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Study of Trade policies of competitor companies as
per the bench mark and compare with them to
analyze the expectations of trade in Kurnool, Nandyal
and Nellore regions of A.P.
SUBMITTED BYVIJAY DEMOCRATE
PGDABM 2010-12
NATIONAL INSTITUTE OF
AGRICULTURAL MARKETING,
JAIPUR (RAJ.)
SUBMITTED TOMr.M.N.RAO
BUSINESS MANAGER
DHANUKA AGRITECH
LIMITED
HYDERABAD (A.P.)
S
U
M
M
E
R
P
R
O
J
E
C
T
R
E
P
OR
T
2012
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ACKNOWLEDGEMENT
I would like to extend my deep sense of gratitude to Dhanuka Agritech ltd. especially Mr. Kamal
Kumar Sr. general manager for giving me the opportunity to work in this company as summer
trainee, which has been a pleasant experience for me.
I am also thankful to Mr. M. N. Rao Business Manager whose guidance and
encouragement during the course of this project has been valuable. My thanks are to
Mr.Hussainavalli A.R.M., Mr.V. Sheshavali AM, Mr. Lokeshwar Reddy AM, Dr. M. Parashuramaiah,
Development Manager, Dhanuka Agritech ltd. Whose valuable suggestions were of immense help
to me.
I am also grateful to my director Dr. Kamal Kumar without whose support this project
would have not been complete. I wish to express my thanks to all my friends especially Prashant
Dharapure, Sandip Dongare, Chandan Kumar, Pankaj Vijay Jadhao, Amol Jadhav, Chirag Jain who
have been offering advice and suggestions which were of great help to me.
I am also thankful to all Niamies and faculty especially Prasad sir who were constantly
encouraging me. I wish to thank all the respondents who were kind enough to spend their valuable
time for my project.
Lastly but most importantly I am greatly indebted to my parents who have been the sole
cause for my progress in life. Thank you my dear parents.
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DECLARATION
This is to declare that, I, Vijay Democrate, student of Post Graduate Programme in Agri -
Business Management (2010-2012), NIAM, JAIPUR, have given original data and information to
the best of my knowledge in the project report titled Study of Trade policies of competitor
companies as per the bench mark and compare with them ours to analysis with expectations of
trade in A.P and that, no part of this information has been used for any other assignment but for
the partial fulfillment of the requirements towards the completion of the said course.
Vijay Democrate
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CERTIFICATE
This is to certify that Mr. Vijay Democrate, bonafide student of Post Graduate
Program in Agri- Business Management (2010-2012); NIAM; JAIPUR participated as
summer trainee in our company for the period April - June. He has successfully completed
his summer project titledStudy of Trade policies of competitor companies as per the
bench mark and compare them with ours to analysis the expectations of trade in A.P,
towards the partial fulfillment of their requirements for the course.
I wish him all success in future.
Dr. Kamal Mathur Mr. M. N. Rao
Director, PGPABM Business Manager
(Marketing) Dhanuka Agritech Ltd.
NIAM, JAIPUR Hyderabad.
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EXCECUTIVE SUMMARY
The study titled Study of Trade policies of competitor companies as per the bench mark
and compare them with ours to analysis with expectations of trade in A.Pwas conducted
for Dhanuka Agritech Ltd. in project areas viz. Kurnool including Nandyal, and Nellore districts
of Andhra Pradesh to carry out the comparative study of trade policies of the bench mark
competitor companies and to evaluate performance of existing policy of the company in terms of
expectations of the respondents in the market.
Market leaders in the A.P. pesticide market are Syngenta, Bayer Crop science, DuPont, Rallis
and Dhanuka Agritech ltd. The major response in the market about the existing policy is good as
compare to other market leaders. But in terms ofBrand Image, Promotional activities and Field
activities company has to look after. The respondents are majorly demanding new molecules or
formulations from the house of Dhanuka.
The company should build good relations with the channel partners/PDs by providing themforeign tours or surprise tour with increasing turnover criterion. A slight increase in the margin
can be a good move toward building a good relation with the distributors and PDs. The average
credit period given by company to dealers is 90 days and respondents are satisfied with that.
Most of the dealers are not happy with the companies imitating strategy of the popular
products by the market leaders like Bayer and Rallis so they want new molecules to be released,
they also not happy with incentives offered by company and fieldwork of company.
In term ofsalesreturns company here again got goodresponse from the market and it stands 2nd
in the market after MakhteshamAgan ltd. But in terms of margin given to the distributors and
dealers company is behind Rallis and some local companies like HCL and NACL.
As far as product price is concerned company stands after other Indian and local companies like
HCL, NACL and MAL.
However, Dhanuka Agritech ltd. can compete with the existing market leaders while adopting the
cost leadership, differentiation and focus strategies. Cost leadership By offering formulations /
molecules at lower prices to potential buyers, differentiation by Positioning the product in the
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minds of consumers as superior to other companies products in terms of quality and other
features like higher efficiency, no sedimentation problems during cases of long storage by
obtaining superior quality material from suppliers.
And lastly, Focus strategy by Concentrating on loyal customers and few potential areas rather
than wasting resources in multiple areas.
So in short there is an immense scope for the company to expand its business with following
smart steps as research findings have suggested.
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TABLE OF CONTENTS
S.
NoParticulars Page
No.
1. Executive Summary 5
2. Table of contents 7
3. Introduction 8
4. Andhra Pradesh State Profile 10
5. Research methodology 13
6. Research design 15
7. Pesticides Industry overview 18
8. Company Profile 21
9. DATA ANALYSIS 27
9.1 KURNOOL
9.2 NANDYAL
9.3 NELLORE
27
36
43
10. RESEARCH FINDINGS 50
10.1 KURNOOL
10.2 NANDYAL
10.3 NELLORE
12. SWOT ANALYSIS 55
13. RECOMMENDATIONS 56
14. Appendix 1: Questionnaire for dealers/Distributors survey 5858
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15. REFERENCES 62
INTRODUCTION
Although agriculture contributes only 14.3% GDP, its importance in the countrys economic, social,
and political fabric goes well beyond this indicator. The rural areas are still home to some 72
percent of the Indias 1.1 billion people, a large number of whom are poor. Most of the rural poor
depend on rain-fed agriculture and fragile forests for their livelihoods. The sharp rise in foodgrain
production during Indias Green Revolution of the 1970s enabled the country to achieve self-
sufficiency in food grains and stave off the threat of famine. Indias rice yields are one -third of
Chinas and about half of those in Vietnam and Indonesia.
According to the Centre for Monitoring Indian Economy (CMIE), crop production is expected to
rise by 1.7 per cent during FY 10 and food grain production is expected to increase by 1.1 per cent
and wheat production is projected to remain at the same level of 80 million tonnes as estimated for
FY 09 while rice production is projected to increase by 1.1 per cent to 98.8 million tonnes.Production of coarse cereals and pulses is also expected to rise in FY 10.
So we can judge by ourselves that India is taking bigger and bigger steps towards success and this is
the time when farmers are keen to adopt new techniques and innovations in agriculture.
There is an immensescope for seed as well as pesticide industry to come together contribute in
the success of Indian Agriculture which is not a business in India but a religion for every one as it
not only satisfies hunger but an only source of more than half of the countrys population.
Though Green Revolution has contributed immensely in achieving self-sufficiency in food grain
production, India still needs to feed its burgeoning population. But there considerable losses in
yields due to micronutrient deficiencies and pest attack damage which we can ill afford to neglect
because the only way we can feed our increasing population is to increase productivity with
controlling pest damage and giving micronutrients. The main causal factor for situation is
intensification of agriculture over the years without adequate replenishment. This loss of
micronutrients largely affects the efficiency of other nutrients, crop production, crop quality and
returns to farmers.
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Sustainable agricultural production has always assumed importance in the wake of growing
population of the country. Pesticides are one of the invaluable inputs in sustaining the agricultural
production as substantial food production is lost due to insect pests, plant pathogens, weeds etc.
Crop losses in India due to pests such as insect pests, rodents, diseases and weeds range between
10 to 30% annually depending on severity of attack and climatic and environmental conditions.
However, the consumption of pesticides is quite low in India.
Project is titled as Study the trade policies of competitor companies as per the bench mark
and compare them with ours for analyzing the expectation of trade in A.P.
Trade or marketing policy and channel relations are highly matter for the companys performance
in the market. The expectations of every channel level bodies from the company are fulfilled as
their marketing policy design.
