Thursday, December 10, 2009

Family Research Report

Lindsay Leaver
Indian Family Business
Make-up Research Paper
December 10. 2009

Family Owned Business In India
History and Present Day

When an American hears the words, “family run business,” or “family owned business,” it elicits feelings of nostalgia and brings up imagery of a typical 1950s “mom and pop” shop. The cute downtown convenience store owned by husband and wife, the mechanic’s shop passed from father to son, or the diner inherited by cousins. There is a widely spread thought that America has seen the end of family owned business and the warm, friendly environment, has been replaced with cold and impersonal chains. This could not be further from the truth. “In many of our most productive countries, like the United States, Germany, Spain, and China, to name just a few, families control up to 90 percent of the businesses and contribute more than 50 percent of the gross domestic product” (www.expresspharmaonline.com). The family businesses may not be small anymore, but they are still around and they playing a large role in the world economy.

In India, this holds even more truth than in other places. The phrase “family run business,” induces an entirely different response than in America. Family run businesses are synonymous with big business, as well as small and mid size business, and mostly synonymous with success. “Family-run businesses currently account for a whopping 95 per cent of all Indian companies… The Indian economy, currently in a state of rapid development, is burgeoning with innumerable small and medium-sized family-run enterprises” (www.scribd.com). It seems logical that with a growing economy and a rising GDP, most the businesses being started would be started within the family. Indian people keep their extended families very close. “The close-knit structure of families, which fosters teamwork combined with respect to family values and family elders, has been the key to success of many family businesses” (www.scribd.com).

The family-run companies in India are not just your typical mom and pop businesses or corner stores. In addition to the small and mid size businesses, the big publicly traded companies are family run as well. The BSE Sensex is the major Bombay stock exchange in India. “About half the top 30 companies on the BSE Sensex are controlled by their founding families” (rueters.com).

Family-run business has a specific role in India’s history. “The Indian family business dates back to the latter half of the 19th century, which also marks the beginning of business in India. Family businesses in India initially started in the 1890s as a means to promote import substitution and attain economic freedom from the British. These enterprises were an integral part of India’s freedom struggle, and as part of the Swadeshi movement, got special treatment and subsidies from the government. The businesses consolidated their positions as near monopolies under the protective environment of the license Raj and their inefficiencies did not get exposed to the indefatigable market realities” (www.scribd.com). The idea of Indian family-run business has always been revered, respected, and protected in India.

As we enter the new century, the age of prosperity for traditional family-run big businesses is coming to a close. There have been several major events that have forced change among family-run businesses in India. They are fraud, opening of India’s markets to the outside world, unwillingness to diversify, and loyalty to family over smart business practice.

“An admission of fraud by the chairman of Satyam Computer Services has rocked a deep-rooted faith in the family-run businesses which still dominate much of India's corporate landscape. That respect took a beating on Wednesday when B. Ramalinga Raju quit and said profits of India's fourth-biggest software exporter had been inflated over several years. India's family-run firms have held sway for more than a century, with conglomerates such as Tata, Birla and Reliance dominating industries from steel to telecoms. ‘We've deified our companies and their chiefs, confused our sense of national pride and given up a healthy skepticism for a don't-ask-don't-tell policy because no one wanted their bubble (to) burst,’ said Anantha Nageswaran, chief investment officer for Asia-Pacific at Bank Julius Baer in Singapore” (reuters.com).

It is not just the claims of fraud that are uprooting the traditional family run businesses in India. According to a report done by the National Center for Rural Development, when India’s markets opened to the outside world, the Indian family businesses took a large hit. Many companies were unwilling or unable to adapt to the new market. “In 1991, India’s forex reserves dwindled rapidly and the IMF extended help but at a price, forcing India to open its markets to the outside world. With the protection gone, the family business had to face stiff competition from both new domestic players and well-established international players who were better equipped both technologically and managerially and were backed by much deeper pockets. The business scenario was changing and a new breed of businesses emerged in the 1990s, with the focus now shifting from the manufacturing to the service sector with IT and consulting being the buzzwords. The successful family businesses were able to adjust and make managerial changes and began to compete with and exist within a global market. The service sector exposed the business directly to the customer and it needed to be efficient and nimble in order to succeed. With the exception of the Tata's, who with TCS made a foray into the service industry, no other top family business enterprise ventured into this sector for a long period. At this time of change, many big Indian business houses faced a crisis situation; either to change or perish. A handful of companies adapted well to the pressures of the new economic policy, while a greater share couldn’t cope up to the challenges of the competitive environment and struggled.”

