and proving once again that we are the best state in the nation in which to found, scale and grow a business.�

The post Gov. Ducey signs bill to ‘free the scoop’ at Churn ice cream shop appeared first on Â鶹´«Ã½Ó³»­.

Family businesses are prominent throughout the nation, offering a variety of family-operated goods and services.

Around 30 percent of these businesses make it to the second generation and 12 percent are successful by the third generation, according to the .

How can these businesses achieve success while maintaining their unique family values?

Dr. Luis Gomez-Mejia, W. P. Carey Management and Entrepreneurship Regents Professor at Arizona State University (ASU), researched family businesses and their decision-making drivers.  

His research also delves into the relationships of international management, strategic management and executive compensation.

“I began to realize family firms behave in a different way than non-family firms,� Dr. Gomez-Mejia explained.

A few key differences Dr. Gomez-Mejia noted are family firms are more long-term oriented, more likely to survive when performance is not high and more persistent.

On the other hand, non-family firms are typically more diverse, more likely to internationalize and are driven by economic factors.

Other include an unlikeliness to tackle new business ventures, values that align with the family’s values, low turnover, limited management processes and nepotism.

“ are really unique in terms of independent choices they make in comparison to non-family firms,� Dr. Gomez-Mejia said. “So, family firms want to preserve what I call socioemotional wealth.�

Dr. Gomez-Mejia explained that approximately 70 percent of publicly traded firms in the U.S. are family-founded and employ 80 percent of the workforce.

Those family businesses are often driven by socioemotional wealth, which focuses on family values, preservation of tradition and pride.

He added, “It’s an important utility for the family. They get the satisfaction of having a family identity embedded in the firm, the family image is important.�

PING, a subsidiary of Karsten Manufacturing Corporation, is a leading golf equipment brand with 845 employees, 25 buildings and 52 acres around that. It is also a family business.

Dawn Grove, corporate counsel of Karsten Manufacturing Corp., said her grandparents incorporated the company and bought a building to continue production of PING golf equipment more than 50 years ago.

“My grandparents’ values of integrity, ingenuity, continuous improvement and service were naturally weaved into everything we do because my uncles and dad- and later my cousins and I- worked alongside them. Our passion has always been to make the best golf clubs possible, not to have the flashiest marketing shtick or to make the most money,� Grove said.

Although the socioemotional drive often overshadows the financial aspect of conducting business, PING uses its family values to enhance its business practices.

“Our family character inhabits all we do and uplifts our professionalism,� Grove said.

CEOs and other leadership positions of family businesses tend to maintain that position much longer than leaders of non-family businesses, Dr. Gomez-Mejia explained.

“You’ve got an attachment, that continuing identity of the family firm,� Dr. Gomez-Mejia said. “The firm is their baby, usually they launched the company in the first place- they founded the company.�

“What happens is the economic drivers are also important because if you lose that, you also lose the socioemotional wealth,� Dr. Gomez-Mejia said. “The main advice would be to be able to step back and be willing to professionalize when the situation demands that. The willingness to do that will make a difference as to whether or not the company survives and how well it will do in the future.�

The post Thriving as a family business appeared first on Â鶹´«Ã½Ó³»­.