Report on FMC Corporation by Sanjay Gupta

Table of Contents Contents Contents.........................................................................................................................................1 CHAPTER 1......................................................................................................................................3 INTTRODUCTION.............................................................................................................................3 CORPORATE PROFILE..................................................................................................................6 HISTORY OF FMC.........................................................................................................................8 FMC PAKISTAN..........................................................................................................................19 History Chart:........................................................................................................................21 COMPARISON WITH LEADING COMPATITORS......................................................................21 HUMAN RESOURSE DEPARTMENT............................................................................................23 POLICEY FORMULATION PROCESS:...........................................................................................28 JOB DESCRIPTION......................................................................................................................30 CARER LADDER:.........................................................................................................................34 JOB ASSESSMENT METHODS:...................................................................................................35 Following are the most common types of assessment methods that are used in FMC(United):........................................................................................................................35 Procedure of Assessment......................................................................................................36 Marketing Department:........................................................................................................46 Finance Department:............................................................................................................48 Human Resource Department:.............................................................................................48 PRODUCTION FACILITIES:..........................................................................................................53 Lahore plant:.........................................................................................................................54 Safety & Security Compliance:..................................................................................................59 MARKETING DEPARTMENT:......................................................................................................62 PRODUTS AND SERVICES: .....................................................................................................67 PRODUCT LINE: ....................................................................................................................70 TERMITICIDES:..........................................................................................................................76 FURADAN:.............................................................................................................................80 ANALYSIS OF COMPANY MARKETING/SALES PROCEDURES:.....................................................85

Marketing Planning and Tactics................................................................................................85 Sales Tactics .............................................................................................................................85 Sales & Marketing Administration............................................................................................86 Product Management...............................................................................................................86 Improve Your Sales & Marketing Operation ............................................................................86 PRICING STRATEY:.....................................................................................................................88 DISTRIBUTION STRATIGIES:.......................................................................................................90 Channel decisions.................................................................................................................91 Managerial concerns.................................................................................................................91 Channel motivation..............................................................................................................92 Monitoring and managing channels......................................................................................92 DISTRIBUTION OBJECTIVE:....................................................................................................93 Direct Distribution:...................................................................................................................94 Sunehra Daur:...........................................................................................................................94 Promotional Strategies:............................................................................................................97 Marketing Promotional Policies:...............................................................................................97 BTL (Below the line):.............................................................................................................97 ATL (Above the line):...........................................................................................................102 Direct Marketing:....................................................................................................................104 MARKETING STRATEGY ..........................................................................................................106 SWOT ANALYSIS:.....................................................................................................................108 PEST Analysis ..........................................................................................................................110 BCG Matrix:.............................................................................................................................111 Conclusion..............................................................................................................................121

CHAPTER 1 INTTRODUCTION

VISION IMPROVE THE QUALITY OF LIFE IN PAKISTAN

MISSION STATEMENT (FEEDING THE WORLD, PROTACTING HEALTH, AND PROVIDING THE CONVENIENCES OF LIFE)

INTRODUCTION With superior technology and strong partnership with customers, FMC people are finding solutions that are helping to change people’s lives for the better. Today, FMC maintains leading positions in three chemical markets: Agricultural Products Specialty Chemicals Industrial Chemicals

CORPORATE PROFILE FMC Corporation is diversified chemical company serving agricultural, Industrial and consumer markets globally for more than a century with innovative solutions, applications and quality products. The company employs approximately 5,000 people throughout the world and operates its business in three segments: Agricultural Products Specialty Chemicals Industrial Chemicals Employee’s contribution and teamwork assures the growth of FMC & more importantly, individual growth within the company FMC GLOBAL FMC is a global, diversified chemical company with more than half of business in international markets. FMC provides crop protection and pest control products around the world with environment friendly chemistries and delivery system necessary to ensure a safe and abundant food supply. FMC is a leader in developing innovative and unique solutions to our customers. A strong insecticide portfolio, coupled with next generation herbicide products, reflects FMC’s expertise in discovered, developing and formulating state-of-the-art crop protection products.

