CAVINKARE

PRESENTED BY : KUNTAL DAS

PGDM-3

UID – 2022-2307-0001-0014
 CASE
1. SUMMARY
Cavinkare Private Limited, a FMCG company was founded by Chinni Krishnan Ranganathan in 1998.

2. In 10th June, 2017 they had completed a business performance review which indicated that CavinKare’s
human capital interventions has to be change for the rapid growth of the organization.

3. For changing of the organization and creating a strong growth and performance Ranganathan undertook a
series of human capital interventions for revive the organization.

4. He aimed at Aligning performance goals at different level to the larger organizational strategy, bringing in
the right people providing them the accessibility of sources to succeed and give them right incentives for
performance appraisal.

5. In the case study it is mention about the new systems and processes which were used for employee selection,
performance expectations, training and development, compensation and rewards.

2 6. The changes enhanced CavinKare’s growth and the company registered a double digit growth instead of
4.5% which is industry average.
 COMPANY - CAVINKARE
•CavinKare Private Limited is a non-govt company incorporated on 22 Mar,
1990.

•It is a private unlisted Fast- moving consumer goods( FMCG) company.

•They are majorly in manufacturing business from last 32 years.

•CavinKare has headquarter in Chennai, Tamil Nadu, India.

•Employee strength is 2099.

3
ORGANIZATIONAL STRUCTURE
 PARTICIPANTS
• Articles

• Chinni Krishnan Ranganathan

• B. P. Ravindran

• Meenakshi Narayanan

• Gayatri Kabilan

• K. Rahul

5
 HOTPOINTS
• Dwindling Revenue growth

• Bottom – line erosion

• Plateaued

• Grudgingly

• Cultural fabric

• Ills plaguing
6
 PROBLEM
Lack of collaboration: As Cavin Kare emerged the functional groups became larger and the specialist

functional orientation became more supreme at the expense of the business urge. Employees only focus to

their respective departments rather then giving priorities to organizational goal. Due to lack of

communication and collaboration employees often blame each other.

SOLUTION
As a solution of this collaboration problem Ranganathan define structural workflow and create cross

functional teams among different functions. For that purpose he require a brand manager who will be highly

skilled in liaising with different functions and who will oversee all the process and ensure effective lateral co

ordination.
7
THANK YOU