About C K Ranganathan 

 
In 1983, a 22-year-old young man from the small town of Cuddalore in Tamil 
Nadu decides to leave his house with just Rs 15,000 in hand and a dream of 
starting his own business. 
The lad, C K Ranganathan, had lost his dad a couple of years ago; now he was 
leaving behind his mom, five siblings he had grown up with, and the family 
house located on a 30-acre farmland, where he had swum in the agriculture 
wells for hours on end, fished in the ponds, reared hundreds of pigeons, 
loitered around the coconut and mango groves, exercised on parallel bars with 
friends, and lived a carefree life. 
It was a tough decision to take for Ranganathan, following differences he had 
had with his elder brothers on running the family business. (The family made 
Velvette shampoo, a sachet product, which was quite popular those days.) 
But in retrospect, Ranganathan, or CKR as he is fondly called, has no regrets. 
For, 34 years later, the small-scale unit he started with a single product, Chik 
shampoo, has metamorphosed into a Rs 1450 crore turnover company, 
CavinKare Private Limited, with diverse interests in personal care, dairy, 
snacks, beverages, and salons. 
The beginning was humble, though. Walking out of his home with his savings 
of Rs 15,000, Ranganathan had to first look for a place to stay - and he found 
one, hardly 250 metres away from where his family lived. 
"It was a single-room house and the monthly rent was Rs 250. I purchased a 
kerosene stove, a foldable cot and a bicycle to move around. I was prepared to 
face any difficulty when I chose to step out of my comfort zone. 
“I didn’t repent for a minute the decision to come out of my house, though 
some people at that time felt I had made a mistake,” Ranganathan reminisces, 
as we chat one December evening at his office in Cenotaph Road, Chennai. 
From the early days, one of the hallmarks of Ranganathan’s successful 
entrepreneurial journey has been his quick decision making skills. 
Initially, he says, he was not in favour of making shampoo and competing 
with his brothers. He had weighed some options – including, starting a 
poultry unit – but soon realised that the only thing he knew was to make 
shampoo. 
His next crucial decision was to start the factory at Puducherry, about 20 km 
from Cuddalore, where there would be less hurdles to obtain a manufacturing 
license. 
“I got the license within a week. Had it been Tamil Nadu, it would have taken 
four to six months and I would have exhausted all my funds by then,” says 
Ranganathan. His first product, Chik shampoo, priced at 75 paise per 7 ml 
sachet, hit the market less than a month after he left his house. 
The brand name Chik was coined from the first letters of his father’s name, 
Chinni Krishnan. Chik shampoo with its different variants continues to be 
CavinKare’s flagship brand and accounted for sales of Rs 300 crore in the 
company’s current turnover of Rs 1450 crore. 
Ranganathan’s business that began with four employees at Kanni Koil in 
Puducherry where he rented a place for Rs 300 per month, and invested Rs 
3,500 in machinery, has gone beyond the shores of India today. 
CavinKare products are now available in many countries including Sri Lanka, 
Bangladesh, Nepal, Malaysia and Singapore. The company has two overseas 
subsidiaries - CavinKare Bangladesh Private Limited and CavinKare Lanka 
Private Limited – and employs a total of around 4,000 people. The majority, 
around 2,000 of them are employed in their salon chains, Limelite and Green 
Trends. 
In short, the boy from Cuddalore with rustic tastes, who chose to hang out 
with folks from the fishing community, preferred to study in Tamil medium 
because he could only cope with it and found English medium tough, and 
who was labelled ‘nee urupada maata’ (good for nothing) by his mother, has 
courted success on his own terms. 
So much so that he has recreated the farmland aura he was so fond of during 
his younger days in Chennai city. At his beautiful home situated on a 
sprawling 3.5 acre campus by the beachside at Injambakkam in Chennai, he 
lives with hundreds of birds including cockatoos, pheasants and macaws that 
are housed in aviaries, which create the ambience of a bird sanctuary. 
Watching the birds and spending time with them is part of CKR's daily 
routine. 
To reach this level, Ranganathan worked hard and smart, making the right 
choices all the time, quickly reversing decisions that were not yielding results, 
learning all the while, and playing to his strengths. 
In his early days in the business, he was in direct competition with Velvette 
shampoo, his family owned brand, which also came in sachets. 
When he launched Chik shampoo in 1983, he introduced a premium egg 
variant that was priced at 90 paise per sachet, 15 paise more than Velvette 
shampoo. “A distributor said that it was not a good strategy and I immediately 
reduced the price to 75 paise,” recalls Ranganathan. 
On the 26th day of leaving his house, he raised the first invoice for Chik 
Shampoo and by end of the first year he had done sales worth around Rs six 
lakh. 
In 1987, the year he got married to R Thenmozhi, a granddaughter of former 
Tamil Nadu chief minister, M Karunanidhi, the company was doing sales of 
around Rs 3.5 lakh per month. It was an arranged marriage, says CKR, 
though the couple belonged to different communities. 
The big break for Chik India, as his company was called then, came in 1988 
when it offered one Chik shampoo sachet free in exchange for five empty 
sachets of any shampoo brand. 
It was a marketing masterstroke that hit Velvette shampoo hard and boosted 
the sales of Chik shampoo. When Ranganathan tweaked the offer as valid for 
only empty Chik sachets later, the sales increased even more and demand for 
Chick shampoo shot up in the market. 
“The scheme played havoc and pulverised Velvette. Godrej was distributing 
Vevette then. I took on a very powerful distribution network… I disrupted the 
market, gained grip, and discontinued the scheme after 10 months,” recounts 
Ranganathan, clearly savouring the days when he turned into a giant killer. 
The annual turnover crossed Rs one crore in 1989. Ranganathan roped in 
Amala, the top heroine of the day in Kollywood as their brand ambassador, 
and pumped in money on advertising in TV and print media. 
The turnover touched Rs 4.5 crore and then Rs 12 crore a year later. In 1990, 
Chik India became ‘Beauty Cosmetics Pvt. Ltd.’ By 1991-92, the company had 
introduced jasmine, rose fragrances, and Meera herbal hairwash powder and 
took the largest share of the shampoo market in South India. 
In the years that followed more products were launched - Nyle Herbal 
Shampoo in 1993, Spinz Perfume in 1997, Indica Hair Dye, and Fairever 
Fairness Cream in 1998. 
It was in 1998 that the company got its current name, ‘CavinKare’ – the CK in 
it again tied to the first letters in his father’s name Chinni Krishnan, who 
himself was a small-scale manufacturer of pharmaceutical and cosmetic 
products. ‘Cavin’ is a Tamil word that means beauty. 
In 2001, the turnover crossed Rs 200 crore and the next year Ranganathan 
launched their salon chain, entering a segment he felt had huge business 
potential. 
"Whenever I went for a haircut, I used to ask the owners why they weren’t 
thinking of opening more outlets. They would give any number of reasons for 
not expanding. I saw an opportunity there and we ventured into the salon 
business,” he says. 
Five years later, CavinKare launched Chinni’s Chikki, rebranding the 
traditional ‘kadalai mittai’ (peanut candy bar) as a nutritious snack. This 
product today accounts for a revenue of Rs 7 to 8 crore in the company’s 
annual turnover. 
One of the major strengths of the company is its R & D division, where 
around 70 people are employed. Ranganathan, who holds a BSc in chemistry 
from Annamalai University, has all along been a strong votary of this arm of 
business. 
“When I joined the family business (where he worked for about eight months 
before launching his own company) I was the first one to establish an R & D 
lab. 
“Within five months of starting my business I set up an R&D unit in a 
separate building, for which I paid a monthly rent of Rs 500, a huge expense 
then. I hired two chemistry graduates to work in the lab,” says Ranganathan, 
whose foresight has been an asset to him. 
Having chosen to study in Tamil medium, unlike his siblings who studied in 
English medium, CKR had realised quite early that to expand his business 
pan-India he needed to have knowledge of English. Without wasting time, he 
developed a customised plan to learn the language. 
“I stopped reading Tamil newspapers, and started subscribing to English 
papers. I bought an English dictionary, and started learning five new words a 
day and writing five sentences of my own for each of the five words,” he says. 
Today, he is a fluent speaker of English and uses it to communicate with his 
colleagues in office, who come from every part of the country. 
Ranganathan, the son of a small-town businessman, has fought the 
multinationals to reach the stage where he is today. He has continually 
evolved as an entrepreneur and has diversified his business through smart 
acquisitions. 
In 2008 he ventured into the dairy business by acquiring a sick dairy unit in 
Kanchipuram. He acquired Mumbai based Garden Namkeens Pvt Ltd, a 
snacks and namkeens manufacturer in 2009. His other acquisitions include 
Maa Fruit Drink and Ruchi pickles. 
Ranganathan effectively owns 100 per cent of the company. Private equity 
major Chryscapital infused Rs 250 crore in CavinKare in 2013 for around 13 
per cent stakes, but he bought back the stakes for Rs 525 crore earlier this 
year. 
Ranganathan’s children Amutha, Manu, and Dharani, are now trying their 
hand in their own businesses with papa’s seed money. After evaluating their 
performance, CKR would name his successor at CavinKare. “The better of 
them will assume the leadership role, and the rest would have to toe his or 
her line,” he asserts. 
Ranganathan might not have reached anywhere close to the stage of handing 
over the baton to the next generation, but the foresighted man that he is, he 
would be making mental notes of the business moves of his children to make 
the right choice when the time comes. 
HISTORY OF CAVINKARE: 
The company was founded in 1983 by C. K. Ranganathan and initially 
named as Chik India and then renamed to Beauty Cosmetics in 1990 and 
again renamed as CavinKare Pvt Ltd in 1998 And was subsequently 
rechristened as CavinKare Pvt. Ltd. in 1998. Ranganathan split with his 
family after a feud with his elder brothers, leaving home with just Rs 15,000 
in hand. He initially toyed with the idea of setting up a poultry farm but 
decided to get in the shampoo business as that was what he knew, despite 
the fact that he'd have to compete with the family business headed by his 
brothers. Ranganathan set up his factory in the union territory of 
Pondicherry as the process and bureaucracy would be easier to handle than 
in his native Tamil Nadu. The company's first product was Chik shampoo, 
sold in single use pouches priced at 75 paise which was released a month 
after he rented his office cum manufacturing facility for Rs 300 and invested 
Rs 3500 in machinery. The first year's sales for the product was around 
rupees six ​lakhs​. 
By 1991 Chik shampoo overtook Velvet (the brand owned by Ranganathan's 
family) and was second in market share in the country, after Hindustan 
Unilever's Clinic Plus shampoo. Subsequently, the company launched new 
products in related categories that included herbal wash powders and soaps 
(Meera), herbal shampoos (Nyle), perfumes (Spinz), hair dyes (Indica), and 
fairness creams (Fairever). The company typically followed the market and 
that contributed both to its successes and failures. The fairness cream 
product Fairever made significant inroads into the growing segment despite 
the presence of well established players but that success was not seen in the 
company's forays into the lower priced segments of perfumes and 
deodorants.The company has presence in more than 21 countries and has 
diversified into Personal care, dairy, foods, snacks, and beverages 
businesses. 
 