Companys expectation regarding this project is to evaluate and analyze its existing trade policy
while studying that of different competitors. Following objectives are there for this project,
which are fulfilled in the report:
To analyze to what extent the marketing policies are helpful in improving the bond
between the channel and companies and also study whether it is improving any discipline
at channel level.
How far they are creating relationship between the Distributors, PDs and Companies
and Its impact on buying behaviour of channel and company.
Analyze how much importance channel is giving for the marketing policies of variouscompanies.
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ANDHRA PRADESH
State profile of A.P.
Andhra Pradesh is the fourth largest state in India with an area of 27.4 million ha. About 40%
of the area (10.9 million ha.) is the net cultivated area and around 70% of the population
depends on agriculture. So far pesticide consumption for the last year was 1015 Million tones.
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The state has 23 districts classified under three regions viz. Telangana (10 including
Hyderabad), Coastal Andhra (9 districts) and Rayalaseema (4 districts).
The state has tropical to subtropical climate. Humid to semi-humid conditions prevail in the
coastal area, while in the interiors of the state the climate is arid to semiarid. . The major crops
grown here include paddy, sugarcane, oilseeds, beans, and pulses (edible seeds from crops such
as peas, lentils, and beans. Agriculture plays a vital role in the economy of the state.
Project areas are Nellore and Kurnool.
Nellore district
Pesticide consumption: 125 Million Tones
Nellore district is the southernmost coastal district of Andhra Pradesh, India. The most important
river in the District is Pennar River. Swarnamukhi and Kandaleru are the other two rivers in the
District, which flow in the West to East direction and merge into the Bay of Bengal. The total
geographical area of the District is 13.16 lakh Hectares. Of this 41.3% alone is cultivable area while
18.7% is forest area. Agriculture is the main occupation of the people of the district. The princ iple
crops which are grown in Nellore are Paddy, Jowar, Bajra along with Tobacco, Chillies, Groundnut,
Sugar Cane.A variety of agro based Industries such as rice bran oil plants, sugar factories, rice and
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paraboiled rice mills have come up. As Nellore has a long coast line, farmers have a good time in
the aquaculture. Fish is also available in plenty.
Kurnool
Pesticides consumption: 225 million tones
Agriculture - Major Food crops Paddy, Jowar, Bajra
MajorCommercial crops- Groundnut, Cotton, Chillies and Sugarcane
Major oilseeds- Groundnut, Sunflower
Major Horticultural crops -Mango, Citrus, Banana, Onions, Tomatoes,
Chillies and Flowers like Crossandra, Jasmine
Background:
Kurnool district is one of the important districts in the state of Andhra Pradesh and the most
prominent district of the Rayalaseema Region. Kurnool district is gifted with rich natural
resources. The district is bounded on the North by major rivers of Krishna and Tungabhadra.
One of the largest Hydro-Electric Power Project is constructed across river Krishna at Srisailam
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Research Methodology
Sampling and Data collection
Andhra Pradesh is divided in to three major zones, viz. Telangana, Rayalaseema and
Coastal Andhra. Rayalaseema region having Kurnool and Nandyal as project market area
the potential market areas for the company. Coastal Andhra region having Nellore as
project market area is also a big market for the same.
Among these three major areas, Kurnool district including Nandyal, alone having turnover
above 9 Crores.
Disguised and non disguised questionnaires were prepared for PDs/dealers/distributors.
Personal interview method was adopted for data collection for both PDs/dealers/distributor
and marketing staffs.
Almost all the dealers/PDs/Distributors and marketing officers were asked within all these 3
territories.
Source of information
Primary source of information
Personal interviews of PDs/distributors/dealers and Marketing officers.
Discussion with some retailers.
Discussion with marketing officials of competitor companies(Non Disguised)
Discussion with experienced Dhanuka loyal preferential dealers (PDs).
Discussion with ASM and Area manager of project areas.
secondary source of information
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Sample Size
Market Area
covered
Villages / Markets
covered
No. of PDs /Dealers &
Distributors
covered
No of Marketing
staffs covered
Kurnool Market
Area
Kurnool town,Shanthi Nagar,
Venkatpuram stage,Ieja Mandal,
Macherla - Gattumandal,
A.Boodidapadu,
Vill.-B.Satyanarayana
shetthy,
Nandikotkur
20 1 M.O.+1 DD
Nandyal
Market Area
Nandyal town,Atmakur, valgodu,
Rudravaram,
chhagalamarri,
Arjunapuram
Derripodu,
Alagadda,Bengampalli,
45 2 M.O. + 2 DD
Nellore
Market Area
Nellore town,
Atmakur,Nagireddy palem
Vinjamur, Udaigiri,Kaligiri, Kavali,
Allore, Raju palem
45 4 M.O. + 2 DD
Total 110 18
There is no secondary source for the information related to trade/marketing policies of the
competitor companies.(Confidential information for the companies)
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Research design
SCOPE:
To analyze the different approaches by MNCs and few leading major Indian companies, its
perception and impact on motivation of Distributors / PDs.
OBJECTIVES:
1. To analyze to what extent the marketing policies are helpful in improving the bond between
the channel and companies and also study whether it is improving any discipline at channel
level.
2. How far they are creating relationship between the Distributors, PDs and Companies and Its
impact on buying behavior of channel and company.
3. Analyze how much importance channel is giving for the marketing policies of various
companies.
IN-DEPTH STUDY OF TRADE POLICIES OF COMPETITOR COMPANIES AS PER
THE BENCHMARK AND COMPARE WITH OURS TO ANALYZE THE
EXPECTATIONS OF THE TRADE.
Clarify different discounts offered by the companies to the Distributors/PD.
Any circulars issued by the competitors for explaining the objectives of the above trade
policies. Please specify, any discounts, which is products related or to Generate turnovers
etc.
Study the margins provided by various companies for facilitating to grab more marketing
share.
MATERIAL & METHODS
1.
Questionnaire (Disguised and Non-Disguised)
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2.
Respondents
a. Distributors
b. PDs
c. Marketing Staff [of Dhanuka & Competitors
3. Analysis of Data using graphs/charts.
4.
The number of PDs / Distributors to be contacted to gather the information must be morethan 10 of each company in at least two different districts.
5. Companies to studyNAGARJUNA
BAYER CROP SCIENCE
MAKHTESHAM
HYDERABAD CHEMICALS
INDOFIL
CHEMINOVA
IIL
PI Industry
CONCLUSIONS TO GIVE:
1. What improvements you suggest for going close to channel?
2. Study very clearly discounts offered by companies to go closer to the dealers without
deviating from their marketing policies.
3. What is the perception of channel Vs Dhanuka over benchmark companies?
4. Your project should give us more information on how we score better over our benchmark
companies on our marketing policy.
5. Is it one of the tools for inculcating a sense of responsibility in the channel.
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The data and information required for the study were collected from primary data source. Primary
information were collected with the help of disguised and non disguised questionnaires formulated
for the PDs/dealers/distributors and discussions with marketing staffs.
Selection of Area
Project areas viz. Kurnool, Nandyal and Nellore were allotted by the company itself. Three of these
are potential areas for the company.
Duration of study
Study was conducted from 18th April to 15th June, 2011 which includes field work starting from
20th April to 20th
may, 2011.
Questionnaire and direct interviews
Disguised and non disguised questionnaires prepared for the PDs/Dealers/Distributors and direct
interviews for the marketing staffs for taking the primary information.
Sampling technique
PDs/dealers/distributors were selected on the basis of feedback of marketing officers and Dhanuka
Doctors, so to some extent here Judgmental sampling is used.
This type of sampling technique is also known as purposive sampling and authoritative
sampling. Purposive sampling is used in cases where the specialty of an authority can select a more
representative sample from the population based on the authoritys or the researchers knowledge
and judgment that can bring more accurate results than by using other probability sampling
techniques.
Statistical Analysis
The data hence analyzed by using SPSS analysis software and MS Excel software. Analysis is
presented in the form of tables, charts, graphs, and pie charts etc.
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Limitations of the study
Time was major limiting factor for this project because of PDs/distributors/dealers of all
bench mark companies with huge potential markets has to cover.
Direct interview method adopted for PDs/distributors/dealers, so bias may appear due to
reasons like language barriers, human exaggerating nature, social prestige, prejudices,
suspicions etc.
Secondary information about total turnover, margins including cash discount, product
discount and T.O.D. from Internet, journals, Magazines couldnt get collected because
these are confidential information as marketing policies for particular company.
Some sort of bias may exist through researchers.
With the consideration of all constraints and limitations, adequate efforts have taken to minimize
biasness and make these efforts more meaningful.
