INDEX S.NO. CONTENTS page no.

01. Introduction 02. Backgrounds of the Training 03. Company profile 04. Purpose of the Training 05. Objectives of the Training 06. Scope of the Training 07. Limitation of the Training 08. Research Methodology 09. Data analysis and interpretation Bibliography

INTRODUCTION

INTRODUCTION
A marketing strategy is a process that can allow an organization to concentrate its limited resources on the greatest opportunities to increase sales and achieve a sustainable competitive advantage. A marketing strategy should be centered around the key concept that customer satisfaction is the main goal. Key part of the general corporate strategy A marketing strategy is most effective when it is an integral component of firm strategy, defining how the organization will successfully engage customers, prospects, and competitors in the market arena. corporate strategies, corporate missions, and corporate goals. As the customer constitutes the source of a company's revenue, marketing strategy is closely linked with sales. A key component of marketing strategy is often to keep marketing in line with a company's overarching mission statement[4]. Basic theory:
1. 2. 3. Target Audience Proposition/Key Element Implementation

Sectorial tactics and actions

A marketing strategy can serve as the foundation of a marketing plan. A marketing plan contains a set of specific actions required to successfully implement a marketing strategy. For example: "Use a low cost product to attract consumers. Once our organization, via our low cost product, has established a relationship with consumers, our organization will sell additional, higher-margin products and services that enhance the consumer's interaction with the low-cost product or service."
3

A strategy consists of a well thought out series of tactics to make a marketing plan more effective. Marketing strategies serve as the fundamental underpinning of marketing plans designed to fill market needs and reach marketing objectives[5]. Plans and objectives are generally tested for measurable results. A marketing strategy often integrates an organization's marketing goals, policies, and action sequences (tactics) into a cohesive whole. Similarly, the various strands of the strategy , which might include advertising, channel marketing, internet marketing, promotion and public relations can be orchestrated. Many companies cascade a strategy throughout an organization, by creating strategy tactics that then become strategy goals for the next level or group. Each one group is expected to take that strategy goal and develop a set of tactics to achieve that goal. This is why it is important to make each strategy goal measurable. Marketing strategies are dynamic and interactive. They are partially planned and partially unplanned. See strategy dynamics. Strategic models Marketing participants often employ strategic models and tools to analyze marketing decisions. When beginning a strategic analysis, the 3Cs can be employed to get a broad understanding of the strategic environment. An Ansoff Matrix is also often used to convey an organization's strategic positioning of their marketing mix. The 4Ps can then be utilized to form a marketing plan to pursue a defined strategy.

Marketing in Practice
The Consumer-Centric Business There are a many companies especially those in the Consumer Package Goods (CPG) market that adopt the theory of running their business centered around Consumer, Shopper & Retailer needs. Their Marketing departments spend quality time looking for "Growth Opportunities" in their categories by identifying relevant insights (both mindsets and behaviors) on their target Consumers, Shoppers and retail partners. These Growth Opportunities emerge from changes in market trends, segment dynamics changing and also internal brand or operational business challenges.The Marketing team can then prioritize these Growth Opportunities and begin to develop strategies to exploit the opportunities that could include new or adapted products, services as well as changes to the 7Ps. Real-life marketing primarily revolves around the application of a great deal of common-sense; dealing with a limited number of factors, in an environment of imperfect information and limited resources complicated by uncertainty and tight timescales. Use of classical marketing techniques, in these circumstances, is inevitably partial and uneven. Thus, for example, many new products will emerge from irrational processes and the rational development process may be used (if at all) to screen out the worst nonrunners. The design of the advertising, and the packaging, will be the output of the creative minds employed; which management will then screen, often by 'gut-reaction', to ensure that it is reasonable. For most of their time, marketing managers use intuition and experience to analyze and handle the complex, and unique, situations being faced; without easy reference to theory. This will often be 'flying by the seat of the pants', or 'gut-reaction'; where the
5

overall strategy, coupled with the knowledge of the customer which has been absorbed almost by a process of osmosis, will determine the quality of the marketing employed. This, almost instinctive management, is what is sometimes called 'coarse marketing'; to distinguish it from the refined, aesthetically pleasing, form favored by the theorists. "Because the purpose of business is to create a customer, the business enterprise has two--and only these two--basic functions: marketing and innovation. Marketing and innovation produce results; all the rest are costs. Marketing is the distinguishing, unique function of the business."
---

Peter Drucker

"The art and science of choosing target markets and getting, keeping and growing customers through creating, delivering, and communicating superior customer value." ---Philip Kotler and Kevin Lane Keller Marketing is everything and everything is marketing. ---Regis McKenna (1991 Harvard Business Review article) McKenna argued that because marketing management encompasses all factors that influence a company's ability to deliver value to customers; it must be "all-pervasive, part of everyone's job description, from the receptionists to the Board of Directors."

Even though marketing has been defined and conceptualized in various means, the definition propounded by the American Marketing Association (1995) that marketing is the performance of business activities that direct the flow of goods and services from producer to consumer or user serves a general purpose.

