Bharathi Soap Works
Satya Raju R
Professor and Principal 
College of Arts and Commerce, Andhra University

“Think Global, Act Local” is the philosophy of an entrepreneur, who promoted the business in 1981, a micro enterprise – Bharathi Soap Works. His mission was serving the society with courage and confidence. Shri Manickavel Arunachalam was born in a small village in Tamil Nadu and settled in another place of Andhra Pradesh. The inspirational leader and the loyal members of his team were interesting to learn.
With some experience and high school education, started the business with Rs.2,000/- and two persons in 1981 had grown continuously. At present, about 200 employees had been serving in the group with different skills and educational levels. The Banks and State Financial Corporation of Andhra Pradesh had provided finance to extent of about Rs.12.0 crores in addition to the own and friends contribution. They had excellent promotional media. They had the slogan of “samskaravanthamina soap” which attracted several customers.
His wife Mrs. Parimala is very cooperative and extended her support and had becme a strong pillar. Their two children Divya Bharathi and Praveen Raj were very cool and calm at home studying different courses. They used to maintain good relations and friends in Tamil Nadu and Andhra Pradesh in addition to business family.

The company was producing detergent soaps and detergent powder. TripleX soap had become more popular in local market. As the customers were satisfied with the products and services, the market share had increased from one per cent to 10 per cent. It was a great achievement for the team of Manickavel who had taken a lot of trouble in convincing customers in the competitive and changing environment. Quality of the products is their main strength. Arunachalam was a philanthropist and patriot. He used to provide financial assistance towards education, health and other charitable purposes. He was considered to be one of the social workers in India. The business had been growing continuously. They had expansion in setting up a new venture with Parimala as Managing Director of the units.
The main problems of the business were: shortage of power and competition from national and multinational companies. Another challenge is continuation of business in the next generation. When we asked the question Shri Manickavel replied, that he was not in a position to decide the joining of his children in to business. The dilemma was even if they join, whether daughter or son is to be encouraged or both. 
ASHA’s Ashiana-A case for Role of women in Family Business
Simachal Mohanty
Professor and Board Member
Innovation The Business School

This case of a traditional family business unit having more of female members than the male counter parts in the family AND the dilemma of the conservative old guards for bringing in the young females to the business fold. As the case details that the business is in a traditional business environment where women in the family are taken as caretakers  makes an attempt in  shifting their (old guard’s) approach as she(Asha) pro-act in the decision making process. The case explores some pertinent issues relating to gender discrimination, attitude and succession management AND the ROLE IDENTITY of women members in Family Business.
Hafiz Ali Art & Crafts Pvt. Ltd : Connecting Family Business & Generations

Manoj Joshi
Professor Strategy, Entrepreneurship and Innovation
Amity Business School
Apoorva Srivastava
Assistant Professor
Amity Business School
Balvinder Shukla
Vice Chancellor, Professor of Entrepreneurship & Leadership
Amity Business School

Hafizia is the sixth generation business. A legacy was established by Haji Noor Mohammad, followed by his grandson, Haji Ilahi Baksh. Haji Noor migrated to Sitapur in 1968. The legacy was followed by grandfather, Mr. Haji Asghar Ali and further by Mr. Hafiz Mohammad Akram.

Hafizia was set up in 1992 at Sitapur(U.P), India. It is a leading manufacturer and exporter of superior range of home furnishing products. Hafizia supplies floor covering products to many Indian retail stores. It gives direct employment to 450 – 500 people and indirectly supports more than 1000 families.

The business of Hafizia is totally owned and operated by family members with the help of employees. As of now, most of the marketing activity is handled by Zubair Akram and Umair Akram, two sons of the founder Akram. Both are Directors in the business. Zubair Akram has been active in Sampling, Research and Development. The board has separated the areas of marketing -region wise to avoid conflict and miscommunication. Akram, Managing Director of Hafizia works as a mentor for marketing and daily operations.
Hafizia emerged as the sole exports firm to some of the major destinations of the international markets. Most of the activities of the business from marketing, sampling, production, finance, day to day activity of the organization are handled and operated by  family members.

Strategy still, is undefined, the firm produces and sells world over but has not been able to create a brand name for itself. Diversification stands to be another issue.

The imbroglio surrounds professionalization and internationalization of business. The firm also needs a Decision Making cell. 
S K Logistics: A case of Third Generation Entrepreneurship
Mita Dixit
Partner & Family Business Facilitator
Equations Management Consulting 

Since inception in 1932 as a small trading firm in pharmaceuticals, S K Group has emerged as a prominent national player in pharmaceuticals distribution and manufacturing with a current turnover of INR 15 billion. The family business of four generations has set up India’s largest pharmaceuticals distribution, storage and warehouse company, S K Logistics.  The state-of-the-art warehouse with GMP compliance ensures world class quality and handles 7 percent supply of medicines in India.
Entrepreneurship has always been an integral part of S K family. All the thirteen male members of third and fourth generations work in various group companies. S K Logistics is not only unique in terms of its business model, but also in terms of its effectively managing ownership and control. The case highlights the vision and generational continuity at S K Group, family governance practices embedded in the family culture, and the metamorphosis of S K Logistics.
The case discusses challenges of S K Logistics in becoming a Global player in the sunrise industry of pharmaceuticals from a conventionally managed trading firm with a mere local presence. It elaborates business dynamics and family entrepreneurship in a fast-changing environment. 
Samrat Namkeen – Planning for succession
Devang Patel
Faculty Incharge
Xcellon Institute School of Business 