Pesticides Industry Size and Structure
According to the Working Group on Indian chemical industry for the formulation of the Eleventh
5-Year Plan, with an estimated market size of Rs 45 bn, India is the second largest producer of
pesticides in Asia.
Performance of the Pesticide Industry
The domestic pesticide industry is fragmented and characterized by over capacity, low capacity
utilization, low investment in R&D and high inventory. The pesticides industry has grown at a
CAGR of around 1.60% during FY03- FY09. In India, cotton accounts for the maximum share of
pesticide consumption i.e. around 37% followed by paddy (20%). Together they account for
around 57% of the total pesticide consumption. As a result pesticide consumption is largely driven
by the production trend in these two crops.
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Characteristics of Pesticide Industry
Fragmented Structure
As there was no product patent in this industry till 2005, many formulators entered the market and
rendered a fragmented structure to the pesticide industry. The major players in the Indian market
are United Phosphorous Ltd, Bayer Crop science Ltd, Rallis India Ltd, Syngenta India,
Gharda Chemicals and the top ten players have an 85% market share . Bayer Crop science
Ltd and Syngenta India Ltd are the market leaders in domestic sales while United
Phosphorous Ltd is the largest exporter of pesticides.
R&D Requirement
During the process patent regime that existed before 2005, the Indian companies concentrated on
marketing generic and off-patent products; evidently the R&D investment in the pesticide industry
was quite low in India during this time as compared to the global market. Consequently, about
70% of all pesticides used in India are generics. Even though the lack of patents deprived the
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Indian agriculture sector from the benefits of newer and more effective pesticides, India developed
competencies in the generics market and is now a net exporter of pesticides.
Low Brand Awareness and Price-Sensitive Products
The market for pesticides is highly price-sensitive and less brand conscious as it largely caters to
farmers. However, farmers need to be educated and made aware of the usage and quality of
pesticides. Moreover, due to the prevalence of spurious pesticides in the market, brand awareness
becomes critical for the Indian manufacturers.
Consumption Trend of Pesticides
Consumption Trend
The pesticide industry in India is self-sufficient as it resorts to imports for meeting only 4% of
domestic consumption. However, pesticide consumption in India is very low which could be
mainly attributed to the factors such as fragmented land holdings, dependence on monsoons, low
awareness among farmers, low level of irrigation etc.
Lack of proper knowledge among farmers and usage of spurious pesticides have hindered demand
for technical grade pesticides in India. Inadequate development of new products has also affected
the demand; however, the need for new products is unavoidable as pests develop a resistance to
chemicals that are used repeatedly. Moreover, usage of genetically-modified crops like Bt cotton,
which has a resistance towards pests, also hampers the demand for pesticides; in fact, low pesticide
consumption can be partly attributed to the advent of genetically modified (GM) seeds. GM crops
can combine both herbicide resistance and insect resistance in one seed. For example Bt cotton
(introduced in 2002) which is widely used in India is a GM seed which provides high degree of
resistance to the American Bollworm, a major pest in India, thereby reducing pesticide usage.
Segment-Wise Domestic Consumption of Pesticides In India, insecticides constitute the largest
share in domestic consumption followed by fungicides and herbicides mainly because Indias
tropical climate is conducive for the growth of insects. The higher cultivation of cotton in India has
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also increased insecticide consumption because cotton has a high incidence of insect attack. India
has one of the largest areas of land under cultivation for cotton in the world.
COMPANY PROFILE
BACKGROUND OF DHANUKA AGRITECH LTD.
Dhanuka is a well-established group of companies manufacturing and formulating wide range of
popular pesticides in various forms. Northern Minerals Ltd. has been the flagship company of the
group in pesticides department, was acquired by the group as a sick unit in 1980 and now it has a
huge turnover. Dhanuka pesticides ltd., a Public Limited Company, is engaged in manufacturing
technical grade pesticide. It became a PLC in the year1985 under The Companys act 1956.
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Dhanuka Group also extended its operation by venturing into seed production under the
brand name Dhanuka Seeds. It is engaged in production and distribution of high quality seeds of
cereals, pulses, fibers, oilseeds and vegetables.
The Group diversified its operations by entering into Pharmaceutical sector and got engaged
in manufacture of various drugs under the company name Dhanuka Laboratories Ltd (DLL) since
the year 1997.
INTRODUCTIONThe Dhanuka Group has been one of the leading groups of companies engaged in
manufacture of pesticides for last 26 years. This success is the result of their adherence to
international standards and efficient practices in every aspect of their operations. The company is
known for its quality consciousness and its safe and eco-friendly products. After 26 years of
experience, the Group has emerged as a prominent player in pesticides market.
The group is having its flagship brand Northern Minerals Ltd., which was acquired as a sick
unit in 1980 and at present, it has turned into a high turnover company. Dhanuka Pesticides Ltd., its
own company is also a highly respected company for its technical grade pesticides.
In 1984, the Group established its R & D unit named Dhanuka Agriculture Research Centre,
to boost its research, and it is recognised by Ministry of Science and Technology, Government of
India.
In the year 1992 it acquired another sick unit called Rajasthan Insecticides and Fertilizers
Co. Pvt. Ltd. which is mainly in the business of dust formulations.
Dhanuka pesticides Ltd entered into a series of technical tie-ups with Japanese MNCs for its
objective of achieving continuous improvement and making available wide range of products to the
farming community. It has tie-ups with companies like Takeda Chemical Industries Ltd. Japan,
Mitsui Chemical Inc. Japan, Hokko chemical Ind. Co. Ltd, Japan. Northern Minerals Ltd also got
technically tied-up with Uniroyal Chemical Company, U.S.
The group has a vision of prosperity of farmers through excellence and has corporate
mission of life enrichment through science.
The Group has established a fair network of distributors, dealers and retailers around the
country, supported by the branch offices in major states. The company is also having their own
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marketing and development staff, techno-commercially qualified, trained, and serving around the
country.
DIVISIONS
At present Dhanuka has presence in three divisions namely pesticide, pharmaceuticals, and
seed.
PESTICIDES DIVISION
Dhanuka is dealing with wide range of agrochemicals such as insecticides, weedicides,fungicides and Plant Growth Regulators. The companies under pesticides division are Northern
Minerals Ltd. and Dhanuka Pesticides Ltd.
PHARMACEUTICAL DIVISION
The group diversified its business into Pharmaceutical sector in the year 1997 and engaged
in manufacture of drugs like Cephalexin, Cephadroxil, 7-ADCA and Simvastatin.
SEEDS DIVISION
The Group made a modest beginning with production and distribution of high quality seeds
for crops such as sunflower, soybean, wheat, cotton and vegetable seeds of peas tomato, chilies and
onion are introduced later on.
COLLABORATIONS
Dhanuka Group has made various collaborations with MNCs and other companies to
achieve continuous improvements and technical excellence in the agrochemicals market.
Companies and the products manufactured/formulated in collaboration with corresponding
companies are given in the following table.
Name of The Company Products
Sumitomo Chemicals Takeda Agro Co. Ltd., Cartap hydrochloride, with brand Caldan
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Japan 4G,Caldan 50SP
Mitsui chemicals Inc.,Japan Etofenprox with brand Nukil 10 EC
Nissan Chemical Ind., Japan Quizalofop Ethyl with brands Targa super ,
Phenthoate and Dhanusan
FMC corporation, USA AAATANK with brand MARKER
,DANFURON
Hokko Chemical Ind. Co. Ltd., Japan Kasugamycin , with brand Kasu-B
Uniroyal Chemical Company Inc.,US Carboxin, brand Vitavax,
Oxycaboxin,Plantvax and Difflubenzuron
E.I.DuPont Nemours &co. inc.,U.S Methomyl, brand Dunet 12.5 L
Yara International, Norway Samadhan
Source: www.dhanuka.com
FUTURE PLANS
To give more thrust on R&D operations and make available more range of
molecules to he farming community.
Sharing technical expertise through international tie-ups.
Providing Indian farmers with safer and eco-friendly products.
Venturing into the micronutrients business and provide farmers more options.
AGROCHEMICAL PRODUCTS
Dhanuka offers wide range of products consisting insecticides, fungicides,
weedicides. These are as follows.
