Founded in 1994, England Marketing is the only agency to operate across the entirety of the food and agriculture supply chain – not just in market research, but also in researching market opportunities. The business covers everything from sustainability and net zero challenges on farms and landscapes, through to how consumers buy and prepare their groceries.
For Family Business Week, we asked a few questions of the agencies founder Jan England, who works with an experienced team that includes her daughter Clare, about the challenges that face family businesses as they seek to protect their legacy.
What did you put in place or consider when protecting the family legacy?
The family business consists of two entities, being the farm and agricultural research agency that I built to support the farm in the 1990s. The farm was relatively simple to handle as it was following a plan that had been clearly set out since Matthew, my younger son, came into being. However, the plan for the agri-food research business was much less clear, as my daughter, Clare, had been put off by past experiences of working in market research during her time with an agency.
I had always been keen to hand over the business, but it wasn’t until the pandemic that Clare expressed an interest to play a part in the family business, starting out as temporary support during maternity leave and developing from there. At first, it was a very ‘fluid’ arrangement, as there hadn’t been a plan for Clare to return to the business pre-covid. Given the uncertainty caused by the pandemic, it was very difficult to consider long-term plans too, especially as Clare had two young children to consider.
During our time working together, Clare saw that the business had a strong reputation in the agri-food sector and I was willing to let Clare take the reins and develop the business further. From there, it became clear that a five-year handover plan was needed to avoid any potential power struggles, disagreements or perceptions of unfairness – issues that I’m aware can occur in these types of situations.
How far in advance did you start to think about passing down/taking over the family business?
There had always been an intention to hand the farm to my son. With the agency, it was always my hope to have someone to hand over to eventually, but having to adapt and change during Covid gave Clare an opportunity to showcase her ability and steer the company through a difficult period. Just this year, we have worked with a business coach and have appointed a NED to provide more guidance on gradual change, but so far, we have been able to implement important changes without any major disagreements.
Were there any stumbling blocks when handing the business down?
Yes, there have been some stumbling blocks along the way, namely a move to Peterborough so that Clare could be closer to her home – this meant that I had to rent out the purpose built Research Hub at the farm and there’s an impending name change. Despite my initial reluctance and against the advice of my own peer group (England Marketing), I agreed knowing it was right to let Clare fully ‘own’ the company moving forward.
Fortunately, there hasn’t been anything we’ve been unable to overcome – yet! Whilst changing locations and trajectory was a tough sell, I know it’s a necessary step to navigate any future problems. As it stands, we have plans for a name and service offering change next year, which I fully support, despite the initial difficulties.
Are all the family visions aligned?
In general, all family members are aligned, but in a way history is repeating itself as my parents used to tell me not to work so hard – now I find myself doing the exact same with Clare! Clare has big ambitions for the company and isn’t very familiar with the famous expression ‘Rome wasn’t built in a day’, whereas I’m a firm believer in slow and steady growth, ensuring you still have a good work-life balance. It can be difficult to combine a career with family in the corporate world so it’s important to make the most of that opportunity when you can.
How did you make sure other siblings/children felt they were treated fairly during the process?
With the farm and the associated work ‘apparently’ belonging to the male side of the family, Clare and I have been free to pursue our plans without much interference!
What did you learn during the transition process?
Don’t let plans slip away – create a clear strategy with goalposts that can’t be moved intermittently. If needed, seek advice and support either offered or professionally provided, and above all, remember to be tolerant and encourage each other as much as possible – communication is key!
