PESTICIDES INDIA LTD

20MBA1054 - NIKHIL V
VISION:
To be the global leaders in agriculture input industry both in terms of size and
scale of operations. To lead the development of cutting edge technological
solutions towards optimizing yield & setting quality benchmarks.To
revolutionize the agricultural industry through the promotion and adoption of
scientific farming practices.

MISSION:
To provide comprehensive agricultural solutions right from sowing to harvest,
aimed towards the objective of improving sustainability & profitability of farm
holdings through continuous investment in research & development while
imbibing strong corporate governance values.
Accountability for everything We will take responsibility for our area of influence
as if this were our enterprise. We will commit to excellence.
Respect for everyone We appreciate other individuals with their own cultural
identities. We embrace differences.
Team Spirit We actively contribute to overcoming challenges as a team.
Integrity throughout all verticals We will walk the talk. We will be committed to
a consistent, honest and reliable way of action.
Transparency to all we will provide the full information required. We will
communicate Openly and Sincerely. We appreciate the feedback.

SHORT-TERM GOALS:
Product portfolio managers always look to expand the usefulness of existing
active ingredients (pesticide compounds). The creation of new mixtures,
formulations, and delivery systems to meet customers changing needs
extends the profit margin of pesticides already in production.
Sales representatives have continual direct contact with customers and often
are the first to recognize changing trends and new marketing opportunities.
Their reporting to research and development staff and management personnel
provides the insight to develop existing active ingredients into products that
keep pace with an ever-changing market.
This exchange of information is crucial because the focus during the discovery
and development phase tends to be narrow; that is, the pesticide is developed
for specific uses in specific markets. As more is learned about the molecule,
other marketing possibilities emerge; and each additional avenue for sales
adds value to the product.

LONG-TERM GOALS:
New products must demonstrate efficacy well beyond the performance of
existing products labelled for the same or similar uses. The search for a newer,
better pesticide is difficult and complex:
• What will be the driving forces of future change?
• What will the market look like in a decade?
• How will the product fit customers’ future needs?
• How will economic, regulatory, environmental, and cultural
practices
• change?
Manufacturers include a wide variety of buyers in gathering information on
future pesticide markets: grain millers, baby food manufacturers, supermarkets,
etc. But the end user the farmer, the pest management professional, the
homeowner is an equally valuable source for insight into what customers’
needs will be ten years into the future.
This perspective allows pesticide manufacturers to anticipate shifts in
customers’ expectations of the industry, such as less pesticide use, lower
residues on food, less genetic modification of crops, and produce that looks
appealing and stays fresh in the store.
Problem

The main problem would be the lack of pesticides in an particular area which
may make huge loss for the farmers who gets infect with the fields and
youngsters who start farming as main resource and not know whom to contact
for farming and pesticides guidelines.

Solution
Providing services related to pesticides and farming by creating a
E-commerce website
Market size
Age 22-50
Gender: all genders
Market target: short time urban long time rural Indian
Geographical Target: Tamil Nadu
No of farmers in india: 16 million farmers

Customer Acquisition:

Duration st nd th rd
1 2 3rd 4 2nd 3 4th
year
quarterly quarterly quarterly quarterly year year

No of 1500 3000 5000 10000 20000 30000 60000

customers
 No of customers
70000

60000

50000

40000

30000 1st 2nd 3rd 4th 2nd year 3rd year 4th year
quarterly quarterly quarterly quarterly

SWOT ANALYSIS:
SOCIAL WEAKNESSES
1.Focus on R&D and innovation 1.High Dependence on emerging markets
2.A leading portfolio of products 2.Reduction in sales
3.Strong and unique global footprint
OPPORTUNITIES THREATS
1.Growing demand for technologically 1.Global and Regional Competitors
efficient methods of farming 2.Increasing environmental concerns
2.Growing demand from developing 3.Market Conditions
countries
 PESTLE ANALYSIS:
POLITICAL ECONOMICAL
1.Adverse impact on sales due to Brexit 1.Hedging against Currency Fluctuations
2.Positive impact of decrease in 2.Prudent strategizing for inflationary
corporation tax situations