In addition FMC offers specialty products for pest control, wood protection, public health and hygiene, stored grain, turf and ornamentals, animal health, and home garden Our strategy for continued growth is straightforward: Continue to invest in research to develop new propriety products. At the same time, we’re continuing our successful label expansion program, which in recent years has added 1,000 new uses for existing products. We’re also maintaining a strong position in application technology by providing safe, convenient and environmentally responsible packaging and delivery systems, as well as localized customer training programs. FMC Corporation is a global diversified chemical company. It is a USA based Multinational Corporation serving agricultural, industrial and specialty markets with innovative solutions, applications and products. The company employs 5,000 people throughout the world. FMC use an array of advanced technologies in research and development to improve the delivery of medications; enhance foods and beverages; power batteries; protect crop yields, structures and lawns, and advance the manufacture of glass, ceramics, plastics, pulp and paper, textiles and other products. FMC United (Pvt) Limited is a subsidiary of FMC Corporation in Pakistan. It provides cost-effective, superior-performing insecticides and herbicides for use on a broad range of crops and pests. FMC Agriculture products groups: With more then half of our business in international markets. FMC's agriculture products group provides crop protection and pest control products around the world with environmentally sound chemistries and delivery system Necessary to ensure a safe and abundant fool supply. A strong insecticide portfolio, coupled with next generation, herbicides products, reflect FMC's expertise in discovering, developing and formulation state of the art crop protection. In addition, FMC offers specialty products for pest control\, wood protection, public health and hygienic, stored grain, turf and ornamental, animal health, home, and garden. Out strategy for growth in agriculture ourselves as a focused player with a concentration on insecticide, select crops and region

FMC Industrial Chemicals: FMC industrial chemicals consists of FMC bio polymer, which serves the food, pharmaceutical, and especially in markets: and FMC Lithium, which serves the pharmaceutical and industrial markets. Our success is keyed to having extensive knowledge of customer's applications and working to find new and proprietary solution to their needs based on our strong research and development capabilities and applications knowledge. We have successfully secured and developed low cost sources of key products, and we are competing increasingly around the world, drives by global expansion or our current customers and the potential of serving new customers. Today sales outside of North America have grown to 55% of these combined businesses. The Specialty Chemicals: FMC is recognized around the world as market leader in industrial chemicals. Our success is based on our low cost position; longer term raw material supply, efficacy, state of the art production and strong industrial/market position. The European market for industrial chemicals is sizeable. From a strong local business in Spain. FMC has evolved into a strong European player, with exports to the Mediterranean area, Middle East and Latina America. Our industrial chemical products play a role in manufacturing products for virtually every industry. The major markets we serve are solid detergents, pulp and paper, and glass.

HISTORY OF FMC FMC Corporation is a diversified, global chemical company operating in three areas: agricultural products, specialty chemicals, and industrial chemicals. In agricultural products, FMC produces insecticides and herbicides for agricultural applications as well as pest-control insecticides for the home, garden, and other nonagricultural markets. In specialty chemicals, the company is the world's leading producer of alginates,

carrageenan, and microcrystalline cellulose, all of which are ingredients used mainly in the production of food and pharmaceutical products. FMC also ranks as one of the world leaders in the production of lithium-based products, which have various uses, including in pharmaceuticals, polymers, batteries, and greases and lubricants. In industrial chemicals, the firm is the world's largest producer of natural soda ash, which is used to make glass and detergents, and also produces hydrogen peroxide, which is used by the pulp and paper industry, among other applications; specialty peroxygens, which are sold principally into the polymer and printed circuit board industries; and phosphorus chemicals, which have many industrial uses through a wide range of chemical compounds. FMC maintains around 30 manufacturing facilities and mines in 18 countries and sells its products around the world. North America accounts for approximately 41 percent of total revenues; Europe, the Middle East, and Africa, 28 percent; Latin America, 19 percent; and the Asia-Pacific region, 12 percent. Founded in 1884 as a manufacturer of an insecticide spray pump, FMC began its evolution into a conglomerate in the 1940s, with its diversification into chemicals and defense systems. Later came a foray into gold mining. The defense systems and gold businesses were divested in 1996 and 1997, respectively. Then, in 2001, the machinery business was spun off into the separately traded FMC Technologies, Inc., enabling FMC Corporation to focus solely on its chemical businesses. Beginnings in Spray Pumps The roots of FMC Corporation lie in the Bean Spray Pump Company established in California in 1884 when John Bean invented a high-pressure spray pump that delivered a continuous spray of insecticide. Over the next 25 years, he built his product into the preferred pump in the region. Bean, not a businessman by nature, passed the management of the company over to his son-in-law, David Christian Crummey, in 1888. The company's factory was first located in Los Gatos, California, before being moved to San Jose. In 1909 the firm established a midwestern factory in Berea, Ohio, but this facility was replaced five years later by a more modern plant located in Lansing, Michigan. In the meantime, Bean Spray Pump Company was incorporated on May 20, 1904.

