Abstract: In 2012 Mr. Sukhraj Singhvi had to decide what he should do with the liquid storage business.

Situated in Kandla Port Gujarat, India, liquid storage business has been lucrative for Singhvis. Over the years, Singhvis have gradually grown their business empire. The liquid storage business has been a cash cow to fuel its growth.

The Singhvis, hailing from a small town in Rajasthan, India, have been successful in business, and currently, the second generation of the family looks after daily operations. They have yet to get outside professionals to manage their business and the top management has been with the family members.

They have always taken a long-term view with other stakeholders, whether it has been their customers, financial partners, employees, etc. They have relied on outside partners in areas where they need expertise, usually by equity sharing agreements.

They have managed the business and family aspect commendably, with each family member having separate business units to lead. To keep the family intact, they celebrate special events like festivals, support the same community causes, and so on.

Since their move to Kandla Port Gujarat in 1960, they have been on a growth trajectory, and moving ahead with what has worked for them in the past might not work. Mr. Sukhraj Singhvi realized the decision made now with the liquid storage business could have a long-term impact.
Decisions made now would be a precursor to any other strategic business decision.

There will be a larger impact on family unity as, under the current scenario, there is no correct decision, and a lot depends on what govt does in the future. So how are the family members aligned will play on Mr. Sukhraj Singhvis mind.

Learning Objectives:    Case is designed for postgraduate students to cover for portfolio management in family business, strategic leadership skills, working with various stakeholders, and comparing between old and new type of business.