Samrat Namkeen Private Limited, a family managed business, began its journey as small home made eatables unit in Ahmedabad, India, in 1979.It  had evolved  consistently dictated by consumer trust, satisfying customer needs and setting market trends. Promoted by Mr Jayshanker Vaid, it grew from a small househod business  to a large manufacturing unit spread   across  20,000 yards in Ahmedabad, Inda.
Mr Vaid had converted his hobby of making namkeens ( snack food items) in to a  business. What began modestly in 1979, with a single man functioning as propreitor, manufacturer and supplier, had become a large enterprise employing around 350 people in 2012.  From one product, and  Rs  35,000 sales turnover in 1980, by 2010, it had grown to  sales of Rs 47.19 million and  32 products. Mr Vaid and his two sons Bhargav  ( age 25 years) and Bhavin (age 30)  managed  the business.  Product Quality was monitored by  Mr Jayshanker. The  two sons had joined the family business as directors at an early age. Decisions on business  strategy were taken jointly by the two sons and Mr Jayshankar.
The promoters belonged to the marwari clan, and were originally from a village situated on the Haryna-Delhi state border in India. Mr Jayshankers' father had moved to Ahmedabad in early 1930's. The vision of the young directors for the firm was to set up a manufacturing unit spead across 1.00.000 square yards and be an internationally reputed brand.
The case depicts the journey of the firm from a modest beginning to a large enterprise. The case would sentisize the participants towards  future challenges that the family managed business would face for succession planning, professionalsing for growth and scaling up  a family business.  
Ruby Builders - Landmark of Chennai Southern Suburbs
Edwin TS
Assistant Professor
SRM University
Chandramohan A
SRM University
Giftleen K Jebakumar
Assistant Professor
SRM University
Kishore Kumar T
Assistant Professor
SRM University

The case is of a person who was born in a poor farmer family and became an entrepreneur. The case narrates the way in which the entrepreneur rightly used the opportunity available to him and how he organised the resources, managed them and led his business successfully.

Manoharan Ramaswamy(MR) born in a small village called Kunnathur near  Kanyakumari District. MR completed his studies from Government school and came to Chennai for employment. Joined Indian Air Force (IAF) in the year 1980 and travelled around the country to serve the nation. At the age of 35, he got Voluntary Retirement Service (VRS) decided to take up Real Estate Business in the year 1995.

In the year 1997, MR started his own company called “Ruby Builders and Promoters” named after his beloved wife Ruby. From MR to PMJF.Lion.Dr.Ruby Manoharan known for his passion, dedication, hardworking and social service.

Over 15 years, Ruby Builders and Promoters constructed 3500+ flats. Being a market leader in Chennai Southern Suburb, now the challenge is to expand to other parts of Chennai and places like Coimbator, Trichy and Madurai. Apart from that he already start making in-house construction materials, so not to depend on suppliers for basic materials like Bricks, Crushers, Concrete, etc., In future his plan is to start Hospital, School and College.
An Evolving Phenomena - V Xpress and it Innovations
Sapna Malya    
Associate Professor of Finance / Dr.
Prin L.N. Welingkar Institute of Management Development & Research
Victor Manickam
Associate Professor 
Prin L.N. Welingkar Institute of Management Development 
and Research

In the year 1958, Mr. K.K. Shah a visionary and one of the most respected personalities of Kutch along with his brother Mr. V. K. Shah started their own transport company in the name of ‘ Vijay Transport Company’ in Mumbai. Inspite of tremendous hardships with practically no roads and bridges on several routes they could have a successful business. In 1969, eldest son of Mr. K.K. Shah, Mr. Ashok Shah joined the business with fresh ideas, putting the systems and processes in place. The Company started owning premises in the form of offices and godowns strengthening its financial position. It thus became the prime transporter of the Golden Corridor Belt of the country. With their ‘On Time’ delivery of goods and reduction in losses due to pilferage, they could gain the confidence and trust of their customers. With innovations in systems and processes, detailed MIS reporting, defined KRAs and change in the attitude of the organisation the company became customer centric and highly enterprising. The Company then decided to shift from its traditionally popular name to Group V with modern striking logo. Group V then gave birth to three separate business verticals under its umbrella V Trans – for hard freight surface transport experts, V Xpress – for time bound door to door parcel , V Logis – for warehousing and inventory management. Willingness to try out new innovative ways to deal with problems Ashokbhai continuously explored new possibilities to achieve better ways of accomplishing his goals.
PN Rao – Nine Decades of Family Business

Sonia Mehrotra 
Head & Associate Professor / Dr
Centre of Excellence for Case Development
Anil Rao
Dean & Director / Dr