It has strategic partnerships with Coty Inc. for Adidas and Jovan brands. 
The founder chairman, CK Ranganathan, was born in ​Cuddalore​, Tamil 
Nadu. He set up CHIK India in 1983 with an initial investment of Rs. 15,000 
with Chik Shampoo as its first product. 
 
 
 
 
 
 
 
 
 
ABOUT CAVINKARE: 
 
Vision : 
“Our vision is to expand and out reach a wider audience by continuously 
offering unique products and services that would give customers utmost 
satisfaction and thereby be a role model.” 
 
Success is a journey and not a destination 

At CavinKare, we strongly believe that success is a journey and not a 

destination. The very birth of the company was based on a young, 
enterprising individual choosing the road less travelled and explored by 
others. Over the years, CavinKare has become one of the most successful 
home-grown FMCG companies. The company’s position as the brand of choice 
among loyal customers emphasizes that it will continue to be rooted to its 
heritage and traditional values while moving with the times which is the 
company’s core strength. 

CavinKare is one of India’s most promising enterprises today. Not only has the 
company diversified interests and catered to varied customer bases, 
CavinKare has constantly looked at how to better its range of offerings. 
Innovation is the key to growth. The company continues to look at expanding 
product portfolios while ensuring the use of smart marketing to maintain 
clarity of product positioning. This means that captive markets are never lost 
while the conglomerate reaches out to newer ones. CavinKare can attribute its 
long time competitive edge to just the simple philosophy of listening to 
customers and anticipating their needs as well as communicating with them 
effectively. 

The company’s long term vision is to emulate and better the achievements of 
the past. Thirteen major brands form a part of the CavinKare umbrella today. 
The company has a robust presence in India. In recent years, there has also 
been an expansion drive into overseas markets, which has resulted in 
successful ventures. 
 
CavinKare’s goal is to remain the preferred choice for customers at home and 
in every market, besides operating with conviction and leading certain chosen 
sectors for innovation. In summary, CavinKare aspires to be known as the 
epitome of excellence. 
 