Nevertheless, over the years other aspects have been augmented to this basic definition to reflect current developments in marketing. According to Kotler (1997), marketing is typically seen as the task of creating, promoting and delivering goods and services to consumers and businesses; it is defined as a societal process by which individuals and groups obtain what they need and want through creating, offering and freely exchanging products and services of value with others. Thus, marketing is based on the following key concepts: # Needs, wants and demand; # Products (goods and services); # Value, cost and satisfaction; # Exchange and transactions; # Relationships and networks; # Markets; and # Marketers and prospects. It can be said that all marketing begins with the needs of human beings, which relate to items that satisfy needs in one way or another.

On the other hand, wants are specific items that satisfy those needs. A further step is when human beings have a demand for certain items, which constitutes the ability and willingness to purchase them. Products (goods and services) refer to items that people use to satisfy their needs or wants. Products are actually bought in view of the service or satisfaction that it offers.

Key concepts of Marketing

Product Pricing
7

Promotion Distribution/place Service Retail Brand management Marketing effectiveness Market research Marketing strategy Market dominance

Vertical marketing
This relatively recent development integrates the channel with the original supplier producer, wholesalers and retailers working in one unified system. This may arise because one member of the chain owns the other elements (often called `corporate systems integration'); a supplier owning its own retail outlets, this being 'forward' integration. It is perhaps more likely that a retailer will own its own suppliers, this being 'backward' integration. (For example, MFI, the furniture retailer, owns Hygena which makes its kitchen and bedroom units.) The integration can also be by franchise (such as that offered by McDonald's hamburgers and Benetton clothes) or simple cooperation (in the way that Marks & Spencer co-operates with its suppliers).

Alternative approaches are 'contractual systems', often led by a wholesale or retail co-operative, and `administered marketing systems' where one (dominant) member
8

of the distribution chain uses its position to co-ordinate the other members' activities. This has traditionally been the form led by manufacturers.

The intention of vertical marketing is to give all those involved (and particularly the supplier at one end, and the retailer at the other) 'control' over the distribution chain. This removes one set of variables from the marketing equations. Other research indicates that vertical integration is a strategy which is best pursued at the mature stage of the market (or product). At earlier stages it can actually reduce profits. It is arguable that it also diverts attention from the real business of the organization. Suppliers rarely excel in retail operations and, in theory, retailers should focus on their sales outlets rather than on manufacturing facilities ( Marks & Spencer, for example, very deliberately provides considerable amounts of technical assistance to its suppliers, but does not own them).

Horizontal marketing
A rather less frequent example of new approaches to channels is where two or more non-competing organizations agree on a joint venture - a joint marketing operation because it is beyond the capacity of each individual organization alone. In general, this is less likely to revolve around marketing synergy.

Activities and functions

The marketing process model based on the publications of Philip Kotler. It consists of 5 steps, beginning with the market & environment research. After fixing the targets and setting the strategies, they will be realised by the marketing mix in step 4. The last step in the process is the marketing controlling.

Marketing management therefore encompasses a wide variety of functions and activities, although the marketing department itself may be responsible for only a subset of these. Regardless of the organizational unit of the firm responsible for managing them, marketing management functions and activities include the following:

Marketing research and analysis

In order to make fact-based decisions regarding marketing strategy and design effective, cost-efficient implementation programs, firms must possess a detailed, objective understanding of their own business and the market in which they operate.[5] In analyzing these issues, the discipline of marketing management often overlaps with the related discipline of strategic planning. Traditionally, marketing analysis was structured into three areas: Customer analysis, Company analysis, and Competitor analysis (so-called "3Cs" analysis). More recently, it has become fashionable in some marketing circles to divide these further into certain

10

five "Cs": Customer analysis, Company analysis, Collaborator analysis, Competitor analysis, and analysis of the industry Context. The focus of customer analysis is to develop a scheme for market segmentation, breaking down the market into various constituent groups of customers, which are called customer segments or market segments. Marketing managers work to develop detailed profiles of each segment, focusing on any number of variables that may differ among the segments: demographic, psychographic, geographic, behavioral, needsbenefit, and other factors may all be examined. Marketers also attempt to track these segments' perceptions of the various products in the market using tools such as perceptual mapping. In company analysis, marketers focus on understanding the company's cost structure and cost position relative to competitors, as well as working to identify a firm's core competencies and other competitively distinct company resources. Marketing managers may also work with the accounting department to analyze the profits the firm is generating from various product lines and customer accounts. The company may also conduct periodic brand audits to assess the strength of its brands and sources of brand equity.[6] The firm's collaborators may also be profiled, which may include various suppliers, distributors and other channel partners, joint venture partners, and others. An analysis of complementary products may also be performed if such products exist. Marketing management employs various tools from economics and competitive strategy to analyze the industry context in which the firm operates. These include Porter's five forces, analysis of strategic groups of competitors, value chain analysis and others.[7] Depending on the industry, the regulatory context may also be important to examine in detail.

11

In Competitor analysis, marketers build detailed profiles of each competitor in the market, focusing especially on their relative competitive strengths and weaknesses using SWOT analysis. Marketing managers will examine each competitor's cost structure, sources of profits, resources and competencies, competitive positioning and product differentiation, degree of vertical integration, historical responses to industry developments, and other factors. Marketing management often finds it necessary to invest in research to collect the data required to perform accurate marketing analysis. As such, they often conduct market research (alternately marketing research) to obtain this information. Marketers employ a variety of techniques to conduct market research, but some of the more common include:

Qualitative marketing research, such as focus groups Quantitative marketing research, such as statistical surveys Experimental techniques such as test markets Observational techniques such as ethnographic (on-site) observation

Marketing managers may also design and oversee various environmental scanning and competitive intelligence processes to help identify trends and inform the company's marketing analysis.