Lastly, the family run business was historically just that, “family” run. There was little outside help or expertise brought in to assist or sit on boards. “For years, the owners of businesses had kept the top management positions either to themselves or at least within the family to exercise further control over the corporation. What they didn’t realise was that running a corporation is a professional’s business and qualified intellectuals should be hired for the purpose instead of confining it to the family. Quite often the top board and management position were controlled by the same person and without a proper distinction of duties the whole object of separating the two got defeated. Even if professionals were hired they were meant to be loyalists, who even though performing to the best of their abilities, never got the expertise of a well-qualified and independent board. During the process of change most businesses which had a specialised management force in place sailed through, while many family managed businesses suffered the fate of their improvidence” (www.scribd.com).

Major changes have taken root in India’s economy, and many of the family-run businesses, have changed with the times. They have made the change from a family company to a corporate family. Following are ten families who have been able to transform their family businesses into globally competitive firms.

Perhaps the most powerful and well-known family in India is the Tata’s. “Originally a priestly family in Navsari, they have been active in industry and philanthropy since the nineteenth century. The Tata Group, founded by Jamsetji Tata, is one of the largest private employers in India… The beginnings of the Tata Group can be traced back to 1868, when Jamsetji Nusserwanji Tata established a trading company dealing in Opium in Bombay. This was followed by the installation of Empress Mills in Nagpur in 1877. Taj Mahal Hotel in Bombay was opened for business in 1903. Sir Dorab Tata, the eldest son of Jamsetji became the chairman of the group after his father’s death in 1904. Under him, the group ventured into steel production (1905) and hydroelectric power generation (1910). After the death of Dorab Tata in 1934, Nowroji Saklatwala headed the group till 1938. He was succeeded by JRD Tata. The group expanded significantly under him with the establishment of Tata Chemicals (1939), Tata Motors and Tata Industries (both 1945), Voltas (1954), Tata Tea (1962), Tata Consultancy Services (1968) and Titan Industries (1984). Ratan Tata, the incumbent chairman of the group succeeded JRD Tata in 1991” (wikipedia.com). Some of the companies they currently operate are: Tata Steel, Corus Steel, Tata Motors, Tata Consultancy Services, Tata Technologies, Tata Tea, Titan Industries, Tata Power, Tata Communications, Tata Teleservices, Tata AutoComp Systems Limited and the Taj Hotels.

As mentioned on the previous pages, the Tata Family was one of the first to embrace changes in the 20th century. They were among the only families to enter the service industry with Tata Consultancy Services in 1968. Also, they diversified their businesses and they adapted their family to the business, rather than their business to the family. "The Tatas are a reconstructed family who adopt and cobble together people to make a family. That way they do promote talent rather than blood relations” (guardian.co.uk). The current CEO of the Tata Group is Ratan Tata. He is set to retire in 2012, when he reaches the age of 75. “The chairman has always advocated that the best person should get his job. He says ‘theoretically’ his successor does not have even to be an Indian” (guardian.co.uk). Through their willingness to diversify and their willingness to use talent over family, the Tata’s have managed to grow into a major global conglomerate.

The second highly successful family is the Mittals. They own and operate The Mittal Steel Company. Founded in 1976, the Mittal Steel Company has enjoyed huge success throughout its short tenure. They have bought and merged with several companies. “Mittal Steel Company N.V. was one of the world's largest steel producers by volume, and also one of the largest in turnover. The company is now part of ArcelorMittal. CEO Lakshmi Mittal's family owned 88% of the company. Mittal Steel was based in Rotterdam but managed from London by Mittal and his son Aditya. It was formed when Ispat International N.V. acquired LNM Holdings N.V. (both were already controlled by Lakshmi Mittal) and merged with International Steel Group Inc. (the remnants of Bethlehem Steel, Republic Steel and LTV Steel) in 2004. On 25 June 2006, Mittal Steel decided to merge with Arcelor, with the new company to be called Arcelor Mittal” (wikipedia.com).

The Mittals owe much of their success to the fact that they do not operate like an old-fashioned family business. They have been open to mergers and changes in their business. Also, Adtiyda Mittal Lakshmi’s son, though in the family, actually possesses the business skills and knowledge to participate and contribute to the Steel Company. He was educated at the Wharton School of Business and was a key leader in the newest Mittal merger.

