Meat+Poultry - August 2018 - 38


Noble, Tom Buddig, Tim Buddig, Bob Buddig
and Roger Buddig. "We have titles within the
organization, but we are really a sibling team.
In some cases, titles aren't referred to often
because we're all equal owners," Bob explains.
"But we do act as one voice in some situations."
The siblings took similar paths to reach
their current positions within the company.
Bob says they did whatever jobs they could
which were limited because of the labor union.
In their high school years, says Tom Buddig,
executive vice president of marketing, the
siblings might spend a given summer operating
a mixer, grinder or stuffer. It was not unusual
for a Buddig to be working in the smokehouse.
"We created a sales 'hit team,'" he recalls.
"We would go into various markets to review
a market situation, whether it be changing
a broker, educating a broker, working with
a distributor, and there would be five or six
Buddigs that would all fly into a market and
work there from Monday until Thursday night -
delivering product in the backroom of a store;
building displays in a store; merchandising
- that type of thing."


Carl Buddig founded his
meat business in 1943.
Photos document the
humble beginnings of
what has become a meat
industry powerhouse.


For the Buddigs, the positive aspects of sharing
a business far outweigh any negatives that
may arise. Bob says a shared mission and core
values are what make the Buddig sibling team
effective at running the company.
"We walk the walk and talk the talk,"
Bob says, "so, by having the same values
and mission and agreeing on it we can then
have a high level of trust and that's very, very
important. That helps us move quicker; our
decisions are very long-term in nature.
"We're also, as a sibling team, very
transparent among ourselves," he adds. "I
would say the pros outweigh the negatives.

MEAT+ POULTRY | 08.18 |

Sometimes we have to step out of our comfort
levels just like anybody in business. But as a
whole, I think the positives make us able to
work quicker and cover so many areas."
As a family business, Carl Buddig and Co. is
different from a publicly traded company that
is trying to achieve quarterly targets, Tom says.
"We really do believe that we're stewards of this
business for the next generation just as it was
for us," he explains.
Demonstrating good stewardship is part
of preserving the family business. Another
important practice is properly educating the
fourth generation of owners about the business
and what is expected of them as owners.
Participation in organizations such as the
Loyola Family Business Center has helped the
current sibling team establish best-practices
to guide future generations of Buddigs. The
Family Business Center - which is a member
of the Loyola Business Leadership Hub within
Loyola Univ. Chicago's Quinlan School of
Business - joins business-owning families
to share knowledge and learn strategies for
sustaining and growing family businesses.
"We have a family constitution, so that the
next generation knows what the rules are to
join the business," Bob says. "After graduating
from an accredited school, they have to
work outside the business for two years for
somebody else and gain some experience and
some regimen somewhere else.
"There could be 13 Buddigs in the family
business. Some are going to be active in the
business and some may not," he says of the
fourth generation.
There are quarterly family meetings to
attend, during which family members review
all the information that the Carl Buddig and Co.
board of directors sees, including financials -
so that family members understand the state of

Table of Contents for the Digital Edition of Meat+Poultry - August 2018