In September 1928 the company was taken public with a listing on the San Francisco Exchange under the new name John Bean Manufacturing Company. The following month the firm acquired two makers of canning machinery, Anderson-Barngrover Manufacturing Company, like John Bean Manufacturing based in California's Santa Clara County, and Sprague-Sells Corporation of Hoopeston, Illinois. In 1929, following these acquisitions, John Bean Manufacturing changed its name to Food Machinery Corporation, reflecting the focus on food production equipment. Also in late 1928, control of the company passed on to David Crummey's son, John David Crummey. While the younger Crummey was a strong voice leading the firm, the hand of another man was evident in the company's actions. This man was Paul L. Davies, Crummey's son-in-law, who left a banking vice-presidency to become vice-president of Food Machinery. The policies of growth that Davies put into effect kept the company financially healthy throughout the Great Depression. Davies recognized the cyclical nature of purely agricultural businesses; they depended too much on crop fluctuations. In 1933, therefore, the firm began to expand by purchasing the Peerless Pump Company, whose inexpensive pumps were in high demand during these lean years. This was the beginning of a policy of diversification that was to bring the company into increasingly varied and prosperous areas. Entry into Chemicals Food Machinery not only survived the Depression, it prospered, and emerged in the early 1940s prepared for the consistent growth that was to characterize it under Davies. An aggressive and energetic man who worked 12-hour days, Davies used diversification as both a means of expanding the company's market and a hedge against cyclical weakness in any one branch. In 1943 the company made its first foray into the chemical market by acquiring the Niagara Sprayer & Chemical Company, a strong independent manufacturer of insecticides and fungicides. This move was followed by the 1948 acquisition of Westvaco Chemical Corporation, which produced industrial chemicals. The Niagara merger left Food Machinery in the position of producing not only sprayers and pumps, but the chemicals to put through them; the later merger, upon which the company became

the Food Machinery and Chemical Corporation, expanded its chemical product line even more. Alongside this chemical expansion, Food Machinery's equipment division prospered in the 1940s because of World War II. Some months before the United States entered the war, Food Machinery began producing the "Water Buffalo," an amphibious tank that provided important troop mobility over the next crucial years. Other products were adapted for wartime uses as well, such as the orchard sprayer, which was to be used for decontamination purposes if necessary, and nailing machines that produced ammunition boxes at an exceedingly high rate. After the war, the company's production lines returned to their earlier emphases, although defense systems contracts continued to play an important role in FMC's operations until the late 1990s. With the war ended, however, the company was at no loss for customers. Wartime reductions produced a market for expensive and technologically advanced food processing equipment, and Food Machinery's business grew. Other existing products were adapted to peacetime uses as they had been in war, with sprayers, for example, being turned to firefighting uses. A drop in earnings occurred the year after the Westvaco acquisition, but by 1950 the company was back on its prosperous track. Davies continued to put money both into diversification and into research and engineering, which led to new products and continued growth. Every year between 1950 and 1966 the Food Machinery and Chemical Corporation (which changed its name to FMC Corporation in 1961) showed a financial gain, and the company was a favorite of investors. Their trend toward diversification continued, most notably with the purchase of the American Viscose Corporation in 1963, despite opposition from the antitrust division of the Justice Department. Davies's vigor, vision, and talent for profitable purchases provided a strong center for the company's rather loose management through 1966. In this year, when revenues surpassed the $1 billion mark for the first time, Davies decided to retire. His strategy was to avoid overstaying his productive years and to leave a strong successor. The man who replaced him as chief executive officer, who had assumed the presidency some few years back, was engineer

James M. Hait. It was Davies's intent to leave this handpicked officer to continue the company's expansion and growth. In 1967 FMC's financial growth came to an abrupt halt. While Hait would remain chairperson until 1971, he was replaced as chief executive officer in 1967 by Jack M. Pope. This year also marked the company's acquisition of the Link-Belt Corporation, an equipment manufacturer that quickly proved to have antiquated plants and serious financial difficulties. This purchase, along with the 1963 Avisco acquisition, became a draining point for FMC's finances, instead of increasing its profitability. In 1968, with Pope as its leader, FMC did show a brief resumption of its upward growth trend. This improvement on the books, however, proved largely due to an accounting change, and the health of the company was not restored. The growth that had paid off so strongly for Davies was too much for his successors. Even toward the end of Davies's administration, the loose reins under which he had run the company had been a bit too loose for its ever increasing size. Now, under new management, the control necessary for an improved financial condition was lost. The status of the company declined among investors as its finances weakened. By 1973, FMC stock had fallen from $44 per share to $15. Return to Prosperity By the end of the 1960s, Davies's company was experiencing severe financial difficulties. Its management was unable to maintain profitability. The synthetic fiber branch was losing money, and the recession of 1970-71 caused even the strong machinery division to suffer. FMC's profits fell to $39 million from their 1968 level of $75 million. It was at this point that the company appointed a third successor to Davies, one who would finally bring FMC back to financial prosperity. This successor was a Harvard Business School graduate who had been with FMC for 20 years, Robert H. Malott. From the time that Malott took control of FMC, it was clear that it would not be an easy task to revive the company. Obviously a change in management strategy was called for in order to turn around the company's decline. For Malott, that change began with a

