cavinkare hr case study

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CavinKare: Building Human Capital For Performance Excellence

CavinKare Private Limited (CavinKare), a FMCG company was founded by Chinni Krishnan Ranganathan (CKR) in 1998. With the rapid growth of the organization, the spirit of entrepreneurship had given way to bureaucratic functioning. In 2012, CKR undertook a series of human capital interventions aimed at rejuvenating the organization and at aligning performance goals at different levels to the larger organizational strategy, bringing in the right people, providing them the right resources to succeed, and creating the right incentives for performance excellence. New systems and processes were introduced for employee selection, setting clear performance expectations, review & assessment, training & development, compensation and rewards & recognition. The changes enhanced CavinKare's growth and the company registered a double-digit growth while the industry average hovered around 4-5%. Though the company had effectively implemented a range of human capital systems and processes, CKR believed that the culture and mindsets still lagged. There was a need to ensure that the cultural fabric had to be aligned to the intent of creating performance excellence by being entrepreneurial, innovative and learning-oriented. CKR wondered how to address this unfinished agenda of building human capital.

Learning Objective

Understand how effective interventions in human capital management can lead to superior performance and competitive advantage. Appreciate the importance of aligning business strategy, HR strategy and HR processes for achieving enhanced organizational performance. Understand how changes in any part of the organization require attention to inter-dependent elements so that the larger goals are realized. Appreciate how organization culture can foster learning and innovation in an organization.

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Please note you do not have access to teaching notes, cavinkare private limited (a): challenges of sustaining growth and expanding business.

Publication date: 17 August 2007

Teaching notes

CavinKare Private Limited has emerged as an important player in the Indian fast moving consumer goods market. It has not only survived cut-throat competition from formidable multinational companies, but also has recorded sustained high growth over the years. Its business model has included converting important consumer insights into superior products, innovation and experimentation, value pricing, and extending distribution access. The case discusses the challenge before the top management to put in place a strategy to translate the vision of making CavinKare a billion-dollar entity (Rs 52,000 million) by 2012 into reality.

Jaiswal, A.K. (2007), "CavinKare Private Limited (A): Challenges of Sustaining Growth and Expanding Business", . https://doi.org/10.1108/CASE.IIMA.2020.000092

Indian Institute of Management Ahmedabad

Copyright © 2007 by the Indian Institute of Management, Ahmedabad

You do not currently have access to these teaching notes. Teaching notes are available for teaching faculty at subscribing institutions. Teaching notes accompany case studies with suggested learning objectives, classroom methods and potential assignment questions. They support dynamic classroom discussion to help develop student's analytical skills.

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CavinKare: Building Human Capital For Performance Excellence

Case solution.

S. Ramnarayan, Sunita Mehta Indian School of Business ( ISB174-PDF-ENG ) August 24, 2019

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CavinKare's Indica Easy: Launching Shampoo Hair Colour

By: Renuka Kamath, ShabbirHusain RV

In September of 2017, CavinKare Private Limited was faced with a tough decision about how to continue its growth in the personal care products industry. The company had been successful in the hair…

• Length: 12 page(s)
• Publication Date: Mar 14, 2022
• Discipline: General Management
• Product #: W26292-PDF-ENG

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In September of 2017, CavinKare Private Limited was faced with a tough decision about how to continue its growth in the personal care products industry. The company had been successful in the hair colour market in India, particularly in the southern regions of the country. CavinKare's success was largely due to their focus on research and development and innovation. The hair colour market showed room for growth, and CavinKare wanted to make sure that they capitalized on its potential. There were three options before the company: stay with their existing products and markets, expand their existing products into new markets, or create innovative new products. To make the decision, CavinKare had to consider many factors, including consumer behaviour, new product development, marketing strategies, and trade partnerships. Only by considering all of these things together would the company have an answer to its question: what was the best option for growth?

Learning Objectives

This case is suitable for use in undergraduate- and graduate-level courses on marketing strategy, entrepreneurship, and new product development. The case is also well suited to introduce comprehensive marketing concepts including the 5C framework, the 4Ps of marketing, Ansoff's matrix, and marketing research. The case provides participants a thorough understanding of the entire marketing strategy process from scanning the market, working with the needs of the target demographic, innovation, and operationalization of marketing strategy. After working through the case and assignment questions, students will be able to appreciate consumer behaviour in the specific hair colour market of the personal care industry and understand the link between consumer behaviour and marketing decisions; illustrate how fundamental marketing elements like the 5Cs (analysis of the company, collaborators, customers, competitors, and context) and the 4Ps (product, place, price, and promotion) function and complement each other in a successful marketing strategy; understand the approach of new product development in innovation-driven organizations; and evaluate strategic growth alternatives available to a firm and recommend the way forward, in line with long-term strategy.

