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8 Items
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General Management Zandu Pharmaceutical Works: The Takeover Bid (B)Supplement case to ISB045.
Learn MorePublished: Nov 1, 2014₹399.00 -
Strategy Mariwala's Family Entrepreneurship Challenges (A)
This case discusses the leadership succession dilemma faced by Harsh Mariwala, CEO of Marico Limited, a fast-moving consumer goods company. Harsh wishes to relinquish the post of CEO and is in search of a capable successor. The company has complex business operations within India and abroad, which requires an effective leader with a strong understanding of business strategy. Harsh has limited successor options within his family. Outside the family, Harsh is unsure whether someone from outside Marico will be a more appropriate choice than an old-timer from within the company. The choice of the successor is critical as it will determine the future of the business and that of his family.
Learning Objectives
After reading and discussing the case, students should be able to appreciate the challenges and complexities inherent in managing a leadership transition within a multigenerational family business and develop a deeper understanding of the underlying dynamics in such scenarios. This case is suitable for courses on:
- Strategy,
- Family business management,
- Corporate governance,
- Transgenerational entrepreneurship,
- Managing conflicts, and
- Institution building
Published: Mar 31, 2023₹399.00 -
Strategy Mariwala's Family Entrepreneurship Challenges (B)
This case discusses the dilemma faced by Harsh Mariwala, the business leader who relinquished the CEO position of Marico Limited, his family-owned fast-moving consumer goods company. Harsh had built the Marico business from scratch after a division in the senior generation of his business family. For over 30 years Marico had been an integral part of his identity and purpose of existence. Harsh is concerned about what to do after relinquishing his CEO position at Marico, which has so far defined his identity and purpose. At the same time, Harsh faces his family's pressure to ensure continued influence over Marico's business. Harsh is on a quest to carve for himself an identity that is distinct from Marico. He is facing the dilemma of how to detach from Marico and search for a larger meaning for his family business and himself. The is portrays a typical scenario of the letting-go challenge faced by family business leaders as they prepare to call it a day after a long spell of leading the business.
Learning Objectives
After reading and discussing the case, students should be able to appreciate the challenges and complexities inherent in managing a leadership transition within a multigenerational family business and develop a deeper understanding of the underlying dynamics in such scenarios. This case is suitable for courses on:
- Strategy,
- Family business management,
- Corporate governance,
- Transgenerational entrepreneurship,
- Managing conflicts, and
- Institution building
Published: Mar 31, 2023₹399.00 -
General Management Merck, Darmstadt: Sustaining Legacy Beyond 350 Years
This case is about the business, governance and leadership transformation of Merck - a 13th generation, family-owned, German multinational group operating in the pharmaceuticals, performance materials and life science industries. Established in 1668 as a pharmacy in Darmstadt, Germany, Merck ventured into the manufacturing of pharmaceuticals and specialty chemicals in 1827. Successfully overcoming several business and family challenges, it continued to grow. By 2017, Merck had a legacy of nearly 350 years of successful business operations, a presence in 66 countries and about 52,000 employees on its rolls. In 2017, Merck was led by Dr. Frank Stangenberg-Haverkamp (69), an 11th generation member who was the Chairman of the executive board and the family board of E. Merck KG (the group's holding company). With his 70th birthday approaching, Frank wanted to identify an able successor who could help him build the group for the next 100 years and take the Merck legacy forward.
Learning Objective
Learn MoreThe case is intended to help the participants understand the essential building blocks of a long-lasting, multi-generational family business and specifically comprehend the role played by (i) family values, (ii) strategic vision, and (iii) the owner family's adherence to their mission in transforming a family business into a long-lasting institution. This case is appropriate for MBA and Executive education programs, in courses like, Family Business Management, Governance and Strategy.
Published: Oct 22, 2018₹399.00 -
General Management Touchdown Footwear on a Slippery Slope
This case is based on the professionalization and governance challenges faced by Touchdown Footwear Limited (TFL), a mid-sized Indian footwear manufacturing family business. TFL was set up in 1965 in the southern Indian city of Mangalore by three brothers, Ramnath, Krishna and Ganesh Pai who had inherited their father's rubber trading business. Initially, TFL made flip-flops and catered to the local market. Over the years, it had expanded the product portfolio to include school shoes and other non-leather footwear. By 2016 TFL had a pan-India presence with some exports to African markets. In the early years, the three brothers managed all the functions of the business. When the next generation came of age and joined the firm in the 1970s and '80s, they took up various roles based largely on business exigencies. By 2016, TFL had a turnover of INR 16.19 billion but lacked professional management and a clear strategy. In the absence of an appropriate structure, systems and processes, decision-making was ad hoc. Inefficiencies and wastage were evident across the organization, and working capital was under severe strain. The firm suffered from a deficit of governance at both the family and business systems. The lack of clear policies and processes delayed many crucial decisions. Earlier attempts to professionalize the business had failed to achieve the desired results as family members lacked clear policies to follow and were unable to change their mindset. Furthermore, when the fourth generation began to enter the business, there were questions about their level of commitment and discipline. TFL required transitional change on multiple fronts to sustain the business but there was lack of clarity on the roadmap for the future.
Learning Objective
Learn MoreThe case aims to help the participants recognize and effectively manage the challenges of professionalization and governance that a small family business faces during the process of growth and transition into a larger organization. This case serves as a tool for understanding and mapping the transition needed on three dimensions of - (1) Strategy, (2) Professionalization, and (3) Family Governance, as a family business crosses the initial threshold of growth in its life cycle.
