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  • Service: Enterprise, Family business
  • Type: Business and industry issue
  • Date: 5/23/2012

Who leaves investment banking to work in a struggling family business? 

Investment Banking
The New York Times recently published an article by Ian Mount about Jeffrey Braverman’s decision to abandon his investment banking career to return to his his father’s family business, selling nuts. I thought it was a great example of the value that the younger generation can add…

Two things strike me about Jeffrey Braverman’s experience in his family business:


  1. Work-Life balance – You don’t need to work extended hours just because your forefathers did; you work them because you have to meet orders. If not, go home and spend time with your family.

  2. Think big – The younger generation has grown up in a global world, whereas the previous generation couldn’t think beyond their own town or state. It pays to think big when it comes to your family business!

Forsaking Investment Banking to Turn Around a Family Business

“Ten years ago, Jeffrey Braverman was living the dream of many business school graduates.
With a freshly minted bachelor’s degree in economics, he landed a job in 2002 at the
Blackstone Group, a Wall Street firm specializing in private equity and investment banking.


Less than a year later, however, Mr. Braverman stepped away from Wall Street and
returned to his father’s family business in New Jersey, the
Newark Nut Company. It struck
some as an odd choice: the family business, which had been started by Mr. Braverman’s
grandfather, Sol Braverman (known as Poppy), and had once employed 30 people, was down
to two employees and two family members, Mr. Braverman’s father and his uncle.


Located in an indoor mall in a desolate part of Newark, the nut shop’s retail sales were fading
and its wholesale business was, at best, stagnant. But Mr. Braverman harbored
entrepreneurial ambitions.


At the beginning, he agreed to work with his father and uncle for a salary tied directly to how
much new business he attracted. He focused on Internet sales and before long, they
began to dwarf the existing business.


Now based in Cranford, N.J., the family business has grown to more than 80 employees
with more than US $20 million in revenue, 95 percent of it online. The following is a condensed
version of a recent conversation.

Q. Who leaves investment banking to work at a struggling family business, selling nuts?

A. Only someone nuts, right? My dad and my uncle both thought I was crazy. I was making
more than they were at the time.

Q. I assume your father and uncle made you take a pay cut.

A. The one thing I did was, I didn’t want to take anything away from them. I structured it so
that my compensation was 100 percent based on incremental profit improvement. So from
their perspective, there wasn’t very much risk.


I also got a small piece of the family business. But at the time the family business was worth
nothing, book value.


No one would have bought it.

Q. Did you have any experience in Internet sales?

A. In 1999, I was a freshman in college and I started our Web site, Nutsonline.com. I spent my
second semester of freshman year working on that thing four or five hours a day. It kind of
just trickled along. In 1999, very few people were buying from Amazon, so they certainly
weren’t going to buy from Nutsonline. In 2000, I remember I set a goal: I wanted to do 10
orders a day.

Q. Did your father and uncle like your ideas?

A. I started to do things with the family business that they couldn’t do and that they didn’t
understand. Around July 2003, I told them it’s all about the Web. We’re going to sell online
and do a much better job. We got very aggressive with advertising online. My budget for
advertising per day had been US $3 and I raised it to like US $100. That’s nothing now,
but then it was huge.


We flipped the switch on the site, with the new marketing campaign, and let’s just say
we suddenly started doing five times the orders in one day. My dad’s response was, “Shut it
off, we can’t handle it!”


I also realized that while we were working Saturdays, we were in Newark and we weren’t
doing much business on Saturdays. And I said, “Guys, what is the family business making?
One hundred dollars for all of us?”


So I told them we’re going to close on Saturday.And they said, “No, no, no. Let’s do half-days.
We can’t close.


Poppy would never let us do this.” My uncle told me he was so nervous he couldn’t sleep the
entire week. But we ended up doing it. They came in Monday, and they both said, “This is the
best decision we ever made.”

Q. What other changes did you make?

A. Investment banking taught me how not to run a family business. People are only driven by
one thing, money. People don’t talk the right way, and they’re not respectful. One of the first
things I did was read all sorts of books on customer service, books like “How to Win Friends
and Influence People” that dealt with how people want to be treated.


It’s interesting, when you think from a business perspective what a core competency is, you
think, it’s cost, it’s first-mover advantage, it’s trademarks, it’s brands. Often people will say,
“Customer service? Anybody can do it.” But the truth of the matter is, not everybody can.
We decided early on that we were going to try to be really great. The
concept was underpromise
and overdeliver. We ship into the evenings, we ship on the weekends, various things to get
packages to people ahead of expectations.

Q. Did it work?

A. When I started, annual revenue was about US $1.25 million and Internet sales were next
to nothing. After that, the growth compounded at about 42 percent for four years, to over
US $5 million in 2006.

Q. And then it really took off in 2007 and 2008. What happened?

A. It was one of these very serendipitous things. We had gotten a few suspicious-looking
orders — one-pound bags of nuts going to CBS. There was a post-apocalyptic show on
CBS called “Jericho” and the network said it was canceled. During the show, this town
Jericho was being attacked by a neighboring town and the leader of the neighboring town
said, “Surrender.” And the leader of Jericho said, “Nuts.” So fans took this as their battle
cry. They said, “Let’s go send nuts to CBS.” This thing went crazy. At first we shipped U.P.S.


Then we did a few stunts. One day, I showed up with my uncle in our delivery van and dropped
off 1,000 pounds. Then we hired a trucker, and I went and we dropped off 10,000 pounds. We
ended up sending 40,000 pounds to CBS.

Q. That’s a lot of nuts.

A. Forty thousand pounds of peanuts in 50-pound bags, floor to ceiling, is a whole 48-foot
ractor-trailer.

Q. Sounds like it was better for you than for the show.

A. Yeah. We ended up getting a ton of Internet traffic. When we were on KROC Los Angeles,
we got like over a million visitors from that. We sold a lot of nuts to the “Jericho” fans too, but
the majority didn’t come back. But with The New York Times and CNN, and the funny press,
like The National Enquirer, you get all these visible, authoritative sources online, and they’re
linking to you. It does a lot for your credibility in Google’s eyes.

Q. How big do you think your family business would be if the “Jericho” thing hadn’t happened?

A. I would like to think we would have gotten to the same place by now. But I have no idea.”


Read the original article here.

Christophe Bernard

Christophe Bernard
I am a KPMG partner based in the French firm’s Paris office, responsible for encouraging the growth of our firms’ middle markets practice across Europe, Middle East and Africa, a majority of that market comprises of family businesses.
 

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