MOLECULES BRAND NAME
Thiophanate Methyl 70% WP Cover
Endosulfan-35% EC Endodhan-35% EC
ANA 4.5% Solution W/W Dhanumon 4.5%
Endosulfan 4% DP W/W Endodhan 4% DP
Monocrotophos 36% SL Monodhan 36% SL
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2,4-D Ethyl Easter 38% W/W Weedmar
Dichlorvos 76% EC W/W Domar
Dimethoate 30% EC W/W Diadhan 30% EC
Methyl Parathion 2% DP Dhanudol 2% DP
Methyl Parathion 50% EC Dhanumar 50% EC
Butachlor 50% EC Dhanuchlor 50% EC
Ethion 50% EC Dhanumit 50% EC
Copper Oxychloride 50% WP Dhanucop 50% WP
Carbendazim 50% WP Dhanustin 50% WP
Zineb 75% WP Dhanuthane Z ? 75
Mancozeb 75% WP Dhanuka M ? 45
Isoproturon 50% WP Dhanulon 50% WP
Phorate 10% CG Dhan 10 G
Phosphamidon 85% SL Dhanucron 85% SL
Oxydemeton Methyl 25% EC Dhanusystox 25% EC
Sulphur 80% WP Dhanusul 80% WP
Paraquat Dichloride 24% SL Dhanuxone 24% SL
Fenitrothion 50% EC Dhanuka Fenitrothion 50% EC
Captafol 80% WP Dhanutaf 80% WP
Acephate 75% SP Dhanraj
Atrazine 50% WP Dhanuzine 50% WP
Dhanuzine 50% WP Weedmar 80
Phenthoate 2% DP Dhanusan 2% DP
Isoproturon 75% WP Dhanulon 75% WP
Carbaryl 50% WP Dhanuvin 50% WP
Captan 50% WP Dhanutan 50% WP
Fenvalerate 0.4% DP Triumphcard 0.4% DP
Pendimethalin 30% EC Dhanustomp 30% EC
Propanil 35% EC Dhanustam 35% EC
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Glyphosate 41% SL Noweed
Fluchloralin 45% EC Dhanulin 45% EC
Butachlor 5% Gr. Dhanuchlor 5% Gr.
Metoxuron 80% WP WIP ? 999
Anilofos 30% EC Anilodhan
Malathion 0.05% + Pyrethrum 0.02% Kilfast
Ziram 27% SC Dhanuka Z ? 27
Alphamethrin 10% EC Alphadhan ? 10
Azadirachtin 0.03% W/W Neemraj
Metalaxyl 8% + Mancozeb 64% WP Dhanuxyl
Table: 2 Source: www.dhanuka.com
DOMESTIC MARKET
Dhanuka has been a forerunner when it comes to its domestic market. India is a vast market
of agrochemicals and still at instauration. While the other domestic companies are trying to survivein the highly globalised market, Dhanuka is one of the domestic companies who have made its mark
by constantly offering its quality products to the farming community. As it is a Delhi based
company it has more prominent market in Northern part as compared to the southern region.
Quality of products is the biggest strength of the company followed by its product range. On this
platform, the company is not only going to survive in the market but also going to flourish.
Data Analysis
Project Area: Kurnool
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Markets/villages covered: Kurnool town, Shanthi Nagar, Venkatpuram stage, Ieja Mandal,
Macherla - Gattu mandal, A.Boodidapadu, Vill.- B. Satyanarayana shetthy, Nandikotkur
Total annual turnover: 9 crores (including Nandyal)
Market occupying companies in Kurnool market
*turnover units in crores
As per the primary data source, Kurnool district (Kurnool and Nandyal) is second largest potential
market for the company in turnover basis which contributes 9 crores alone. As we look at the
market occupying companies, Rallis occupying highest share i.e, 6 crores, followed by Syngenta, 3crores and Bayer cropscience, 2 crores. Dhanuka agritech ltd ranks 5
thafter Dupont 4
th in this
series followed by NACL, IIL and Indofil 1 crore each.
%age Share of bench mark companies
*Units in %age
As we look at the bench mark
companies market share in the
Kurnool area, Rallis is the
market leader followed by Bayer
crop science, 2nd rank. Dhanuka
agritech ltd ranks 3rd
in the
series. As figure shown Indofil,
Makhtesham Agon ltd, NACL,
IIL, Cheminova are ranked 4th
, 5th
, 6th,
, 7th
and 8th
respectively.
Other local companies also make a sound share in the market jointly.
rallis share, 6
bayer share, 2
syngenta, 3
NACL share, 1
DAL share, 1.4
MAL share, 1.1
IILshare, 1
Indofil share, 1 dupont, 1.8rallis share
bayer share
syngenta
NACL share
DAL share
MAL share
IILshare
rallis
share, 19.80
bayer
share,10.75
HCLshare , 4
NACL
share, 5.5DAL
share, 15.75
MAL
share, 6.45
IILshare, 4.15CHEMINOVAs
hare, 4.15
Indofil
share, 6.6
P I share, 3.5
other lacal
comp.share,
19.35
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Company margin to distributors*units in %age dealer margin from company
In the series of margins given by the
company to the distributors, Rallis is again
ahead of all with 10% average margin
followed by Bayer crop science with 8-9 %
and Dhanuka agritech ltd with 8 % margin.
NACL, HCL and other local companies
also giving a sound margin. IIL, MAL,
Cheminova, PI, Indofil etc. are giving 5 %
margins on their stocks.
Company margin to dealers/PD
*units in %age dealer margin from company through distributors
The margin given by the distributors to
the dealers vary from dealer to dealer,
distributors giving margins as per their
choice. If we go with average Margin
Bayer and Dhanuka both are ahead of
all with 7% margin followed by Rallis
and Indofil with 6% and rest all the
companies giving 5% each.
Credit period given by various companies
*units in no. of interest free credit days
Rallis
CM
Bayer
CM
HCL
CM
NACL
CM
DAL
CM
MAL
CM
Ch
amino
va
CM
IIL
CM
PI
CM
IN
DO
LFI
CM
Series1 10 9 5. 6 8 5 5 5 5 5
0
2
4
6
8
10
12
%margin
ralli
s
CM
Bay
er
CM
HCL
CM
NA
CL
CM
DA
L
CM
MA
L
CM
Cha
min
ova
CM
IIL
CM
PI
CM
IND
OFI
L
CM
Series1 6 7 5 5 7 5 5 5 5 6
02468
AxisTitle
Company margin to
dealers/PD
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Most of the dealers and
distributors take credit from
the companies for their stocks,
so credit period offered by the
company is playing a key role
to perform in the market.
Makhtesham Agon ltd with
150 days interest freedays/Credit period is ahead of
all the companies followed by
Dhanuka Agritech with 90-
120 days, PI and Indofil also
giving 90 days credit period. Rallis and Bayer are lowest in the terms of credit period with 7 and 30
days respectively.
Cash discount offered by the companies
*units in %age
As shown in the figure ( )
In the course of Cash discount at the
time of billing, Rallis and MAL are
leading companies with 8% and 6%
respectively followed by the rest
companies with 5% each. HCL is
having least Cash discount i.e, 3%.
Turnover Discounts given by the bench mark companies
*units in %age
RAL
LIS
CD
BAY
ER
CD
HCL
CD
NA
CL
CD
DAL
CD
MA
L
CD
CH
EMI
CD
IIL
CD
PI
CD
IND
OFI
L
CD
Series1 8 5 5 3 5 6 5 5 5 5
02
468
10
%age
Chart Title
7 30
60 60
90
150
60 60
90 90
0
20
40
60
80
100
120
140
160
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MAL is the leading company to give
highest Turnover discount of 3%
followed by rest all the companies with
2%. Rallis having least average T.O.D.
of 1%.
Incentive scheme performance of all the bench mark companies
Fig.4.6
As far as Incentive schemes are concerned respondents choice companies are as follows:
Rallis having highest choice as Rank 1 with frequency 7 followed by Bayer, 5 and
Dhanuka, 5
Thus rank 2 is given highest to Bayer followed by Rallis and Dhanuka.
0 5 10 15 20 25
rallis Scheme
Bayer SchemeHCL Scheme
NFCL Scheme
dhanuka Scheme
MAL Scheme
cheminova Scheme
IIL Scheme
Indofil Scheme
PI Schemerank 1
rank 2
rank 3
rank 4
rank 5
rank 6
rank 7
rank 8
1
2 2 2 23
2 22
2
0
1
1
2
2
3
3
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Rallis > Bayer > Dhanuka > MAL
Reasonability of the Price of the products
Fig. 4.7
Price is the key factor which affects purchasing behavior of the farmers who are unknown of
Brands, Quality etc. so local and India based companies like HCL, NACL, MAL and DAL etc
which are having lower price than the MNCs and hence preferred by the farmers.
So MAL is the leading company with highest frequency as Rank 1 as far as price is concerned,
followed by Dhanuka, NACL and HCL. Dhanuka also got highest frequency as Rank 2. So it
ranks 2nd in this criterion.