recentralization of management. The company's size and relatively loose management procedures had contributed to its decline, so Malott reorganized FMC by consolidating the many branches of the company into two groups for better administrative control. Realizing that the mere continuation of former company policy was an unworkable strategy, Malott approached his first years as chief executive officer with a different set of policies. Between 1972 and 1978, FMC disposed of 20 product lines that were either immediate financial drains or were soon to be in danger. This was one step that Hait and Pope had apparently been unwilling to take, but it gave new life to the company. Chief among these sales and closings was the 1976 sale of the fiber division. Price cutting in the synthetics market and competition from cotton and polyester (FMC produced primarily rayon) had made this one of the chief money drains and one of Davies's few untimely purchases. Malott ended this losing struggle by selling the division to the newly formed Avtex Fibers Inc. He also made other timely decisions, such as the 1976 closing of a pulp mill in Alaska, in the face of strict environmental controls that were about to be imposed. His evaluation of these branches and concentration on the three core areas of industrial chemicals, defense equipment, and machinery provided the first step toward FMC's recovery. Among other moves, Malott also relocated the company headquarters from San Jose to Chicago in 1972 and shifted the base for FMC's chemical operations from New York City to Philadelphia two years later. Malott's financial policies also began to revive FMC during this period. One such policy was his refusal to reduce prices when faced with competition. Instead, Malott cut production, keeping profit margins up. Another keynote of Malott's financial management was his aggressive capital spending. His outlays in research and development made it possible for new products to be developed. In addition, in the two years prior to 1976, FMC put $400 million into high growth areas, such as petroleum equipment and specialty chemicals. The profitability of Malott's policies was almost immediately apparent; by the spring of 1976, with a personnel increase of only 1,000 workers, Malott raised sales from $1.3 billion to $2.3 billion.

By 1976, FMC's great comeback was obvious. In an April article, Forbes magazine called the corporation "a stronger, better run company than it was in its heyday." Even with the company well on the road to full recovery, however, Malott continued to revise FMC policy. In 1977 Malott began to decentralize the administrative control of the company in order to facilitate faster growth. The diversification of the company itself suggested somewhat decentralized management, now that it was financially stable. Malott divided the company into nine well-defined groups, centering around their chemical, equipment, and specialty products. The situation differed from earlier times in that final decisions still rested with top management and close communication was to be maintained. Lower managers were being trained to think in terms of a worldwide market. This restructuring was to lead the company into its next significant period of growth and expansion. The years between 1977 and 1980 were not, however, marked solely by unchecked growth. As in any industry, fluctuations were seen in the demand for FMC products. Four of the nine groups remained the strongest: defense equipment, petroleum equipment, industrial chemicals, and agricultural chemicals. Much of the strength of this last category came from the sales of Furadan, a popular pesticide for protecting corn, sugarcane, and some 18 other crops. Fluctuations in chemical markets were one reason that FMC, by 1980, was not reporting a financial return at hoped-for rates. While management was bringing FMC back to prosperity, there were also periods of intense public scrutiny. As the government became more interested in environmental issues, for example, some of FMC's procedures were called into question. Alleged pollution from such chemicals as carbon tetrachloride gave rise to cease-and-desist orders and plant closings throughout the mid- to late 1970s. FMC was also involved in the major controversy over phosphates during the first half of the decade. In 1970 the company was the second largest producer of the chemicals, which caused premature aging of natural water sites. Court battles on the subject continued through 1975, when a Chicago ordinance banning the chemicals was upheld. Such environmental conflicts, while not damaging the company directly, forced additional internal changes in production.

