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.

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