Timelysupply of the stocks
0 5 10 15 20 25
rallis price
buyer price
HCL price
NFCL priceDAL price
MAL price
cheminova price
IIL price
PI price
indofil pricerank 1
rank 2
rank 3
rank 4
rank 5
rank 6
rank 7
rank 8
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Fig. 4.8
All the companies are trying their best to market their products so supply of the stocks of all the
companies is well timed in this area. But as per the respondents convenience Rallis has become top
company for stock supply and convenience.
As far as timely supply is concerned Loyalty of brand also matters, it means those respondents who
are having distributorship ofRallis and Bayer they said these companies are ahead of all in terms
of timely supply. Some local companies and India based companies like HCL, NACL, MAL and
DAL are also having well timed supply.
Fig. state that Rallis is having highest frequency ofrank 1 followed by DAL and Bayer.
But Bayer accounts highest frequency of being Rank 2nd
followed by MAL and NACL.
3rd
ranks highest frequency goes HCL followed by DAL and CHEMINOVA
Finally the preference order for the companies is as follows:
Rallis>Bayer>DAL>MAL>HCL>NACL
Marketing and Sales Returns policy performance of the company
0 5 10 15 20 25
rallis supply
buyer supply
HCL supply
NFCL supply
DAL supply
MAL supply
cheminova supply
IIL supply
PI supply
indofil supplyrank 1
rank 2
rank 3
rank 4
rank 5
rank 6
rank 7
rank 8
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Marketing policy performance: fig.() According to the questionnaires all the respondents had to
give marks to the companies as per their marketing policy performance. Higher the average points
betterthe companies trade policy. So in this series, respondents of Kurnool say DALmarketing
policy is ahead of all the companies followed by Bayer and PI. Local companies like HCL,
NACL, and MAL have scored poor in this criterion.
Sales Return and credit note policy: fig.() same as above point assessment sales return and credit
note policy also have been calculated. In this series according to the respondents view MAL is
leading to all the companies and almost all the respondents say MAL having best sales return policy
which is liked by them followed by DAL, Rallis and Bayer.
Marketing policy satisfaction level
0.000
1.000
2.000
3.000
4.000
5.000
6.000
0112233445
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In Kurnool region, according to the pie chart,
5% of the respondents say they are highly
satisfied with the marketing policy ofDAL,
75% say they are only satisfied with it and
rest 20% say they are somewhat satisfied
with the same.
As we sum up all the variables like timely
supply, reasonable price, incentive scheme,margin etc, marketing policies summarizes all
them and gave result as pie chart states above.
So there is 20 % scope to improve the policy is there. So company has to look after these factors.
Respondents view about Gap in the policy
When the respondents are asked about the gaps in the policy of Dhanuka at channel level, 85%
of them are saying that there is no any gap at the channel level and 15% of them are saying that
yes there is gap in the channel level.
It reflects that there is a good image in the market about the
marketing policy of Dhanuka Agritech Ltd. and also 15 % scope of improvement in this criterion.
Suggestions
yes, 15
no, 85
highly
satisfied
5%
satisfied
75%
somewha
t satisfied
20%
marketing policy satisfaction
level
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According to the respondents suggestions, following suggestions order has got:
New Molecule should be introduced: highest 20 frequency is there for this suggestion. It means in
Nandyal region all the respondents are prioritize this suggestion as their 1st
choice from the
company.
Raise Cash Discount: second highest frequency,18 is of raising cash discount, it means the
respondents of the Nandyal are thinking that raising Cash discount is their 3rd
important suggestion
which can be benefit for them.
Raise turnover Discount: third highest frequency, 14 is of raising TOD. The respondents are
expecting from company to give higher TOD and treating this suggesting as 3rd
most important.
Improve field activities: this suggestion ranks 4th
with 16 frequency. In which respondents expect
to improve field activities like raise the no. Of Dhanuka doctors in the crop seasons and other field
demos also.
Promotional activities: there is a large no. of respondents with frequency 19 who think that
company should give more focus to the promotional activities like village campaigning, jeep
campaigning, rallies, field demonstrations etc.
Other suggestions like Decrease Interest, Raise credit period, and others: these suggestions are
having very low frequency than above suggestions. It means company is already strong in this part
and no much mass is expecting these things from the company.
new
molecules
introductio
n
raise cash
discount
raise TurnOver
Discount
DECREASE
INTEREST
RAISEcredit
period
improvefield
activities
promotiona
l activitiesothers
Series1 20 18 14 0 0 16 19 0
0
5
10
15
20
25
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Project Area: Nandyal
Markets/villages covered: Nandyal town, Atmakur, valgodu, Rudravaram, chhagalamarri,
Arjunapuram, Derripodu, Alagadda, Bengampalli
Total annual turnover: 5.62 crores
Market occupying companies with
market share in Nandyal
Nandyal is the one of the potentialmarket for the company in entire A.P. as
we talk about the market share of the top
companies, Bayer crop Science is the
market leader in this region with 19.8%
followed by Rallis with 15.75% and
Dhanuka Agritech ltd. with 10.75%
which ranks 3rd
. MAL, HCL, NACL also
make a sound share of 6.4%, 5.5%, 4%
respectively. Other local and small
companies also contribute a handsome share of 19.35% together.
Company margin to distributors
*units in %age dealer margin from company
In the series of margins given by the
company to the distributors, Rallis is againahead of all in Nandyal with 10% average
margin followed by Bayer crop science
with 8-9 % and Dhanuka agritech ltd with
8 % margin. NACL, HCL and other local
companies are also giving a sound margin.
IIL, MAL, Cheminova, PI, Indofil etc. are
giving 5 % margins on their stocks.
rallis
share, 15.75
bayer
share, 19.8
HCLshare
, 4NACL
share, 5.5
DALshare, 10.7
5
MAL
share, 6.45
IILshare, 4.
15
CHEMINOV
Ashare, 4.1
5
Indofil
share, 6.6
P I
share, 3.5
other lacal
comp.shar
e, 19.35
Ral
lis
CM
Ba
yer
CM
HC
L
CM
NA
CL
CM
DA
L
CM
MA
L
CM
Ch
am
ino
va
CM
IIL
CM
PI
CM
IN
DO
LFI
CM
Series1 10 9 5. 6 8 5 5 5 5 5
02468
1012
%margin
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Company margin to dealers/PD*units in %age dealer margin from company through distributors
The margin given by the distributors to the
dealers vary from dealer to dealer,
distributors giving margins as per their
choice here again. If we go with average
Margin, Rallis ahead of all with 10%
margin followed by Bayer with 9% and
Dhanuka with 7-8% and rest all the
companies giving 5% each.
Local companies like HCL and NACL are
also giving handsome margin of 6% each.
Credit period/ interest free days given by different companies
*units in days
Nandyal Market is mostly credit-
oriented i.e, dealers and distributors
take credit from the companies for their
stocks, so credit period offered by the
company is playing a key role to
perform in the market. Makhtesham
Agon ltd with 150 days interest free
days/Credit period is ahead of all the
companies followed by Dhanuka
Agritech with 90-120 days, PI and Indofil also giving 60 days credit period. Rallis and Bayer are
lowest in the terms of credit period with 7 and 30 days respectively.
Ral
lis
CM
Ba
yer
CM
HC
L
CM
NA
CL
CM
DA
L
CM
MA
L
CM
Ch
am
ino
va
CM
IIL
CM
PI
CM
IN
DO
LFI
CM
Series1 10 9 5. 6 8 5 5 5 5 5
0
2
4
6
8
10
12
%margin
RAL
LIS
CPD
BAY
ER
CPD
HCL
CPD
NA
CL
CPD
DAL
CPD
MA
L
CPD
CHE
MI
CPD
IIL
CPD
PI
CPD
IND
OFI
L
CPD
Series1 7 30 30 30 90 150 60 60 60 60
0
20
40
60
80
100
120
140
160
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Cash discount offered by the companies
*units in %age
As shown in the figure In the course of Cash discount
at the time of billing, Rallis and MAL are leading
companies with 11% and 6% respectively followed by
the rest companies with 5% each.
As far as TOD is concerned MAL and DAL are ahead
of all the companies with 3 % each.
Incentive scheme performance of all the bench mark companies
As far as Incentive schemes are concerned respondents choice companies are as follows:
Rallis having highest choice as Rank 1 with frequency 13 followed by Bayer, 12 and
Dhanuka, 10
Thus rank 2 is given highest to Bayer followed by Dhanuka and Rallis.