Marketing strategy
Once the company has obtained an adequate understanding of the customer base and its own competitive position in the industry, marketing managers are able to make key strategic decisions and develop a marketing strategy designed to maximize the revenues and profits of the firm. The selected strategy may aim for any of a variety of specific objectives, including optimizing short-term unit margins, revenue growth, market share, long-term profitability, or other goals.

12

To achieve the desired objectives, marketers typically identify one or more target customer segments which they intend to pursue. Customer segments are often selected as targets because they score highly on two dimensions: 1) The segment is attractive to serve because it is large, growing, makes frequent purchases, is not price sensitive (i.e. is willing to pay high prices), or other factors; and 2) The company has the resources and capabilities to compete for the segment's business, can meet their needs better than the competition, and can do so profitably.[5] In fact, a commonly cited definition of marketing is simply "meeting needs profitably." [8] The implication of selecting target segments is that the business will subsequently allocate more resources to acquire and retain customers in the target segment(s) than it will for other, non-targeted customers. In some cases, the firm may go so far as to turn away customers that are not in its target segment. The doorman at a swanky nightclub, for example, may deny entry to unfashionably dressed individuals because the business has made a strategic decision to target the "high fashion" segment of nightclub patrons. In conjunction with targeting decisions, marketing managers will identify the desired positioning they want the company, product, or brand to occupy in the target customer's mind. This positioning is often an encapsulation of a key benefit the company's product or service offers that is differentiated and superior to the benefits offered by competitive products.[9] For example, Volvo has traditionally positioned its products in the automobile market in North America in order to be perceived as the leader in "safety", whereas BMW has traditionally positioned its brand to be perceived as the leader in "performance." Ideally, a firm's positioning can be maintained over a long period of time because the company possesses, or can develop, some form of sustainable competitive advantage.
[10]

The positioning should also be sufficiently relevant to the target segment such that

it will drive the purchasing behavior of target customers.[9]

13

Implementation planning

The Marketing Metrics Continuum provides a framework for how to categorize metrics from the tactical to strategic.

After the firm's strategic objectives have been identified, the target market selected, and the desired positioning for the company, product or brand has been determined, marketing managers focus on how to best implement the chosen strategy. Traditionally, this has involved implementation planning across the "4Ps" of marketing: Product management, Pricing, Place (i.e. sales and distribution channels), and Promotion. Taken together, the company's implementation choices across the 4Ps are often described as the marketing mix, meaning the mix of elements the business will employ to "go to market" and execute the marketing strategy. The overall goal for the marketing mix is to consistently deliver a compelling value proposition that reinforces

14

the firm's chosen positioning, builds customer loyalty and brand equity among target customers, and achieves the firm's marketing and financial objectives. Ngalax said that, In many cases, marketing management will develop a marketing plan to specify how the company will execute the chosen strategy and achieve the business' objectives. The content of marketing plans varies from firm to firm, but commonly includes:

An executive summary Situation analysis to summarize facts and insights gained from market research and marketing analysis

The company's mission statement or long-term strategic vision A statement of the company's key objectives, often subdivided into marketing objectives and financial objectives

The marketing strategy the business has chosen, specifying the target segments to be pursued and the competitive positioning to be achieved

Implementation choices for each element of the marketing mix (the 4Ps)

Project, process, and vendor management

Once the key implementation initiatives have been identified, marketing managers work to oversee the execution of the marketing plan. Marketing executives may therefore manage any number of specific projects, such as sales force management initiatives, product development efforts, channel marketing programs and the execution of public relations and advertising campaigns. Marketers use a variety of project management techniques to ensure projects achieve their objectives while keeping to established schedules and budgets. More broadly, marketing managers work to design and improve the effectiveness of core marketing processes, such as new product development, brand management,
15

marketing communications, and pricing. Marketers may employ the tools of business process reengineering to ensure these processes are properly designed, and use a variety of process management techniques to keep them operating smoothly. Effective execution may require management of both internal resources and a variety of external vendors and service providers, such as the firm's advertising agency. Marketers may therefore coordinate with the company's Purchasing department on the procurement of these services.

Organizational management and leadership

Marketing management usually requires leadership of a department or group of professionals engaged in marketing activities. Often, this oversight will extend beyond the company's marketing department itself, requiring the marketing manager to provide cross-functional leadership for various marketing activities. This may require extensive interaction with the human resources department on issues such as recruiting, training, leadership development, performance appraisals, compensation, and other topics. Marketing management may spend a fair amount of time building or maintaining a marketing orientation for the business. Achieving a market orientation, also known as "customer focus" or the "marketing concept", requires building consensus at the senior management level and then driving customer focus down into the organization. Cultural barriers may exist in a given business unit or functional area that the marketing manager must address in order to achieve this goal. Additionally, marketing executives often act as a "brand champion" and work to enforce corporate identity standards across the enterprise. In larger organizations, especially those with multiple business units, top marketing managers may need to coordinate across several marketing departments and also resources from finance, research and development, engineering, operations,
16

manufacturing, or other functional areas to implement the marketing plan. In order to effectively manage these resources, marketing executives may need to spend much of their time focused on political issues and inte-departmental negotiations. The effectiveness of a marketing manager may therefore depend on his or her ability to make the internal "sale" of various marketing programs equally as much as the external customer's reaction to such programs.[8]