PN Rao most famously known as the ‘best tailors’ for men’s suits and groom wear started with their first shop in 1923. What started as a small business of a tailoring shop catering to the needs of the British ladies in Bangalore, India, today boasts of six showrooms spread across Bangalore and Chennai with an annual turnover of INR 30 Million. Over the years, the patrons of PN Rao have grown not only in Bangalore but from across the globe from countries such as US, UK, Germany, Japan, Denmark, Sweden and Netherlands. In Bangalore the brand is well known and has five owned outlets.  Three years ago they opened an outlet in a nearby city Chennai which has gradually started doing well. This family business has survived nine decades in business with the third generation of family now actively involved in the expansion of the business.  Chandramohan Pishe and Machendar Pishe the second generation brothers in business believe in conservative growth path for their brand as compared to the third generation cousins Navin Pishe and Ketan Pishe. Navin and Ketan are aware of the market opportunities and the competition and often look for the differentiator that their brand can offer. They are very enthusiastic on their future expansion plans and would like to open 100 showrooms by 2023, their centennial year.  Though the two generations differ in their work styles, they unanimously believe that their family business needs to sustain, scale and governed in a manner so as to avoid any kind of future family business conflicts. The question then arises that whether at this juncture PN Rao should look at investing time in developing a family constitution? 
The Mao Family : Succession by Co-Venturing Fotile

Jean Lee
Professor of Management
Rebecca Y. Chung
Case Development Advisor
An Jing
Research Director
Fortunate Generation

This case focuses on family entrepreneurship and succession in China. It describes how Zhejiang Province’s multi-entrepreneur Mao arranged the succession and entrepreneurial career of his elder son Zhongqun and daughter Xuefei. The case also illustrates how harmony and communication influenced the succession. In 1992, Mao got Xuefei involve in his culinary igniter business Feixiang, and supported her to venture a business supplying parts to Feixiang. In 1996, upon 27-year-old Zhongqun’s request, Mao set up Fotile with him to build the first Chinese high-end rangehood brand. In 2014, Zhongqun had fully taken charge of the growing, profitable Fotile, and had become its majority shareholder. Mao had given many thoughts into how to smoothly pass his wealth to Zhongqun’s only son and Xuefei’s only son. Mao and Zhongqun had to plan the appropriate ways to continue the business from generation to generation. Their decision hinges on whether the Fotile brand, which Zhongqun had diligently worked on, would become an international high-end brand from China soon and last for years.
Because most of the family businesses in China are relatively young, this case, as part of our succession series, illustrates how Chinese first-generation entrepreneurs shape their own approach to identify and develop their successors, and to pass their “wealth” to their offspring in a context characterized by unique Chinese elements such as a 35-year-long series of mass economic and social transformations as well as the one-child policy. This case can be used in programs about family business and China.
Huamao : The Xu Family's Collective Agreement

Jean Lee
Professor of Management
Rebecca Y. Chung
Case Development Advisor
An Jing
Research  Director
Fortunate Generation

 This case focuses on family governance and succession in China. It describes how Zhejiang Province’s Xu turned his crisis into a “leadership boot camp” for his youngest-and-only son, Lixun, and used autonomy to sophisticate him. The case also explores how their family’s Collective Agreement had influenced the cohesion of the family, the succession attitude of Lixun, and the future development of the business. In 2000, the education enterprise Huamao was suddenly involved in a lawsuit. Board chairman and president-at-the-time Xu appointed 26-year-old Lixun to run the group of companies for him. After six years of acid test, Lixun finally established his credibility. However, in 2008, Xu’s family concluded a Collective Agreement, following the principle of never splitting and owning the family’s property despite the branching of the family. It became one of the few families in China that had signed such kind of agreement. In 2014, Xu had kept infusing his rationales of making the Agreement into his grandchildren, “These assets are not yours. They bring you only pressures. If you are incompetent, they mean nothing to you.” Lixun might soon send his 13-year-old only son to the United States for studies. Assuming that he would pass the baton to his son one day, Lixun had to choose an appropriate approach to develop his son, taking the Agreement into consideration. This case can be used in programs about family business and China, and will be especially relevant to many Chinese family businesses looking for succession solutions.
Natural Ice Cream
Pallavi Mody
Associate Professor
S.P. Jain Institute of Management and Research

Natural Ice Cream was founded by the enterprising Mr. Kamath in 80s, with the passion to provide wholesome ice cream that is made from only natural ingredients in a market that was dominated by MNCs who used synthetic flavours and colours.
Mr. Kamath made two  innovations; one, a product innovation in form of combining new combinations of dried and fresh fruits in ice cream and two, marketing innovation in form of selling ice cream only in ‘Exclusive Ice cream Parlour’. Both were novel ideas of the time and became his ‘Unique Selling Propositions’ (USP).
The business expanded over the years and the second generation joined the business. The expansion path was carefully drawn that involved preserving the USP by using the franchisee model. The franchisees were expected to own and manage the ice cream parlours but served centrally manufactured ice cream under strict quality control.
With the number of ice cream parlours increasing to more than 100 across cities of India, Mr. Kamath Jr. found it difficult to standardize the consumer experience. He created the specifications for the ambience of the parlour that included the design, use of space, furniture and clolours but soon realized that it was not sufficient. Consumer experience includes the feel of the company values. How should he go about?
Mr. Kamath Jr. is facing another challenge, a change in the consumer taste. The consumers are increasingly attracted to the low calorie desserts and coffee. The wholesome natural ice cream is perceived as sinful by the weight watchers. How should he position his wholesome rich ice cream?   
Entrepreneurship at Crossroads

