This case study is about a business started by two postgraduate, twin brothers hailing from a middle class family. Although hardworking and sincere they could not land good jobs. Taking the advice given by their maternal cousin - Sridhar and Sunder decided to start a small hand molding plastic manufacturing unit instead of wasting time on searching for a suitable job. The duo managed to find a potential buyer to supply the plastic components -; M/s Aravind Laboratories, manufacturing and marketing kumkum under the brand name 'Eyetex'. Thus, Sri Balaji Assemblies and Plastics Pvt. Ltd., (SBAP) was founded in 1988 as an ancillary unit. From a turnover of ₹1 lakh in 1988, the unit diversified their products and markets and in 2009 had a sales turnover of ₹65 crore which went up to ₹130 crore in 2012. This case study depicts how a company managed their finance, human resources, products and markets to be a leading manufacturer. However, SBAP faces the dilemma about succession, who would take the helm of the company.

1. SUCCESSION CONUNDRUM AT
SRI BALAJI ASSEMBLIES AND PLASTICS PVT. LTD.*
This case study is about a business started by two postgraduate, twin brothers hailing from a
middle class family. Although hardworking and sincere they could not land good jobs. Taking
the advice given by their maternal cousin – Sridhar and Sunder decided to start a small hand
molding plastic manufacturing unit instead of wasting time on searching for a suitable job.The
duo managed to find a potential buyer to supply the plastic components – M/s Aravind
Laboratories, manufacturing and marketing kumkum under the brand name ‘Eyetex’.Thus, Sri
Balaji Assemblies and Plastics Pvt. Ltd., (SBAP) was founded in 1988 as an ancillary unit.
From a turnover of `1 lakh in 1988, the unit diversified their products and markets and in
2009 had a sales turnover of `65 crore which went up to `130 crore in 2012. This case study
depicts how a company managed their finance, human resources, products and markets to be a
leading manufacturer. However, SBAP faces the dilemma about succession, who would take
the helm of the company.
Pedagogical Objectives
• To understand how a family-owned business can establish a niche position with its focused
and differentiation strategy
• To examine how continuous realignment with emerging market realities can keep a family
business can enable economic and financial sustainability
• To discuss and debate on the succession strategies in a family-run business with the relevant
cultural context
Case Positioning and Setting
This case study is suited for MBA and Executive Development Programs for any of the following
courses/modules:
• MBA – Entrepreneurship/Family Business Courses – How a focused and differentiated
strategy can be used to establish a competitive market position over a period of time in a
family-run business
• MBA – Strategy Course –To discuss and understand Michael E. Porter’s Generic Strategies
• Executive Development Programs – Succession Planning in family-run business
ABSTRACT
© www.etcases.com* This case study was presented by the authosr in Family Business Academic
Conference held @ ISB on February 1st
2013