Branding a Commodity - The Tata Steel Way. Even as we will continue to leverage and take to greater heights the value of the TATA brand, there will be efforts to create new images and associations for our services and products in current as well as new businesses. Branding will go a long way in meeting the challenge of gaining a sustainable competitive edge. Muthuraman, Managing Director - Tata Steel, in February 2. In February 2. 00. Tata Steel invited the media to Goa for the nationwide launch of a brand. Commodity Branding By Matt Michel Q. When is a brick not a brick? Prepared Specifically for the Construction Materials Conference 2008 Sponsored by: Odak Dan Raising the value of commodities can do much to reduce poverty. Branding Agricultural Commodities. The Case for Commodity Branding; 2. How Commodity Branding Works; 3. The factors that influence brand equity for a commodity – branded beef. Branding remains in a fairly nascent state within the Australian domestic beef market. BRICK HOUSE BRANDING WEEK 1 WORKBOOK BRICKHOUSE BRANDING WORKBOOK: PAGE 1 OF 12 COMMODITIES VS. They’re items for which a demand exists. A commodity brand is a brand associated with a commodity History. The word 'brand' derives from the Old Norse 'brandr. Find the full paper at: www.iied.org/pubs/pdfs/16509.pdf Contact and feedback: Abbi Buxton [email protected] Branding Agricultural Commodities The development case for adding value through branding Unfortunately, the trend. Brand launches are a regular affair for companies, but this was different - it was the launch of a Steelium - a new brand of steel. Tata Steel has been launching branded steel products since 2. TATA Steel case study analysis-IBS Bangalore - Free download as Word Doc (.doc), PDF File (.pdf), Text File (.txt) or read online for free. Company sources felt that branding Steel would help Tata Steel in two big ways: 1) it would help stabilize the flow of revenues even during business downturns, and 2) it would make premium pricing possible. However, the company would need to work hard to make this new concept of branded. Prior to launching branded steel products, Tata Steel took various. In the late 1. 99. Tata Steel also made changes in its distribution system. On the recommendation of consultants, Booz. Allen Hamilton, the company introduced the hub and spoke model to reduce. It also revamped its distribution system in the B2. C segment. The initiatives paid off and the share of branded steels in total sales increased over the years. Tata Steel was established in 1. J N Tata. 2 at Jamshedpur in Bihar, India. 320.3.5.3 Commodity Import Programs (CIPs).23 320.3.5.4 Development Credit Authority (DCA) and Other USAID Loan Programs23 320.3.5.5 Food. The company commenced production in 1. By 1. 95. 8, its capacity had increased to 2 mn tonnes. Over the years, Tata Steel acquired many companies. In 1. 97. 3, it acquired some flux mines and collieries near Jharia, West Bokaro. Branding a Commodity - The Tata Steel Way- Next Page> >. How to Turn a Commodity into a Unique Business. How can you take a commodity product in an extremely competitive industry and turn it into a multi- million dollar business? Here's another in my series in which I pick a topic and connect with someone a lot smarter than me. So why popcorn? Popcorn is a $1. It's a hugely popular snack. If you think about the 1. Ray Kroc still launched Mc. Donald's: simple, efficient, affordable, smile- creation model, fantastic business based on a commodity. The same is true with coffee: Starbucks has done remarkable things with what was previously considered a commodity. The food commodity dynamic has taken place in almost every area. True, but those examples are based on doing something different with a commodity, either with the product itself or the business model. Yes, and we took the same approach: commodity done differently. Freshly served popcorn tends to come in two basic formats: the artificial stuff in theaters that's heavily salted, and on the other side the indulgent candy- coated stuff that's tasty and indulgent.. We decided to do popcorn like it's never been done before, in an environment as beautiful as your kitchen, using great spices and wonderful ingredients. Our goal is to set a new standard in a commodity product. From what I understand, though, your first steps were a little, um, hesitant. After a lot of development and emptying a few office buildings- -turns out putting cheese in a popcorn popper creates an awful lot of smoke- -we opened our first location in Broomfield, CO. The first day we're all excited, my family is helping out, my dad is there, we start popping at 7 a. I'm popping our cinammon flavor, the aroma is fantastic.. I'm looking at my dad thinking, . The first four hours of my business life were absolutely miserable. That's how naive we were- -excited, sure, but also really green. You're pretty open about the early mistakes you made. Why not? Trying things is the only way to learn. A lot of people fall into the ready, aim, aim, aim, syndrome and never shoot. I'm a shoot, shoot, shoot, figure it out later kind of guy. Fortunately, Renee pulls me back when I need it. Take our branding. Early on we used a stock white bag with a window and a label. We hung up signs and created basic branding to test the product. Once we got feedback, we decided to go with a black bag. The problem was, black is trendy but black is not . Yellow and green best conveys those qualities. Try and learn, then try and learn some more. The product lends itself to a variety of different sales and distribution models, which is both an advantage and a challenge. We can be in high- traffic venues, we can do e- commerce, we could distribute to places like Whole Foods. It was tough to decide which path to pursue first. We've done it all, but we decided franchising was best for us: One, we like to coach entrepreneurs, and two, it gets our concept out much more quickly than growing organically. Franchising also makes sense because our franchisees don't require a lot of space or capital: You can be successful with as little as 1. Every growing business is in a race for space. We're working to be in prime locations before the eventual competition- -because every successful business will eventually attract competition- -starts trying to bite at our heels. Let's go back to making a commodity different. You have nine flavors. I've tried them and they're all very good, but in a retail environment, there has to be more. Customers love our popcorn when they taste it, so the key is to get them to try it for the first time. We do that by bringing popcorn to places no one has seen it before, in a clean, bright, attractive environment, served by smiling professionals- -and don't forget the aroma of fresh popcorn is an incredible attraction and advertisement. That approach has allowed us to transform a commodity into something special, both in terms of flavor and the overall experience. And, really, isn't that what every successful business does? More in this series.
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