Nitesh Bhatia
Assistant Professor
Central University of Jharkhand
Taposh Ghoshal
Professor & Dean - School of Management Studies
Central University of Jharkhand

This is a case of a 62 year old cloth merchant who started his business in 1968 and quickly achieving a turnover of around Rs.15 crore. Mr. Bhagchand Jain, a Hindi medium matriculate and second youngest of four brothers, had a strong vision to grow. He progressed and with help of his brothers started an independent shop in mid 1980’s in Ranchi. Soon his family parted ways with different business choices. After the sudden death of his two brothers and only one brother to support, Mr. Jain found difficulty in managing the business. He decided to identify young dynamic entrepreneurs with a strong urge to grow but could not due to lack of finance. Introducing franchise business model with some such partners, he expanded his operations to cities like Varanasi, Kolkata, Surat and Raipur. Subsequently, he purchased a cloth mill in Surat too, now managed by his sons. Both commerce graduates but without formal management education, they look contended with their existing setup rather than expanding further.
Mr. Jain is in dilemma today. He has a prospering business but dearth of manpower, dreams to transform it into a professional body but not getting support from his sons, wishes to create a strong brand but unable to find professionals to manage it. With his declining health and multifaceted problems, his vision for the future is getting dimmed day by day. The case deliberates upon the alternatives he has and raises the question – Which one to choose from – maintain status or diversify?
The Birla Empire
Wallace Jacob
Sr Assistant Professor
Tolani Maritime Institute

This case-study explains which part of the Birla family business is being managed by which scion of the Birla family.
Mr. Shiv Narain Birla traded in cotton and established a trading house in Mumbai (earlier known as Bombay) around 1857. His son Mr. Baldeo Das Birla moved to Kolkata in 1861 to set up his own business. Mr. B. D. Birla's legacy was then taken up by his fours sons: Mr. Jugal Kishore, Rameshwar das, Ghanshyam Das and Braj Mohan. Late Sh. B.M. Birla (cousin of Sh G. D. Birla) established a company by the name of Hindustan Motors in 1942. After B. M. Birla the  company was spearheaded by G. P. Birla and thereafter C. K. Birla was at the helm.
Mr. K. K. Birla divided his business amongst his three daughters: Nandini Nopany, Jyotsna Poddar, and Shobhana Bhartia. The Birla family has set up major businesses or acquired major businesses such as: Hindustan Times, textile factories, steel factories, Grasim, Hindalco, Mysore Cement, Zuari Industries,
The M. P. Birla group owns giant companies, some of which are: Universal Cables Ltd., Vindhya Telelinks Ltd., Birla Ericsson Optical Ltd., Hindustan Gum and Chemicals Ltd. The Aditya Birla group employs more than 120000 people from 42 different nationalities.
Rajendra S. Lodha, chartered accountant in the MP Birla Group produced a will in a court claiming the transfer of certain section of the Birla business in his name (the famous Priyamvada Birla will case).
Chunilal Jewellers : Filling the Family Firm's Strategic Planning Gap

Semila Fernandes
Assistant Professor

Symbiosis Institute of Business Management 
Harsh Jain

Symbiosis Institute of Business Management 
Divnay Bhutra

Symbiosis Institute of Business Management 
Case Description:

Chunilal Jewellers is a “family-owned and led retail jewelry” offering a wide variety of collections in gold, silver and diamond. Keserimal Jain, hailing originally from Rajasthan, founded Chunilal Jewelers at Vile Parle, Mumbai, carries a legacy of over 70 years. The next generation of Jain family followed the obdurate leadership of founder and made nominal changes in business management. Most of these changes were brought to surge forward the local competition. Presently, the major competition is from the well-marked big players like Tanishq, Gitanjali, etc. The brand like Chunilal Jewellers is in transitional phase of succession. The third generation of Jain family pursuing MBA and executive skills understands the present market dynamics more quickly. There is a lack of understanding regarding the ownership issues. There is a conflict on the inertial condition of family culture and analytical marketing strategy of the executive family offspring.


