Upcoming casesRamachandran, Kavil.,Joshi, Shefali. "Dabur India Ltd- The Burman Family", 2015Read Description >Close >The case is based on the 100 year old family business- Dabur India Limited and discusses the evolution of the firm and the steps the family took to professionalize the business by giving up operating control. Set up by Dr Burman in 1894, Dabur is now strategically run by fifth and sixth generation Burmans. Though, the business grew over the years, the case emphasizes the post-professionalization challenges the company faced. The case further elaborates the definitive steps taken by the family to maintain professionalization by setting up various councils and bodies to define the conduct of the business and the family with respect to each other. However, with the sixth generation now involved in the business, it seems like an opportune time to start succession planning. However, the family seems comfortable in their current position and there is no concrete direction and planning for the future.

Upcoming casesRamachandran, Kavil, Bhatnagar, Navneet. "Commotion at Star Products", 2014Read Description >Close >Star Products, a family managed engineering business setup in 1950 is facing serious challenges in 2013 on governance and professionalization fronts. The business had grown over the years but continued operating in traditional manner. Kamal, the eldest next generation member, drove a major change process in 2006. Since then, the company had revamped the supply chain, productivity improvements, restructuring product mix, new product development and market expansion. These changes had positive effects on business, which saw tremendous growth. However, the family members involved in the business failed to redefine their roles as they could not anticipate the challenges of this transition. The unhealthy state of business and family governance has led to differences in the family. One of the next generation sibling, Ajit threatens to walk out with his share of business and the family is looking at options to deal with the situation.

Upcoming casesRamachandran, Kavil,  Calabro, Andrea. "The Merck Family"Read Description >Close >

The oldest pharmaceutical and chemical company in the world, Merck was founded in 1668. Still run as a business partnership with the shareholder community of 100 family members, Merck was criticized for complexity in the functioning of its 70 divisions and international growth added cost to the corporation[1]. Due to complex management structures that caused a drain on the company’s financial resources, Merck decided to streamline its governance structures and incorporate itself as an Association limited by shares, floating 25% of its capital in stock exchange.

The case studies the Merck Family, their involvement in business, the various practices they have established for a smooth running. While the company has launched its “Fit for 2018” campaign to streamline processes and improve productivity and profitability, the company faces a number of challenges in execution.

Upcoming casesRamachandran, Kavil; Joshi, Shefali. "Oncquest Laboratories"Read Description >Close >With a very vague idea of his job responsibilities, Aditya Burman joined the in-house initiative of his family business of Dabur Pharmaceuticals, which later became Oncquest Laboratories, in late 2003. Moving from the position of an intern to representing the family in the business, Aditya learned the ropes of the business quickly, though he was not involved operationally in the business for a long duration. Over the span of a decade, the company went from one leadership management to another with Aditya being the interim head between transitions. The company also changed its vision and direction with a new leadership. However, In 2014, with the company relatively settled and working smoothly, Aditya was on crossroads again, pondering on what to do next?

Upcoming casesMehrotra, Sonia.,, Ramachandran, Kavil. "Eastern Condiments Private Limited- The Family Business from South India"
Upcoming casesRamachandran, Kavil.,Navneet Bhatnagar. "Ketan Logistics Charting the Next Route"Read 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.

Upcoming casesSankaran, Manikutty.,Ramachandran, Kavil. "Aravind Eyecare System: Retaining The Legacy"
Upcoming casesRamachandran, Kavil.,Bang, Nupur Pavan. "Dr Reddy’s Laboratories Limited"
Upcoming casesRamachandran, Kavil.,Sainani, Anil. "Vijay Kumar’s Optimisim"Read Description >Close >

Vijay Kumar set up MechBush, a technology company in 1998, after working many years in corporate world. Like him, his two sons, Rajesh and Sachin and their wives were all graduates of prestigious technology / management schools. While Rajesh lived in the US with his family for several years before returning to India and joining the family business, younger son Sachin joined the company soon after his studies.

As the business grew and decision making moved from two to three family members, there were instances of drop in communication, primarily for want of clear policies and processes for decision making and communication. Some of these were connected to the dynamism in relationship among the family members including the three men. The drift from a cohesive and affectionate family to one with growing distrust and disillusionment happened slowly, helplessly witnessed by all the family members. They did not know a way out. It was then that Vijay Kumar attended a conference on family business, giving him new ideas to address the situation.

Upcoming casesRamachandran, Kavil.,Bhatnagar, Navneet. "Touchdown Footwear on Slippery Slope"Read Description >Close >This case is based on the professionalization and governance challenges faced by Touchdown Footwear Limited (TFL) – an Indian mid-sized footwear manufacturing family business. It was setup in 1965 by three brothers, Ramnath, Krishna and Ganesh Pai who had inherited their father’s rubber trading business. In the early years, the three brothers managed all functions. Though the business grew over the years, the firm but lacked proper structure, systems and processes. Ad-hoc decision-making, inefficiencies and wastages were evident all across. Vivek, the next generation member who manages the firm's finances realizes the need for a transitional change on multiple fronts but is unclear about roadmap to make the business sustainable.