CRG Group, since 1999, has led innovation with the mantra “Innovate. Impact. Inspire.” Over two decades, we’ve demonstrated that anything is possible, consistently staying One Step Ahead in achieving excellence.
During an exclusive interaction with Mobility Magazine, Mr. Chetan Rathod, Chairman, CRG Group, elaborates on the journey, innovations, social impact, and vision for India’s manufacturing growth.
The CRG Group was initially known as the RD Group. What led to the name change?
Initially, our group was called the RD Group, but there was some confusion among people regarding the RD brand and the group. To address this, we decided to rename it the CRG Group, which encompasses all our brands like RD, Target, Tessco, MCARE, Sault, RED. This unified identity allows people to recognize and trust the group as a whole. Although we formally named it CRG recently, the operations have been running since 1999, marking 25 years now.
Can you take us through the journey of CRG Group since its inception in 1999?
When we started in 1999, the business revolved around mobile phones and accessories. Initially, we sold catalogues for mobile phones. At that time, imported mobile phones in the grey market didn’t come with proper manuals. We would obtain original catalogues, make xerox copies, and distribute them to shops. By 2001-2002, we introduced color catalogues for the first time, an innovation that was well-received.
Another milestone was in packaging. Mobile parts used to come in rolls. In 2003-2004, we introduced 10-piece packaging, inspired by pharmaceutical tablet packaging techniques. We even set up a factory in Malad and implemented poly packing by 2006, which became an industry standard.
We officially launched the RD brand in 2003 and gradually added other brands like Target, Tessco, and RED. Over time, our group expanded to include more brands and ventures, forming what is now the CRG Group.
CRG Group also engages in social initiatives. Could you elaborate on that?
Social work has always been a priority for us. We established the RD Foundation, now renamed CRG Foundation. In Rajasthan, we provide mobile medical vans that offer free check-ups and medicines to those in need. Over the past five years, this initiative has benefited more than 1.5 lakh people.
We also run MK Academy, where we teach mobile repairing courses to underprivileged youth. These courses equip them with skills to either start their own businesses or find technician jobs. This is crucial in today’s competitive job market, where technical skills can make a significant difference.
What is your perspective on the challenges faced by today’s youth in finding stable careers?
Many young people are influenced by unrealistic expectations set by social media and motivational content. They often overlook the importance of starting small and growing steadily. I advise them to take a decent job, even if it pays modestly at first. Gradually, their salaries will increase, and they’ll gain stability.
If someone doesn’t settle by the age of 30, it becomes increasingly difficult. Success takes time, and it’s essential to focus on building a foundation before aiming for higher goals.
CRG Group has been vocal about the importance of manufacturing in India. Can you share your thoughts on this?
Manufacturing in India is crucial for multiple reasons. First, it reduces reliance on imports, which require significant investment and advance planning. Locally manufactured products, even with slight quality variations, can be repaired here, benefiting businesses.
Second, manufacturing creates jobs. For instance, if a product’s turnover is one crore, manufacturing it locally might employ 50 people, compared to only six or seven if it were imported. This strengthens the economy, keeps money within the country, and benefits labourers and businessmen alike.
While progress in this area takes time, I firmly believe that with collective effort, India can become a hub for mobile accessories manufacturing. Encouraging local production is a step toward economic growth and self-reliance.
The CRG Group has provided significant employment in the mobile industry. Can you elaborate on this?
Since we started, our focus has been on creating jobs. Today, CRG Group employs over 300 to 600 people. Initially, our priority was to stand on our own feet. As we grew, we started importing and expanding, which allowed us to provide employment opportunities across India. Our goal has always been to do work that benefits not just our business but also the people and the country.
What is your approach to business challenges and competition in the industry?
The mobile industry has grown significantly, and with it, competition has intensified. Unfortunately, some businesses focus solely on turnover, neglecting profitability. For example, in 2022, the mobile LCD combo market saw the highest turnover but no profits. This kind of approach harms everyone.
I believe in resolving challenges collectively. A national-level union with clear rules and regulations could help the industry thrive. Healthy competition is essential, but it’s equally important to ensure that businesses remain profitable and sustainable.
Do you set specific targets for the future of CRG Group?
I don’t believe in rigid targets. My philosophy is to focus on doing the best work each day. Back when we had nothing, our goal was simply to become self-reliant. As we grew, we prioritized importing, creating jobs, and contributing to the economy.
Our work evolves with time. When social work was necessary, we did it. Now, manufacturing in India is essential, so we’re focusing on that. In the future, we’ll adapt to whatever becomes important. The key is to keep working on meaningful initiatives that benefit everyone.
As a senior in the industry, what message would you like to share with others?
When I started, the industry was small, and we resolved issues by communicating directly with one another. Today, the industry has grown, and challenges have become more complex. My advice is to address these challenges collectively.
Competition is healthy, but unethical practices can harm the entire industry. By forming a national-level union and adhering to rules, we can ensure long-term growth and success for everyone. Together, we can overcome obstacles and move forward.
Covered By: Mobility India / CRG
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