CasesRamachandran, Kavil.,Bhatnagar, Navneet. "Ketan Logistics: Charting The Next Route", 2016Read Description >Close >This case is about the dilemma faced by a next generation member whether to continue working for his family business or venture out on his own. Both alternatives have strong positive and negative implications. Rohit was a third generation member who jointly headed the western India unit of his family business, Ketan Logistics Limited (KLL). Rohit’s grandfather, had setup KLL in 1986. Over the years, the company expanded its fleet, acquired license to operate freight trains, diversified into ocean freight and transportation of large industrial equipment and food products. By 2014, it had become an integrated, multimodal logistics provider to business customers. KLL’s operations were divided into four geographic zones, each headed by a senior family member. KLL took several measures to professionalize operations, like: deployment of enterprise resource planning (ERP) software, adoption of a code of conduct and organization of employee training and workshops. After completing their studies, all next generation members except one joined KLL. Some of them like Rohit had high aspirations and wanted changes at KLL but often faced strong resistance from seniors. Accumulated frustration in the next generation led some to consider venturing out at different points in time. For Rohit, his close friend had recently come up with an attractive proposal to fund the entire new business that Rohit had in mind with 50% sweat equity for Rohit. He was emotionally connected to his father and other family members and did not want KLL to suffer but was worried about his own future as well. He would not get such an opportunity again easily. For Rohit, it was a tough choice to make.

CasesRamachandran, Kavil., Mathew, Alexander., Bhatnagar, Navneet. "Professionalisation of Sudarshan Chemicals Industries Ltd - Case", Ivey Publishing, 2015Read Description >Close >This is a case on the interlinkages among strategy, professionalization and governance in building sustainable Indian family businesses. Sudarshan Chemicals Limited, set up by the Rathi family in Pune in 1951 has over the years emerged as one of the largest pigment manufacturers in the world. It has evolved over the past half century without any major turbulence at the interface of family and business. Since beginning, the company has strictly adhered to the practice of professionalism. Employment of family members in the business was conditional to their fulfilling specific educational qualifications. They considered share ownership of the company did not entitle anyone a job there. Non family executives were highly respected for their professional capabilities. The case narrates how smoothly the family practiced strong sense of governance that enabled them to behave professionally. In 2003, management of the company was completely handed over to the second generation that formalized many of the best practices with the help of a consultant. There are no major decision dilemmas in the case, but it is a good case to discuss what else and how better things could have been done in Sudarshan. The case establishes the interdependence of professionalization and governance at all levels in implementing the company strategy.

CasesAlur, Sivakumar., Ramachandran, Kavil.,Bhatnagar, Navneet. "Leadership Succession at Achal : A Tough Nut to Crack", Harvard Business Publishing, 2015Read Description >Close >Giridhar Prabhu, the owner of Achal Industries, a four-decade-old cashew processing and exporting, proprietary family enterprise plans to retire in the next five years but is dealing with succession challenges. His three daughters were not interested in pursuing the business. Prabhu knows that he will not be able to manage the business on his own for long. He was contemplating future options that included convincing one of his daughters to rethink her decision or inducting professional non-family members to steer the enterprise’s future or selling the business. He was in a dilemma on choosing an option that would be good for him, his enterprise, and his family.

CasesRamachandran, Kavil., Suresh, Bhatnagar. "Zandu Pharmaceutical Works: The Takeover Bid (A)", Harvard Business Publishing, 2014Read Description >Close >This case is about the takeover attempt for Jamnagar, (Gujarat, India) based Zandu Pharmaceutical Works by Kolkata, India based Emami group in 2008 and the opposition by one of the promoter families that followed. The company was owned and managed by two promoter families. One of the families sold their stake to Emami group. The other promoter family faces the decision problem in the case, which is - whether to sell out to Emami or to fight the takeover battle. The case narrates the circumstances and the actions taken by various parties involved. The case requires students to understand the business situation from different perspectives. The case deals with various managerial issues like leadership, communication, acquisition strategy and emotional issues faced by promoter families. The case serves as a suitable tool for students to learn and apply leadership and communication skills specifically in complex acquisition scenarios.

CasesRamachandran, Kavil., Bhatnagar, Navneet., Suresh, Jayshree. "Zandu Pharmaceutical Works: The Takeover Bid (B)", Harvard Business Publishing, 2014Read Description >Close >This case is about the takeover battle between two Indian companies, Zandu Pharmaceutical Works and Emami Limited, in 2008. Zandu Pharma was owned by two promoter families. Emami bought the stake held by one of the promoter families, the Vaidyas without the knowledge of the other promoter family, the Parikhs. The Parikhs viewed this acquisition by Emami as a hostile move. Emami offered to run the firm under a joint management but Parikhs were opposed to such an arrangement. What followed was an intense battle for control over Zandu. None of the two sides wanted to give up the fight. A series of moves and counter moves on business, legal and family fronts, were witnessed as the fight went on. After months of fighting each other in the courts, on the stock markets and in media, both Emami and Parikhs are finding themselves worn out and under heavy financial and mental stress. With horns locked since long, markets watch as to who would blink first. Emami group has given Parikhs an offer to either sell their stake to Emami or buy the stake owned by Emami. The Parikh family has to now decide its course of action, that is, whether to sell out to Emami or to buy out Emami’s stake. Though seemingly easy, the choice for the Parikhs is difficult one to make. The case necessitates students to appreciate the business decision scenario from different standpoints. It encompasses several management issues about leadership, communication, acquisition strategy, legal/regulatory and emotional issues faced by promoter families. The case serves as a suitable tool for students to learn and apply leadership and communication skills in business, more specifically in complex and hostile acquisition situations.

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