Reporting, measurement, feedback and control systems

Marketing management employs is a variety of metrics to measure progress against objectives. It is the responsibility of marketing managers in the marketing department or elsewhere to ensure that the execution of marketing programs achieves the desired objectives and does so in a cost-efficient manner. Marketing management therefore often makes use of various organizational control systems, such as sales forecasts, sales force and reseller incentive programs, sales force management systems, and customer relationship management tools (CRM). Recently, some software vendors have begun using the term "marketing operations management" or "marketing resource management" to describe systems that facilitate an integrated approach for controlling marketing resources. In some cases, these efforts may be linked to various supply chain management systems, such as enterprise resource planning (ERP), material requirements planning (MRP), efficient consumer response (ECR), and inventory management systems. Measuring the return on investment (ROI) of and marketing effectiveness various marketing initiatives is a significant problem for marketing management. Various market research, accounting and financial tools are used to help estimate the ROI of marketing investments. Brand valuation, for example, attempts to identify the percentage of a company's market value that is generated by the company's brands, and thereby estimate the financial value of specific investments in brand equity.
17

Another technique, integrated marketing communications (IMC), is a CRM databasedriven approach that attempts to estimate the value of marketing mix executions based on the changes in customer behavior these executions generate.[11] Marketing effectiveness is the quality of how marketers go to market with the goal of optimizing their spending to achieve good results for both the short-term and longterm. It is also related to Marketing ROI and Return on Marketing Investment (ROMI). Marketing effectiveness has four dimensions:

Corporate Each company operates within certain bounds. These are determined by their size, their budget and their ability to make organizational change. Within these bounds marketers operate along the five factors described below.

Competitive Each company in a category operates within a similar framework as described below. In an ideal world, marketers would have perfect information on how they act as well as how their competitors act. In reality, in many categories have reasonably good information through sources, such as, IRI or Nielsen. In many industries, competitive marketing information is hard to come by.

Customers/Consumers Understanding and taking advantage of how customers make purchasing decisions can help marketers improve their marketing effectiveness. Groups of consumers act in similar ways leading to the need to segment them. Based on these segments, they make choices based on how they value the attributes of a product and the brand, in return for price paid for the product. Consumers build brand value through information. Information is received through many sources, such as, advertising, word-of-mouth and in the (distribution) channel often characterized with the purchase funnel, McKinsey & Company concept. Lastly, consumers consume and make purchase decisions in certain ways.

Exogenous Factors There are many factors outside of our immediate control that can impact the effectiveness of our marketing activities. These can include the 18

weather, interest rates, government regulations and many others. Understanding the impact these factors can have on our consumers can help us to design programs that can take advantage of these factors or mitigate the risk of these factors if they take place in the middle of our marketing campaigns.

There are five factors driving the level of marketing effectiveness that marketers can achieve:
1. Marketing Strategy Improving marketing effectiveness can be achieved by employing a superior marketing strategy. By positioning the product or brand correctly, the product/brand will be more successful in the market than competitors products/brands. Even with the best strategy, marketers must execute their programs properly to achieve extraordinary results. 2. Marketing Creative Even without a change in strategy, better creative can improve results. Without a change in strategy, AFLAC was able to achieve stunning results with its introduction of the Duck (AFLAC) campaign. With the introduction of this new creative concept, the company growth rate soared from 12% prior to the campaign to 28% following it. (See references below, Bang) 3. Marketing Execution By improving how marketers go to market, they can achieve significantly greater results without changing their strategy or their creative execution. At the marketing mix level, marketers can improve their execution by making small changes in any or all of the 4-Ps (Product, Price, Place and Promotion) (Marketing) without making changes to the strategic position or the creative execution marketers can improve their effectiveness and deliver increased revenue. At the program level marketers can improve their effectiveness by managing and executing each of their marketing campaigns better. It's commonly known that consistency of a Marketing Creative strategy across various media (e.g. TV, Radio, Print and Online), not just within each individual media message, can amplify and enhance impact of the overall marketing campaign effort. Additional examples would be improving direct mail through a better call-to-action or editing web site 19

content to improve its organic search results, marketers can improve their marketing effectiveness for each type of program. A growing area of interest within (Marketing Strategy) and Execution are the more recent interaction dynamics of traditional marketing (e.g. TV or Events) with online consumer activity (e.g. Social Media). (See references below, Brand Ecosystems) Not only direct product experience, but also any stimulus provided by traditional marketing, can become a catalyst for a consumer brand "groundswell" online. (See references below, Groundswell) 4. Marketing Infrastructure (also known as Marketing Management) Improving the business of marketing can lead to significant gains for the company. Management of agencies, budgeting, motivation and coordination of marketing activities can lead to improved competitiveness and improved results. The overall accountability for brand leadership and business results is often reflected in an organization under a title within a (Brand management) department. 5. Exogenous Factors - Generally out of the control of marketers external or exogenous factors also influence how marketers can improve their results. Taking advantage of seasonality, interests or the regulatory environment can help marketers improve their marketing effectiveness.