Mar 14, 2022 (Revised: Mar 28, 2023)

Discipline:

General Management

Geographies:

Industries:

Fabrication and manufacturing

Ivey Publishing

W26292-PDF-ENG

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Cavinkare Private Limited B Vision and Strategy Harvard Case Solution & Analysis

Home >> Harvard Case Study Analysis Solutions >> Cavinkare Private Limited B Vision and Strategy

This case describes at CavinKare incredible vision organization set itself. This case is set in a time when the company has made significant progress in its incredible view, but a quantum leap in performance to support its growth . The case describes the FMCG industry and the possibility of the firm, and develops strategic challenges facing the company, including maintaining high growth, expanding the product range of men's attention to the product, and investment in business services. "Hide by R. Srinivasan Source: Indian Institute of Management, Bangalore 15 pages. Publication Date: November 1, 2012. Prod. #: IMB393-PDF-ENG

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As organizations compete to attract and retain the best talent, employee expectations of the workplace experience have risen from background noise to breaking news. Human resources leaders are re-examining their HR operation's contributions, their employee experiences, scalability and innovation.

Challenge: Organizational change and growth threaten to overtake lean HR team

The needs of the organization had begun to outpace the capabilities of the HR team. Uphill battles included:

Client summary

• 1,000-employee acute care hospital located in the Midwest
• Long-standing history of providing care since 1892
• Operates two facilities licensed for 217 beds
• Serves as the community's healthcare hub, providing secondary-level healthcare to residents in eight counties
• The organization places increasing emphasis on relationships with neighboring community hospitals, physicians and agencies that depend on providers for specialty care. Further, as a healthcare provider, the organization strives to improve population health through local and regional collaboration at the lowest responsible cost.
• HR leadership turnover created lack of role clarity among the team.
• Daily HR demands crowded out important strategic planning as the new HR leader faced the need to develop an action plan.
• They lacked an organizational vision and strategy for an overarching people plan.

The HR function needed a comprehensive review of its talent management framework and life cycle processes. Leadership determined that the new HR leader and a particularly lean team would benefit from an expert partner to conduct an assessment of the department.

Areas of concern included:

Compliance : To what extent does the organization comply with current federal, state and local laws and regulations?

Best practices : How well does the organization maintain or improve its competitive advantage compared with organizations identified as using exceptional HR practices?

Strategy : Do the HR systems and processes align with the HR department's strategy and the business goals of the company?

Function : Does the efficiency and effectiveness of such HR functions as recruitment, inclusivity/belonging, employee retention, culture, talent development and compensation/rewards support the overall HR strategy?

Solution: In-depth assessment and gap analysis

The organization asked Gallagher's HR Consulting team to conduct an assessment of the HR function, review documentation and processes and make recommendations to improve department strength and structure.

The Gallagher team met with organizational leaders to understand growth projections and the role of human resources as the driver of goals addressing talent strategy, culture, employee development and other areas. Further, the Gallagher team interviewed cross-functional department leaders to understand the unique needs of their areas.

Gallagher consultants reviewed all HR-related documentation and interviewed staff responsible for HR functions ranging from compliance, talent acquisition and onboarding practices to leave management, workers' compensation, culture and employee relations, among other areas.

HR staff members completed a Gallagher questionnaire to outline their current roles and responsibilities, offer perceptions about their department and suggest process improvements.

Common themes emerged from the Gallagher team's interactions with management and HR staff members. All acknowledged the vast changes across the organization and the HR department, as well as concern that the HR team may struggle to deliver services in pace with organizational growth.

Results: Better clarity, efficiency and a path forward

Based on the assessment, the Gallagher team compiled a comprehensive report outlining recommendations to improve compliance, communication and workflow, as well as streamline job duties and HR procedures. Further, the team proposed a strategic plan with timelines. Benefits included:

• Streamlined HR processes such leave administration, hiring process and candidate experience
• Corrected compliance gaps including those around Fair Labor Standards Act (FLSA) and Immigration Reform and Control Act (IRCA)
• Restructured HR department roles and responsibilities to enhance leadership strength and HR skill depth; recommended short-term and long-term team structure
• Enhanced communication and proposed an action plan to support employee engagement and strengthen culture

Gallagher's Human Resources Consulting team can assess and strengthen your organization's HR function to enhance overall organizational wellbeing.

Author Information

Kevie Mikus

Regional area vice president.

• Brentwood, TN

Consulting and insurance brokerage services to be provided by Gallagher Benefit Services, Inc. and/or its affiliate Gallagher Benefit Services (Canada) Group Inc. Gallagher Benefit Services, Inc. is a licensed insurance agency that does business in California as "Gallagher Benefit Services of California Insurance Services" and in Massachusetts as "Gallagher Benefit Insurance Services." Neither Arthur J. Gallagher & Co., nor its affiliates provide accounting, legal or tax advice.

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