They often inspire great loyalty as well. If the employee is strapped, the company as a family is there for them; and alternately, if the company is in trouble, the workers are willing to go the extra mile to help the company and the family.

A big part of the book is showing how these C's have to be balanced. You can't have any one of them at an extreme. The balance will have to adjust according to their business strategy.

Most of the executives of publicly held companies are on the job for five years and these companies are more concerned with quarterly earnings. However, family-owned businesses are in there for the long run. It might even take decades for some of their ventures to pay off.

One of the dangers is inventing a solution before there is a problem.

We swam well, and we're kind of where we wanted to be.

We go out and do our best, ... but we have to move on to our next missing person.

The four C's are powerful tools that can give them a significant advantage. But there are down sides.

There're not there for one-step bargain deals with their suppliers. They're there to establish long-term relationship and connections that could be five, ten, or twenty years.

The kids that were supposed to win won. And the kids we needed to make a difference really stepped up today and made a difference.