Harsh Jain plans to formalize and synchronize the operational capabilities and marketing by filling the firm’s strategic planning gap which would revolve around issues such as how much the firm wants to grow, where it wants to reach and what is the gap it has to plug to expand its business. Will there be unconscious denial by family-ownership to inexperienced Harsh Jain’s business acumen.
Nobin Thomas
Assistant Professor
Indian Institute of Management - Indore
Neharika Vohra
Indian Institute of Management - Ahmedabad
iProtect1, a leading electrical and electronics majors in South India has a wide bouquet of household electrical products and commands 65% of region’s market share in several segments. Currently its turnover is 1500 crores, 150 percent growth from a base of 100 cores in 2000. Much of its success could be traced back to the entrepreneurial spirit of its founder, Vijay2, whose vision, people management skills and out-of-the-box-thinking lead to unprecedented growth of the company. There was a culture of open communication and managers shared their expertise with each other. Changes in operation and culture of iProtect began with the induction of Niranjan3, the son of Vijay, as the Managing Director after Vijay’s retirement. Discarding the time-tested conventions followed at iProtect, Niranjan shifted the focus towards creating structures, systems, processes, and practices that would help develop, transfer, and disseminate knowledge speedily and accurately to improve decision-making. Niranjan teamed up with a newly-inducted industry-veteran, Director-Marketing and Strategy to chart out a new path for complete transformation of business. Professionals were hired from multi-national companies to fill important positions. The older employees, loyal to Vijay, wary of being called ‘obstructionists’, silently question the appointment of consultants, changes in reporting structures and massive expansion. Niranjan aware of the resistance wished to strike a balance and not lose the support of the loyalists and/or the enthusiasm of the professionals. The case addresses issues of professionalization and ownership for family businesses.
Built to last : The Case of Tata Steel
Swarup Kumar Mohanty
Associate Professor
International Management Institute 

At the outset of economic liberalization in the 1990s when many Indian companies were struggling to save themselves from the face of uncertainties and adopted survival strategy, Tata Steel took the change very smoothly and came out as  a world-class company.
The paper analyzes a hundred year story of how technological excellence, familial Values, welfare orientation, employees capabilities and social responsibilities can be blended together by the visionary leaders to create a company that remain viable and vibrant in a constantly changing business environment
The Case of Ansal API
Sona Vikas
Assistant Professor  
Ansal University

Ansal API is an empire built by Sushil Ansal, who fought against all odds to give shape to the Group in which it is today. What was established as a family-run constructing business more than four decades ago in 1967 has now become a professionally managed organization with interests in diverse aspects of real estate. It is today rated among the top realty and infrastructure companies of the country. With an impressive line-up of business verticals, the company has spread its wings to Tier-II and Tier-III cities as well. But the journey has been full of obstacles and brickbats. Real-estate industry problems, succession planning and inter-family concerns, internal cash issues, stringent governmental regulations – the company has seen it all. However it was sheer hard work and strategic thinking by Sushil that has steadily built the formidable Ansal brand and earned respect in business circles. A reservoir of experience and insider knowledge of the real estate industry, Sushil moved with the times. Like most successful entrepreneurs, he saw the opportunity before many others did and did not hesitate to take calculated risks. Known for his progressive ideas, it was his innovations that set him apart from his contemporaries since the beginning. This case traces the transformation of the company from a small-scale entrepreneurial venture into a realty conglomerate.

Jain Group, Amravati
Anil Menon 
Adjunct Faculty
SP Jain Institute of Global Management

This case study is about the dilemma faced by Mrs. Geeta Jain (here in after called Geeta). A successful Indian Marwari business woman Geeta is the 100% shareholder and managing director of Jain Electronics Ltd. a company based in Amravati, Maharashtra, India. Geeta has to now take the crucial decision of succession planning to ensure business continuity. Though this is a business decision, it is the emotional perspective which is troubling her as she does not wish to hurt any of her close family members. If she is expected to follow tradition, then the decision is a no brainer. As per tradition the reins of the business should pass on to her son. But there is a unpredictability in this case as Geeta had defied tradition earlier to continue her husband’s business.
Twenty years ago, when Geeta lost her husband, she was expected to close down her husband’s business. This was because as per Marawari tradition, a lady was supposed to be content taking care of only household activities. Also the social norms in the place (Amravati) where the business was located were so orthodox during those periods that Marwari women were explicitly prohibited to speak to males other than their close family members. However Geeta defied tradition by stepping into her late husband’s shoes and growing the business over the years. Despite many odds, Geeta was able to do so primarily due to support from her father and two kids.
Her elder daughter Reshma has been part of the business for the past seven odd years and has helped take many strategic business decisions. Her younger son Gopal has also been inducted in the business about one year back. Both her kids are fine with taking over the business in the future.
Given a choice Geeta would like to control the business till she is alive and leave to the issue of succession planning to her kids after her death. The reason why Geeta wishes to postpone the decision is that she herself is not sure who should succeed her. However her close advisor Ram is of the opinion that this is the right time to take a decision, especially as they are now looking for marriage alliances for her daughter Reshma. He has advised Geeta to objectively take a decision and announce it to all stakeholders to ensure proper continuity of business. According to Ram, Reshma’s future in-laws also should be agreeable with Geeta’s decision. Geeta is currently contemplating three options:
Option 1: Handing over the business to son Gopal as per tradition.
Option 2: Announcing her elder daughter Reshma as her successor due to her involvement and successful management over the several years.
Option 3: Hand over business to a professional and distribute shareholding among herself, son and daughter.
Given these circumstances one has to figure out the likely decision Geeta is expected to take after weighing the pros and cons.        
The case explores and analyses the various factors that are likely to be considered in deciding succession issues in Indian family managed business.
Amar Nath Gupta & Sons : Managing Continuity in FB across Generations
Pooja Gupta
Assistant Professor
Symbiosis Institute of Business Management
Rajesh Panda
Symbiosis Institute of Business Management
Madhvi Sethi
Associate Professor