International Business: 
23 countries and still counting… 

After establishing a stronghold in the domestic markets, we had set up our 

International Business division in 1999 and today we have spread well 
beyond India’s geographical borders. 
Understanding the consumer demand and adopting the best practices are the 
key focus points of our International business. Our tailor-made Innovative 
products are made to cater to the International markets. 
In addition to domestic manufacturing plants and distributors in various 
countries, we operate through its subsidiaries, ​Cavinkare Bangladesh Pvt. 
Ltd​ in Bangladesh & ​Cavinkare Lanka Pvt. Ltd​ in Sri Lanka respectively. 
Both the plants are wholly owned subsidiary of Cavinkare Pvt. Ltd. The 
products are customized exclusively to cater to both the respective markets. 
 
Achievements: 
Ranked amongst the 50 homegrown champions in India 
Harvard Business Review magazine has ranked CavinKare amongst the 50 
homegrown champions in India. 
Over the years, CavinKare has been felicitated for excellence in various fields. 
Here is an elaborate list of all the awards presented to CavinKare 
Group companies: 
 
● CK Bakery 
● Trends in vogue 
 
 
Brands: 
Personal care 
● Chick 
● Nyle 
● Meera 
● Karthika 
● Indica 
● Spinz 
● Fairever 
 
Professional care: 
● Raaga professional care 
Dairy : 
● Cavins milk  
● Cavins milk shake 
● And other variants like curd, paneer, lassi, and butter 
 
Food & Snack: 
● Ruchi 
● Garden 
● Hema’s idli dosa batter 
● Chinni 
● Pink of health 
● Maa 
● Chillout 
 
Trends in vogue : 
​ A group Company of CavinKare came into being in July 2002 with a 
clear-cut focus on providing personal styling and beauty solutions to everyone 
in the family. Having pioneered the concept of family salons, Trends In Vogue 
has many other firsts to its credit. The company is the leader in the organized 
salon retail chain with its flagship brands Green Trends Unisex Hair and Style 
Salon and Limelite Salon and Spa. Backed by a team of professionals, strong 
technical team, training academy and CavinKare’s R&D strength Trends in 
Vogue has launched a wide range of innovative services delighting over 25 
lakh customers every month through its 350+ salons across 50+ cities in 
India. Trends in Vogue envisions the brand becoming the largest and 
most-coveted chain of hair and beauty salons in India, and to be the first to 
bring change in the industry through product innovations, customer-centric 
service delivery mechanisms, and gratifying the ever-changing needs of the 
customer. 
Green Trends Unisex Hair & Style salon is the most preferred styling 
destination delivering superior styling to every customer by expert stylists 
and beauticians , using world-class products and industry-best techniques. 
In addition to the pocket-friendly pricing, the personalized service, friendly 
staff and the widest range of hair & beauty services is guaranteed to deliver a 
salon experience like no other. 

Limelite Salon and Spa caters to the premium segment with its best-in-class 
infrastructure, international ambience and best-in-class service. 

 
  

 
 
   
  
   
ABOUT GREEN TRENDS: 
 
Vision : “we shall achieve growth by continuously offering unique 
products and services that would give customers utmost satisfaction and 
thereby, be a role model” 
Owned by Trends in Vogue Pvt.Ltd., a Cavinkare group company. 
Cavinkare is leading FMCG company with a turnover 1200 crores . 
Outlets across India includes states like Tamil Nadu, Bangalore, Andhra 
Pradesh, Telangana, Kerala, Kolkata, Odisha, Delhi and Pondicherry. 
The staff Green Trends are chosen from amongst the best performing 
students at Trends Academy- a- professional training unit of trends in vogue. 
Backed by a decade of experience in organized salon retailing, Green 
Trends has put in place management procedures and operational guidelines 
that suit Indian customer and market trends. 
 
Green  Trends  offers  trendy  haircuts  and  color  services,  complete  skin  care 
solutions  and  bridal  packages,  at  affordable  rates.  Equipped  with  the 
knowledge  on  a  wide  variety  of  professional  hair  &  skin  care  products,  our 
well  trained  professional  stylists  provide  friendly  service.  Conveniently  close, 
we're  located  right  in  your  neighbourhood.  You  can  also  find  your  favourite 
world  class  hair  care  brands,  like  L'Oréal,  Matrix,  Wella,  Schwarzkopf  and 
many more at Green Trends. 
ABOUT LIMELITE: 
 
Limelite’s mantra - ‘Feel like a star’ – is about absolute pampering by experts 
who put your needs above everything else. For those who want only the best, 
Limelite offers its expertise in high fashion hair-cuts, makeovers and, luxury 
spa and salon experiences. 
 
Celebrities, socialites and trend seekers all come back for the Limelite 
experience which puts customer satisfaction at the heart of the services 
offered. 
Limelite is part of CavinKare group. The brand has built a reputation for itself 
as a unisex salon model where people can transform not just the way they 
look but the way they feel. 
 
SWOT Analysis of Trends in vogue : 
 
Strength : 
● Strong customer relationship management 
● People are conscious about how they look 
● Well trained team 
● Good knowledge about hair and professional products  
 
Weakness : 
● Lack of good stylist 
● Lack of innovation 
 
Opportunity : 
● Evolving trends and style 
● More innovative professional products are being introduced 
● Introducing new cuts and techniques 
 
Threat : 
● Competitors 
● Non involvement of SSP 
● Lack of CRM 
 
Franchising : 
The Entrepreneurial Walk 

A brainchild of the renowned conglomerate, CavinKare Pvt Ltd, Trends in 

Vogue was set afloat to handle the retail salon space. A pilot study of various 
orientation and needs of the product and services business led R. 
Gopalakrishnan - Business Head, to come up with an initial setup, a men’s 
salon under the name ‘Greenie’ in 2000. The success recorded by the channel 
triggered the brand to establish its first ‘Family Salon ‘in 2002. Since then it’s 
been a journey to reckon with, and post a decade in the beauty business, the 
brand rechristened itself as “Green Trends Unisex Hair & Style Salon” in 2010 
to cater to the growing needs of its customers and operational expertise. 
Though the plan was always on a salon chain model, it was only in 2011-12 
that expansions took place; opening up to franchising the approach received 
an overwhelming response with the brand, currently, housing 350+ salons of 
which, 220+ are franchise owned. 

The Stumble Blocks 

The major challenges faced were a deficit in skilled manpower, low 

concentration of training institutes and real estate upheaval. The brand 
counterfeited the above by imparting regular training sessions to their staff 
across India, upgrading them in current beauty and styling trends at par with 
international standards. The brand took an extra step, working with colleges 
to enhance the quality of beauty education. This apart, the brand associated 
with various Academies, government bodies and NGOs to extend Skin and 
Hair Certification Courses to salon service providers. 

