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Cavin kare

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Cavin kare

  1. 1. Confidential Document : Access to Approved Users Only
  2. 2.  CEO of CavinKare: C K Ranganathan, CEO of CavinKare is somebody who changed the rules of the FMCG game. History: 1983, C K Ranganathan started selling shampoos in a sachet with an investment of Rs 15,000 and dared to take on the multinationals. Present: This year, Ranganathan’s company, CavinKare, ended up with a turnover of a little over Rs 500 crore. Ranganathan is positive he can touch Rs 5000 crore in the next 10 years and can emerge as an Indian multinational.
  3. 3. CAVIN-KAREo His policy is “there is no money problem, idea problem”o Chick from “velvet” shampooo First product- Chick- turnover 50,000 per yearo After 20 years only he started spending money for personal expenses; till that he was in rental home for 5 years.o His main success secret is “no credit sales” only credit purchase.
  4. 4. PRIORITIES Customers Employees Vendors Bankers Government VISION: To produce new innovative products and target allover india Recruiting talent and advertisement is important In market always we should be unique. If you don’t know to differentiate you cant withstand. He always check deeply what customers are looking in a product.
  5. 5. ETHICS IN BUSINESS Paid tax regularly so he has developed his business through loans only. Released product only for the welfare of customers through market researches Employee satisfaction and Team motivation.
  6. 6. AWARDSThe CavinKare Ability Award forEminenceThe CavinKare Ablity Mastery AwardsGot certified by helping disabledpeople
  7. 7. OBJECTIVES OF R&D •To contribute to the business objectives and by developing innovative, cost effective and superior products and processes.
  8. 8. VARIETY OF PRODUCTSPersonal Care (Domestic Business)Foods (Domestic Business)International BusinessSalon Business (Trends in Vogue)
  9. 9. PRODUCT PORTFOLIO Personal Care : Hair, Skin and Home Shampoo Chik, Nyle, Meera, Karthika Hair Wash Powder Meera, Karthika Hair Dye Indica Hair Oil Meera, Nyle Cream / Lotion Fairever, FE Mantra, Nyle Talc, Deo & Dab-on Spinz Toilet Bowl Cleaner Tex Mosquito Coil Dishoom
  10. 10. FOODS : READY-TO-EAT Pickles- Chinni’s, Ruchi Spices Chinni’s Vermicelli Chinni’s Sweets Ruchi Dry Fruits Chinni’s Snack Bar
  11. 11. TOP 10 PRODUCTS1) Cavin’s milk2) Cavin’s curd3) Meera shampoo4) Ruchi5) Chick6) Fairever7) Nyle shampoo8) Maa9) Garden tea10) Indica hair dye
  12. 12. TARGET MARKETS U.P Maharastra Gujarat A.P (more than 50%) ACQUISITION MEERA shampoo- from sivakasi “new powder” In meera product with in 2 months no.1 in market.
  13. 13. TIPSBest-Practices Leadership: Team Management Tip #1 Hot tactics for heating up your team “Hot teams” improvise, do more work with less supervision and make the extra effort to follow through.Best-Practices Leadership: Team Management Tip #2 Fight off team complacency: strategies for making team-building exercises part of your daily routineBest-Practices Leadership: Team Management Tip #3 Is your team stuck? Get them unstuck with these team-building exercises.
  14. 14. Best-Practices Leadership: Team Management Tip #4 Tap into creative, fun team-building activities Find out which fun team-building activities administrative professionals recommend in Best-Practices Leadership.Best-Practices Leadership: Team Management Tip #5 High-performing teams exhibit 5 traits An effective team displays five baseline criteria, according to management consultant Patrick Lencioni: 1. Team members trust each other. 2. They deal constructively with conflict. 3. They are committed to doing well. 4. They feel personally accountable for the team’s success. 5. They focus on achieving results as a team, not just as individuals who happen to work together.
  15. 15. Best-Practices Leadership: Team Management Tip #6 Is your team the ideal size?Best-Practices Leadership: Team Management Tip #7 Dealing with team negatives
  16. 16. MANAGEMENT STYLESA managers style is determined bythe situation, the needs andpersonalities of his or heremployees, and by the culture ofthe organization.PARTICIPATIVE MANAGEMENTParticipative management involvessharing information with employeesand involving them in decision-making.Employees are encouraged to run theirown departments and make decisionsregarding policies and processes. Ithas often been promoted as the quickcure for poor morale and lowproductivity. It is not, however,appropriate in every organization andat every level.
  • MANOJKUMARSOBHA

    Aug. 9, 2021
  • AnuAmmu3

    Oct. 1, 2017
  • NareshKumar1274

    Mar. 18, 2017
  • PkJabir

    Jan. 20, 2017
  • kirthikaMahendiran

    Oct. 26, 2015
  • preetyc3

    Sep. 14, 2014
  • RohanBhosale4

    Mar. 13, 2014

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