Hence the choice order is as follows:
Rallis > Bayer > Dhanuka > MAL>NACL
0 5 10 15 20 25 30 35 40 45 50
rallis Scheme
Bayer Scheme
HCL Scheme
NFCL Scheme
dhanuka Scheme
MAL Scheme
cheminova SchemeIIL Scheme
Indofil Scheme
rallis price
RANK 1
RANK 2
RANK 3
RANK 4
RANK 5
RANK 6
RANK 7
RANK 8
RA
LLI
S
CD
BA
YE
R
CD
HC
L
CD
NA
CL
CD
DA
L
CD
M
AL
CD
CH
EM
I
CD
IIL
CD
PI
CD
IN
DO
FIL
CD
Series1 11 5 5 5 5 6 5 5 5 5
0
2
4
6
8
10
12
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Reasonability of the Price of the products
Pricing is the key factor which affects purchasing behavior of the farmers who are unknown
of Brands, Quality etc. so local and India based companies like HCL, NACL, MAL and
DAL etc which are having lower price than the MNCs and hence preferred by the farmers.
So MAL is the leading company with highest frequency as Rank 1 as far as price is
concerned, followed by Dhanuka, NACL and HCL.
Dhanuka also has got highest frequency as Rank 2. So it ranks 2nd in this criterion.
NACL and HCL are 3rd and 4th in the series. Hence choice order is as follows:
MAL>DAL>NACL>HCL> Cheminova
Timelysupply of the stocks
0 20 40 60 80 100
rallis Scheme
Bayer Scheme
HCL Scheme
NFCL Scheme
dhanuka Scheme
MAL Scheme
cheminova Scheme
IIL Scheme
Indofil Scheme
rallis priceRANK 1
RANK 2
RANK 3
RANK 4
RANK 5
RANK 6
RANK 7
RANK 8
RANK 9
RANK 10
RANK 1
0 10 20 30 40 50
rallis supply
buyer supply
HCL supply
NFCL supply
DAL supply
MAL supply
cheminova supply
IIL supply
PI supply
indofil supplyRANK 1
RANK 2
RANK 3
RANK 4
RANK 5
RANK 6
RANK 7
RANK 8
RANK 9
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Those respondents who are having distributorship ofRallis and Bayer they said these companies
are ahead of all in terms of timely supply. Some local companies and India based companies like
HCL, NACL, MAL and DAL are also having well timed supply.
Fig. state that Rallis is having highest frequency ofrank 1 followed by MAL and NACL.
But Bayer accounts highest frequency of being Rank 2nd
followed by DAL and NACL.
3rd
ranks highest frequency goes HCL followed by DAL and CHEMINOVA
Finally the preference order for the companies is, Rallis>Bayer>DAL>MAL>NACL
Marketing and Sales Returns policy performance of the company
Marketing policy performance: fig.() According to the questionnaires all the respondents had to
give marks to the companies as per their marketing policy performance. Higher the average points
betterthe companies trade policy. So in this series, respondents ofNandyal say DALmarketing
policy is ahead of all the companies followed by Bayer, Indofil, P I. Local companies like HCL,
NACL, and MAL have scored poor in this criterion.
0.00
0.50
1.00
1.50
2.00
2.50
3.00
3.50
4.00
4.50
0.00
0.50
1.00
1.50
2.00
2.50
3.00
3.50
4.00
4.50
5.00
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Sales Return and credit note policy: fig.() same as above point assessment sales return and credit
note policy also have been calculated. In this series according to the respondents view MAL is
leading to all the companies and almost all the respondents say MAL having best sales return policy
which is liked by them followed by DAL, Rallis and Bayer.
Marketing policy satisfaction level
In Nandyal region, according to the pie chart, 9% of the
respondents say they are highly satisfied with the
marketing policy ofDAL, 40% say they are only
satisfied with it and rest 51% that is more than half say
they are somewhat satisfied with the same.
As we sum up all the variables like timely supply,
reasonable price, incentive scheme, margin etc,
marketing policies summarizes all them and gave result
as pie chart states above. So there is much scope to
improve the policy is there. So company has not
performed well in the terms of marketing policies here and has to look after these factors.
Respondents view about Gap at the channel level
When the respondents are asked about the gaps in the
policy of Dhanuka at channel level, 85% of them are
saying that there is no any gap at the channel leveland 15% of them are saying that yes there is gap in
the channel level.
It reflects that
there is a good image in the market about the
marketing policy of Dhanuka Agritech Ltd. and also 15 % scope of improvement in this criterion.
Respondents Suggestions
highly
satisfied
With
DAL
9%
satisfied
40%
somewh
at
51%
2%
98%
Yes there are
gaps in
present
policies
No there are
no gaps in
present
policies
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According to the respondents suggestions, following suggestions order has got:
New Molecule should be introduced: highest 38 frequency is there for this suggestion. It means
in Nandyal region all the respondents are prioritize this suggestion as their 1st choice from the
company.
Raise Cash Discount: second highest frequency,36 is of raising cash discount, it means the
respondents of the Nandyal are thinking that raising Cash discount is their 2nd
important
suggestion which can be benefit for them.
Raise turnover Discount: third highest frequency, 35 is of raising TOD. The respondents are
expecting from company to give higher TOD and treating this suggesting as 3rd
most important.
Improve field activities: this suggestion ranks 4th
with 34 frequency. In which respondents expect
to improve field activities like raise the no. Of Dhanuka doctors in the crop seasons and other
field demos also.
Promotional activities: there is a large no. of respondents with frequency 32 who think that
company should give more focus to the promotional activities like village campaigning, jeep
campaigning, rallies, field demonstrations etc.
Other suggestions like Decrease Interest, Raise credit period, and others: these suggestions are
having very low frequency than above suggestions. It means company is already strong in this
part and no much mass is expecting these things from the company.
Project Area: Nellore
new
molecules
introducti
on
raise cash
discount
raise Turn
Over
Discount
DECREASE
INTEREST
RAISE
credit
period
improve
field
activities
promotion
al
activities
others
Series1 38.00 36.00 35.00 1.00 0.00 34.00 32.00 0.00
0.00
5.00
10.00
15.00
20.00
25.00
30.00
35.00
40.00
AxisTitle
Chart Title
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Markets/villages covered: Nellore town,Atmakur,
Nagireddy palem
Vinjamur, Udaigiri,
Kaligiri, Kavali,
Allore, Raju palem
Total annual turnover: crores
Market occupying companies with market share
in Nellore
As we look at the bench mark companies market
share in the Kurnool area, Bayer is the market
leader with 20% share followed by Rallis with
13%, 2nd rank and HCL with 9.5% share ranks 3rd
.
Dhanuka agritech ltd ranks 4th in the series. As
figure shown NACL, Makhtesham Agon ltd, PI,
Cheminova, Indofil, IIL, are also making handsome
shares ranked 5th, 6
th,, 7
th, 8
th,,9
thand so on
respectively.
Other local companies also making a sound share in the market altogether .
Company margin to the distributor
In the series of margins given by the
company to the distributors, Rallis, IIL and
NACL are again ahead of all with 8%
average margin each followed by HCL with
7%, PI and Indofil with 5% each. Bayer
crop science and Dhanuka Agritech ltd. are
lowest in the series with 5% margin.
NACL, HCL and other local companies are
giving a sound margin on their stocks.
rallis
share, 13
bayer
share, 20
HCLshare
, 9.5NACL
share, 6.5
DAL
share, 8.5
MAL
share, 5.5
IILshare, 4
.5
CHEMINO
VAshare,
4.7
Indofil
share, 4.5
P I
share, 4.8
otherlacal
comp.shar
e, 18.5
Rall
is
CM
Bay
er
CM
HCL
CM
NA
CL
CM
DAL
CM
MA
L
CM
Cha
min
ova
CM
IIL
CM
PI
CM
IND
OLF
I
CM
Series1 8 5 7 8 5 5 6 8 6 6
0123456789
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Company margin to dealers/PD
*units in %age dealer margin from company through distributors
The margin given by the distributors to the dealers vary from dealer to dealer, distributors giving
margins as per their choice. If we go with average Margin HCL is ahead of all the competitors
followed by Bayer with 12% and Rallis with 10%. Dhanuka ranks 4th with 8-9% margin followed
by NACL and MAL with 8%. Cheminova, IIL, PI, and Indofil are lowest in the series with 7%
each.
Credit period given by different companies
Most of the dealers and distributors
take credit from the companies fortheir stocks, so credit period offered
by the company is playing a keyrole to perform in the market.
Makhtesham Agon ltd with 150
days interest free days/Credit period
is ahead of all the companies
followed by Dhanuka Agritech with
90-120 days, IIL is also giving 90
days credit period. HCL,
Cheminova, PI, Indofil are giving
60 days each. Rallis and Bayer are
lowest in the terms of credit period
with 7 and 30 days respectively.
