Return to Previous Page

First-Generation Entrepreneurship’s Dilemmas and Prospects – A Case of Hemlata Foam House

CASE STUDY, ENTREPRENEURSHIP & STARTUPS
Prin.L.N. Welingkar Institute of Management Development and Research, 9 Pages

Case Preview

First-Generation Entrepreneurship’s Dilemmas and Prospects – A Case of Hemlata Foam House

 

It was May 2011; the early pre-monsoon showers at Amaravati, India, made Narendra Patel (Patel) look outside his shop. He was in a reflective mood. As first-generation entrepreneur, he had been successful in his business of selling foam mattress. His 2011 annual turnover was INR 15 million and he was considered as one among the top five businessmen of the city. It took im 32 years of hard work to build his business to this level but now he was worried about the future of his business. He had two daughters who were settled and happy in their married lives. None of them wanted to steward his business. Patel spent many waking nights worried of his successor after him for his business.

Brief History

Patel entered the business as a first-generation entrepreneur in the year 1979. He belonged to a farming family with orthodox value system. On completion of his post-graduation in commerce, he decided to start his own business. With no business degree or background, it was only his strong desire that led him to take this decision....


Teaching Note Preview

First-Generation Entrepreneurship’s Dilemmas and Prospects – A Case of Hemlata Foam House

 

Synopsis

Narendra Patel (Patel) was a first-generation entrepreneur from Amravati District of the Indian state of Maharashtra. He started his shop Hemlata Foam House (HLFH) in 1979. He was very optimistic and upfront about his vision – to be a successful businessman. He had faced many challenges in life – personal as well as professional, but those never wrecked his aim. He achieved his goals with his constant efforts as he reached the pinnacle amongst the top businessmen in the city with a legacy of more than 30 years in the business. Both his daughters were married and well settled in life. They did not want to take over their father’s business. Patel was getting older. As he was envisaging the future, one thought was disturbing him constantly – who would be his successor to lead his business after him?

Case Positioning and Setting

The case is designed for business students at the MBA or executive MBA levels in entrepreneurshipand family-managed business courses.

Learning Objectives

  • • Identify the factors contributed to the growth of Hemlata Foam House (HLFH) from a small shop to its present form and the challenges faced by a first-generation entrepreneur in setting up a venture
  • • Understand Patel’s value system with reference to Schwartz’s model and how it affected his business decisions
  • • Critically evaluate succession issues of HLFH
 

The case allows students to examine how entrepreneurs expand business at the time of limited opportunities. The case demonstrates the interplay between the external environment and the leadership initiatives of the entrepreneur and the relevance and challenges involved in family life which create hindrance for business. The case highlights Patel’s value system, his leadership style and the succession dilemma.

.......................................


$4.57
Rs 0
Product code: ENTP-1-0026, ENTP-1-0026A

Abstract

The case study enables the participants to examine how entrepreneurs expand business at the time of limited opportunities. The case study demonstrates the interplay between the external environment and the leadership initiatives of the entrepreneur and the relevance and challenges involved in family life, which create hindrance for business. Narendra Patel (Patel) was a first-generation entrepreneur from Amravati District of Maharashtra, India. On 5th May 1979 Patel inaugurated ‘Hemlata Foam House’ (HLFH). He was very optimistic and upfront about his vision – to be a successful businessman. He faced many challenges in life, personal as well as professional but those challenges never wrecked his aim. He achieved his goals with his constant efforts and became one of the top businessmen in the city with a legacy of more than 30 years in the business. Both his daughters were married and well settled in life. They did not want to take over their father’s business. Patel was getting older. He was envisaging his future and one thought that disturbing him constantly was – who would steward his business after him?



Pedagogical Objectives

  • To identify the factors contributed to the growth of HLFH from a small shop to its present form and the challenges faced by a first-generation entrepreneur in setting up a venture
  • To understand Patel’s value system with reference to Schwartz’s Model and its effect on the business decisions
  • To critically evaluate succession issues of HLFH

Case Positioning and Setting
The case is designed for MBA Program/Executive MBA Programs in courses that deal with Entrepreneurship and Family-managed business



This Case Pack Includes:
- Abstract
- Case Study
- Teaching Note (**ONLY for Academicians)
$4.57
Rs 0

Related products




Request for an Inspection Copy

(Strictly for Review Purpose, Not to be Used for Classroom Discussion/Trainings)