1. Confidential Document : Access to Approved Users Only

3.  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.

4. CAVIN-KARE
o His policy is “there is no money problem, idea
problem”
o Chick from “velvet” shampoo
o First product- Chick- turnover 50,000 per year
o 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.

5. 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.

6. 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.

7. AWARDS
The CavinKare Ability Award for
Eminence
The CavinKare Ablity Mastery Awards
Got certified by helping disabled
people

8. OBJECTIVES OF R&D
•To contribute to the
business objectives and
by developing innovative,
cost effective and superior
products and processes.

9. VARIETY OF PRODUCTS
Personal Care (Domestic Business)
Foods (Domestic Business)
International Business
Salon Business (Trends in Vogue)

10. 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

11. FOODS : READY-TO-EAT
 Pickles- Chinni’s, Ruchi
 Spices Chinni’s
 Vermicelli Chinni’s
 Sweets Ruchi
 Dry Fruits
 Chinni’s Snack Bar

12. TOP 10 PRODUCTS
1) Cavin’s milk
2) Cavin’s curd
3) Meera shampoo
4) Ruchi
5) Chick
6) Fairever
7) Nyle shampoo
8) Maa
9) Garden tea
10) Indica hair dye

13. 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.

14. TIPS
Best-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 routine
Best-Practices Leadership: Team Management Tip #3
 Is your team stuck? Get them unstuck with these team-building
exercises.

15. 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.

16. Best-Practices Leadership: Team Management Tip
#6
 Is your team the ideal size?
Best-Practices Leadership: Team Management Tip
#7
 Dealing with team 'negatives'

17. MANAGEMENT STYLES
A manager's style is determined by
the situation, the needs and
personalities of his or her
employees, and by the culture of
the organization.
PARTICIPATIVE MANAGEMENT
Participative management involves
sharing information with employees
and involving them in decision-making.
Employees are encouraged to run their
own departments and make decisions
regarding policies and processes. It
has often been promoted as the quick
cure for poor morale and low
productivity. It is not, however,
appropriate in every organization and
at every level.