Continuing Growth and Expansion FMC also became the primary contractor for advanced armed personnel carrier called the Bradley Fighting Vehicle, developed during the 1970s to counter the introduction of a similar but less sophisticated Soviet model called the BMP. In the early 1980s, the Bradley was criticized for a lack of battlefield survivability. FMC and Pentagon officials responded that even the most heavily armored tanks were not impervious to attack, but nonetheless began to investigate ways to improve the Bradley. About 3,000 Bradleys were delivered, each capable of defeating enemy tanks and other fighting vehicles while moving at high speeds in any kind of weather. Despite such conflicts, FMC continued its growth and expansion during the 1980s. Plans for new acquisitions were announced in 1984, and, the following year, FMC acquired Lithium Corporation of America, the world's leader in the mining and production of lithium products. Among other applications, lithium was used in batteries, pharmaceuticals, lubricants, and high-strength plastics. Also in 1985, FMC's stock standing was upgraded to "attractive" by an analyst specializing in chemicals firms, who had for a decade seen the field as only a fair risk. Profits and returns increased to record levels and long-term debt was insubstantial, an equation that drew the attention of corporate raiders in the 1980s. Amid concerns about a possible hostile takeover, CEO Malott planned a general restructuring of the entire company. Management's recapitalization effected a leveraged buyout. The company borrowed against its own assets, and paid public shareholders (who owned about 82 percent of FMC) $80 cash each in exchange for a 15 percent stake in the company. Management declined the cash to raise their cumulative share to 35 percent. The plan, which was okayed by shareholders in May 1986, saved FMC from outside takeover but saddled it with debt. At the same time, FMC became embroiled in the insider trading scandal of 1986, when investor Ivan Boesky used illegally gained information about FMC's restructuring to turn a profit of $975,000. In the process, according to the company, his influence cost FMC some $225 million in additional recapitalization costs.

In the late 1980s, Malott expanded FMC into gold mining. While prospecting for antimony, a flame retardant chemical, the corporation discovered gold and elected to develop the resources under a new subsidiary, FMC Gold Company. In 1989 the company acquired Meridian Gold Company from Burlington Resources Inc. through an exchange of stock. By the end of the decade, FMC Gold contributed 25 percent of the conglomerate's annual revenues and helped offset declining defense income as the Cold Narrowing Focus to Chemicals and Machinery In 1995 and 1996 FMC completed a series of significant acquisitions centering on its machinery operations. In June 1995 the company closed on a $310 million purchase of Moorco International Inc., a Houston-based manufacturer of fluid measurement and pressure control products for the petroleum, industrial process, and electric power generation industries. The following year, FMC acquired the Frigoscandia Equipment unit of ASG AB for approximately $160 million. Frigoscandia, a Swedish concern with annual revenues of roughly $235 million, ranked as the world's leading maker of commercial food-freezing equipment. Another company purchased in 1996 was the Italian firm Sandei SRL, the world's leading maker of small-scale tomato harvesters. Difficulty swallowing all of these acquisitions dented profitability and led to a stock price swoon, but by the summer of 1997 FMC appeared back on track, and its stock shot back up. During this same period, the company narrowed its focus to two areas: chemicals and machinery. In 1996 FMC Gold was reincorporated in Canada as Meridian Gold, Inc., and FMC Corporation then disposed of its shares in this firm through a secondary stock offering. In August of the following year, FMC completed its exit from the defense business by engineering the sale of United Defense to Carlyle Group for $850 million. Despite the sale of United Defense, FMC still faced a lingering issue related to the Bradley Fighting Vehicle. A whistle-blower had alleged in a lawsuit that FMC had buried a report he had written calling into question the Bradley's safety in water. In April 1998 a jury returned a verdict against FMC, which then faced a penalty of as much as $375 million. A judge later reduced this judgment to around $110 million, but FMC filed an

appeal of this ruling. Finally, in October 2000, the company ended a 14-year legal battle by agreeing to pay an $80 million out-of-court settlement. In the meantime, on the regulatory front, FMC agreed to pay $170 million to settle charges that it had repeatedly violated hazardous waste laws at its Pocatello, Idaho, phosphorus plant. The agreement called for the company to spend $93 million on cleanup efforts and $65 million to improve air quality and provide public health assessments. FMC also had to pay an $11.9 million civil penalty. Several transactions in 1999 brought significant changes to FMC's chemical operations. The company bought the Norway-based Pronova BioPolymer alginate business of Norsk Hydro and combined it with the existing pharmaceutical and food ingredients business to create FMC BioPolymer. FMC also bolstered its soda ash business by acquiring Tg Soda Ash from Elf Atochem, thereby gaining a soda ash operation neighboring its own facilities in Wyoming. On the divestment side, FMC sold its process additives division to Great Lakes Chemical Corporation for $159 million. This division had produced flame retardants, specialty water-treatment chemicals, and lubricant additives. FMC also unloaded its bio-products division, which was the world's largest producer of electrophoresis products, selling it to Cambrex Corporation for $25 million. Finally, FMC reached an agreement to form a phosphorus chemicals joint venture with Solutia Inc. This 50-50 venture, operating as Astaris LLC, combined all of the two companies' phosphate assets in North and South America, creating a concern with annual sales of around $600 million. Excluded from the venture was FMC Foret, S.A., FMC's Spanish phosphate business. Business operations at Astaris officially began in the spring of 2000. Early 21st Century: Becoming a Pure Chemicals Concern In 1999 FMC enjoyed its best earnings year since its 1986 recapitalization, while revenues totaled $4.11 billion. Long criticized for its status as a conglomerate, FMC in late 2000 announced plans to split itself into two public companies by spinning off the machinery side of its business. This move was aimed in part at addressing what the company believed was Wall Street's consistent undervaluing of its shares. To achieve this split, FMC first placed its machinery business within a wholly owned subsidiary called