Criticism and defense of marketing effectiveness

The practice of marketing effectiveness is often criticized because it allegedly only focuses on short term revenue gains. When, in fact, by definition, it concentrates on marketing actions that can be taken to improve both short and long term results. Short term results improvements are measured in terms of revenue gains. Long term improvements are typically measured in terms of gains in brand equity in the minds of a companys customers.

20

BACKGROUNDS OF THE TRAINING

21

BACKGROUNDS OF THE TRAINING

In deciding what or which product (whether goods or services) to purchase, it is vital for the customer to decide on the value of the product that is capable of satisfying his needs.

In wanting to possess such a product, he has to pay a price (cost). Hence, in making a decision to purchase an item, the customer will consider both the value and the price. After he has decided on the product he wants, it can then be procured via the process of exchange or transactions.

From the above definitions we can draw the following conclusions: It refers to the management process which identifies, anticipates and supplies customer requirements efficiently and profitably. The way a business organization identifies its customers, defines and develops the products or services that its customers want, and sells and distributes those products or services to customers. The total of activities involved in the transfer of goods from the producer or seller to the consumer or buyer, including advertising, shipping, storing, and selling. It means holding for sale or displaying for sale, offering for sale, selling, delivering or placing on the market in any other form.

22

COMPANY PROFILE

23

COMPANY PROFILE
About Us - Corporate
About UPL United Phosphorus Limited (UPL) incorporated in1969 is a leading global producer of crop protection products, intermediates, specialty chemicals and other industrial chemicals. UPL has its presence across value added Agri inputs ranging from seeds to

crop protection and post harvest activity. Being the largest manufacturer of agrochemicals in India, we offer a wide range of products that includes insecticides, Fungicides, Herbicides, Fumigants,PGR and Rodenticides.We operate in every continent and have customer base in 86 countries, making us global player of crop protection products in the world.. The company ranks amongst the top 5 post- patent
24

agrochemical manufacturers in the world.

United Phosphorus Limited has its own subsidiary offices in Argentina, Australia, Bangladesh, Brazil, China, Canada, Denmark, Indonesia, France, Hong Kong, Japan, Korea, Mauritius, Mexico, New Zealand , Russia, Spain, Taiwan, South Africa, USA, UK, Vietnam & Zambia.

MANUFACTURING & FORMULATION: UPL has 21 manufacturing sites (9 in India ,4 in France, 2 in Spain, 1 each in UK, Vietnam, Argentina ,Netherlands, Italy, China) having close support from on-site technical services and quality control. Each one operates to the strictest international quality standards .

Our formulation plant are capable of producing a wide range of sophisticated formulations both for our own needs and as a toll formulator for many multi-national companies. We are constantly looking for new ways to improve our products and services. The efficient synthesis of active ingredients is the core of our success and we are pioneers of' backward integration' in agrochemicals and this approach secures reliable raw materials for multi-site manufacturing through an extensive downstream range of products and services. UPL is one of the world's few companies to manufacture complex organo-phosphorus compounds starting from the basic raw material, rock phosphate ore .This strategy has now been extended to other products, the most recent being an integrated caustic chlorine plant using the latest membrane technology, creating basic building blocks for agrochemicals and specialty chemicals.

Research and Development and Registration Working closely with customers in the marketplace, UPL
25

recognizes the requirement for the highest level of support in product research, development and registration. Capability in applied R&D is one of UPL's major corporate strengths. R&D strategy is to continue to invest in innovative formulations that are environment and user friendly, which are essential to the growth of agro chemical companies. Most importantly, UPL is wholly committed to maintaining and expanding its portfolio of registrations globally. Considerable investment has been focused on the regulatory requirements for registration support.

UPL has a dedicated registrations team, which works closely with customers and registration authorities. Registrations activity is greatly assisted by UPL's access to the internationally recognized Jai Research Foundation an independent centre of excellence for research and toxicology with Good Laboratory Practice (GLP) status.

UPL has the commitment and capability to offer total support from start to finish in the agricultural sector.

Customer Support Our aim is to build successful long-term relationship with customers, to understand their needs and deliver real performance in use benefits. As a reliable and dynamic partner our areas of expertise cover registration, manufacture & formulation, technical support and marketing. We are large enough to offer comprehensive support and yet small enough to be attentive to our customers needs

PRODUCT DEVELOPMENT: We aim to accurately meet the needs of our markets across the world through the development and introduction of existing and new products, both branded and generic. These products are developed to meet, and exceed our customers' expectations in the areas of quality and performance. We are constantly striving to acquire new products that will benefit our customers
26

whilst at the same time seeking to develop and improve our existing product portfolio.

ENVIRONMENTALLY RESPONSIBLE:

Quality & Environmental Care UPL's quality control (QC) approach is based on the clear target of "Zero Defect". Each stage of production from raw material sourcing, through manufacturing to postproduction are closely monitored. UPL has also committed substantial investment to maintain and improve high standards of environmental care. This concern is designed into UPL's processes and manufacturing plants at the outset to minimize effluents and energy use. Effluent is treated on site wherever possible to ensure high standards set are not compromised by operators outside UPL's control.