The Defining Factors 

Green Trends caters to the needs of over three lakh customers each month via 
its centres spread across 55 cities. Offering a wide range of innovative 
services, the brand delivers current styling trends using best-in-class 
products at prices 25-20% lower than premium salons in an equally good 
ambience. The courteous staff and their dedication to abide by company 
values, striving towards customer satisfaction, are applauded. 

A Moment of Reckoning 

While the brand has several memories itched fresh in its scrapbook, the most 
special remains the launch of its 100th centre, a major feat since its 
inception. The salon chain went ahead to be the industry firsts to produce a 
TV commercial besides providing Employee Welfare benefits (PF, ESI and 
medical claim) to its employees. Associations with industry experts like 
Blossom Kochhar, Mary Ann, Jawed Habib, Marvie Ann Beck etc and the 
success of its employees at organizations and brands such as CMO Council 
Asia, NDTV, Franchise India, L’Oreal, NSIC ICRA and CRISIL Rating are 
milestones the brand stands proud of. 

Course of Expansion:  

For the financial year 2017-18, Green Trends has plans to launch new 
services and products besides expanding 75 salons through COCO-FOFO 
((Franchise Owned franchise Operated). “As a corporate we provide 
360-degree support to our Franchise Partners, offering a foolproof business 
model with assured business opportunity. We also work towards helping them 
have an operational break even within six months of starting the business,” 
asserts Gopalakrishnan. 

 
Green Trends signature services : 
 
Oxygen Facial: 
A popular choice of skin care regime with international celebrities, green 
trends brings the concept of Oxygen Skin Care across its salons. The 
invigorating facial works by delivering oxygen to the skin cells that leaves your 
skin glowing and younger looking. The delivery of Oxygen not only promotes 
the overall well being of the skin but also offers solutions to specific skin 
problems such as dehydration, hyper-pigmentation and premature ageing. 
 
2-Step Safe Straightening 
Catering to a predominantly widespread customer worry against the damage 
that that could accompany Hair Straightening, green trends unique 2-STEP 
SAFE  STRAIGHTENING  PROCESS  which  provides a two-fold benefit for the 
customer.  Combining  pre-straightening  damage  protection  and  a 
post-straightening  nourishment  process,  the  2-step  safe  straightening 
protects  and  nourishes  your  hair  before  and  after  straightening,  leaving  it 
healthy, shiny and silky smooth like never before. 
Crystal Crush Manicure & Pedicure 
A  range  of  aromatic  manicure  and  pedicure  services  comes  in  4  potent 
flavours  of  Rose,  Aloe  Vera,  Chocolate  and  Strawberry.  Its a 6 step intense 
procedure infusing your hands and feet with the natural goodness of each of 
its  core  ingredients.  The  highlight  of  this  experience  is  the  crystal  soak 
which  in  water  turns  into  a  gelatinous  foot  bath  creating  a  stimulating 
sensory experience like no other. 
 
 
 
THE GREEN TRENDS PROMISE 
Green  trends  follows  a  3-fold  approach  to  ensure  customers  have  100% 
customer satisfaction. 
1.​Consult 
Green  trends  team  of  certified  professionals  understand  each  customers 
unique  and  specific  hair/skin/body  needs  and  personal  requirements  in 
detail to recommend a service that perfect for them. 
2. ​Deliver 
The  stringent  training,  industry  class  standard  operating  procedures  and 
the  products  used  of  international  repute,  ensure  that  the  service  is 
delivered with absolute precision for the desired result. 
3. ​Care 
Green  trends  cares  not just about the outcome of the service itself but also 
on  the  long-lasting  results  and  long-term  benefits  to  the  customer.  Their 
wide  range  of  post-care  products  will  ensure  that  ones  skin/body/hair  are 
continually taken care of. 
 
FRANCHISING : 

Green Trends Franchise 

‘Look Stylish and Feel Good’ 

The  beauty  and  grooming  industry  is  expanding with tremendous potential 

for  the  growth  in  India.  Green  Trends  owing  to  the  growing  desire  among 
both  men  and  women  to  look  stylish  and  feel  good.  Green  Trends  Salon 
franchise  business  opportunity  is  a  profitable  and  rewarding  option  for 
entrepreneurs  looking  for  a  retail-based  service  franchise  opportunity.  In 
this  article,  we  look  at  the  procedure  for starting a Green Trends franchise 
in detail.  

GREEN TRENDS IS KNOWN FOR : 

A  chain  of  high-end styling and spa services offered in a stylish and serene 

environment. Green Trends is known for: 

● Highly Professional and Affordable services 

● Friendly and courteous staff 
● Consistent customer delight 
● Constant product and service innovations 
● Latest styling 
● Clean & Hygienic ambiance 
Space Requirements 
Prime  commercial  area  and  residential  area  with  high  visibility  are 
preferable  to  establish  a  Green  Trends  Franchise  outlet.  The  ground  floor 
must  be  with  the  car  parking  facility  in  a  prime  location.  The  minimum 
carpet  area  required  would  be  1200-1400  sq.ft  and  the  minimum  frontage 
should be 15 ft. to 20 ft. 

 
 
Investment Details 
Aspiring  entrepreneurs  are  required  to  invest  the  below-mentioned  sum  in 
launching a Green Trends franchise. 

Fee  Green Trends Parlour 

Franchise Fee  Rs. 6 Lakhs 

Architect Fees  Rs. 0.60 Lakhs 

Investment in Interiors  Rs. 20 Lakhs 

Investment  in  Equipment  /  Rs. 4 Lakhs 

Furniture 

Visual Merchandising  Rs. 1 Lakhs 

Pre-operative  Expenses-Brokerage,  Rs. 1 Lakhs 

Marketing Expenses 

Royalty fees  15% of the Net sale 

Return Of Investment  Estimated ROI is 36% per year 

Others–Generator  Computer, Linen,  Rs. 6 Lakhs 

stationary, Uniform and Gadgets 

Total Capital Investment  Rs. 40-45 Lakhs 

 
 
Agreement and Term Details 
A standard franchise agreement which contains the contract for the 
specified term period of five years from the date of the contract signed. One 
can also renew the franchise once the agreement period is terminated. 

Locales of Operation 
Green Trends has enlisted the locations for the franchise all over the 
country, with more than 400 salons spread across 55 cites in Tamil Nadu, 
Karnataka, Andhra Pradesh, Telangana, West Bengal, Odisha, Kerala, 
Puducherry, Delhi & Lucknow. 