The third Indian family is the Ambanis. Time Magazine Asia highlighted the Ambani family in 2004. “The 56-hectare Dhirubhai Ambani Knowledge City on the outskirts of Bombay is one of the showcases of India's high-tech sector. There, some 8,000 employees of Reliance Group, the country's largest private conglomerate, operate 24-hour call centers, monitor the company's fiber-optic network on giant video screens, and update data services provided to mobile-phone subscribers. Many wouldn't associate the gleaming campus with Reliance, which blossomed under legendary founder Dhirubhai Ambani in old-world industries such as textile production and petrochemicals. But Knowledge City is evidence that a new generation of the Ambani family is reinventing India's most powerful business enterprise” (www.time.com).

Mukesh and Anil Ambani are making the necessary changes in the family company in order to continue to grow in the global market. “After Dhirubhai died in July 2002, his sons, Mukesh and Anil (estimated net worth for both: $2.8 billion), took control. They've been on an expansion tear ever since, successfully bolstering Reliance's presence in power generation, oil exploration, finance and biotech, and consolidating the company's position as a leading player in India's fast-growing telecom sector. Last year, with revenues of $16.8 billion, Reliance accounted for 3.5% of India's GDP. So confidant are wealthier Indians in the future of the firm that one out of every four stock-owning citizens possesses shares in it” (www.time.com).

The fourth Indian family is the Premjis. Azim Premji is the CEO of Wipro, one of India’s largest software companies. “Premji was born in Bombay (now Mumbai), India, to a Gujarati Muslim family. His father M. H. Premji owned the Western India Vegetable Product Company (which later became Wipro Ltd.), which made hydrogenated vegetable oils and fats. While he completed his initial education at St. Mary's School, Mumbai, Premji was forced to leave his studies in electrical engineering from Stanford University, California, USA at the age of 21 to take over the family business when his father suddenly died in 1966” (www.wikipedia.com).

When Azim Premji inherited the responsibility of running the family business, he began to make major changes. Wipro, which stands for Western India Palm Refined Oils, began its expansion immediately. “He [Azim Premji] repositioned it and transformed Wipro (Western India Vegetable Products Ltd) into a consumer goods company that produced hydrogenated cooking oils/fat company, laundry soap, wax and tin containers and later set up Wipro Fluid Power to manufacture hydraulic and pneumatic cylinders in 1975. In 1977, when IBM was asked to leave India, Wipro entered the information technology sector. In 1979, Wipro began developing its own computers and in 1981, started selling the finished product. This was the first in a string of products that would make Wipro one of India's first computer makers. The company licensed technology from Sentinel Computers in the United States and began building India's first mini-computers. Wipro hired managers who were computer savvy, and strong on business experience” (wikipedia.com). Wipro diversified as it found new opportunities, and brought in objective outside management to assist in their growth.

One of the oldest family run companies in India is the Birla Group. The Birla group was founded by industrialist and freedom fighter, Baldeo Das Birla, in the late nineteenth century. Currently the chairman of the Birla group is Kumar Mangalam Birla. It is made up of many different industries and companies. “Aditya Birla is organized into various subsidiaries that operate across different sectors. Among these are viscose staple fiber, non-ferrous metals, cement, viscose filament yarn, branded apparel, carbon black, chemicals, Retail (under the 'More' brand of supermarkets), fertilizers, chemicals, insulators, financial services, telecom, BPO and IT services. The Group consists of four main companies, which operate in various industry sectors through subsidiaries, joint ventures, etc. These are Hindalco, Grasim, Aditya Birla Nuvo, and UltraTech Cement” (www.wikipedia.com). The Birla group has expanded to include a wide range of companies, which are all essentially run separately in order to maximize profits and knowledge in each industry.

The next Indian business family is the Mahindras. “Mahindra & Mohammed was originally incorporated in 1945 by KC Mahindra and Ghulam Mohammad as a manufacturer under license of the famous Willys Jeep. Following the Partition of India in 1947, Ghulam Mohammad left the company and emigrated to Pakistan, becoming the first finance minister of the new state. In 1948, KC Mahindra changed the name to Mahindra & Mahindra, and building on his expertise in the steel industry began trading steel with UK suppliers. By 1956, the company was listed on the Bombay Stock Exchange, and by 1969 the company had entered the world market as an exporter of utility vehicles and spare parts” (www.wikipedia.com). However, by 1994 the company had become bloated and bogged down. Anand G. Mahindra the action vice chairman, took control and reorganized his family business and by 2000 launched a new logo to complete the renovation.

