Corporate Reputation

Success of TIC was refered to the innovative championship lessons to de persistr sh atomic number 18d rate for both societies and sh arholders, by leveraging synergies scotch businesses to create new differentiated products and superior nurse propositions. This was also the boundary when TIC thought of conveying towards building an eco establishment rather than trying to protecting it. In true sense, It differentiated itself from the rest of world in such a manner that the competitors were left behind by at least dickens generations. Sole purpose tot TIC was to serve as a food market anchor to the entire value chain of mountainss.As Shari Y. C. Devonshire, present chairman of TIC Ltd said, A countrys brands are a reflection of its competitive strengths and a manifestation of its innovation and ingenious capacity. I strongly believe that a countrys economic capacity is signifi asstly enriched when its institutions build and own inter studyly competitive brands. Winning brands serve as market anchors to support the fighting of the entire value chains of which they are a part Strong domestic brands create much big value since they create, capture and retain value within the country.Your Company (TIC) takes excusable pride in creating world-class Indian brands that have demonstrated immense vitality in the global Indian market place. Several initiatives which were means different from the conventional marketing mantra ere introduced by TIC and it created a value chain that connected a wide range of stakeholders from the villagers, peasants to the end users. E- Copula, genial and Offs initiatives. These place platforms that connected the country India to the rest of the world creating a two authority transaction flow.Also it focused on delivering triple bottom line. Flipping through the historical As menti matchlessd, TIC has faced many ups and downs since its inception and the experience it carried forward end-to-end its Journey helped th e fundamental law work on many initiatives which were way unconventional. It pioneered the inclination of cataloging and channeling dropments towards upgrading of human capital expansion and modernization of infrastructure and productivity sweetener in the agric-sector. The rationale of the idea was to create a shared value in terms of a commitment beyond the market.For Ashes Mambas, fault president and head of Social investment, business could and should never overlook the pair off problems of India, economic inequity and depleting natural resources. TIC being traditionally a culture based connection, couldnt ignore both these factors invested everything engendering these two factors in mind. Creating a societal as well as shareholder value The key to fulfill and sustain economic growth of modern India, as identified by TIC, was simply by enhancing the competitiveness of the Indian farmer and soundly linking them to money do opportunities in the world market. Since land was the primary meaner of financial support of more than 58. 4% population of India and with agriculture being the base of Its business, TIC worked for the betterment of the farmers thereby making its base strong for the future endeavor. E-Copula was a challenging business judgment that was meant to embed the mixer goals of empowering the farmers and trigger a cycle of higher productivity, blown-up capacity for future investments.E-Copula was digitization of the agricultural sector thereby enhancing the competitiveness of the agric value chain. Real time information and customized knowledge tind e-Copula enhanced farmers efficacy to make decisions and align their farm outputs with market and consumer demand. This was meant to build a system of trust with the farmers as a reliable supplier of favorables and reveries on the one hand and as a buyer of high quality, cost effective farm output on the some other hand. This at long last resulted the company to induce one of the great(p)st exporters of agricultural products. 4-pronged strategy to tackle Climate Change By the end of 2009, TIC unveiled its 4-pronged strategy to meet challenges of climate change. It was voluntary and unmixed disclosure of the Companys sustainability initiatives and its contri neverthelession to building economic, environmental and social capital to catch the long term interests of its stakeholders.Recognizing the challenges of limited change and global warming and its doctor on competitiveness, TIC has adopted decisive strategies to progress its own efforts to support national and international endeavors in mitigating the effects of climate change. TIC is carbon positive for 4 succeeding(prenominal) years, currently sequestering twice the amount of carbon status, creating rainwater harvesting strength that is more than twice that consumed by the Company. Irrigating water stressed areas is a faultfinding need following the impact of climate change on Indians domain secto r.Its sustainable agricultural raciest also help farmers adapt to the vagaries of climate change. www. Doctoral. Com Integration, synergism and growth The goal of comprehensive and sustainable growth The goal of comprehensive and sustainable growth the philosophy underlying the Triple Bottom patronage approach is based on the acknowledgment that economic growth weednot be engendered without embracing the vast multitudes living in poverty and addressing the alarming depletion of finite natural resources.Over 75% of those below the poverty line reside in rural India, where agriculture continues to be the predominant resource of livelihood. The declining share of agriculture in GAP has led to the present situation where nearly 60% of Indians population shares barely 22% of output. In terms of the foundational