Few entrepreneurial stories in India have reshaped consumer behaviour as dramatically as that of CK Ranganathan. What began as a small venture funded with just ₹15,000 would go on to become CavinKare—a multi-billion-rupee FMCG force that today clocks revenues close to ₹2,000 crore.
Ranganathan revolutionised India’s consumer landscape with one simple, powerful idea: make premium products affordable through sachets. By rolling out shampoo and dairy products in small, low-priced packs, he reached households that had long viewed such items as luxuries. Chik Shampoo and Fairever turned into household names, sparking a national shift in buying habits.
Once Ranganathan proved the power of small packs, the rest of the industry followed. The sachet model went on to become a mainstream marketing strategy, embraced even by global brands, permanently changing how India consumes everyday products.
The turning point was particularly dramatic. When Manmohan Singh was India's finance minister, the excise duty exemption for small companies was withdrawn. Faced with this blow, Ranganathan had two choices: compete directly with multinational brands or sell the business altogether. He chose to fight. To scale up, he brought seasoned professionals into key roles and transformed Chik India into CavinKare, a company that would go on to challenge global competitors.
Ranganathan often explains that an entrepreneur’s journey runs through six distinct stages—each with its own challenges and learning curves. His own career, marked by persistence, innovation and a refusal to be defeated by failure, serves as a reference point for new entrepreneurs. The six stages he describes offer a framework for understanding what it truly takes to build, grow and lead a successful business.
Every great business begins with a phase filled with anxiety and uncertainty. Ranganathan calls this the “startup hustler” stage—the period when you are unsure whether you will succeed or fail. You do not yet know if your product truly fits the market. Money is scarce, the risks are high, and the only goal is survival. At this stage, the founder takes almost every decision alone.
When faced with the reality that 95 out of 100 new ventures fail, many feel tempted to abandon the idea and return to a safer, salaried job.
The key here is grit. You must feed the unwavering belief: “I can, I will.” People may warn that the company might collapse. Challenges will come one after another. Even as fear lingers, the inner spark of “I can, I will” must remain. Those who rise quickly after setbacks are the ones who make it past this stage.
This is the stage where the business begins earning enough to meet both personal and family needs. The founder still handles most tasks but now feels relieved that the venture can sustain itself. For many, achieving steady income from their own business feels like success.
But, beware, this comfort can turn into complacency. Many entrepreneurs settle into the rhythm and lose the hunger to grow. They say, “I’m happy with what I have now,” or “This income is enough,” and unknowingly stall their own progress.
It is a fact that 95–96% of startups fail and disappear. Only about 4% reach the survivalist stage, and even fewer manage to grow beyond it. With each stage, the number of entrepreneurs who continue the journey becomes smaller. To advance, one must resist the urge to settle and remain committed to future growth.
This is the stage where the business starts generating real profit. Hard work begins to pay off, and the entrepreneur gains confidence in the possibility of expansion.
But a major shift is needed: the focus must move from profits to systems and strategy.
Systems: Structured processes and SOPs that ensure smooth operations without depending on any single individual.
Delegation: Entrusting capable people with responsibility so the founder can step back from day-to-day tasks.
This shift marks the transition from “working in the business” to “working on the business”. The difference is profound. Working in the business is similar to being an employee; working on the business means designing systems, planning strategy and preparing for expansion.
Founders who refuse to delegate often block their own growth.
At this stage, the business becomes mature enough to function independently. Even if the owner takes a month-long break, operations run smoothly. Employees follow systems, not personal instructions. This marks the arrival of a professional, structured organisation.
With daily operations stabilised, the entrepreneur can now focus on strengthening the brand, exploring new markets and shaping the company’s future.
Stepping into new business opportunities
Once the business runs smoothly without constant involvement, the founder gains the freedom to explore new ventures. By this stage, they have developed the capability to manage multiple businesses.
They evolve into portfolio managers—leaders who create, monitor and scale several enterprises without being involved in their day-to-day operations.
This is the stage where experimentation flourishes. New ideas, new industries and new investments become part of their entrepreneurial journey.
A guide for new entrepreneurs
This is the final and most meaningful stage. Here, the entrepreneur’s focus shifts from wealth creation to impact. They begin mentoring new founders, shaping industry policies and building an organisation that becomes a platform for talent and growth.
The central question now becomes: “How will I be remembered?”
Personal gain takes a back seat. Long-term value, cultural strength and legacy become the true purpose.
Ranganathan believes that entrepreneurs must keep learning if they hope to grow through each stage. He invested 150 minutes every morning—from 5.30 am to 8 am—entirely in self-development. No emails. No planning. Just learning.
He read management books, took notes and explored how to apply those insights to his business. It was difficult in the beginning, but three months later it became a habit.
This daily discipline sharpened his decisions, boosted his confidence and transformed the way he approached problems.
Knowledge becomes true power only when applied. A learning mindset is what enables entrepreneurs to advance from one stage to the next.
A business may follow six stages, but the journey requires seven core attitudes:
Self-confidence
The strength to face rejection and uncertainty without breaking momentum.
Learning and application
A lifelong curiosity to improve—and the discipline to put new knowledge into practice.
Sense of responsibility
Taking ownership of outcomes without blaming others.
Customer orientation
Understanding and solving real customer problems with sincerity.
Adaptability
The willingness to change and evolve with the times.
Emotional intelligence
Building meaningful relationships with teams and customers.
Thinking habit
The glue that holds every attitude together. Deliberate reflection, planning and visualisation enable entrepreneurs to grow continuously.
(This article is based on the keynote address delivered by CK Ranganathan at TiECon Kerala 2025 held at Kumarakom).
