Manjushree Technopak Limited Case Solution And Analysis, HBR Case Study Solution & Analysis of Harvard Case Studies

Manjushree Technopak Limited had been manufacturing polyethylene terephthalate bottles and preforms in Southeast Asia’s from the last 20 years and had become the largest player in the industry. The managing director, founder and promoter of the company, based in Bangalore, India, had evaluated many other markets for expansion by starting his third venture. He appointed his brother and sons as the co-directors of the company, whose share was listed on the Bombay Stock Exchange. By the year 2013, the management of the company was ready to enter into untapped markets through its offerings of plastic containers in the health care, pharmaceutical, food, and beverage industries and was ready to face the established rivals in those new markets. It was necessary to reflect an open vision to all of its stakeholders. It needed to have a sound leadership to sustain the growth and to have a perfect internal hierarchy model. The MD could pursue any of the three available options: 1) retain the designation of the head of the company with himself, 2) permit his technically sound sons to take control of the company as a new leader, or, 3) appoint a new professionally qualified CEO from the industry.