view of Dry. mammary Seen, poverty manifests itself not only as material impoverishment but also in the lack of capacity for the poor to emerge from such a condition.Such fundamental deprivations of freedom suffered by individuals affect their economic performance as well as their ability to seize opportunities offered by execution and expanding markets. Inclusive and sustainable growth is therefore crucially dependent on creating the capacity to consume among the rural poor. Riding in the belief of inclusive growth, TIC committed itself to India and beyond the market.With the initiatives like farm to food product value chain, tree to textbook value chain, aggregate value chain womens empowerment, TIC not only proved its commitment beyond business motive but also established itself as an system which put nation before company. The problem The problem in face up of TIC is two-fold 1. With its strong value chain linking the rural ND urban economies, curiously the fact that rural marketing is the core competence of TIC, should the conglomerate invest in livestock development program so that it can immortalise into the dairy business? . If the ans wer of the previous question is yes, then how should the company go about it? Should it consider a pure business model or like several other C.V. initiatives, it should work on a model of shared value connecting the villagers in the value chain? Options 1 . Simply working on a business model by adhering to the law of the land and paying due taxes without exploiting or exploring the natural resources. . not restricting to only business but working for the societal good by investing on philanthropic work. . Going beyond elevator car to help out the Nags, self help service providers of the villages to develop and work for the community betterment. 4. Create a sustainable value chain as its other initiatives by leveraging the innovative capacity of the organization and economic development. Recommendation With the objective of bringing about a significant change magnitude in yield rates during the lactation period, TIC stepped up its breed advancement program initiated in 2004-05.Fro m 32 Cattle Development Centers (CDC) at the fold of 2004- 05, the number increased to 72 CDC covering 1 ,500 villages during 2005-06. A add of 27,392 Artificial Insemination (Ass) were conducted during the period, taking the cumulative total to 46,200. The program recorded 3,531 live births during 2005-06, taking the cumulative total to 5,544 high- yielding crossbreeds. The most significant find in Mugger, Briar, was that the tie-up with Sudan Dairy (COMBED) for supply of milk from this region finally became a reality. TIC portal Since, TIC already has a huge experience in the rural arrest developing program and a strong commitment towards the society, it can defiantly work on the dairy business by modify families to upgrade to high-yield livestock and form co-operatives to market their milk. In this process TIC can turn a dormant family resource into an easily adoptable and high-energy rural enterprise. TIC can train and equip technicians to provide an integrated case consis ting of artificial insemination, cattle health and nutrition, pregnancy and post-natal services right at the farmers doorstep.This development can also act as a duad to link its DOD business by providing self sufficiency and thereby, in long term enabling a greater value creation. Examples from other industry As an example of value chain system of an organization to strengthen its base, we would like to discuss about da Gamma and its most bank brand, sleigh. Of course, there is a difference between Maul and TIC about the sweet of organization they are, but in terms of C.V., Maul can provide a good example. simple machine-sensitive Business Philosophy The first step towards discharging the CAR is the business philosophy of the GAMMA. It is twofold one, to serve the interests of milk producers and second, to provide laity products to consumers as value for money. Evolution of an organizational system has ensured that the corporate social responsibility towards the primary milk pro ducers, village and the ecological balance is fulfilled. The milk producers are paid for their milk in accordance with market forces and realization of value for their produce.Invariably the price paid to the member-producers in Gujarat is higher by 15 per cent than the national average. 1 CAR-orientation To Distributors Retailers The GAMMA has identified the distributors and retailers are its important link in its o not get any opportunity of motion-picture show to in vogue(p) management practices. The GAMMA realized that it was a corporate social responsibility to strengthen the core business processes of its distributors so as to view as them in mainstream business and compete with those with formal training in management.The GAMMA has developed and trained all its distributors through Value-Mission-strategy Workshops, competence building, Maul Hyatt, Maul Quality Circle meetings, computerizing, and electronic commerce activities. Competency Building mental faculty of the GA MMA is meant to infuse repressions selling skills by making the distributors and their salesmen aware of latest sales management tools and techniques enhance their knowledge of products positioning and segmentation strategies for unhomogeneous products.Through one to one talk with the farmers, the distributors and salesmen realize MAUL is a large business of small farmers and by selling MAUL products they are discharging a social responsibility towards a large number of poor farmers whose livelihood depends upon their skill and integrity. 1 1 . Http//www. Painlessnesss. Com/news/corporate-social-responsibility-the-maul- yam 12172/4