FMC Technologies, Inc. In June 2001 FMC Corporation completed an initial public offering of 17 percent of FMC Technologies' shares. Then at the end of 2001 FMC completed the split by distributing all of its remaining FMC Technologies shares as a taxfree dividend to its shareholders. FMC Technologies remained based in Chicago, while FMC Corporation moved its headquarters to Philadelphia, where the chemical business had been based since 1974. FMC Corporation began its new era as a chemical-only concern with approximately $2 billion in annual revenues and three main areas of focus. It produced agricultural products, specifically insecticides and herbicides; specialty chemicals, namely those added to food and pharmaceutical products; and industrial chemicals, such as soda ash, hydrogen peroxide, and phosphates. Taking over as chairman and CEO of FMC was William G. Walter, who since joining the company in 1974 had worked his way up to executive vice-president. Among the various positions he had held along the way was head of specialty chemicals. Cost-cutting and debt reduction took center stage in the initial years after the spinoff. Restructuring efforts significantly cut earnings in both 2002 and 2003, when net income amounted to only $65.8 million and $26.5 million, respectively. By 2004 long-term debt had been cut from $1.2 billion to $893 million. In 2003 Solutia sued FMC over the Astaris venture, accusing its partner of fraud in connection with the failure of a chemical technology that FMC had contributed to the joint venture. The two sides reached a settlement in April 2007 whereby FMC agreed to pay Solutia $22.5 million. In the meantime, in November 2005, the partners sold Astaris to Israel Chemicals Limited for $255 million. Taking restructuring charges out of the equation, FMC in 2006 enjoyed its best year since the spinoff of the machinery operations. Earnings per share were up 25 percent, revenues increased more than 9 percent to $2.35 billion, and long-term debt was reduced further to $576 million. While continuing to invest in its existing operations and pursue organic growth, FMC also remained vigilant for additional opportunities to cut costs. In June 2007, for instance, the company announced plans to phase out production at its Baltimore

agricultural chemicals plant by March 2008. Pretax restructuring charges for this closure were expected to total as much as $135 million, while the company aimed to generate annual cost savings of between $25 million and $35 million from the move. FMC was also seeking avenues of external growth, including product acquisitions in agricultural products and bolt-on acquisitions in specialty chemicals, but was taking a careful approach to such opportunities.

FMC PAKISTAN FMC (Food, machinery, and chemical) is an American based company selling products related to agriculture in Pakistan. On crops like Cotton, Rice, Sugarcane, wheat, Mize, potato. In Pakistan it started its function in 1978 and was formally registered in 1991. FMC-Pakistan provides cost effective, superior-performance insecticides, fungicides, micro nutrients, herbicides, termiticides and nematicides for use on broad range of crops FMC started marketing in Pakistan during 1994 at nine regions. FMC formulated plant in situated at Lahore, where the entire products is formulated and packed for future supply to the warehouses at different regions. This product is then supplied to the market through United Distributors (PVT) Limited. The marketing division of FMC United (pvt) ltd is mainly concerned with sale distribution, promotion, procurement, finance, human resource management and general administration etc. The skill inventory of the FMC United (pvt) ltd comprises of highly efficient and proficient team of people, which leads to competitive edge with maximum production of pesticide. It is only due to self-driven management of plant that the company is utilizing the plant capacity more then maximum caliber, which has facilitated the company to diversity its business with minimum risk and threats. Company's sales force consists of dynamic and efficient galaxy of people who are self driven and highly motivated to achieve the sales targets. Company's promotion department is striving hard to strength corporation image and brand loyalty. The very department launches two campaigns rabbi and kharif consisting of six months each. The promotion department of company is bit conservation the reason being that company is