Franchisee Profile 
To emerge with Green Trends, the candidates must meet the following 
criteria listed below: 

● Passion to be a successful entrepreneur 

● Honesty and Integrity 
● Willingness to work in a systematic and structured environment 
● Involvement in operating the business 
● Investment 
● Interpersonal skills to manage staff and customers 
● Passion for Business Development Result Orientation 
● Networking 
 
 
 
Making a Proposal 
The interested party may take their interest forward by visiting the official 
website of the establishment and submitting the required details in the 
space provided at the bottom of the page. The details to be offered include 
the name of the applicant, his/her mobile number, e-mail address, state of 
residence, current city, the affordable range of investment, and other details 
(optional). Post submission of these particulars, the entity will contact the 
applicant for further proceedings. 

TRAINING AND DEVELOPMENT : 

 
Training isn’t just important to any company, it is vital. 
 
Although there are many categories of training such as management 
training and or sales training, employees with Project Management 
skills are an important asset to any organisation. 
 
 
But what does training and development, mean to your organisation? 
 
Training presents a prime opportunity to expand the knowledge base of 
all employees, but many employers in the current climate find 
development opportunities expensive. Employees attending training 
sessions also miss out on work time which may delay the completion of 
projects. However despite these potential drawbacks, training and 
development provides both the individual and organisations as a whole 
with benefits that make the cost and time a worthwhile investment. 
The return on investment from training and development of employees 
is really a no brainer. 
 
 
So what are the benefits? 
 
Improved employee performance – the employee who receives the necessary 
training is more able to perform in their job. The training will give the 
employee a greater understanding of their responsibilities within their role, 
and in turn build their confidence. This confidence will enhance their overall 
performance and this can only benefit the company. Employees who are 
competent and on top of changing industry standards help your company 
hold a position as a leader and strong competitor within the industry. 
 
Improved employee satisfaction and morale – the investment in training that 
a company makes shows employees that they are valued. The training 
creates a supportive workplace. Employees may gain access to training they 
wouldn’t have otherwise known about or sought out themselves. Employees 
who feel appreciated and challenged through training opportunities may feel 
more satisfaction toward their jobs. 
 
Addressing weaknesses – Most employees will have some weaknesses in 
their workplace skills. A training program allows you to strengthen those 
skills that each employee needs to improve. A development program brings 
all employees to a higher level so they all have similar skills and knowledge. 
This helps reduce any weak links within the company who rely heavily on 
others to complete basic work tasks. Providing the necessary training 
creates an overall knowledgeable staff with employees who can take over for 
one another as needed, work on teams or work independently without 
constant help and supervision from others. 
 
Consistency – A robust training and development program ensures that 
employees have a consistent experience and background knowledge. The 
consistency is particularly relevant for the company’s basic policies and 
procedures. All employees need to be aware of the expectations and 
procedures within the company. Increased efficiencies in processes results 
in financial gain for the company. 
 
Increased productivity and adherence to quality standards – Productivity 
usually increases when a company implements training courses. Increased 
efficiency in processes will ensure project success which in turn will improve 
the company turnover and potential market share. 
 
Increased innovation in new strategies and products – Ongoing training and 
upskilling of the workforce can encourage creativity. New ideas can be 
formed as a direct result of training and development. 
 
Reduced employee turnover – staff are more likely to feel valued if they are 
invested in and therefore, less likely to change employers. Training and 
development is seen as an additional company benefit. Recruitment costs 
therefore go down due to staff retention. 
 
Enhances company reputation and profile – Having a strong and successful 
training strategy helps to develop your employer brand and make your 
company a prime consideration for graduates and mid-career changes. 
Training also makes a company more attractive to potential new recruits 
who seek to improve their skills and the opportunities associated with those 
new skills. 
Training can be of any kind relevant to the work or responsibilities of the 
individual, and can be delivered by any appropriate method. 
 
For example, it could include: 
● On-the-job learning 
● Mentoring schemes 
● In-house training 
● Individual study 
 
 
Blended learning is becoming more and more popular and as a company we 
have seen a definite increase in this method of training over the last year. 
Blended Learning is the effective combination of online learning and 
classroom learning. Many of 20|20’s clients prefer their staff to learn on-site 
rather than attend off-site training programmes – especially in industries 
like oil and gas where it is often very impractical to attend off-site courses. 
On-site learning programmes like the blended learning approach, allow 
20|20 to train more people working across a larger international footprint 
than just the UK. This makes it much more cost-effective and allows for 
greater process consistency. 
 
The importance of training your employees – both new and experienced – 
really cannot be overemphasized. 
 
Training Details 
The company offers unparalleled support to their franchise to establish their 
business. The support system that includes, 

● Induction & Training 

● Proper help and guidance in site selection 
● In finalising architect and layout of the outlet 
● Advice is the recruitment of staffs and training them 
● Pre-launch promotions 
● Staff Assessment & appraisal process 
● Software and hardware support by providing the point of sale software 
and business information system 
● Vendor management 
● A quality tracking system 
● Guidance in legal & Statutory requirements 
 ● Other advice in establishing the business. 
 
TRAINING AND DEVELOPMENT IN CAVINKARE: 
Roles and Responsibilities: 
● Providing training for employees 
● Feedback Analysis 
● Retail Management development programs 
● Employee Engagement activities 
● Policy Deployment 
PROVIDING TRAINING FOR EMPLOYEES: 
Training constitutes a basic concept in human resource development. It is 
concerned with developing a particular skill to a desired standard by 
instruction and practice. Training is a highly useful tool that can bring an 
employee into a position where they can do their job correctly, effectively, 
and conscientiously. Training is the act of increasing the knowledge and 
skill of an employee for doing a particular job. 
 