“Anand G. Mahindra (Mahindra), vice chairman and managing director of Mahindra & Mahindra Ltd. (M&M) is credited for turning around his inherited family business into a highly focused, professionalised multinational firm operating in diversified business segments. He has transformed M&M from a farm equipment manufacturer into a Utility Vehicle (UV) manufacturer. By 2008, M&M was the market leader in the UV segment of India. Mahindra’s strategies resulted in the creation of ‘Scorpio’ – M&M’s Sports Utility Vehicle (SUV), which has been the company’s claim to fame in the national and international arena. M&M is now venturing into all the segments of the automotive industry” (www.ibscdc.org). Anand was able to professionalize his family business to become a real player in the global business community.

The seventh family is the Jindals. “The Jindal group is a US $8 billion conglomerate, which over the last three decades has emerged as one of India's most dynamic business groups. Founded in 1952 by O.P. Jindal, a first-generation entrepreneur, it is today a leading steel producer, with interests spanning across the spectrum, from mining iron ore, to manufacturing value-added steel products. Om Prakash Jindal, the group founder, started off in a small village in Haryana by trading in steel pipes. He established a manufacturing plant near Kolkata in 1952, producing steel pipes, bends and sockets” (www.jsw.com).

Throughout his life, OP Jindal expanded his family business to include many endeavors and since his death in 2005, his four sons own and operate the four sectors of the Jindal group. “Today, the Jindal group is a multi-billion-dollar, multi-location, multi-product business empire. From mining iron ore, the group produces hot-rolled and cold-rolled steel products, high-grade pipes and value-added galvanized items. It has also diversified into a foray of core sector businesses. The Jindal Group has manufacturing outfits across India, US and Indonesia offices across the globe. The core team of the Group comprises the four sons of the founder. Jindal SAW Limited is led by Prithviraj Jindal. Sajjan Jindal has promoted the JSW Group of Companies. Ratan Jindal leads Jindal Stainless Ltd, while Naveen Jindal is at the helm of affairs at Jindal Steel & Power Ltd” (www.jsw.com).

The eighth family is the Murugappas who began specializing in banking. “The business has its origins in 1900, when Dewan Bahadur A M Murugappa Chettiar established a money-lending and banking business in Burma (now Myanmar), which then spread to Malaysia, Sri Lanka, Indonesia and Vietnam” (www.murugapp.com). After world war two the company essentially had to start over and decided to expand beyond their banking roots. “Starting with a sandpaper plant, the Group forayed into making steel safes, and then into manufacturing. It set up an insurance company, and bought a rubber plantation; making a small but significant beginning” (www.murugappa.com).

Through out the second half of the twentieth century, the Murugappa Group has expanded even further. “Murugappa Group is a business conglomerate of India with interests in cycles, engineering, abrasives, fertilisers, financial services, sanitary ware, bio-products and plantations. Headquartered in Chennai, India, the $ 3 billion conglomerate has 29 companies under its umbrella, of which eight are listed and actively traded on the National Stock Exchange and the Bombay Stock Exchange. Together, it has over 32,000 employees” (www.wikipedia.com). The Murugappa group is yet another example of diversity and expansion among Indian family businesses.

The next family is the Godrejs. The Godrej Group is another old, established family in India’s business community. Founded by Ardeshir and Pirojsha Godrej in1897, Godrej & Boyce Mfg. Co. Ltd was established as a manufacturing company. In 1918, they began their first diversification into the soap making business. Now perhaps one of the most diverse Indian family companies, they are involved in a variety of industries. “Godrej Group is one of the largest conglomerates in India involved in various industries that include appliances, precision equipment, machine tools, furniture, healthcare, interior solutions, office equipment, food-processing, security, materials handling and industrial storage solutions, construction and information technology. Its products include security Systems and Safes, Typewriters and Word processors, Rocket Launchers, Refrigerators and Furniture, Outsourcing Services, Machine Tools and Process Equipment, Cosmetics and Detergents, Engineering Workstations, Medical Diagnostics and Aerospace Equipment, Edible Oils and Chemical, Mosquito Repellents, Car perfumes, Chicken and Agri-products, Material Handling Equipments Like FORKLIFT Trucks, Stackers, Tyre handlers, Sweeping machines, access equipments etc. The Group is headed by Mr. Adi Godrej & Mr. Jamshyd Godrej” (wikipedia.com).

