Shubham Goldiee Masale Private Limited: Consolidate or Expand?

Shubam Goldiee Masale Private Limited was a family business established by two childhood friends in 1980 in Kanpur, northern India. In 2004, second-generation family members began joining the business. With the arrival of the new generation, the company started renewing its business operations. The two founders divided specific management roles and responsibilities of key departments among second-generation family members, although control of the company’s overall operations remained with the founders. By January 2019, the company had grown steadily to employ over 4,000 people and become associated with more than 1,500 distributors, selling its products across various locations across India. The management team, which consisted of all family members, wanted to make the company a leading brand in the Indian spice market by taking advantage of new growth opportunities. However, the founders wondered if the company should consolidate its position in the existing products and markets, or venture into uncharted territories.

This case is suitable for graduate-level courses on strategic management, corporate entrepreneurship, and family business management. In a strategic management course, it is suitable for covering topics such as strategies for growth and expansion, and corporate entrepreneurship. In a course on corporate entrepreneurship, the case can be used to discuss corporate entrepreneurship in family businesses. In a course on family business management, the case can be used to discuss growth and strategic choices relevant to a family firm. The case is also suitable for executive programs on family businesses to discuss strategic decision-making and entrepreneurial initiatives. After working through the case and assignment questions, students will be able to<ul><li>recognize how and when family managers can take entrepreneurial initiatives to drive long-term growth strategies;</li><li>address the challenges associated with expansion plans of medium-sized businesses in traditional sectors operating at a regional level in emerging economies;</li><li>diagnose issues that the company may face while pursuing growth opportunities; and</li><li>apply various tools and techniques to analyze a family business—especially in a strategic decision-making context.</li></ul>

• growth strategy
• family business
• corporate entrepreneurship
• strategic decision making
• emerging markets
• traditional business