SOCIAL TECHNOLOGICAL
1.Growing smartphone users globally to 1.Constantly Improvising in-store
increase sales Technology
2.Keeping Pace with Changing Customer 2.Making more efficient mobile
Demands technology
3.Tablet devices to increase customer
facing time

LEGAL ENVIRONMENTAL
1.Working Legal & regulatory bodies 1.Sustainable practices leading to decrease
within organisation in CO2 emissions
2.Tweak in laws due to Brexit to affect 2.Increase in usage of efficient sources of
sales energy

Competitor Analysis:

The major competitor in this business is “Farmers.live” where they are

established online combine pesticide seller but this have an edge over their
competitor because none of the platforms provide drop service of the pesticide,
 Customer Analysis:

During harvesting period customer may undergo difficulties in finding the

harvesters and they spend more money without realizing the market price
of the rentals in their state.

Unmet Needs:

Still a large proportion of farmers does not know how to contact pesticide
dealers and there is a lack of reach technical needs of online E-commerce
web portal for pesticide booking.

Profession: farmers

Age : 22-60

Gender: all genders

Target Customers
1. Farmers
2. More insect affecting fields
3. Dry lands

SETTING PRODUCT GOAL:

• A broad-spectrum fungicide is needed for control of diseases in European
cereals and other high-value commodities such as fruits and vegetables.
• A broad spectrum insecticide is needed to control chewing insects in fruit and
vegetable production.
• A nematicide is needed for high-value fruit and vegetable crops.
PRICING:

1st 2nd
Items/duration 1st month quartey quarletely 1st year 2nd year

Office & ₹ ₹ ₹ ₹ ₹
related 25,000.00 75,000.00 75,000.00 3,00,000.00 3,00,000.00
expenses

Website server ₹ ₹ ₹ ₹ ₹
25,000.00 75,000.00 75,000.00 3,00,000.00 3,00,000.00

Salary for staff ₹ ₹ ₹ ₹ ₹

25,000.00 75,000.00 75,000.00 3,00,000.00 3,00,000.00

₹ ₹ ₹ ₹ ₹
Marketing 1,00,000.00 2,50,000.00 2,00,000.00 1,50,000.00 1,00,000.00

₹ ₹ ₹ ₹ ₹
Expenses 1,90,000.00 5,20,000.00 4,70,000.00 12,30,000.00 11,80,000.00

₹ ₹ ₹ ₹ ₹
Sales 3,00,000.00 9,00,000.00 18,00,000.00 60,00,000.00 1,20,00,000.00

Sales vs Expenses
₹ 1,40,00,000.00

₹ 1,20,00,000.00

₹ 1,00,00,000.00

₹ 80,00,000.00

₹ 60,00,000.00

₹ 40,00,000.00

₹ 20,00,000.00

₹-

1st month 1st quartely 2nd uarterly 1st year 2nd year

Expenses Sales
INTRODUCING THE PRODUCT TO THE CUSTOMERS :
The Food Quality Protection Act and the Federal Insecticide, Fungicide, and
Rodenticide Act prohibit the manufacturer from advertising or promoting any
product before an EPA registration number is assigned. This includes distributing
promotional caps or other forms of advertisement bearing the product logo.
However, the manufacturer is allowed to distribute educational bulletins to
dealers who will sell the new product. Once the product has an official EPA
registration number, the company activates a multimedia advertising campaign
focused toward potential customers, primarily, but also distributors and dealers.
The manufacturer’s research and development staff work closely with the sales
force usually a year before the company expects to launch the product to make
sure they thoroughly understand the product’s strengths and weaknesses.
The sales staff will listen to classroom presentations and visit demonstration
plots, learning details about the product’s
• performance expectations,
• potential niche in the market,
• projected competitiveness against competitors’ products,
• advertising,
• availability (which markets will get it first), and
• promotional programs used for advancement into channels of trade.