As a company we place great emphasis on contributing to a sustainable society. Care is taken to ensure that raw materials and energy are used efficiently across the production process. We recognize that our processes may have an impact on the environment and as a result we are committed to continuously improving our environmental performance to minimize this.

All our units are certified under the ISO 9001 for quality assurance, 14001 for Environment Pollution Control norms and OHSAS 18001 for healthy and safety.

27

Products

UPL is the largest producer in India of crop protection products with a wide range of products that include fumigants, fungicides, insecticides, rodenticides and herbicides and has established a broad product line that caters to the crop protection needs of a plant during all stages of growth. This broad product range has given our company a competitive edge in terms of market penetration.

UPL's quality control (QC) approach is based on the clear target of "Zero Defect". Each stage of production from raw material sourcing through manufacturing to post-production are closely monitored. UPL has also committed substantial investment to maintain and improve high standard of environmental care.

New products have been introduced virtually in every year of the company's history in response to the specific needs of a changing market.

UPL offers 'total crop protection' with a comprehensive product range and a sales support operation in every continent.

28

UPL has developed more than 100 insecticides, fungicides, herbicides, fumigants and rodenticides for every stage of the growing cycle:

29

Products Insecticides

Agro Chemicals Herbicides Active Ingredients Fungicides Active Ingredients Fumigants Active Ingredients Rodenticides Active Ingredients

Pyrethroids Active Ingredients Formulations Country Specifics Organo Active

Formulations Formulations Formulations Formulations

phosphorus Ingredients Formulations Country Specifics Country Specifics Country Specifics Country Specifics Country Specifics

United Phosphorous Ltd. (UPL) is in the business of Manufacturing and Marketing of

Caustic Chlorine White Phosphorus Industrial Chemicals Speciality Chemicals Captive Power Generation of 48.5 MW

UPL Industries with a strong technical strength and wide range of speciality chemicals is all set to contribute in terms of export of its products. More than 20 % of the total production of speciality chemicals from UPL will be exported.

30

United Phophorus Limited today, has the widest range of generic agrochemical and other chemical intermediates. Over and above, a good market in India, these agrochemicals are exported to more than 100 countries in the world.

Brand Name BEETUP COMPACT

Product Name Phenmedipham 8% + Desmedipham 8% E.C.

CHLORBAN COPTER CYRUX DOOM FENKILL

Chlorpyriphos 20%, 40%, 48% E.C. Copper Oxychloride 50% WP Cypermethrin 20%, 25%,50% E.C. Dichlorvos25%,50%,76% E.C. Fenvalerate 3%, 5%, 5.5%, 10%, 20%, 30% E.C. & 0.4

FLORA FURAN INSUF KAABU KINADON KINALUX

Trifluralin 48% E.C. Carbofuran 3% CG Sulpher 80% WP Metoxuron 80% WP Phosphamidon 10%,50%,85% SL. Quinalphos 10%,25% E.C. 1.5% D.P. & 5% G.

LANCER MAGNAPHOS MITKILL NUGOR OORJA

Acephate 75% SP Magnesium Phosphide Ethion 50% EC Dimethoate 30% E.C. Chlopropham 50% HN
31

PERKILL

Permethrin 2.2%, 5%, 10% 25%, 34%, 50% E.C. 5% SG

PHOSKILL

Monocrotophos15%,36%,40%,55%,60% SL

QUICKPHOS SAAF SWEEP THIOKILL TIKTOK UMET UNILAX UNIQUAT USTAAD UTHANE VIJETA VIRAAT ZOOM

Aluminium Phosphide 56% & 66% Carbendazim 12% + Mancozeb 63% WP Glyphosate 41% SL Endosulfan 35% E.C. Dicofol 18.5% E.C. Phorate 10% CG Metalaxyl 8% + Mancozeb 64% WP Paraquat Dichloride 24% SL Cypermethrin 3%,5%,5.5%, 10% E.C. Mancozeb 75%, 80% WP Isoproturon 50% Flowable Cypermethrin 3% + Quinalphos 20% E.C.
Carbenzadim 50% WP

32

PURPOSE OF THE TRAINING

33

PURPOSE OF THE TRAINING

Focuses on an efficient movement of goods from manufacturers to intermediaries and the consumer Provide intermediaries and customers with the right products, in the right quantities, in the right locations, at the right time Effective physical distribution saves cost and improves customer service levels Concerns the balance between cost reduction and meeting customer service requirements Analyze the market in terms of customer service needs and price sensitivity There may be possible conflicts between elements of physical distribution itself

34

OBJECTIVES OF THE TRAINING

35

OBJECTIVES OF THE TRAINING

Objective of the Training are as under
PRIMARY OBJECTIVES
To analyse the marketing strategy of UPL

SECONDARY OBJECTIVES

To find specific communication task to be achieved with a specific target audience by market penetration strategy of UPL

To know need of market penetration strategy of UPL Effectiveness and performance of Distribution Channel management of UPL

Usefulness and presentation of Distribution Channel management of UPL. Utility and appearance of Distribution Channel management of UPL.

