Venus Engineering Works: business turnaround for excelling growth

Learning outcomes The case would allow the students to: Case overview/synopsis In late December 2023, Anay Mashruwala, the managing partner of VEW, faced a pivotal decision to secure the future of his three-generational family business. Founded in 1911, VEW established itself as a leader in manufacturing Rare Application Valves, a profitable niche since 1969. However, diversification into the water application valve segment revealed several challenges, including low margins, stiff competition and the complexity of competing in a fragmented global market. Anay found himself navigating not only external pressures but also internal resistance, as senior family members prioritized preserving VEW’s legacy while Anay sought innovation and service-based growth.At this critical juncture, Anay struggled to choose a path forward to focus on core expertise in Rare Application Valves or in its stronghold or diversify into high-margin service verticals to unlock new opportunities or position the company as a turnkey solutions provider by integrating design, manufacturing and after-sales services. Each option presented unique opportunities and risks, requiring careful consideration of financial resources, organizational capacity and intergenerational alignment to chart the best course for VEW’s growth and sustainability. Complexity academic level This case can be taught either as a standalone case or as a part of a turnaround strategy in the strategic management courses of Advanced Strategic Management and Advanced Competitive Advantage. The case is designed for undergraduate as well as graduate level students of Management programmes. The case can also be used in Strategy programmes administered towards participants from family business enterprises. Supplementary Material Teaching notes are available for educators only. Subject code CSS 11: Strategy.