Need for Training: 
Every organization should provide training to all the employees irrespective 
of their qualifications and skills. 
Specifically the need for training arises because of following reasons: 
1. Environmental changes: 
ADVERTISEMENTS: 

Mechanization, computerization, and automation have resulted in many 

changes that require trained staff possessing enough skills. The organization 
should train the employees to enrich them with the latest technology and 
knowledge. 
2. Organizational complexity: 
With modern inventions, technological upgradation, and diver​sification most 
of the organizations have become very complex. This has aggravated the 
problems of coordination. So, in order to cope up with the complexities, 
training has become mandatory. 
3. Human relations: 
Every management has to maintain very good human relations, and this has 
made training as one of the basic conditions to deal with human problems. 
4. To match employee specifications with the job requirements and 
organizational needs: 
An employee’s specification may not exactly suit to the requirements of the 
job and the organization, irrespective of past experience and skills. There is 
always a gap between an employee’s present specifications and the 
organization’s requirements. For filling this gap training is required. 
5. Change in the job assignment: 
Training is also necessary when the existing employee is pro​moted to the 
higher level or transferred to another department. Training is also required 
to equip the old employees with new techniques and technologies. 
IMPORTANCE OF TRAINING : 
Training of employees and managers are absolutely essential in this 
changing environment. It is an important activity of HRD which helps in 
improving the competency of employees. Training gives a lot of benefits to 
the employees such as improvement in efficiency and effectiveness, 
development of self confidence and assists every one in self management. 
The stability and progress of the organization always depends on the 
training imparted to the employees. Training becomes mandatory under 
each and every step of expansion and diversification. Only training can 
improve the quality and reduce the wastages to the minimum. Training and 
development is also very essential to adapt according to changing 
environment. 
FEEDBACK ANALYSIS: 

Feedback analysis is used for better performance. It leads to more informed 

decisions. Best Practices is feedback analysis in aggregate. It is the 
conclusion from experiments across an industry. 

Know the value of a customer 

If you do not know the value of a customer and the value of moving them 
along the customer feedback scale, be that Net Promoter, Customer Effort 
Score, or others, then you have no way to prioritise your change 
management efforts. 

For example nib health funds know the impact of changing a customer 
feedback score by one point. They know for instance that “A one point 
increase in “Would Recommend” score results in a decreased of risk of 
termination by 7.8%” 

This information is the basis for your business cases: if you want to invest x 
thousand dollars in a change to your business because it will drive up 
customer loyalty, the first question management will ask is how much is 
that worth to the business. 
So you need to have an answer for both (I)investment and (R)return in the 
ROI calculation. Knowing the value of a customer will give you that (R). 

 
The Trend is Your Friend 
One of the things we need to be very careful about when we do any time 
based analysis of customer feedback, including Net Promoter Score, is 
determining what is a real change and what is probably just a statistical 
aberration. This is not as simple as it might seem. 

One approach that can help is to look at the longer term trend. If the score 
is repeatedly going up, or down, that will increase the likelihood that the 
change is real. 

There are some rules of thumb you can use based on the statistics of control 
charts. For example: if the score rises or decreases seven times in a row 
then you have a pretty good indication that the change is real and not 
statistical chance. Note that this is more than most people would guess. It 
takes longer to be certain than you might expect. 

If you can’t wait for a row of seven rising or falling you can do the statistics 
on your data but that is often complex and for NPS even more challenging. 

You can download this free tool where we have done all of the difficult maths 
for NPS. Just enter the number of Promoters, Neutrals and Detractors for 
each sample and it will tell you if the change is probably real. The urge to 
compare data from different parts of the business or geographies or surveys 
is very hard to resist but resist you should. 

The chart below shows the difference between Australian and European Net 
Promoter scores for a couple of different industries. If you were to compare 
your NPS in Australia against another business unit in Europe you can see 
you’d be at a disadvantage; and for no good reason. 

 
 
RETAIL MANAGEMENT DEVELOPMENT PROGRAMS: 
Retail management means running a store where merchandise is sold and 
Retail Management Information Systems include using hardware, software 
and procedures to manage activities like planning, inventory control, financial 
management, logistics and point of sale transactions. You can use a retail 
management information system in your business to manage your store, 
finances and inventory from one office. 

What are the features of Retail Management Information Systems? 

Retail management information systems support distributed stores by 
linking them. By allowing information to be exchanged instantly, store 
managers can stay in contact to more effectively control profits for the whole 
company. RMIS should support product management and should also 
enable a detailed analysis of customer data. It is a flexible system that 
allows managers to set prices for variable time periods based on the store 
location and to meet the needs of sales and inventory managers, retail 
management information systems involve the use of a mobile user interface. 

How do Retail Management Information Systems function? 

Retail Management Information Systems support the basic functions of 
procurement, storage and delivery. With a retail management information 
system a manager can manage customers, inventory, suppliers and product 
sales. The system also allows you to track purchase orders and update 
inventory records with dynamism. Moreover, you can analyze cash, check 
and credit card transactions to reconcile information and improve efficiency 
by examining overage and shortages to reveal developments that can be 
remedied. 
 

  

What types of Retail Management Information Systems are there? 

Retail management information systems can be customized for each 
industry. For example it can be customized for sports, department stores, 
supermarkets, furniture, fashion, jewelry or for prescription drugs. Some 
systems also support multiple languages, currencies, tax systems and cost 
structures. With retail management information systems there is support for 
different business models and can accommodate franchise, consignment, 
direct sales or online business models. 
  

What are the benefits of Retail Management Information Systems? 

Operations are improved and costs are reduced by preventing duplicate 
entries because RMIS facilitates the integration between payments, 
inventory and transactions. By effectively tracking inventory, customer 
requests can be dealt with faster. With expedient responses you can also 
improve service, expand your customer base and increase profits. Easy 
access to data allows you to identify opportunities to improve waste 
reduction, recycle materials and choose environmentally friendly packaging. 
These strategies pave the way for profitable business. With system 
safeguards adherence to legal restrictions on pricing, promotion and other 
policies are ensured. 
 

What considerations do Retail Management Information Systems require? 

To identify new customers and personalize their service, exploit your 
databases and utilize sophisticated data mining techniques. Also avoid 
overstocking by analyzing customer behavior to predict sales and the market 
need. RMIS are essential for managers in a complex, dynamic global 
marketplace.  
EMPLOYEE ENGAGEMENT ACTIVITIES: 
Engaged employees provide companies with crucial competitive advantages, 
such as higher productivity, greater revenues, and lower employee turnover. 
The more employees feel engaged with their companies, the more likely they 
will deliver above and beyond job performance. 

This report examines some of the benefits organizations gain by including 

employee engagement as part of their human capital strategy. It provides 
information on how increased employee engagement affects the bottom line, 
how companies are managing employee engagement, and how the 
responsibility for employee engagement is managed within companies. 

1. Clear Role Definition -​ Engagement begins even before the employee 

joins work. Carving out a clear job description will actively engage a 
potential hire and help convert him/her into an enthusiastic joiner 
and then engaged employee. 

2. Paint the Larger Picture -​ During the peak of hiring activity, my 
team and I were given a tough time about new joiner renege and 
attrition of existing employees. Most of the time, we oscillated between 
bearing the brunt and/or retaliating by throwing our hands up, 
buying time or throwing industry data points as reference but never 
did we understand the true impact till one of the business leads sat us 
 down and connected the dots for us and articulated the $(dollar) 
impact of each of our activity. That day, we graduated to truly 
becoming business partners. 