Symbiosis Institute of Business Management

Mr. Sanjeev Gupta, proprietor and owner of M/s Amar Nath Gupta and Sons, is facing a dilemma about how to induct his three children in the family business.  The business was originally set up by his father, Mr Amar Nath Gupta in the year 1953 with a single petrol pump. Sanjeev was inducted in the family business at the age of 20 by his father.  A new lubricants distribution business was started and Sanjeev was given the responsibility of the same. The business has grown multi-fold since then.  As Sanjeev’s children have grown up now and shown interest in joining the family business, he faces the challenge of inducting the next generation and managing the continuity of the family business. 
The case provides insightful dialogue between the protagonist, Sanjeev Gupta and other family members. It looks at the dilemmas regarding the strategies to be followed in the family business as the next generation joins the business. It also looks at the effect on the organisational structure and the ownership structure of the business with the entry of new generation in the business. It looks at the roles and responsibilities to be given to the different family members as the business expands.
Sri Krishna at Cross Roads

Vinit Singh Chauhan
Assistant Professor
IMT Nagapur
Deepak Jaroliya
Assoicate Professor

Presitge Institute of Management and Research Indore
Shilpa Sankpal
Assistant Professor

Presitge Institute of Management and Research Indore
Entrepreneurship is not always about entering businesses, it is also about knowing when to exit. This case is about one such entrepreneur. Sri Krishna was born in 1932 in the Sindh province of then undivided India. At a very early age, Sri Krishna became the victim of ill-fate when he lost his parents and after partition his entire family had to migrate to India, penniless. After completing his education, he joined State Bank of India as a clerk. Soon, the entrepreneur in his blood made him quit the secure job and venture into the uncertainties of business. Initially, due to paucity of technical and market information he started manufacturing plastic buttons. After that, there was no looking back. As per changing demands of the market, he kept on changing his product offerings. Then came the golden product – the product that gave Sri Krishna the much-deserved recognition as a smart entrepreneur: a mosquito repellent branded as JET. This product created a huge stir in the domestic insecticide market because it apparently overcame the limitations of the extant mosquito repellents available in India at that time. The huge success of Sri Krishna’s product soon caught the attention of other players and they followed suit. Soon, the multinationals also joined the bandwagon. Seeing the possibility of the death of the product because of his limited resources, he decided to quit by selling off his product at a premium.
Collaborative Leadership Style – A Case with Liberty Shoes Ltd


Sahoo DP
Associate Professor
Institute of Management Technology
Shammi Bansal
Executive Director
Liberty Shoes Limited

A co-operative shoe manufacturing unit, set-up by Pandit Jawharlal Nehru[1] at Karnal,   Harayana was incurring losses and was facing the point to be closed down. In the year 1954, Mr D. P. Gupta an inhabitant of Karnal, gained the ownership of this shoe manufacturing unit and formed ‘Liberty Footwear’. This was a joint effort of Mr D. P. Gupta, with Mr P. D. Gupta and Mr R. K. Bansal (All were cousins). The Organization has travelled a long way since then and presently has six production units and the retail sales turnover is INR 800 crores during the financial year 2012-2013. It figures amongst the top 5 manufacturers of leather footwear in the world producing more than 50,000 pairs a day using a capacity of more than 3 lakhs square feet of leather per month. The Company also carters to the fashion-driven and quality-seeking customers of more than 25 countries, which includes major international fashion destinations like France, Italy and Germany, USA and others. The company sells its products through 6,000 multi-brand outlets and 490 exclusive showrooms. It is committed to quality and is an ISO 9001: 2000 certification company.

The Nine Board of Directors (only the family members) who are managing the business, are heading either any of the production units or some of the functional areas of the business. The collaborative leadership style in business which the family members have practiced in the organization have been blended with high degree of professionalism with the 2nd generation and the 3rd generation stepping into business as directors. The registered business growth of this organization is at the rate of 20 to 25% on an average during the last three years.
The case study depicts a unique collaborative leadership style of the Nine Board of Directors in managing the family business which is expecting a business of INR 1000 crores during the financial year 2014-2015.