Published: May 10, 2018₹399.00 -
Entrepreneurship & Innovation Leadership Succession at Achal: A Tough Nut to Crack
Achal Industries was a 40-year-old proprietary family enterprise engaged in cashew processing and export. Giridhar Prabhu, 57, was Achal's second generation entrepreneur and managed its operations in the Indian states of Karnataka and Maharashtra. He had been in this labor intensive business for close to three decades. Family owned businesses and private partnership firms dominated this sector. The cashew processing industry was facing severe constraints due to high employee turnover and a labor shortage. Many enterprises had started exploring the option of automating cashew processing at their factories. Giridhar had also been studying and analyzing this option. He anticipated that, five years hence, automation would prove more economical than labor-intensive cashew processing. His own plan was to retire from the business in five years, but to his disappointment, he found that none of his three daughters was interested in running the business. Giridhar felt he would not have the ability to manage a new, profitable automated factory, which would demand quite an effort, as he got older. Lack of support from the family would add to that burden. In November 2014, he was contemplating future options that included selling his business, expanding the business and inducting professional non-family members to steer the enterprise's future. The dilemma before him was to choose the option that would be best for him, his enterprise and his family.
Learning Objective
Learn MoreThe case highlights the challenges of family business succession planning, especially when the next generation members have different aspirations and lack interest in sustaining the business. The case exemplifies the intricacies of valuing a small business and implications of a "hold" versus "sell" decision. Appropriate Courses: a) Strategy b) Entrepreneurship c) Family Business (Succession Planning) d) Managing Small and Medium Enterprises (SMEs) e) Leadership and f) Corporate Governance
Published: Sep 14, 2015₹399.00 -
Strategy Zandu Pharmaceutical Works: The Takeover Bid (A)
This case is about the takeover bid of Zandu Pharmaceutical Works, a small Indian traditional medicine manufacturer based at Jamnagar, (Gujarat, India). It encapsulates the protracted multi-level negotiations among its two promoter families - the Parikhs and the Vaidyas - with Kolkata, India based Emami group that intended to take over the firm in 2008. The two families had established Zandu Pharma in 1910. The Vaidyas came from a lineage of Ayurveda practitioners and brought technical know-how to the business. The Parikhs belonged to a traditional trading community and brought their business acumen to the firm. Complimenting each other, the two families managed the business for about hundred years. However, with passage of time, the later generations of the Parikhs gained technical knowledge and became firmly entrenched within the firm's operations. On the other hand, the Vaidyas failed to effectively pass on the technical expertise to their later generations. Thus their importance in the eyes of the Parikhs went down and Vaidya descendants were viewed as incompetent. The Vaidyas felt ignored and marginalized; the Parikhs repeatedly denied their demand for a director's position on the company's board. Pushed into a corner, the Vaidyas sold their stake in Zandu to Kolkata based beautycare and healthcare company - Emami. The Parikhs viewed this as a hostile move and tried to thwart Emami's bid for Zandu's control. The decision dilemma that Parikhs face in the case is - whether to sell their stake to Emami or to fight the takeover battle. The case narrates the circumstances and the actions taken by parties involved. The case deals with various managerial issues like leadership, communication, acquisition strategy and emotional issues faced by promoter families. The case serves as an effective tool for students to learn and apply leadership, communication, strategic and negotiation skills in complex acquisition scenarios, like those in family controlled businesses.
Learning Objective
Learn MoreThe case is intended to help participants recognize the challenges of managing ownership transitions in family controlled businesses and develop a deeper understanding of the underlying conflicts in such situations. The case can also help them to understand and better manage issues related to corporate governance in the context of acquisitions.
Published: Nov 1, 2014₹399.00 -
Entrepreneurship & Innovation Ketan Logistics-Charting the Next Route
Rohit Gupta, the oldest third generation member of a family business, has to decide whether to continue working for the business, towards which he has a strong sense of loyalty and responsibility, or follow his dreams and venture out on his own. Both alternatives have strong positive and negative implications. Rohit jointly headed the Western India unit of his family business, Ketan Logistics Limited (KLL). His grandfather had set up KLL, a logistics provider, in 1986. Over the years, the company expanded its fleet, acquired a license to operate freight trains, and diversified into ocean freight services and the 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 one of the second generation family members, i.e., Rohit's father and uncles. KLL took several measures to professionalize operations, such as deploying enterprise resource planning (ERP) software, adopting a code of conduct and organizing employee training and workshops. After graduating from college, all the third generation members of the family, except one, joined KLL. Some of them, like Rohit, had high aspirations and wanted to make changes at KLL, but their attempts invariably met with strong resistance. This led to frustration among some next generation members who had considered venturing out on their own at different points in time. Rohit also had a business idea, which he shared with his old friend Amit Goyal who also belonged to a business family. Goyal liked the idea instantly and offered to invest in the new venture. Rohit was emotionally attached to his father and other family members and did not want KLL to suffer as a result of his exit. He also had to consider his own hopes and future. He would not easily get an opportunity again to launch his own venture. Rohit was facing a tough decision dilemma.
Learn MoreLearning Objective
The case aims to help the audience recognize and effectively manage the challenges faced by family businesses in grooming and nurturing entrepreneurship in the next generation of family members. The specific learning objectives are: (a) How the next generation members can decide whether to join or continue in the family business or start their own new venture. (b) Recognizing the need for clarity within family about the vision, business strategy & governance with clear policies on ownership & reward.
Published: Jul 11, 2016₹399.00
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