Between 65 and 90 per cent of worldwide companies, are family businesses. It has been hard to define in a single word this kind of organizations. Usually, people think that family businesses are small companies and ore often mistaken with small and medium sized enterprises (SME'S). But not all SME'S ore family businesses, and not all family businesses are small or medium. How are Venezuelan family businesses? To answer this question, Debates IESA interviewed members of seven different families that are entailed to companies with different cultural origins, businesses and sizes: Poncho Crema, Postelería Danubio, Fuller, Telares Palo Grande, Tecni-Ciencias Libros, Banco del Caribe y Don Perro. They all hove in common the initiative of a founder, preserved and expanded as the new generations have organized their relationship with the enterprises. When creating a family business, the pioneer will stamp the values that will mold its performance. Even though the founder was the one who promoted the idea that was made real successfully, the successors have to concentrate in directing the enterprise and assure its continuity and the prosperity of the family's equity. in family businesses there are two aspects that are often antagonist: love and money. Combining both requires creativity, an adequate response to circumstances without generating major conflicts between family members, a good communication and a spirit of tolerance. As the business grows and the dynamics between family and business become more complex, communication must become formal One way of doing it would be to establish procedures, conduct meetings to discuss the business' strategies, elaborate a family protocol, as well as planning for family member's participation in the enterprise and its succession. A way of government within the business should also be determined to ensure its continuity. A positive aspect of family ownership is the fact that by controlling the equity the adoption of a long term view is favored. Also, the patient and constant seeking of investments can yield excellent results. However, control of the property could cause distortions; for example, losing sight of the market. Working in a family business may have its advantages that, if properly seized, could end in success, prosperity and the continuity of the business in time. The unity and compromise of the family influence the business" performance, as well as the organizations" mystic: pursuing on ideal a personal sacrifice and long term view. As the enterprise grows, as well as the family, the capital's structure and its dynamic become even more complex. One of the difficulties is defining roles, especially when performed by family members. The lack of definition could interfere with the external professionals' performance within the business, confuse employees and create friction between and family members and externals. Two sensible aspects with growing importance have been women's and in-laws' incorporation within family businesses. Women's participation in family enterprises has become more relevant, as founders or employees. Similarly, in-law relatives' incorporation into the business is always a sensible topic because of the resentments that might arise within consanguineous members. The general recommendation is for the family business to use government bodies and to apply policies and norms to rule family members' participation. One of the most difficult tasks is for the founder to identify the right time to retire. Delaying this decision might be prejudicial especially if it happens when there are opportunities to grow or redefine the business. There are different mechanisms to face these situations.… [ABSTRACT FROM AUTHOR]