EXTENDING THE PRODUCTS:

As previously discussed, most products are developed and marketed initially for
large-scale agriculture since its financial base is large enough to underwrite the
necessary research. The active ingredient is provided to scientists in noncrop
markets urban pest control, greenhouse, aquatic, ornamental, turf, right-of-way,
etc. during the second year of field testing. Customers outside traditional
agricultural markets have needs driven by some of the following factors: •
Resistance or loss of performance of current products • Loss of EPA registrations
for some uses of existing products.Customers looking for newer solutions
perceived as safer for human health and the environment .Customers seeking
better integrated pest management solutions Needs in noncrop markets and
smaller agricultural segments tend to differ from traditional agricultural uses:
Formulations designed to fit the agricultural market do not always align with
smaller-use customer needs; they may be highly concentrated, requiring dilution,
and packaged in large quantities. Over-the counter products for small uses tend
to come ready to use or in less concentrated form and in smaller packages because
this is what small-use customers prefer.

FEEDBACK:
Manufacturers want unbiased feedback on the performance of their products and
services, on their reputation, and on their competitors’ products. The process
starts with the manufacturer conducting qualitative interviews with customers
from around the globe. The company names the key markets on which to focus,
outlines specific objectives, and recommends key questions for marketers to ask.

BUDGET DETAILS AND FORECAST:

Time period Expenses Sales Profit

1st month ₹ 1,90,000.00 ₹ 3,00,000.00 ₹ 1,10,000.00

1st quartely ₹ 5,20,000.00 ₹ 9,00,000.00 ₹ 3,80,000.00

2nd quarterly ₹ 4,70,000.00 ₹ 18,00,000.00 ₹ 13,30,000.00

1st year ₹ 12,30,000.00 ₹ 60,00,000.00 ₹ 47,70,000.00

2nd year ₹ 11,80,000.00 ₹ 1,20,00,000.00 ₹ 1,08,20,000.00

 Forecast
₹ 1,20,00,000.00

₹ 1,00,00,000.00

₹ 80,00,000.00

₹ 60,00,000.00

₹ 40,00,000.00

₹ 20,00,000.00

₹-
1st month 1st quartely 2nd quarterly 1st year 2nd year

quarterly
Expenses Sales Profit

BRANDING:
Developing a brand name for the new product is a critical step in the marketing
process. Trademark laws and industry groupings make this process highly
complex and challenging. Pesticide products are in the same category as
veterinary and pharmaceutical products, so it can be difficult to find a brand name
that does not conflict with others currently in use. Each company is looking for
something easy to remember that reflects the desired positioning. Finalization of
all product manufacturing details also must be addressed. If an outside vendor is
used, the manufacturer’s process engineers begin working with the contractor to
make sure it has the plant capacity, equipment, and processes in place to meet
label specifications; stringent environmental health and safety requirements must
be satisfied as well.
CORE VALUES FOR THIS BRANDING:
TRUST. LIKE THE EARTH, WE ARE DEPENDABLE.
We work with integrity of purpose, honesty in action and fairness in all our
dealings.

ADAPTABILITY. ADAPTIVE, LIKE WATER.

Constantly transforming ourselves like water, we are nimble footed and highly
responsive to change.

SPEED. BLAZING AHEAD, LIKE FIRE.

Quick and agile, like fire we constantly strive to work with speed in the way we
observe, think and act.

INNOVATION. ENLIVENING, LIKE THE AIR.

The constant quest for horizon, the never ending search for a better, newer way
to do things. Innovation is a way of life for us.

CONCLUSION:
The decision of a company to invest in the discovery, development, and launch
of a new pesticide carries a high level of risk. It begins with an expectation or
assumption of future needs and gets translated into goals which, if innovative
discoveries are made, transform into actionable projects.
Undertaking pesticide discovery, development, and launch is very high-risk, and
successful recovery of investment is never guaranteed. No manufacturer commits
without diligently assessing all the risks, and only a few large enterprises sustain
a presence in the pesticide market. Exceeding customers’ needs and expectations
is mandatory for the success of any new technology. Successful companies
continually introduce innovative, lower risk technologies to minimize the impact
of pests, provide for our safety, and promote a healthy environment for all of us
to enjoy.