Rallis
CM
Bayer
CM
HCL
CM
NACL
CM
DAL
CM
MAL
CM
Cham
inova
CM
IIL
CMPI CM
INDO
LFI
CM
Series1 10 12 14 8 9 8 7 7 7 7
0
2468
10121416
RALL
IS
CPD
BAY
ER
CPD
HCL
CPD
NAC
L
CPD
DAL
CPD
MAL
CPD
CHE
MI
CPD
IIL
CPD
PI
CPD
IND
OFIL
CPD
Series1 7 30 60 30 90 150 60 90 60 60
0
20
40
60
80
100
120
140
160
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Cash discounts given by the bench mark companies
As shown in the figure ( )
In the course of Cash discount at the
time of billing, Rallis and Bayer are
leading companies with 11% and 9%
followed by DAL with 8% and HCL,
NACL with 7% each. Rest companies
like Cheminova, IIL, PI, Indofil are next
in the series with 6 % each.
Turnover Discounts given by the bench
mark companies
MAL and DAL are the leading companies to
give highest Turnover discount of 3%
followed by rest all the companies with 2%.Rallis and Bayer are not giving any TOD to
the dealers.
RALL
ISCD
BAY
ERCD
HCL
CD
NAC
L CD
DAL
CD
MAL
CD
CHE
MICD
IIL
CD
PI
CD
IND
OFILCD
Series1 11 9 7 7 8 7 6 6 6 6
0
2
4
6
8
10
12
RAL
LIS
TOD
BAY
ER
TOD
HCL
TO
D
NA
CL
TOD
DAL
TO
D
MA
L
TOD
che
min
ova
TOD
IIL
TO
D
PI
TO
D
ind
ofil
TOD
Series1 0 0 2 2 3 3 2 2 2 2
00.5
11.5
22.5
33.5
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Incentive scheme performance of all the bench mark companies
As far as Incentive schemes are concerned respondents choice companies are as follows:
Bayer having highest choice frequency of 15 as Rank 1 followed by Dhanuka, 8 and
Rallis, 7.
Thus rank 2 is given highest to Rallis followed by Bayer and HCL, NACL and DAL.
Rank 3rd
is also given highest to DAL followed by HCL and Rallis.
Hence the preferred order of the choice is as follows:
Bayer >Rallis> Dhanuka>HCL > MAL>NACL
Reasonability of the Price of the products
0 5 10 15 20 25 30 35
rallis Scheme
Bayer Scheme
HCL Scheme
NFCL Scheme
dhanuka Scheme
MAL Scheme
cheminova Scheme
IIL Scheme
Indofil Scheme
PI Schemerank 1
rank 2
rank 3
rank 4
rank 5
rank 6
rank 7
rank 8
0 5 10 15 20 25 30 35
rallis price
buyer price
HCL price
NFCL price
DAL price
MAL pricecheminova price
IIL price
PI price
indofil price rank 1
rank 2
rank 3
rank 4
rank 5
rank 6
rank 7
rank 8
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Price is the key factor which affects purchasing behavior of the farmers who are unknown of
Brands, Quality etc. so local and India based companies like HCL, NACL, MAL and DAL etc
which are having lower price than the MNCs and hence preferred by the farmers.
So MAL is the leading company with highest frequency as Rank 1 as far as price is concerned,
followed by Dhanuka, NACL and HCL. Dhanuka also got highest frequency as Rank 2. So it
ranks 2nd
in this criterion.
Timelysupply of the stocks
All the companies are trying their best to market their products so supply of the stocks of all the
companies is well timed in this area. But as per the respondents convenience Dhanuka has become
top company for stock supply and convenience.
As far as timely supply is concerned Loyalty of brand also does matters, it means those respondents
who are having distributorship ofRallis and Bayer they said these companies are ahead of all in
terms of timely supply. Some local companies and India based companies like HCL, NACL, MAL
and DAL are also having well timed supply.
Fig. state that Dhanuka is having highest frequency ofrank 1 followed by Rallis, Bayer,
and HCL.
But NACL accounts highest frequency of being Rank 2nd
followed by Bayer and Rallis.
3rd
ranks highest frequency goes HCL followed by DAL, Bayer and Rallis.
Finally the preference order for the timely supply is as follows:
0 5 10 15 20 25 30 35 40
rallis supply
buyer supply
HCL supply
NFCL supply
DAL supply
MAL supply
cheminova supply
IIL supply
PI supply
indofil supplyrank 1
rank 2
rank 3
rank 4
rank 5
rank 6
rank 7
rank 8
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DAL> Rallis>Bayer >HCL>NACL>MAL
Marketing and Sales Returns policy performance of the company
Sales Return and credit note policy: fig.() same as above point assessment sales return and credit
note policy also have been calculated. In this series according to the respondents of Nellore view
MAL is leading to all the companies and almost all the respondents say MAL having best sales
return policy which is liked by them followed by DAL, Cheminova, IIL ,Rallis and Bayer.
Marketing policy performance: fig.() According to the questionnaires all the respondents in
Nellore had to give marks to the companies as per their marketing policy performance. Higher the
average points better the companies trade policy. So in this series, respondents say DAL
marketing policy is ahead of all the companies followed by Bayer, MAL and Rallis. Local
companies like HCL and NACL have scored poor in this criterion.
0.00
0.50
1.00
1.50
2.00
2.50
3.00
3.50
4.00
4.50
5.00
AxisTitle
0.00
0.50
1.00
1.50
2.00
2.503.00
3.50
4.00
4.50
5.00
AxisTitle
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Marketing policy satisfaction level
In Nellore region, according to the pie
chart, only approx. 23% of respondents say
they are highly satisfied with the marketing
policy ofDAL, 77% say they are only
satisfied with it.
As we sum up all the variables like timely
supply, reasonable price, incentive scheme,
margin etc, marketing policies summarizes
all them and gave result as pie chart states
above. So there is so much to improve the policy is here. So company has to look after these
factors.
Respondents view about Gap at the channel level
When the respondents are asked about the
gaps in the policy of Dhanuka at channel
level, 94% of them are saying that there is no
any gap at the channel level and only 6% of
them are saying that yes there is gap in thechannel level. It reflects that there is a good
image in the market about the marketing
policy of Dhanuka Agritech Ltd. and also 6%
scope of improvement in this criterion.
highly
satisfied
With DAL
, 9
satisfied,
30.00
6%
94%
Yes there are gaps in present policies
No there are no gaps in present policies
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Respondents suggestions
According to the respondents suggestions, following suggestions order has got:
Promotional activities: there is a highest no. of respondents with frequency 33 who think that
company should first give more focus to the promotional activities like village campaigning, jeep
campaigning, rallies, field demonstrations etc. New Molecule should be introduced: highest 30 frequencies are there for this suggestion. It
means in Nandyal region all the respondents are prioritize this suggestion as their 2nd
choice from
the company.
Raise Cash Discount: second highest frequency, 29 is of raising cash discount, it means the
respondents of the Nandyal are thinking that raising Cash discount is their 3rd
important
suggestion which can be benefit for them.
RESEARCH FINDINGS AND RESPONDENTS SUGGESTIONS
Kurnool
As per the data analysis the exploratory study reveals the following major findings about the
market position, these are:
Brand Image: Rallis, Biostadt, PI and Indofil are the close competitors in the
market. Bayer is far better than all these bench mark companies in Brand image.
newmolecules
introductio
n
raise cash
discount
raise Turn
Over
Discount
DECREASE
INTEREST
RAISE
credit
period
improve
field
activities
promotiona
l activitiesothers
Series1 30.00 29.00 28.00 0.00 0 27 33 0
0.00
5.00
10.00
15.00
20.00
25.00
30.00
35.00
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Market share: Dhanuka ranks 3rd
with 15.75% market share and hence Bayer,
Rallis and MAL are the close competitors for the company.
Overall Margin: Rallis and Bayer are again close competitors for the company in
terms of overall company margin.
Credit Period: Dhanuka is having 90 days of credit period and 2nd
in the series of all
the bench mark companies, MAL is ahead of them.
Incentive scheme and timely supply performance: Rallis and Bayer are again
close performers in both incentive scheme and timely supply. Pricing performance: Local companies like MAL, NACL and HCL are the close
competitors of the company with low pricing but ahead ofRallis and Bayer.
Marketing policy performance: Dhanuka is ahead of all and mostly liked by the
respondents.Rallis, PI and Bayer are the competitor and are also prevailing in the
market.