facing fierce competition. The company is lacking in societal marketing, which is emerging treads of era. FMC United (pvt) ltd due to being in process industry observe the pesticide and spry control while a muddling of autocratic and participative style of management is adopted to achieve the corporative objectives. FMC is got ore competence in technical service department, which not provided only technical assistance but also enhance the brand loyalty and enhance the brand loyalty and assures the establishment of objectives of the company. Its key responsibility is to facilitate the farmers with invaluable suggestion to optimize the use of spray to enhance the productivity. It conducts seminars, village meetings to guide the farmers through the course of difficulties. Planning department is brain of organization that decides the ways to achieve the business level objectives, which are concerned with the SOP's of marketing. The every department relies only on its own channels to gather the information concerned with decision making to minimize the risk of errors. General administration and HR department are overlapping each other; the first ensures the compensation of the employees of the marketing division while the former looks after the employees needs to help them to get the maximum caliber performance department makes sure the smooth sailing of the plant site as well as marketing division. It always manages to register and maintain the list of national as well as international suppliers and vendors. It assures to provide the right things in minimum time with maximum quality. It is exercising JIT approach with minimum lead time so that things may keep on floating well. Company always makes purchase through channel zed ways so that there should not be any risk of embezzlement. The finance department is key department recording all business transactions of the marketing division. It directly reports to the head office of the company, the company has own certain excellent awards in environment protection and employees safety measures. Today, FMC United (pvt) ltd continues changing lives as the innovative force behind industry and agriculture, where our products maintain leading market positions.

History Chart:

Years

Events

1978

FMC enters Pakistan Market

1992

Joins hands with a local distributor UDL – forms a company FMC United

1992

Formulation plant is set up.

1995

FMC starts Direct Operations – First in AP

1994

Govt. approves the Generic Pesticide scheme.

1997-99

Generic pressure builds up. First country to combat with Generic Products.

2004

Granular Plant starts functioning

2004

Generic pressure rises up. Major generic companies go direct.

2006

Journey towards MARS starts.

2009

Became the second largest company in Pakistan

COMPARISON WITH LEADING COMPATITORS 3 Key Players

As graph shoes the growth pattern that Syngenta leads in sales from us right from the very first day though our sales and growth staff exceeds from others in year 2007 but lags behind from Syngenta. The leading competitor of FMC United (Pvt.) Limited is Syngenta what lacks in us and more in them is their technology orientation and more research and development because the invest more upon research and development that is why they have more sophisticated products and brings more innovation in crop solution. They have more strong strategic policies. In Pakistan among agri business in country only Syngenta’s sales and growth graph is above from all other local companies The shares of Syngenta due to increased business value more in stock market so as their Earnings per share. Their crops and seed protection range is more than FMC.

CHAPTER 2 COMPANY MANAGEMENT SYSTEM

HUMAN RESOURSE DEPARTMENT The Human Resource department of FMC United is involved in performing following important functions: Hiring, Promotions, Reassignments, Position classification and grading, Salary determination, Performance appraisal review and processing, Awards

review and processing, Personnel data entry and records maintenance, Consultation and advisory services to management and employees, Conduct problems Performance problems, Policy development, Technical policy interpretation, Work Permitting Immigration

Visa

Program,

Benefits,

Employee

assistance

referral,

Workers'

compensation HUMAN RESOURCE PLANNING Human resource planning is the process of determining and assuming the number of qualified persons, available at the proper time performing jobs, which meet the need of the organization and which provided satisfaction for the individuals attached with the organization. The personnel department of FMC UNITED (PVT) LIMITED performs this function and set plans to acquire proper and skilled employees for the organization. These plans are set in coordination with the top management and line managers. The HR planning process is following: •

The personnel department consults with top management in order to determine the goals and objectives of the FMC UNITED (PVT) LIMITED and to get future expansion plans of the top management.

•

After consulting with top management they meet the line manger or unit manger in order to determine to manpower need at present or in the future.

•

Now the personnel department sees whether the current or future manpower need can be fulfilled from with in the organization or not. For the purpose of fulfilled the current or future needs from within the organization .the personnel department keeps up the date record of all the employees.

The record kept includes the following information regarding employees:•

Name

•

Age

•

Date of joining

•

Position at the time of joining

•

Current Position

•

Health

•

Performance

•

Skills possessed by employees, etc.

This record also helps the management to determine the manpower strengths of the FMC UNITED (PVT) LIMITED. If the current or future needs of manpower cannot be filled from within the organization then the personnel department looks in the labor market or outside in order to hire skilled employees.

FMC United (Pvt.) Ltd Head Office

Managing Director Sr. Accounts Asst Manager Deputy Planning Deputy Finance Technical Marketing Executive Secretary Technical Officer Accounts Director Manager Manager Manager Accounts Officer Regional R& Asst. Brand D Coord. Brand Manager Mgr Officer Accountants

HR Business 6Support Manager HR Supervisor Security Receptionist Office Office Guards Boys Asst

Contractual Emp

FMC United (Pvt.) Ltd Sales & Marketing

Managing Director

Marketing Manager Asst. Brand Manager

Brand Manager

Business Manager Professional Solution Division

Business Support Executive

Business Development Executive

Driver/Applicator

Team Supervisors

Business Manager

Zonal Manager

Senior Sales Officer

Sales Officer

Trainee Sales Officer

Task Force

Contractual Emp

FMC United (Pvt.) Ltd Plant

Managing Director

Plant Manager

Secretary

Quality Control Manager

Maintenance Engineer

Process Engineer

Ware house Incharge

Safety & Admin Officer

Electricians

Lab Chemist

Production Supv.