36

SCOPE OF THE TRAINING

37

SCOPE OF THE TRAINING

Scope of the Training is as

To know how Marketing Strategy of company work in Ahamadpur Avoid chaos and maximize efficiency Which channel is supposed to serve which customers? Which channel does what tasks of the sales function, and for which customers? Which channel gets compensated for which customers and for what tasks? Each time a channel is added, the existing relationships, responsibilities, and compensation structures among various channel members are altered

Customers reactions to these new relationships and responsibilities are very Important.

Confusions and conflicts among various channels should be addressed

38

LIMITATION OF THE TRAINING

39

LIMITATION OF THE TRAINING

Limitation of the present Training can be summarized below: The respondents were limited and cannot be treated as the whole population. The respondents may be biased. Time was the major constraint. The accuracy of indications given by the respondents may not be consider adequate Due to language Problem it is possible that the respondents are not able to understand the questionnaire and can cause misleading results.

40

RESEARCH METHODOLOGY

41

RESEARCH METHODOLOGY
Problem discovery and definition According to Malhotra and Birks (2003, p.31), problem definition can be defined the general problem and the identification of the specific components of the research problem. Parasuraman (1991) refer that is critical to define the problem in order to communicate it correctly to both decision - makers and researchers, however at the same time we should fully understand the scope and the nature of the problem avoiding any misconceptions. Research design The Research Design is the blueprint that enables the investigator to come up with solutions to these problems and guides him or her in the various stages of the research (Nachmias and Nachmias, 1996; Churchill, 1991). Research design involves different research techniques that we are going to use to get the information needed relevant to the problem, the measurement and scaling techniques for understanding the collected information, the questionnaire design etc (Lawley and Gardiner, 1999; Malhotra and Birks, 2003). Also Tull and Hawkins (1987) argue that one of important research designs goals is to maximize the accuracy of the gathered information to create a proper budget level. Research design can be broadly classified in some basic types. One useful classification is the one that is related with the main target of the research into three
42

main categories which are: (i) Exploratory research, (ii) Descriptive research and (iii) Causal research (e.g. Churchill, 1979; Green and Tull, 1978). DATA COLLECTION PRIMARY DATA SOURCES

Through interaction with dealer

Through questionnaires filled from the dealer

1.

SECONDARY DATA SOURCES:

Through internet, various official sites of the companies. Through pamphlets and brochures of the companies. Journals & Magazine

PERIOD OF TRAINING: 8 weeks SAMPLE SIZE: 30

SAMPLING DESIGN The sample of the research will be taken from the Berasia in M.P.

43

AREA OF TRAINING: Berasia

44

TOOLS USED There are several methods of collecting primary data, particularly in surveys and descriptive researches. Important are: i. ii. iii. iv. Observation method Through questionnaires Through schedules Interview method

To know the response. I have used the questionnaire method in sample survey. If one wishes to find what people think or know, the logical procedure is to ask them. This has led marketing researchers to use the questionnaire technique for collecting data more than any other method.

In this method questionnaire were distributed to the respondents and they were asked to answer questions in the questionnaire. The questionnaires were structured non-disguised questionnaire because the questions, which the questionnaire contained, were arranged in a specific order besides every question asked were logical for the Training, no question can be termed as irrelevant. The questionnaire, were non-disguised because the questionnaire were constructed so that the objective is clear to the respondent. The respondents were aware of the objective. They knew why they were asked to fill the questionnaire. Sampling

For carrying out any research or Training on any subject it is very difficult to cover even 10% of the population. Therefore the sample size has to be decided for a meaningful conclusion. For designing the sample size, it was thought proper to cover
45

a very small percentage of population in various age groups.

The method used for sample technique was non probability convemence sampling method. This method was used because it was not know previously as to whether a particular person will be asked to fill the questionnaire. Convenient sampling is used because only those people were asked to fill the questionnaires who were easily accessible and available to the researcher. Considering the constraints, it was decided to conduct the Training based on sample size of 30 people in specific age groups. Scientific method was adopted in this Training because of financial constraints and also because of lack of time, also the basic aim of doing the research was academic, hence most convenient way was selected. Type of data Secondary data: The data which is used for the research is secondary data. The secondary data is the data which is duplicate of primary data. The data (published or unpublished) which have already been collected and processed by some agency or person and taken over from there and used by any other agency for their statistical work are termed as person and taken over from there and used by any other agency for their statistical work are termed as secondary data as far as second agency is concerned. The second agency if and when it publishes and files such data becomes the secondary source to anyone who later uses these data.

46

DATA ANALYSIS

47

DATA ANALYSIS
Q1. Which company product you are selling?
Options
UPL BASF India limited Bayer Crop science Other

Tick
15 5 2 8

16 14 12 10 8 6 4 2 0 T ick

UPL B FIndia AS lim ited B yer Crop a s cience O ther

Interpretation: 48% of the respondents are getting UPL.

48

Q2. Reasons for selling particular the brand?

Options Margin Demand Others Percentage of Respondents 16 8 6

16 14 12 10 8 6 4 2 0 Marg in D and em Others

Interpretation :

56% of the respondents say that they making the brand.

49

Q3. Which Brand is better?

Options
UPL BASF India limited Bayer Crop science Other

Percentage of Respondents 12 8 2 8

12 10 8 6 4 2 0 Percenta e ofR pondents g es

UPL B FIndia AS lim ited B y Crop a er s cience O ther

Interpretation : Most of the respondents say that UPl provides better service.

