OPERATIONS

Rendezvous – The Alumni Meet 2025 of TKM Institute of Management was successfully conducted on 7th December, 2025 from 10.00 am to 4.00 pm at O by Tamara, Trivandrum, organised by SMRITHI, the Alumni Association of TIM. The programme aimed at fostering strong and meaningful engagement between alumni, faculty, management, and students.

The programme began with informal interactions among alumni and faculty members, creating a cordial and nostalgic environment. The formal session commenced with a Welcome Address by Ms. Dhanasree V. R., Joint Secretary, SMRITHI. The Inaugural Address was delivered by Jb. Shahal H Musaliar, President, TKM College Trust and Chairman, TIM, emphasizing alumni contribution to institutional growth. This was followed by addresses from Dr. Santhosh V. A., Director, TIM and President, SMRITHI, Jb. Sadiq S Taha, Administrator, TIM and Patron, SMRITHI, who shared insights on institutional progress and future vision.

The Keynote Address by Shri. Biju K, Secretary, Tourism, Government of Kerala, provided valuable perspectives on leadership, professional ethics, and emerging opportunities in the management and tourism sectors. A special Honouring Ceremony was conducted to felicitate Jb. Shahal H Musaliar for his visionary leadership. The Distinguished Alumni Award was announced by Prof. Alex Koshy, Faculty Coordinator – Alumni Affairs and distributed by Jb. Jalaluddin Musaliar, Treasurer, TKM College Trust, recognizing outstanding alumni achievements. The award was conferred upon Mr. Deepak K. N., Associate Director, Grant Thornton, and an alumnus of the TIM 13th batch, in recognition of his outstanding professional achievements and contributions.

Alumni Association Scholarships were announced by Dr. Thomas Michael, Dean, TIM, and distributed by Jb. Jalaluddin Musaliar, reflecting the alumni association’s commitment towards student welfare. The election results of SMRITHI Office Bearers (2024–25) were announced by Prof. Alex Koshy. The programme concluded with a Vote of Thanks by Mr. Vishnu V., Joint Secretary, SMRITHI, followed by a group photo session and informal interactions. The programme witnessed the participation of over 200 alumni representing various batches, along with faculty members, management representatives, and their families. The event concluded successfully, reinforcing alumni engagement and institutional bonding.

CJ Sons Enterprises: Tradition, Ethics, and Sustainability in the Coir Industry

– Harimurali M, Megha P, Parvathy D, Dr. Anjaly H

CJ Sons Enterprises, a respected family-owned business based in Kerala, has been a prominent manufacturer in the coir industry for over four decades. Established in 1980 by C Janardhanan, the company began with the mission of producing high-quality doormats and carpets, later expanding into PVC-backed mats, latex-backed mats, coir matting rolls, coir geotextiles, and coir logs. Over the years, it has earned a strong reputation for sustainable manufacturing, ethical governance, and cultural integration.

One of the defining moments in the company’s journey came when new environmental regulations required costly upgrades in pollution control. Instead of cutting corners, CJ Sons chose to invest in advanced waste management systems, wastewater recycling units, and improved ventilation—showing that long-term ethics mattered more than short-term profits. This decision reinforced trust among stakeholders and positioned the business as a responsible industry player.

The company’s workforce reflects its deep connection with the community. A significant proportion of employees are women and youth from nearby villages, who benefit from fair wages, ESIC coverage, annual increments, and safe working conditions. Festivals are celebrated together, reinforcing a sense of belonging. Cultural philosophies such as karma (righteous action), dharma (duty), and seva (service) influence business decisions—from environmental care to employee welfare.

However, operating as a family business also comes with challenges. Leadership succession is handled transparently, prioritizing merit over family entitlement, but the emotional attachment to tradition sometimes slows change. Despite this, regular employee feedback, mentoring, and transparent policies ensure that the company remains adaptive.

CJ Sons’ story demonstrates that profitability and ethics are not mutually exclusive. By combining environmental responsibility, cultural values, and transparent governance, the company has sustained both economic growth and community trust. It offers an inspiring model for how traditional businesses can thrive in a competitive, modern market while staying rooted in ethical principles.

Key Questions for Discussion

1. How can traditional family-owned businesses balance modern competitiveness with long-standing cultural and ethical values?
2. In situations like environmental compliance, what factors should guide a company’s decision when facing high compliance costs?
3. How can family businesses ensure transparent and merit-based leadership succession without disrupting family harmony?
4. What strategies can be implemented to maintain employee loyalty while encouraging innovation and adaptability?

Remya Supermarket: Tradition, Trust, and Transformation

– Dr. Anjaly H,  Shihas. S, Salman Navas, Ashna S

Remya Supermarket Chain, is a shining example of how a small, family-owned business can successfully integrate traditional Indian values with modern retail practices. Founded and managed entirely by the owning family, the store has grown into a local landmark by upholding honesty, fairness, and personalized service as its guiding principles. For the family, every customer interaction is more than just a business transaction—it is an opportunity to build relationships and foster community trust.

