One could handle first-generation choices as excess baggage or as a legacy—Samantha Kochhar went for the second option.

 I believe it’s much tougher for the first generation. They build things up from scratch. As inheritors, the second generation needs to ensure that they take the business several notches higher." - Samantha Kochhar 

I was a young girl when my mother started the company. I grew up in her salons and back stage in fashion shows. When you grow up around glamour, it’s what you want to do. For me, it’s been a way of life.

I have looked after the company’s training business since 2002. But when my father passed away in July 2011, I took over as the MD of the group. My mother is still the chairperson. I feel an immense sense of responsibility now. I’m aware it’s not about us as a family. There’s a larger picture to take care of. My father’s last words to me were, “You’re responsible for more than 1,000 people because they get their salaries from this firm. It’s your choice to decide what to do next—either help them jump to the next level or sell-off everything.” That leap into the big unknown is scary, especially because things are very comfortable right now.

Our base is secure. We have plans to add new categories to our product line and give them a new look this year. To do that, we need to tighten our business processes. That’s been my focus ever since I’ve taken on the role of the MD. We have over 1,300 employees. When you manage these many people, transparency in business processes may not come through at each level. But I want to work on that. 

Yes, people love to compare us. But my mother and I have a good laugh about it. We are two different individuals. I am a lot like my dad. My mother is a creative person and I am systems and process-oriented, as was my dad. Their marriage was great, and the differences work very well for the two of us now. 

For me, my mother is my brand. She started the company with Rs5,000. I’ve seen the hard work my parents put in it. I absolutely believe it’s much tougher for the first generation. They build things up from scratch. As inheritors, the second generation needs to ensure that they take the business several notches higher. Yes, we have to work with the choices the first generation makes: people and processes they invest in. There are two ways to deal with the choices: one can consider them as baggages or modify them smartly to take the company forward. What can be better than working with your family? It’s the safest work environment. You only have to put up with your mom, father or brother—you’ve been doing that in any case! 

I feel an immense sense of responsibility now. I’m aware it’s not about us as a family. There’s a larger picture to take care of.

It’s not that I’ve just been Blossom Kochhar’s daughter. I have my own professional standing as a make-up and hair artiste. I’ve worked with the biggest beauty companies—L’Oreal, Wella and Schwarzkopf. People told me I should’ve started my own brand, Samantha Kochhar. But I am not interested. Yes, there was a phase in 2011 when I decided to partner with somebody else. Soon I realised it was a mistake. Some people had approached me to partner in a gym-cum-coffee shop-cum-salon. I realised it was better to concentrate on something that you have, rather than set up another. 

Legacy is a valuable thing. I can see my son growing up with what I’m creating every day. It’s the way I grew up, seeing my parents make the Blossom Kochhar brand. It’s probably why my first love is teaching. I have already trained around 700 make-up artistes. When you teach, you groom the next generation. Again, I need to thank my mother for instilling this passion in me. Six years ago, after having completed big projects and movies such as Monsoon Wedding and The Namesake, my mother asked me to concentrate on our training business. I was very upset. I felt it was unfair that I should teach everything I’ve spent so many years learning on the job. To me, it seemed like I was creating my own competition. She said something that’s stuck with me since. “There’s a time when you put down your brush and teach someone else to pick it up.” It’s kind of like what she is doing with me. 

 MY TIP:
Do an early succession planning for the next generation. They should be mentored well and initiated when the first generation is still in control so that they can work together to create and re-energise the brand.

Company Profile|The Blossom Kochhar group
Blossom Kochhar has been a beautician for nearly three decades. She’s built that skill into a viable company—coming up with a brand of aromatherapy-based cosmetic products, a creative arts and design school for make-up and hairstyle training, and a chain of over 100 beauty salons pan-India. Her daughter, Samantha Kochhar is now leading their company, and wants to take the company to a turnover of Rs400 crore.