Beating the Commodity Magnet V Kasturi Rangan George Bowman 1994
SWOT Analysis
1. SWOT Analysis Strengths 1. Unbeatable brand recognition in market: “Innovation, Value, Trust, Quality, and Service” has consistently delivered high scores in our annual customer satisfaction surveys since 1992. 2. Innovative product offerings, quality, and price: “The perfect blend” has been our trademark for almost 50 years. Innovations include the “fresh, delicious, no-fuss” sandwich, the “one-and-done” bur
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In his article, ‘The Commodity Magnet’, Kasturi Rangan tells of a story of a company which found it easy to beat the competition. It’s a story of an Indian Company, GSFC, that used a simple and effective strategy. After a lot of research, GSFC found out that in a major country where its rival was dominant, there were few other players who were also offering similar commodity products. Because of this realization, GSFC was ready to enter the new market. This was the beginning of
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1. As per the author, the commodity magnet is a product which has high market value but it is relatively new and does not compete with existing products in the same market. 2. The authors make two assumptions – the first is that companies should focus on developing the commodity products that have already emerged as popular because they have some advantages in terms of technology and market salience. And also, it will be more profitable for companies as these products would require less research and development investment compared to the start-up costs of the original products. 3
Evaluation of Alternatives
1. I have written a book on the subject: “The Commodity Magnet – How to Win and Retain Customers and Grow Your Business. 2. My approach: My approach to beating the commodity magnet and growing your business is based on the following principles: 1. Customer Obsession 2. Emotional Engagement 3. Mindfulness 4. Excellence 5. Accountability 6. Customer centricity 7. Consistency 8. Diligence I
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In my latest book, How to Survive the Global Marketplace, one of the central insights is that markets are very different from economies. When I wrote The Commodity Magnet V Kasturi Rangan’s book, Market Driven Management, in 1994, I had no concept of how economic structures would evolve in the coming years to make them more market-driven and less centralized. But I was a believer in the idea. In an earlier essay in The Washington Post, which later was incorpor
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“I recently read the article ‘Communicating the Business Impact of Innovation’ by George Bowman and the authors of another book by the same name: ‘The Business Value of Innovation’ edited by Ajay Kasturi Rangan.” I’m writing this just after having worked on a project that was a case of the business impact of innovation. The company was a new start-up which, for some unknown reason, wanted a complete overhaul of its organizational structure. We conducted extensive research in a couple of months and after extensive discuss
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A lot of people, including me, still believe that the investment community has a long way to go in making the case for investing in small companies. This belief is largely due to the short timeframe in which many of these investments become valuable. The stock market’s focus, until recently, was on big, high-profile, short-term gain opportunities. Today, the small-company landscape is growing rapidly with a few notable exceptions. There are now around 66,000 publicly traded companies in the United States. These firms had total
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