The billionaire heritage battle puts the spotlight on the confused family heritage of India

The sudden death of the Indian Tykon in June led to a severe legacy in the Indian automotive monster.

The 53 -year -old Sanjay Kapoor suffered a heart attack on June 12 while playing polls in the UK. It was Sona Komstar’s heir, he had a inheritance from his father, a business empire of $ 6.6 billion ($ 2.7 billion). Among India’s highest vehicle factor manufacturers, the company has a global position, which has spread 10 trees in India, China, Mexico and the United States.

Polo enthusiasts, Kapoor’s capital, Delhi, went to the high -ranking social circle of Delhi and made friends with Prince William. He was married three times before marrying former model and entrepreneur Priya Sachdev in 2017 – first designer Nandita Mahatani, followed by Bollywood Star Karisma Kapoor, Priya Sachdev before marrying and entrepreneurs in the 90s.

But a few weeks after his death, the question of the answer has made Kapoor and his family a subject of media estimates.

In the center of Kapoor’s mother, Rani Kapoor, is the former president of Sona Komstar.

On July, July, Rani Kapoor sent a letter to the Board of Sona Komstar and then raised questions about the death of her son and then the company’s appointment.

In a letter seen by the BBC, she alleged that Kapoor’s death was “in a very suspicious and obscure situation.”

The Coroner’s office in Saren told the BBC that after the postmortem, it was determined that Kapoor died of natural reasons. “The investigation has been closed,” the office said.

Rani Kapoor has also claimed to have forced the main documents to be signed while his son’s death has been in mental and emotional distress.

“It is unfortunate that while I and I am still mourning, some people have chosen that some people have chosen that they have chosen as a proper time to occupy family heritage.”

She asked the Sona Komstar’s board to postpone her annual General Meeting (AGM) – which was decided from July 25 – to decide on the new directors of the family.

Rani Kapoor did not specify what “some people” mean, but the next day Sona Komstar organized AGM and appointed Sunja’s wife Priya as a non-executive director.

In her letter, Rani Kapoor claimed that she wanted the estate of her late New Husband in 2015.

The company has strongly rejected Rani Kapoor’s claims and said that at least 2019 in Sona Komstar, “No role, direct or indirect”.

The Board has also said that there is no compulsion to postpone her suggestion and the AGM was taken to “fully comply with the law.” The company has issued a legal notice to Rani Kapoor and asked her to stop spreading the “false, malicious and harmful” statement.

The BBC has contacted Sona Commostar, Rani Kapoor and Priya Sachdev with questions.

Public stakeholders, including banks, mutual funds and financial institutions, are 71.98% of Sona Comsustar, which is listed in Indian exchange as Sona BLW.

The remaining 28.02% is conducted by promoters through a company called Aurus Investments Private Limited.

According to the company’s fileing, Sunja Kapoor was the only beneficiary of the RK Family Trust, which controls the share of promoters in Sona Comsustar through Orius Investments.

“Looking at the company’s structure, Rani Kapoor will not be featured as a registered shareholder at this time. But the RK Family Trust and Aurus investment are a matter of investment. We do not know whether the queen is directly interested in the contract,” says Corporate Litigator in India’s Supreme Court.

The conflict of the Kapoor family is not a different case.

According to the PWC survey, about 5% of India’s companies are family controlled, but only 63% of the people have a formal heritage plan.

Kavil Ramchandran of the Indian School of Business says that most Indian family businesses work with “significant ambiguity about specific things.”

“One such (area) is whose owner and whose legacy is and when,” he says.

Experts say that family involvement and absence of a formal agreement without quality complications are complicated.

“After the death of the patriarchs (or earlier), both ownership and management arise, and Ketan Dalal, who advised many Indian professional families on the structure of ownership, said that many water would have been transported under the bridge to solve the problem under the bridge.”

India Inc. The bitter successor is full of battle that frequently caught headlines.

Mukesh Ambani was once stunned once the richest man in Asia Conflict of public power After his father, on the Reliance Empire, scattered with his younger brother Dhirubhai Ambani died in 2 Without leaving the willpower. It was his mother, Kokilaben, who showed peace after many years.

Recently, Raymond Group, the most famous textile company of India and the Lodha brothers have exploded a family dispute, whose company has built a Trump Tower in Mumbai.

All of this has often come to the Indian shareholders at a large price.

“The person who has put infinite control in their hands is finally suffering. Finally, the company is, the stock prices are reduced and the company has the perception of how the company will do in the future,” says the founder and managing director of the Legisi Planning Firm.

But some families now bite once, twice shy.

The Bajaj family, the largest group in the country, had to face an internal dispute until the court entered to resolve the dispute in the sixties.

The patriarchs responsibilities between his sons and cousins .The division of the group was prepared for this group. According to the company’s statement, the group is now united by the Family Council.

Last year, one of the oldest business houses in India, the Lock-to-Real Estate Godrej Group, separately separated their multi-billion dollar business.

Mr. Nerlekar says, “Families need to work on compulsory planning with a good board with good boards with the teeth. They need to give some control so that the business can grow long -term. As well as allowing the next generation to take initiative in time and the Vice -Chancellor should give them time to raise them, so that family problems should not arise,” Shri Nerlekar says.

Mukesh Ambani’s interests appear to have taken it seriously, Began to imagine his three children Earlier.

Shri Ramchandran says that the heritage is not to be “overnight”.

“It is important to create both the family and the operating team during the planned transition period.”

Follow BBC News India Instagram, YouTube, Twitter And Facebook??