The supermarket operates on deeply rooted cultural values. Cooperation, or Sahakarya, is visible in the way the family makes collective decisions and supports each other in daily operations. The principle of Vasudhaiva Kutumbakam—the belief that the world is one family—extends to their staff, who are treated as members of the household. Customers are welcomed with the spirit of Atithi Devo Bhava, where their preferences are remembered and small gestures, such as distributing sweets during festivals, are common. The value of Seva, or selfless service, is demonstrated during difficult times; for example, the family has distributed essential goods for free during floods and lockdowns without seeking publicity. Upholding Dharma, or righteous duty, they refuse to compromise on product quality, ensure fair pricing, and diligently check expiry dates.

Business practices at Remya Supermarket reflect these values. Ethical operations are at the core, with transparent pricing and trust-based informal credit systems for regular customers. The family engages with customers directly, offers festival discounts, and participates in local events. Their adaptability is evident in the adoption of digital payment systems and flexible working hours to cater to local needs. Succession planning is handled thoughtfully, with the younger generation learning both the operational skills and the ethical framework that sustains the business.

Like many small retailers, Remya Supermarket faces challenges such as competition from large retail chains, supply disruptions during crises, and the constant balancing act between traditional ways and modern retail demands. Yet, its commitment to values has led to steady growth, primarily driven by word-of-mouth recommendations. The store enjoys strong customer loyalty, high retention rates, and a reputation as a dependable and trustworthy presence in the community.

Remya Supermarket’s story proves that a business anchored in cultural values can not only withstand market pressures but also thrive in a rapidly changing world. By blending cooperation, fairness, and service with modern retail tools, it offers a sustainable model for small businesses aspiring to compete without losing their identity.

Key Questions for Discussion

1. How do Remya Supermarket’s core cultural values create a competitive advantage in its local market?
2. What strategies can the store adopt to compete with emerging large retail chains without losing its identity?
3. How can the business integrate modern retail tools (e.g., digital payments, online marketing) while maintaining personalized service?
4. What measures should be taken to ensure smooth succession planning and preservation of values across generations

Raman Restaurant: Tradition, Trust, and Taste

– Muhammad Thahir R, Muhammad Razal, Thoufeek K Thajudeen, Dr. Anjaly H

Raman Restaurant, locally known as Kunji Kada, is far more than a place to eat—it is a living embodiment of heritage, values, and harmony served on a plate. Located in Kollam, Kerala, this family-run establishment blends the warmth of Indian ethos with the efficiency of modern management, creating a unique customer experience that nourishes both body and spirit. The affectionate name “Kunji Kada” reflects the deep emotional bond the community has formed with the family over generations.

The founder, Mr. Raman, hails from a lineage of cooks, tracing his culinary roots back to his father and grandfather, who ran a small tea shop that laid the groundwork for the present restaurant. Inspired by this legacy, he established Raman Restaurant nine years ago with a vision that extended beyond profit—to serve authentic Kerala food with humility and heart. Guided by the principle Atithi Devo Bhava (“Guest is God”), every meal is treated as an act of service rather than a mere transaction.

The restaurant is entirely family-operated, with Mr. Raman making all major and minor decisions. His wife plays an equally vital role, managing quality, staff, and daily operations. This informal but deeply trust-driven leadership style ensures consistency and a personal touch that modern corporate structures often lack. The absence of rigid hierarchies fosters quick decision-making and a unified business direction.

Spirituality is woven into the restaurant’s daily rhythm. Each day begins and ends with the lighting of a traditional oil lamp and prayers to Lord Krishna. What makes the ambiance special is its inclusive spiritual representation—icons of Lord Krishna, Jesus Christ, Mother Mary, and Sree Narayana Guru share space, embodying a rare interfaith harmony. This practice, rooted in Sree Narayana Guru’s philosophy of “One Caste, One Religion, One God for Humanity,” creates a peaceful and morally grounded atmosphere that influences both staff and customer interactions.

Employees are considered part of the extended family, many having worked there for years. Their loyalty is rewarded with respect, trust, and a participatory role in decisions. Customers, too, are treated with familiarity—regulars are greeted by name, preferences remembered, and feedback valued. This has resulted in a strong word-of-mouth reputation and a steady base of repeat patrons.

Raman Restaurant’s role extends beyond business into community service. Through its association with SNDP, the restaurant participates in local charity events, sponsors festival meals, and contributes to social upliftment programs. This community integration enhances its reputation as not just a food outlet, but a respected social institution.

During a field visit, the efficiency of service, cleanliness, authentic flavors, and heartfelt hospitality stood out. It was evident that the restaurant’s success was not just due to its menu but to the spiritual discipline, family involvement, ethical practices, and community connection that underpin its operations.

In essence, Kunj Kada demonstrates that even a small, local restaurant can thrive by balancing tradition with modern needs, proving that profitability and purpose can coexist harmoniously.