50

Q4. Which Brand is better in terms of customer Demand ?

Options

Percentage of Respondents

UPL BASF India limited Bayer Crop science Other

10 10 2 8

10 8 6 4 2 0 Percenta e ofR pondents g es

UPL B FIndia AS lim ited B yer Crop a s cience O ther

Interpretation: 60% of the respondents say that customers demand UPL more.

51

Q5. Do you think that the marketing strategy of company attracts customer?
Options Yes No Percentage of Respondents 68 32

70 60 50 40 30 20 10 0 Yes No Series1

Interpretation : 68% of the respondents say that material attract retail.

52

Q6. How is the overall marketing policy of the company ?

Options Good Average Poor

Percentage of Respondents 36 42 22

45 40 35 30 25 20 15 10 5 0 Good Average Poor Series1

Interpretation : 42% of the respondents say that the OVERALL policy of the company is average, 36% of the respondents say that the policy is good.

53

Q7. Does the company provide you service in time ?

Options Yes No

Percentage of Respondents 80 20

80 70 60 50 40 30 20 10 0 Yes No Series1

Interpretation : 80% of the respondents say that they get in time.

Q8. Is the service provided by the company are effective in Ahamadpur ?

Options Yes No

Percentage of Respondents 53 44

60 50 40 30 20 10 0 Yes No Series1

Interpretation : 56% of the respondents say that service is effective.

55

Q9. Are you facing any problem in distribution?

Options Yes No

Percentage of Respondents 24 76

Yes No

interpretation: Most of the respondents are not have problem

56

Q10. What are the responses of customers toward distribution?

Options Excellent Good Average Poor Can't Say 5

Percentage of Respondents

10 12 6 17

18 16 14 12 10 8 6 4 2 0 Excellent Average Can't Say Series1

Interpretation:
Most of the respondents saying excellent distribution

57

CONCLUSION

58

CONCLUSION
Frequently there may be a chain of intermediaries; each passing the product down the chain to the next organization, before it finally reaches the consumer or end-user. This process is known as the 'distribution chain' or the 'channel.' Each of the elements in these chains will have their own specific needs, which the producer must take into account, along with those of the all-important end-user. Recent development integrates the channel with the original supplier - producer, wholesalers and retailers working in one unified system. This may arise because one member of the chain owns the other elements (often called `corporate systems integration'); a supplier owning its own retail outlets, this being 'forward' integration. It is perhaps more likely that a retailer will own its own suppliers, this being 'backward' integration. (For example, MFI, the furniture retailer, owns Hygena which makes its kitchen and bedroom units.) The integration can also be by franchise (such as that offered by McDonald's hamburgers and Benetton clothes) or simple co-operation (in the way that Marks & Spencer co-operates with its suppliers).

Alternative approaches are 'contractual systems', often led by a wholesale or retail cooperative, and `administered marketing systems' where one (dominant) member of the distribution chain uses its position to co-ordinate the other members' activities. This has traditionally been the form led by manufacturers. vertical integration is a strategy which is best pursued at the mature stage of the market (or product). At earlier stages it can actually reduce profits. It is arguable that it also diverts attention from the real business of the organization. Suppliers rarely excel in retail operations and, in theory, retailers should focus on their sales outlets rather than on manufacturing facilities ( Marks & Spencer, for example, very deliberately provides considerable amounts of technical assistance to its suppliers, but does not own them).

59

BIBLIOGRAPHY

60

BIBLIOGRAPHY
BOOK REFERENCES:

Kotler, Philip. (1999):Marketing Management Prentice Hall Of India Pvt. Ltd., New Delhi. Kothari, C.R (2001):Research Methodology, Vishwa Publication., New Delhi Sharma,D.D(2002):Marketing Research,Sultan Chand Sons, New Delhi
V.A.AVADHANI (2006): Security analysis and portfolio management, Himalaya publishing house. 6th Edition. L.M.BHOLE (2005) : Financial institutions and market, Tata Mcgraw hill. FISHER AND JORDEN (2000): Security analysis and portfolio management, Prentice hall.

Verma H.V(1993):Marketing Of Services,Gobal Business Press, New Delhi

News papers:

Business Standard Economic Times www.google.com

WEBSITES:

61

QUESTIONNAIRE

62

QUESTIONNAIRE
The following data will only be used for classification purposes and will be kept strictly confidential

Q1. Which company product you are selling?

Options UPL BASF India limited Bayer Crop science Other Tick

Q2. Reasons for Selling a particular brand? Options Margin Demand Others Tick

Q3. Which Brand is better in terms of margin ?

Options

Tick

UPL BASF India limited Bayer Crop science Other

Q4. Which Brand is better in terms of customer Demand ?

63

Options UPL BASF India limited Bayer Crop science Other

Tick

Q5. Do you think that the marketing strategy of company attracts retailer?

Options Yes No

Q6. How is the overall marketing policy of the company ?

Options Good Average Poor

Q7. Does the company provide you service in time ?

Options Yes No

Q8. Is the service provided by the company are effective in Ahamadpur ?

64

Options Yes No

Q9. Are you facing any problem in distribution?

Options Yes No

Q10. What are the responses of retailers toward distribution?

Options Excellent Good Average Poor Can't Say

65