Hubtown: Bottom up Approach to Performance Management
Kajari Mukherjee
Associate Professor
Indian Institute of Management, Indore
Meenakshi Aggarwal Gupta
Associate Professor
Indian Institute of Management, Indore

Hubtown Limited, a real estate company was searching for customized solution for its performance appraisal program. The real estate sector in India had witnessed a spurt of growth in the years 2000 – 2008. Hubtown had also ridden this wave of growth to become one of the leading real estate companies in Mumbai.  However, with subsequent economic slump, the company also faced challenges on multiple fronts. Consolidation of business had become a priority. It needed to streamline its operational and people management processes. For this purpose, various interventions such as organizational restructuring, compensation banding, competency mapping, balanced scorecard and daily reporting systems were undertaken. These systems however, were less effective in objectively identifying star performers at the ground level, performing routine jobs. The case outlines the context for designing a new performance management system. The organization decided to adopt a bottom up approach to performance management where the system would be designed and implemented first for the lower levels of employees and then if found successful would be cascaded upwards. This approach was in stark departure of the existing performance management models that recommended a top down approach. Since most of the tasks were routine activities for people at these levels, it was decided to use a behaviour based rather than result based approach. The case narrates the process and challenges of designing a behaviour based performance appraisal tool. It ends with the head of HR planning the implementation of the newly designed system.
Quest for Managing the Sweetness of Sweets at Brijwasi Group

Anil K Singh
Associate Professor
FORE School of Management
Shallini Taneja
Assistant Professor
FORE School of Management

Identifying itself with the age old tradition of savoring richness of Milk, cream and butter by Lord Krishna, Brijwasi Keshav Milk Products, a unit of Brijwasi Group www. brijwasi.com leveraged the much illustrious identity since early 19th century when Lala Keshav Dev added sweet to the richness of milk and allied products. Brijwasi Group is a Mathura based enterprise with business interest in the food, beverage and hospitality sector www.brijwasihotels.com. The journey across many decades reveals unmatched survival spirit much centered on deeply held core value i.e. blending sweetness in the lives of people by Blessing’s of Krishna. Even today, when this group is gearing to walk ahead on the ropes of synergy the common thread of deep faith guides their actions hence their products are known for their quality and purity.

The sweet business is unique as it poses formidable challenges in managing the supply chain, sourcing raw materials, managing quality, augmenting the trust, cyclical fluctuations, managing finances and above all to take out time for adjusting and adapting towards the needs of future. The business still stands tall on sourcing fresh milk from the suppliers (suppliers are individuals not cooperatives) for all sweet preparation. More than half the villages in the braj bhoomi are dependent on this group for their well being. Brijwasi makes it a point to procure pure material from villages at a higher than market price and offer better value for money. This type of procurement holds certain relevance to fair trade in today’s business sense, http:// www.fairtrade.org.uk/ http://www.fairtrade.net.

This case study will provide valuable insights into Family legacy of their entrepreneurial journey embedded with challenges and constraints over the years. Apart from the primary issue mentioned above it will also throw light on various other managerial aspects viz. Exploiting location advantage as a branding initiative, how local market imperfections are created, what restricts scalability in volume, is diversification paying dividends, how manpower is groomed and planning for succession is pipelined, Building upon the foundations of the core competence, Is there change in the values and principles over time, how well has the group managed to bind the past present and future, which new values are suitably imbibed. To what extent has the group innovated, what are the bottlenecks from the current prevailing market conditions, rules and regulations etc.
Muthiah Family
Jayshree Suresh                                             Sankara Moorthy K
Dean - Faculty of Management                        Assistant Professor 
SRM University                                               SRM University

The focus of this case will be on the struggle for power in family business of Mr. M.A.M. Ramasamy , Chettinad cements group. It will describe how the third generation entrepreneur Mr.M.A.M. Ramasamy lost control over the business which was developed and nurtured by him. His entrepreneurial characteristics along with the family tree will be presented .It will also describe how his adopted son Mr.M.A.M Muthiah made the hostile succession and gained control over the gradually built empire. This case could be used in Family business, Entrepreneurship and strategic management. This case will be on the basis of published materials.
Brigade Group – Preparing the Organization for the Future

Kumar K

Apeejay Surrendra Chair Professor of Family Business and Entrepreneurship
Indian Institute of Management - Bangalore

Ravi Sarathy
Professor, Strategy & International Business
D'Amore-McKim School of Business, Northeastern University
Nithu Natani
Research Assistant

Indian Institute of Management - Bangalore
Established in 1986, Brigade Group, with headquarters in Bangalore, is one of leading property developers in Southern part of India. The group portfolio covers property development, property management services, hospitality and education. Led by the visionary founder Mr. M. R. Jaishankar, the Brigade organization is a strong team of more than 1000 employees. The Group flagship company is listed at National Stock Exchange of India post a successful IPO in 2007 and the Group registered a turnover of 940.18 crores for 2013-14.
The Brigade Group is managed by an illustrious Board of Directors comprising of Founder, Executive, Non-executive and Independent directors. The Board is supported by a Team of Vice-presidents and General Managers in hospitality, construction management, marketing and business management and financial administration. The supplementary CSR wing of the Group is Brigade Foundation led by Ms Githa Shankar, wife of Mr. M.R.Jaishankar. With Ms. Nirupa Shankar, the daughter of the founder, Mr. M.R. Jaishankar joining the business in 2009, the business has witnessed entry of second generation and diversification to hospitality vertical. Ms. Pavithra Shankar, also the daughter of Mr. M. R. Jaishankar, spearheads the overseas marketing for the Group in U.S.A.
With 5.7 million square feet under construction, the Group has plans to launch projects in near future measuring 5.87 million square feet. Brigade has spelt out its corporate level growth strategy for medium term as focus on Southern part of India and diversifying geographically across cities. It will focus on strengthening revenues from lease rentals thereby increasing predictability and also expanding the portfolio of hospitality assets. Brigade has placed a strong emphasis on developing its human resources and has created a bonding reflected in the employees adopting the identity of “brigadiers”, as they preferred to be called. As the company readies itself to accelerate its growth trajectory, Mr. Jaishankar is contemplating the ways and means of strengthening the management team, governance and the family-business interface. 
PPDS - From Tradition to Modernity