One thing that distinguishes the Godrej family from other Indian business families is that they are the largest private landowners in Mumbai. They own land that is worth US $16 billion dollars and are the envy of many other Indian conglomerates. The group contains two major holdings that operate completely separately.

The last family is the Kirloskars. One of the oldest group of companies in India, they specialize in engineering and construction and currently export to over 70 countries. Established in 1888, “The Kirloskar group of companies was one of the earliest industrial groups which made a mark in the engineering industry in India. The group produces pumps, engines, compressors, lathes and electrical equipments like motors, transformers and generators (it is the worlds largest genset manufacturer). While Laxmanrao Kirloskar established the group, his son S. L. Kirloskar played a major role in its rapid growth” (www.wikipedia.com). The Kirloskar Group consists of the following companies: Kirloskar Brothers Limited, Kirloskar Oil Engines, Kirloskar Ferrous Industries, Kirloskar Pneumatic Company, Kirloskar Ebara Pumps Ltd, Kirloskar Construction And Engineers Ltd, SPP Pumps (UK), Gondwana Engineers Ltd, and The Kolhapur Steels Ltd.

Laxmanrao’s first business was a bike repair shop, but shortly thereafter he began to manufacture iron ploughs, the first of many Kirloskar manufacturing ventures. His son SL Kirloskar was among the first Indians to graduate from MIT in Massachusetts. “After the end of World War II, the Kirloskar Group grew rapidly under the leadership of S. L. Kirloskar. In 1946, he established Kirloskar Electric Company and Kirloskar Oil Engines Limited at Bangalore and Pune respectively. He is credited with developing the manufacture of diesel engine indigenously as an import substitute after India attained independence. He created a business empire that enjoyed one of the highest growth rates in Indian history, a staggering 32,401% growth of assets from 1950-1991” (www.wikipedia.com).

As evidenced by the ten examples given, the family-run companies that are currently successful in India, are those who expanded beyond their original industries, showed vision, ability to adapt, willingness to expand, and became truly professional on the global scale. The families are highly educated and focused, and use their family ties and trust to build their empires.

Though many of the top world companies are run by families, Indian businesses have the highest percentage. A study conducted in 2003, confirms this notion. “Businessmen the world over may be handing over the reins to professionals, but for Indian entrepreneurs, retaining control over the business and passing it on to the next generation is still the driving passion. This is a key finding of a new global study on family businesses by consultancy firm Grant Thornton. The study says that as many as 46 per cent of Indian businessmen feel that their successor should come from within the family. In comparison, only 22 per cent of North Americans and 24 per cent of Europeans subscribe to this view” (www.rediff.com).

As India emerges as a leader in the global economy, the family businesses are making changes to ensure they stay successful. But one thing they are not willing to change is being a family-run business.


SOURCES:


http://www.guardian.co.uk/business/2008/mar/28/automotive.mergersandacquisitions

http://www.ibscdc.org/Case_Studies/Entrepreneurship/ENT0034.htm

http://www.jsw.in/organization/op_jindal_group.shtml

http://www.murugappa.com/corporate/group_profile.htm

http://www.rediff.com/money/2003/feb/21spec.htm

http://www.scribd.com/doc/16691629/Family-Business-in-India

http://www.time.com/time/asia/covers/501040223/ambani.html

http://en.wikipedia.org/wiki/Azim_Premji

http://en.wikipedia.org/wiki/Birla_family

http://en.wikipedia.org/wiki/Birla_group

http://en.wikipedia.org/wiki/Godrej_Group

http://en.wikipedia.org/wiki/Jindal_Steel_and_Power_Limited

http://en.wikipedia.org/wiki/Kirloskar

http://en.wikipedia.org/wiki/Lakshmi_Mittal

http://en.wikipedia.org/wiki/Mahindra_Group

http://en.wikipedia.org/wiki/Mittal_Steel_Company

http://en.wikipedia.org/wiki/Tata_family

http://en.wikipedia.org/wiki/Tata_Group#History

http://en.wikipedia.org/wiki/Wipro

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