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An effective response would address four key issues: a. Identified decision making issues/problems b. The cause and effect of the identified problems c. A decision on the root cause(s) of the identified problems d. Recommended solutions to the identified decision-making issues/problems. Introduction - Clearly identifies background and context. - Clearly identifies the decision, level of analysis and key issue(s). Critical analysis and evaluation - Analyses cause and effect. - Organises analysis by issue. - Applies relevant decision-making and other theories to case's decision-making processes and contingencies. - Uses case to illustrate theoretical discussion. Solutions/recommendations - Recommends relevant and realistic solutions to address identified issues. - Supports recommendations with theory. Presentation - Presents work professionally. - Shows clear written expression, logical structure, and accurate grammar and spelling. In the uncertain world of Qontrac International: navigating through family, growth and succession management challenges Diantha D'Costa, Virginia Bodolica and Martin Spraggon It was a typical Friday morning of mid-January 2018 at the Shetty home. Vishwanath was Diantha D'Costa and trying to focus on reading the news but it was in vain; he could not stop thinking about his Virginia Bodolica are both family business and its uncertain future. With so many expansion issues, structural based at the School of problems and family-related challenges that Qontrac International started to face in its Business Administration, different branches, things were about to worsen and get out of control. Vishwanath realized American University of that he urgently needed to bring on board someone he could trust, with whom he could Sharjah, Sharjah, United share his managerial responsibilities, and who could eventually become his successor. Arab Emirates. While being lost in his thoughts, Vishwanath has noticed Megha desperately searching for at MBRSG, Dubai, United something on her laptop. As he approached her, he sensed that her agitation was due to Arab Emirates. multiple unsuccessful attempts to find an internship. "It's been two weeks since classes ended but I still don't have any internship. I really wanted to get some work experience to increase my chances of finding a job upon my upcoming graduation!,"he heard Megha saying. It was at this moment that Vishwanath realized what he had to do. With no more hesitation, he looked at his daughter with one eyebrow lifted up and said: "You always have another option, you know! And that's the option which will certainly pay off in the long run!" Starting Qontrac Ltd Vishwanath Shetty came from a very humble background, living all his childhood in a poor colony in Mumbai, India, along with his parents and siblings. Due to high tuition fees, he studied only until high school and worked in a small corner shop as an electrician. When he was 18 , he moved to Muscat, Oman, to take advantage of multiple work opportunities in the field of mechanical engineering in the country. His friends, who had been working in Muscat for several years, helped him to find a job at Zubair Kilpatrick, a privately owned Manufacturing-Electrical-Plumbing (MEP) company with operations in Oman and the United Arab Emirates (UAE). Over the years, he kept climbing the career ladder starting from general electrician to Disclaimer: This case is written foreman and all the way up to purchase manager. He was known for his swift work, critical solely for educational thinking and ability to handle difficult situations under pressure. Being able to support his to represent successful or relatives in India and generate savings for himself, in 1987, he decided to marry Jyothi unsuccessful managerial decision making. The author/s Pavithran, who had to quit her secretarial job at an oil and gas company in Kuwait to may have disguised names; relocate to Muscat. Yet, a year later, as the family welcomed their first daughter, Vishwanath financial and other recognizable information to was terminated from his job. Jyothi had to start working as an Executive Secretary at protect confidentiality. Due to increasing competition, a consultant was hired to act like a middleman by identifying company in both Dubai and Muscat. Using his physical disability as an excuse, Advaith new leads and recommending potential service contracts to Vishwanath. In less than four constantly asked for more money and Vishwanath continued depleting the accounts of years, the Dubai branch grew to over 65 employees that included laborers and office Qontrac Dubai to attend to his brother's financial needs. personnel. Qontrac Dubai expanded its service lines to become a full-fledged MEP Two years later, Vishwanath was confronted with a dilemma as he realized that his company (Table I). It was now qualified for projects in all types of residential units, petrol company was losing money because of his brother's misfortune. Ultimately, he decided to stations and commercial buildings, taking up diverse contracts, from designing to end the partnership agreement with his brother without discussing the matter with him. This execution, testing and commissioning, for clients in Dubai, Al Ain, Ajman and Sharjah. resolution did not go well with Advaith, who felt that Vishwanath was taking advantage of his Yet, with the advent of recession in 2009, the UAE real estate sector was hit the hardest, disability. Advaith confronted Vishwanath immediately after he found out about this generating significant losses for Qontrac Dubai. Many ongoing construction projects in the decision, and it resulted in a heated argument between them. As the fight got intense, their country were put on halt, and most clients were reluctant to initiate new projects due to the wives and older children stepped in by organizing a meeting to set out the fire in this family high financial risk involved (Bodolica et al., 2018). The rapidly declining number of service discord. Aparna and Jyothi did