Kumar K

Apeejay Surrendra Chair Professor of Family Business and Entrepreneurship
Indian Institute of Management - Bangalore

Ravi Sarathy
Professor, Strategy & International Business
D'Amore-McKim School of Business, Northeastern University  
Nithu Natani
Research Assistant

Indian Institute of Management - Bangalore
A small grocery store started in 1912 by Shri. Punniyamurthy Pillai in the town of Thanjavur in Tamil Nadu flourished for three generations, albeit in a very modest scale. It took the entrepreneurial zeal of the fourth generation member of the family, C. Sivakumar to build on the reputation acquired and nurtured over three generations to sow the seeds for a growth oriented modern retailing businesses and build it rapidly into a multi-store chain within 2 decades.
Punniamurthy Pillai & Sons, as this plain and simple grocery store was called at its inception, had pioneered many innovative ideas and practices to add value to the customers which had resulted in the store establishing a unique reputation for itself in this small town and accumulating enormous goodwill. Notwithstanding the great reputation the store had, the second and third generation members were content to just keep the show running, with many of them opting to pursue professional careers in their own right as bureaucrats and academics.

While the business did survive despite the massive changes taking place in the town- geographic expansion, urbanization and outward migration, the store was gradually receding in prominence when a member of the fourth generation, Sivakumar took it upon himself to revive the business by leveraging the reputation of the family store and blending it with the modern retail formats and sow the seeds for aggressive growth.  Starting the modern PPDS (Punniamurthy Pillai Departmental Store) in 1988, as a fledgling experiment, Sivakumar has deployed the time tested family traditions of pioneering innovations and  has transformed  the PPDS into a multi store retail chain in Thanjavur.

As PPDS celebrated its silver jubilee in 2013, Sivakumar reflected on the journey so far and the way forward.  With the changes in government policy on FDI in retail and the increasing popularity of online retailing in India, Sivakumar was wondering what the future held in store for PPDS and what options he had to navigate the progress of PPDS in the uncertain times ahead.  
Hitzel Berger Life Sciences Pvt Ltd (HBSPL)
Jayshree Suresh                                             Krishnaraj R
Dean - Faculty of Management                        Assistant Professor 
SRM University                                               SRM University

One day, Mr.Jose Mathiew happened to see a rural poor guy suffering with severe illness, standing near to Hospital in a pathetic manner. He wanted to help the poor guy and interacted with him.  He was shocked to hear, poverty was the underlying cause for his sufferings.  The poor guy could not afford to pay doctor’s bill and medicine costs.  It was an eye opener for Mr.Jose Mathiew.  He decided to wipe out the tears of needy sufferers by initiating some action.  He assisted the poor guy by paying doctor’s bill and medicine bill.  He could not attain the satisfaction, as he happened to see more and more non-affordable people suffering with diseases.  This incident made him to realize that by helping a single individual, he cannot prevent sufferings of all needy human beings.  Sleepless nights create a spark in his mind to become an entrepreneur in life saving health care service.
 In 2009, along with his brother Mr.Jennings Jacob, he started a pharmaceutical company to market medicine at affordable price.  He named his company as “HITZEL BERGER LIFE SCIENCES”.  It is a Pharmaceutical marketing company based at Cochin in Kerala.  At present they do not have pharmaceutical manufacturing plant.  They place orders with Pharmaceutical manufacturers to produce products and market products among doctors with their own brand name.  He priced all products in a most affordable manner. After a market research study, he selected products in the life saving segments such as Neuro, Psychiatric and Cardio Vascular.  He recruited around 25 marketing and sales executives to promote their products among doctors in Kerala market.  Today the turnover of  HBSPL  is around 40 lakhs per year
To begin with, HBLPL targeted Kerala market. There seem to attain saturation in sales and facing lot of challenges in the market.  Now, they have decided to expand their market to other states.  This case study deals with challenges faced by a family based entrepreneur in a highly organized pharmaceutical sector.


Jayshree Suresh
Dean - Faculty of Management
SRM University

Ponniah VM
SRM University

Prabhakar K
SRM University
Indhira N 
Research Scholar
Anna University 
      Agriculture is the backbone of Indian economuy. Family farming represents an opportunity to boost local economies, especially when combined with specific policies aimed at social protection and well-being of communities. However, how to aggregate the produce of family farms and use technology and business models to create a sustainable business proposition? What  are the alternatives to factory farming? How Philosophy of  Gandhi was used for the  business model? These are the issues addressed in the case study. The case describes how Jagannathan as an individual entrepreneur along with his team have changed the mind set of farmers and helped them to professionalize their family  farming.