3. Job Rotation -​ The grass on the other side is always greener. While 
the revenue generating/client facing entities believe that the support 
staff (like admin, human resources, finance) has a cushy job, the 
support staff often complains of a vendor like treatment at the hands 
of the former. An employee can contribute his best if he/she can see 
how his/her role ties in with the larger organization goals or explore 
linkages of his/her role with other teams in the organization. For this 
purpose, tools such as job-rotation, multi team projects, best practice 
sharing by teams can be leveraged effectively by organizations. Such 
interactions help create an informal and seamless source of 
information across teams which helps employees to perform effectively 
and efficiently. 

4. Goal Setting -​ A realistic and time bound goal that clearly mentions 
linkage to the organization goal is an important aspect in building an 
engaged workforce. This will be dealt with in greater depth in the 
following chapter which deals with Performance Management as a 
driver of engagement. 

5. Job Loading -​ Organizations can effectively use both ‘vertical-loading’ 

i.e. job enrichment and ‘horizontal-loading’ i.e. job enlargement to 
motivate employees. Both these approaches allow an employee to 
explore and use their strengths and also beat work monotony. These 
also help skill development and enhancement which in turn helps 
employee output, team output and eventually organization output. 

 
 
 
 POLICY DEPLOYMENT: 
 
Hoshin Kanri (also called Policy Deployment) is a method for ensuring that 
the strategic goals of a company drive progress and action at every level 
within that company. This eliminates the waste that comes from 
inconsistent direction and poor communication. 
Hoshin Kanri strives to get every employee pulling in the same direction at 
the same time. It achieves this by aligning the goals of the company 
(Strategy) with the plans of middle management (Tactics) and the work 
performed by all employees (Operations). 
IMPLEMENTING HOSHIN KANRI 

One way to understand Hoshin Kanri is to walk through a typical set of 
implementation steps. 
Step One – Create a Strategic Plan 
Hoshin Kanri starts with a strategic plan (e.g. an annual plan) that is developed 
by top management to further the long range goals of the company. This plan 
should be carefully crafted to address a small number of critical issues. Key 
items to consider when developing the strategic plan are: 
Focus on Five 
Focus on five goals (or less). The mere act of writing down goals can create a 
(false) feeling of progress – and more goals feels like more progress. In reality, a 
goal only expresses intent. Taking action is the hard part. Every company has 
finite resources and energy…and a limited attention span. Focusing on a small 
number of goals makes success far more likely than dissipating energy across 
dozens of goals. Or looking at it another way…if everything is important; nothing 
is important. 
Effectiveness First 
There is a well-known distinction between efficiency and effectiveness: efficiency 
is doing things right while effectiveness is doing the right things. Strategic goals 
need to be effective – doing the right things to take the company to the next 
level. If a goal doesn’t have that kind of broad impact it’s probably not strategic. 
Evolution vs. Revolution 
Goals can be evolutionary (incremental goals usually achieved through 
continuous improvement) or revolutionary (breakthrough changes with dramatic 
scope). Both are legitimate and important forms of improvement. 
Top Down Consensus 
Top management is responsible for developing the strategic plan – it’s one of 
their most important responsibilities. But taking the time to consult with middle 
management serves two useful purposes: 
● It provides additional perspective and feedback that helps craft stronger, 
more informed strategies 
● It creates a sense of shared responsibility for the plan and significantly 
more buy-in from middle management 
Careful KPIs 
Key Performance Indicators (KPIs) provide the means for tracking progress 
towards goals. They also have a considerable ability to drive behavior. So choose 
KPIs with care. It is essential to think through whether the selected KPIs will 
drive the desired behavior without unintended side effects. For example, more 
than one company has found that a single-minded pursuit of efficiency can lead 
to unintended consequences such as excess inventory (larger batches means 
less changeovers) and reduced quality (a subtle “fix it later” pressure creeps in 
to keep lines running). 
Own the Goal 
Every goal should have an owner – a facilitator and coach who has the skills 
and authority to successfully see the goal through to conclusion. 
 ● As a facilitator, the goal owner will remove roadblocks and smooth the 
path to progress 
● As a coach, the goal owner will track progress and intercede if things get 
off track 
Step Two – Develop Tactics 
At a departmental level, mid-level managers develop tactics that will best 
achieve the goals as laid out by top management. One of the most important 
aspects of this process is “catchball”…a back and forth exchange with top 
management to ensure that the strategy and goals are well understood, that 
there is strong alignment between strategy and tactics, and that the KPIs are 
meaningful and appropriate. 
Tactics may change throughout the course of fulfilling the strategy; flexibility 
and adaptability are important characteristics of the process. As a result it is 
helpful to have regular progress reviews (e.g. monthly), at which time results are 
evaluated and tactics are recalibrated. 
Step Three – Take Action 
At the plant floor level, supervisors and team leaders work out the operational 
details to implement the tactics as laid out by mid-level managers. Once again, 
the principle of catchball applies, to ensure that activities at the plant floor (and 
other areas of the company) are strongly aligned with tactics and strategy. 
This is the level where goals and plans are transformed into results. This is 
Gemba (the place where real action occurs). Therefore, managers should stay 
closely connected to activity at this level (e.g. regularly practicing “management 
by wandering around”). 
Step Four – Review and Adjust 
So far the steps have focused on cascading strategic goals down through levels 
of the company; from top management all the way down to the plant floor. 
Equally important is the flow of information in the other direction – information 
about progress and results. It is this second flow that creates a closed loop 
system – enabling control and adjustment of the entire process. 
Progress should be tracked continuously and reviewed formally on a regular 
basis (e.g. monthly). These progress checkpoints provide an opportunity for 
adjustment of tactics and their associated operational details. 
ADDITIONAL CONSIDERATIONS 