not want the brothers' relationship to be affected because requests placed by extant clients could not be compensated by new leads. Important of the business and did their best to appease the conflict, while Suraj and Teisha defended difficulties have also arisen with the uncompleted projects of the Dubai branch as clients their own father and blamed the other. However, neither of the brothers was willing to delayed payments or have never actually honored their contractual obligations. Vishwanath accept his own mistakes that contributed to the financial troubles in both companies. The had even pursued in court several clients who had an unsettled account of AED 3-4m heated discussion went on for hours and ended abruptly with no satisfactory solution to the (US4815,200-1,087,000), but was unsuccessful in getting most of that money problem at hand. As a result, employee salaries were seriously delayed and disbursed mainly from the Advaith and Vishwanath have not spoken to each other since and the resentment between personal savings of Vishwanath and his wife. Jyothi found a job as an Assistant Human the two spilled over the other Shetty family members (Exhibit 1). The family had a tradition Resource (HR) Manager at Weatherford International in Dubai, an oil drilling company, but of getting together in Mumbai every year during the month of July, to catch up on the news continued dealing with HR issues at Qontrac. Large sums of money were also taken from and bond with each other. Yet, ever since the feud, there were no more traditional family the Muscat branch, which fared better during recession. It was in December 2010 that the gatherings as the other brothers and sisters started taking opposite sides. Mahesh and branch was salvaged from collapse, as Vishwanath succeeded to sign a major contract Kavita empathized with Advaith and openly voiced their disapproval of the situation, while with Rotana Hotel in Fujairah for an amount of AED 20m (US $5,434,785 ). The UAE economy Ashwin and Smita fully supported Vishwanath. Despite the rift between the siblings, and real estate companies began recovering from the credit crunch, thus putting Qontrac Vishwanath stood by his decision and paid an additional lump sum amount of AED 220,000 Dubai back on track. (US $59,783 ) to Advaith to mark the end of their partnership. With no other options left, Advaith was forced to sell his garage at a loss of 73 per cent of the total value and return The family feud to India at the beginning of 2016 . Due to recession, Vishwanath could not repay Advaith his loan within three years as In late 2017, Vishwanath was devastated by the news of his youngest sister's death due to originally established. Moreover, because profits were not made during this period, the cancer. The emotional suffering due to his loss was huge, as he was particularly close to value of the agreed payment of 7 per cent of the monthly profit was nil. As Qontrac Dubai Smita from the time of their childhood. It was only during her funeral that all the Shetty returned to profitability in early 2011 , Vishwanath decided to reimburse his brother the siblings were able to look past their ego and speak to each other without the confrontation entire loan amount along with the agreed 7 per cent of profit and an additional 25 per cent of bad memories. It was also when Vishwanath and Advaith had looked into each other's share of profit for the previous two months. This repayment had actually meant the eyes again, without saying anything. Although they were still not on talking terms, Jyothi termination of the partnership and co-ownership of the two brothers. However, Advaith and Aparna were both hopeful that the relationship between the brothers would rekindle insisted they continue with the partnership as his garage was not doing well, and he one day. needed financial help to keep it running. The brothers agreed that each would play a financial advisor for the other without interfering in each other's business. In addition, Vishwanath would give a loan of AED 15,000 (US $4,076 ) every three months to Advaith, Uncertainties in Ghana who would have to pay it back every six months with a 5 per cent interest. Following a couple of profitable years in both Dubai and Muscat, Vishwanath decided to Things were progressing smoothly until the end of 2013 , when Advaith got a stroke that expand his MEP business outside the Gulf region. In 2013, with an investment of resulted in a partial paralysis. His inability of handling routine tasks had a severe effect on US $250,000, he opened a branch in the city of Tema in Ghana and entrusted its his garage business, also causing a lot of complications for Qontrac Dubai. Advaith started management to his brother Ashwin. The activities kicked off with only nine employees, who missing the established payment deadlines, while Vishwanath kept lending his brother the were mainly laborers (i.e. foremen, plumbers and electricians) and only two staff members money as agreed. He even took over Advaith's responsibilities at the garage in an attempt who handled the IT and finance and auditing. The branch focused on completing to improve its rapidly declining performance, while continuing to manage his own MEP electromechanical jobs, such as plumbing and electrical works, in residential villas of their target customers, the Ghanian Indians. Commonly referred to as Sindhis, Ghanian Indians moved to Ghana during the Indian partition of 1947 and lived there ever since, contributing to the upper class of the local society. Despite the uncertainty of demand for his services, Vishwanath based his decision of venturing to Ghana on the belief of one of his old clients that Sindhis preferred getting most of their house maintenance works done by Indians. Despite the presence of multiple MEP companies in Ghana, Vishwanath did not consider that the local competition would be an PAGE 4 EMERALD EMERGING MARKETS CASE STUDIES VOL. 8 NO. 42018 Figure 1 Qontrac International organizational structure as of January 2018 The succession challenge =1