Suggestions from the respondents
New Molecule should be introduced: respondents are demanding new molecule
from the company instead of copied formulations of the brand products.
Increase Margin: respondents ultimate demand is getting good margin from the
company and here in Kurnool also not different case, they are demanding more
margin%.
Improve field activities: field activities attract and make aware more and more
farmers towards the products of the company. So in this area more focus should be
given to the field activities.
Promotional activities: promotional activities like campaigning should be raised in
this area.
Other suggestions like Decrease Interest, Raise credit period, and others are
having lowest response so these issues need not to be looked after.
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NANDYAL
As per the data analysis the exploratory study reveals the following major findings about the
market position, these are:
Brand Image: Bayer, Rallis, MAL and NACL are the close competitors in the
market. Bayer and Rallis are far better than all these bench mark companies in Brand
image.
Market share: Dhanuka ranks 3
rd
with 10.75% market share and hence Bayer,Rallis, NACL and MAL are the close competitors for the company.
Overall Margin: Rallis and Bayer are again close competitors for the company in
terms of overall company margin. NACL is also close in the terms of margin.
Credit Period: Dhanuka is having 90 days of credit period and 2nd
in the series of all
the bench mark companies, MAL is ahead of them.
Incentive scheme and timely supply performance: Rallis, Bayer, MAL and
NACL are close performers in both incentive scheme and timely supply.
Pricing performance: Local companies like MAL, NACL and HCL are the close
competitors of the company with low pricing but ahead ofRallis and Bayer.
Marketing policy performance: Dhanuka is ahead of all and mostly liked by the
respondents.Rallis, PI and Bayer are the competitors and are also prevailing in the
market.
Suggestions from the respondents
New Molecule should be introduced: respondents are demanding new molecule
from the company instead of copied formulations of the brand products.
Improve field activities: field activities attract and make aware more and more
farmers towards the products of the company. So in this area more focus should be
given to the field activities.
Promotional activities: promotional activities like campaigning should be raised in
this area.
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Increase Margin: respondents ultimate demand is getting good margin from the
company and here in Kurnool also not different case, they are demanding more
margin%.
Other suggestions like Decrease Interest, Raise credit period, and others: low
response.
NELLORE
In this region research findings are as follows: Brand Image: Bayer, Rallis, MAL and NACL are the close competitors in the
market. Bayer and Rallis are far better than all these bench mark companies in Brand
image.
Market share: Dhanuka ranks 4th
with 8.5% market share and hence Bayer, Rallis,
HCL are the close competitors for the company.
Overall Margin: Rallis, NACL, HCL and Bayer are ahead of all and close
competitors for the company in terms of overall company margin.
Credit Period: Dhanuka is having 90 days of credit period and 2nd in the series of all
the bench mark companies, MAL is ahead of them.
Incentive scheme and timely supply performance: Rallis, Bayer, HCL and
NACL are close performers and ahead of ours in both incentive scheme and timely
supply.
Pricing performance: Local companies like MAL, NACL and HCL are the close
competitors of the company with low pricing but ahead ofRallis and Bayer.
Marketing policy performance: Dhanuka is ahead of all and mostly liked by the
respondents.Rallis, PI and Bayer are the competitors and are also prevailing in the
market.
Suggestions from the respondents
New Molecule should be introduced: respondents are demanding new molecule
from the company instead of copied formulations of the brand products.
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Increase Margin: respondents ultimate demand is getting good margin from the
company and here in Kurnool also not different case, they are demanding more
margin%.
Improve field activities: field activities attract and make aware more and more
farmers towards the products of the company. So in this area more focus should be
given to the field activities.
Promotional activities: promotional activities like campaigning should be raised in
this area. Other suggestions like Decrease Interest, Raise credit period, and others: low
response.
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SWOT ANALYSIS
Strengths
good brand image
Product line/range
Marketing policy
strong marketing, sales & distribution set upPDs distribution channel
Weakness
Lack of extension services hinders the sale ofquality products
switching of field staff between differentcompanies very frequently
they are not get ting proper training and lacksknowledge of agriculture.
Communication gap within distributionchannel.
Opportunities
introduction of new molecules
ensuring loyal PDs and distributors throughvarious schemes and tours
company can expand its business as itspolicies shows positive response in the market
Threats
good incentive schemes andmotivational strategies by thecompetitor companies
regular entry of local companies
field work and promotional activitiesof competitor companies
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RECOMMONDATIONS
Although different players in pesticide industry are trying to capture the a better position in the
market place but after observation of these two districts these are some recommendation from
surveyors side-
Company should look after its Brand image. Its close competitors like Bayer and Rallis are
harvesting maximum advantages through Brand image. Hence the company should build
Brand image through different promotional activities and awareness programmes.
Prosperity of the Farmers and sales of company has direct relationship. Hence company
should invest in developing platform for success of farmers by counselling centres, training
programs, and soil testing lab.
Sudden increase in margin and change in marketing policy is not possible for any company
but as per research findings close competitors like local brands are giving high margin, so a
slight increase in the margin can be a good move toward building a good relation withthe distributors and PDs.
Company should go closer to the channels with continuing PD or Dhanuka channel
partner (DCP) concept and increase these numbers of PDs as compared to distributors and
satisfying them with giving handsome schemes like Gold schemes etc. And Turnover
discount. Because in every region major distributors are underselling the stocks and getting
benefitted and PDs are feeling demoralized.
There is a positive response ofcompanies marketing policy performance in the market.
The perception of the channel bodies about the company is good as compare to that of
competitors, they are satisfied with ours and hence there is a scope here to expand our
business with utilizing this opportunity.
Company should give more points scheme and credit note on popular products like
Caldan, Targa Super, Dhanuvit etc. It should also be given for other products of Dhanuka to
increase sales.
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Suggested Strategies for Dhanuka Agritech Ltd.
As DAL is at good position with sound marketing policy as compared to other bench mark
companies after Bayer and Rallis, it has to adopt a better strategy vis--vis Bayer and Rallis to
challenge them in the market. For any firm to become market leader either it should adopt cost
leadership or differentiation or focus strategy.
Cost leadership strategies
Offering formulations/molecules at lower prices to potential buyers.
Getting material from suppliers at low cost.
Efficient distribution and management at channel level.
Optimal outsourcing from outside suppliers.
Differentiation strategies
Positioning the product in the minds of consumers as superior to other companiesproducts in terms ofquality and other features like higher efficiency, no sedimentation
problems during cases of long storage by obtaining superior quality material from
suppliers.
Pricing the product at slightly higher prices than competitor companies to put it as
premier product before consumers i.e. farmers.
Creating a brand image for the product as during the dealer survey major finding is that
farmers prefer only brand image to all other attributes of the product.
Focus strategies
Developing loyal customers as already Dhanuka is having good response among the
dealers.
Concentrating on few potential areas rather than wasting resources in multiple areas.
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Questionnaire for dealer surveyProject title: Trade policies of competitor companies as per the bench mark and compare
them with ours to analyze the expectation of the trade.
DEALERS QUESTIONNAIRE
1. Name of the respondent:
2. Trade Name of the Customer: .
3. Address of Place ofbusiness: ..
..
4. Contact Phone No ..
5. Annual turnover of the firm (in Rs.):
o < 25 Lakh
o
25-50 lakho 50 lakh- 1 crore
o 1-3 crore
o > 3 crore
6. Number of villages the firm reaches: ...............
7. Which companys product do you sell in your shop?
Company Sale (yes/no) % share in total turn over
Rallis
Bayer crop science
HCL
Nagarjuna chemical
Dhanuka Agritech Ltd.
Insecticide India ltd
Indofil
Cheminova
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P.I. Industry
8. Give ranking to the following companies as per the parameters (1 to 5)(1 = highest, 5 = lowest)
s.
no. Company
Parameters
Rallis Bayer HCL NACL DAL Makhtesha
m
cheminova IIL PI
1 Retailers
incentive
schemes2. Reasonable
Price of the
product
3. Timely
availability
9. As a percentage of total turnover, percentage sales in cash and credit:
Sales Percentage of total turnover
Cash sales
Credit sales
10. What are the margins given by different companies to dealers/distributor on their products?
s.no. Company Margins (%) Credit period (interest free days)
1 Rallis
2 Bayer crop science
3 HCL
4 Nagarjuna chemical
5 Dhanuka Agritech Ltd.6 Insecticide India ltd
7 Indofil
8 P.I. Industry
9 Cheminova
11. Average days of Credit & margins offered by distributor to the dealer/retailer on the products of various
companies:
S. No Company Margins (%) Cr
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