It’s for Everyone 

Hoshin Kanri is not as well-known or “popular” as some of the other lean tools – 
but it is an extremely valuable tool. Although it fits most naturally within a 
well-developed lean culture, where continuous improvement is firmly ingrained 
at all levels of a company, virtually any organization can benefit from its core 
principles: 
● Visionary strategic planning (focusing on the things that really matter) 
● Catchball (building workable plans through consensus) 
● Measuring progress (carefully selecting KPIs that will drive the desired 
behavior) 
● Closing the loop (using regular follow-up to keep progress on track) 
Benefits of a Flat Management Structure 
It should be pretty obvious that a flattened management structure is beneficial 
to Hoshin Kanri. The fewer levels there are, the easier it is to cascade goals 
down and the fewer opportunities there are for strategy to be diminished 
through successive layers of translation. Fewer layers also means faster decision 
making. 
Some very large organizations have flat management structures. One of the best 
known is Nucor Steel, which has approximately 12,000 employees and only four 
layers of management between the CEO and line-level employees. In fact, a 
common joke is you can go from Janitor to CEO at Nucor with only five 
promotions. In contrast, a typical Fortune 500 company has 8 to 10 layers of 
management. 
Create a Shared Vision 
People perform best when they have a purpose. When they understand not just 
what to do – but why it’s important. One of the benefits of Hoshin Kanri is that 
it can help to create that purpose; providing focus and drive towards specific 
and important goals. 
So, it’s worth putting some effort into creating a shared vision of the strategic 
plan (the future state; the destination) and associated tactics (the path to get 
there). Make sure as many employees as possible are given an opportunity to 
understand why the strategic goals are important and how the tactics and 
operational details support those goals. 
CORPORATE SOCIAL RESPONSIBILITY: 
To recognize and reward the 

achievements of differently abled people 

The awards have been organized for the past 16 years in succession 

CavinKare Ability Awards 

We believe in the saying “be the change you want to see in the world” and we 
are changing for the betterment of our human society. At CavinKare, as 
part of our Corporate Social Responsibility (CSR) initiatives, we are closely 
associated with Ability Foundation, an NGO that works toward promoting 
and supporting the empowerment, betterment, and rights of the 
differently-abled people. 
For the first time in the history of Indian awards, we launched the 
CavinKare Ability Awards to recognize and reward the differently-abled 
people who have always been shunning backward. The time has come to 
recognize and appreciate them for helping them rise and exhibit to the world 
that they are no lesser than others. Since the past 16 years, the awards and 
recognition are being handed over to the right ones honoring their 
achievements. The awards have grown in stature and recognition. 
CavinKare Ability Awards have sparked a fire of achievement in the hearts of 
these differently abled individuals showing them the path to exhibit their 
excellence fight all odds and prove to the world that they can do beyond 
what they can. 
It has helped the differently abled people to take up challenges and move 
ahead in life helping them realize that nothing can deter them when they 
can make it happen. 
 

CavinKare Ability Award for Eminence 

It is a single award, comprising a memento, a citation and a cash prize of 

Rs.2 Lakhs, awarded in recognition of exemplary achievement and service to 
a person with disability. 
It is awarded to an achiever, who has demonstrated a commitment and 
service to others beyond his/her individual personal achievements in a 
particular area. 

CavinKare Ability Award for Mastery 

Three entitlements, comprising of a memento, a citation and cash prize of 

Rs.1 Lakh are awarded in recognition of exemplary achievement to three 
people with disability who have set a high standard for themselves and gone 
on to achieve it. This is awarded to people who are a source of inspiration to 
a whole generation in need of motivation. 
 
Champions of Rural Markets Award 

CavinKare has been awarded with Champions of Rural Markets Award at 
the recently conducted prestigious 6th Edition of The Economic Times Rural 
Strategy Summit 2018. 

Over the years, CavinKare has been felicitated for excellence in various 
fields. Here is an elaborate list of all the awards presented to CavinKare 

2018: 
● Recipient of Zee Business channel as part of the Dare to Dream 
Awards powered by SAP. 
2014: 
● CavinKare won the "Global Awards for Excellence in Quality 
Management and Leadership" in World Quality Congress for 
"Excellence in Quality Planning, Process and Systems" 
● CavinKare received Employer Branding Award for Talent Management 
by Employer Branding Institute under the auspices of World HRD 
Congress. 
2012: 
● At the 'India Human Capital Awards 2012', held in Hyderabad on 
December 7, 2012, CavinKare won the award under the Category 
'Outstanding Contributions of Human Resources to Organizational 
Development.' This was organized by the Employer Branding Institute. 
The core objective of these awards is the benchmarking of talent and 
HR practices. 
 
2011: 
● CavinKare was ranked the '23rd Best Employer Brand' in the country 
by the World HRD Congress. 
● CavinKare won the award for 'Innovation in Recruitment' at the 2nd 
Asia's Best Employer Brand Awards, 2011 held at Suntec Singapore. 
● CavinKare was conferred with the 'Best HR Strategy in Line With 
Business' award from the renowned HR forum, World HRD Congress. 
 
2010 
● CavinKare was featured in the list of top 100 best employers in the 
Asia Pacific region. 
● Brand Meera won the 'Abby Award' (Bronze) at the Goa fest media 
innovation. 
● Brand Chik won the bronze medal for 'Khwaish Puri Karo' activation 
organized by the Advertising Club, Bangalore. 
● CavinKare won the 'Worldstar Award' for Spinz Talcum Powder pack. 
● CavinKare won the 'Indiastar 2010' and the 'National Awards for 
Excellence in Packaging' for Fairever Anti Ageing Cream and Spinz 
Talcum Powder. 
● CavinKare won the 'Excellence in HR through Technology Award' and 
the 'Best Talent Management Practices Award' at the regional level. At 
the national level, the 'Excellence in HR through Technology Award' 
was presented to CavinKare at the Employer Branding Awards 
conducted by the World HRD Congress. 
● CavinKare Accounts and Finance team has won the CII award for total 
cost management maturity model (Level 3). 
● CavinKare received commendation for a strong commitment towards 
excellence in human resource from the Confederation of Indian 
Industry in the 'National CII HR Excellence Awards.' 
 ● CavinKare won the 'IIMM-Tecpro SCM Award', 2010 for Supply Chain 
Performance Excellence (corporate category) awarded by the Indian 
Institute of Materials Management, Chennai. 
● CavinKare's quality circle team at the Haridwar factory won the 
runners up award in the 'National Quality Circle Finals' at the 
National Quality Circle contest organized by the Confederation of 
Indian Industry. 
 
 
 
 
2009 
● CavinKare was ranked 10th, all over India, in the category 'Excellence 
in HR Through Technology' at the Employer Branding Awards 
conducted by the World HRD Congress. 
2008 
● CavinKare was honoured with the 'Corporate Social Responsibility 
Award' by the Rotary Club of Chennai. 
2004 
● Economic Times ranked Chik Shampoo in their list of ‘Top 100 Brands in
India.’ 

2003

● Chik Shampoo won the ‘AAA Award’ bestowed by the Advertisement

Association of Chennai.
REFERENCES:

● https://cavinkare.com
● https://timesofindia.indiatimes.com/life-style/fashion/style-guide/green-tr
ends-bags-the-best-salon-chain-south-2018/articleshow/65177050.cms
● http://www.theweekendleader.com/Success/2685/the-giant-killer.html