Manjushree Technopak Limited

The managing director, founder and promoter of Manjushree Technopak Limited, based in Bangalore, India, had exploited various market opportunities to establish his third venture, which over 20 years had become the largest manufacturer of polyethylene terephthalate bottles and preforms in Southeast Asia. His brother and sons had also joined the company, which was listed on the Bombay Stock Exchange, and were now co-directors under his leadership. By 2013, the company was ready to expand to meet the growing demand for plastic containers in the food, beverage, health care and pharmaceutical industries and to counter its competition. It needed to convey a clear vision to all its stakeholders. Growth also meant the need for clarity in leadership roles and a sound internal governance structure. The managing director had three choices: 1) continue the status quo with himself as head of the company; 2) step aside and allow his professionally qualified sons to step up to the company leadership; or, 3) hire a professional from the corporate world as a new chief executive officer.

<ul><li>To understand the challenges faced by a first-generation entrepreneur in setting up a venture and then reinventing the product portfolio repeatedly to remain in business.</li><li>To examine how entrepreneurs expand businesses during times of turbulence and limited opportunities.</li><li>To explore the relevance and challenges involved in professionalizing family businesses using the Three Circle Model to understand the interplay of family, business and the ownership group as the company transitions from a promoter driven venture to a professionally managed company.</li></ul>

• Family business
• professionalization
• emerging economies
• India