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Case 3:
Press Tool Manufacturer – From Job Work to a ₹78 Cr Product Brand
The Challenge
A press tool manufacturer with a turnover of about ₹6 Cr was caught in the trap of traditional management and dependence on OEMs. The second generation, having entered the business, was unhappy with:
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Over-dependence on OEMs and unfavorable payment terms
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The monotony of low-margin job work
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Lack of a clear identity and no excitement in the business
To make things more difficult, there was friction between father and son — the father excelled in design and technical aspects, while the son was strong in marketing and vision. Their strengths weren’t aligned, and the business was stagnating.
Our Intervention:
When Global Management Services came into the picture, we knew that growth required more than systems — it needed a mindset shift.
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Conducted deep discussions with both generations to align vision and reduce friction
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Helped them see the potential in creating their own product line instead of just relying on job work
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Drafted a clear boundary of responsibilities:
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Father to lead design and product development
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Son to drive marketing, branding, and distribution
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Supported them in designing, launching, and scaling their own products
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Guided the creation of a distribution chain to reduce OEM dependence
It wasn’t easy — it took persistence, trust, and years of disciplined execution — but the transformation began to take root.
The Result
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The company grew from ₹6 Cr to ₹78 Cr turnover in just 8 years
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Shifted from being a job-work supplier to becoming a recognized product brand
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Built their own product range and distribution network
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Transformed their identity, profitability, and market position
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Father and son now work as complementary leaders rather than competitors
“By sustaining these practices, the company now saves lakhs every year — turning once-overlooked inefficiencies into recurring profits and long-term stability.”