Asst Store Officer

Safety & Security Asst.

Production Asso

Security Guards

Contractual Emp

POLICEY FORMULATION PROCESS: The Human Resources Policy is a central reference to all employee relations policies. Each policy is a guideline to be used with discretion, understanding, and management in the spirit in which the policy is written.

It is important that supervisory staff understand and support each policy. Therefore, every effort is made to include sources for certain policy guidelines. Information regarding policy implementation will be found in accompanying procedures for supervisors. Regardless of the organization's size, company policies and procedures must be established to ensure order in the workplace. These policies and procedures are put in place to provide each employee with an understanding of what is expected of them. Similarly, these policies and procedural guidelines will assist hiring managers in evaluating their employee's performance. These policies are established company-wide or used to define each department's function. It is Human Resource's responsibility to collaborate with department managers on the formulation of these policies and regulations to ensure a cohesive organization. A common practice is the development and implementation of an Employee Procedure Manual or Employee Handbook that is either distributed to each employee at the time of hire or a master copy allocated one to a department. The Human Resources Information Systems keeps track of the vast amount of data, in place to automate many functions such as planning and tracking costs, monitoring and evaluating productivity levels and the storing and processing of employee records such as payroll, benefits, and personnel files. Policy formulation Process in FMC United (pvt) ltd is usually one time. Most of the policies once made do not change frequently but policies like ones made for vehicles can change

Recruitment & Selection: Recruitment and selection in FMC United (Pvt) Ltd is usually resource based we do believe in internal recruitment that include selection via internal sources. Firing:

There is completely no firing in FMC United (Pvt) Ltd at all. We do not encourage this activity. Employee retention is key to success. We regard and respect our human recourse. Training: Training at FMC United (Pvt.) Limited is done externally that is through out sourcing

JOB DESCRIPTION Job title

Asst Production

Received by

Division/Group Date

Supervisor APG Pakistan September 17, 2002

Location Current

Production Supervisor Plant Grade 14

Position

Purpose (A short and accurate statement, which explains why the job exists and states the overall significance of the job) This job is to provide assistance to Production Supervisor in various fields of production and labor hiring through administration department

Reporting Chain

Production Supervisor

Other Positions

Asst. Production Supervisor No of Positions=1

Other Position 6

Title of Position

Production Assistants

Title of Position

Dimensions: (The significant numerical data on which the job has direct or indirect impact. E.g. Annual sales, operating budget, payroll, etc.) •

Assistance in supervision of xxx labor

•

Assistance in supervision of production lines

Job Challenge (Describe the major challenges or the problems job faces) •

Ensure proper house keeping and material storage in related area

•

Ensure quality of packing according to the authentic fill weight

•

Maintain quality requirements according to ISO 9002 standards

•

Control inventory on production floor

JOB DESCIPTION OF BRAND MANAGER •

Identify (Potentials) & analyze correct market segments for the given brands.

•

Analyze competition in existing markets & recommend business development strategies.

•

Do extensive studies to analyze markets, make positioning boards and highlight USPs of the new brands by working with, farmers, dealers, technical sales staff and advertising agencies.

•

Understand complete supply chain process of the assigned brands. Ensure availability according to the targeted volume.

•

Plan to maximize profit, market share and volume.

•

Penetrate at territory level to do strong follow up of meeting targeted volume.

•

Work with advertising and promotional agencies to come up with great, innovative and low cost ideas of promoting brand equities with right positioning.

•

Collect information of competitors all activities in main target markets. Generate reports on their business activities. Price structures, marketing activities, sales and inventory records, brands positions, packaging, etc

•

Work in close relation with plant to ensure packaging and supply. Think creative packaging.

•

Work closely with all sales team. Play a key role in supporting them to achieve their targeted volumes.

•

Schedule meetings & travel to dealers and farmers. Exchange information with sales force regarding basic product related needs and general market environment.

•

Other than the assigned products, each Brand Manager will also be a part of a think tank for specific projects. Brand Manager should be actively participating in the think tank and act as a convener in the team. Take full responsibility to make the project a success.

CARER LADDER: The career ladder in FMC United is developed by Human Resource Department. For main position like for Managing Director or heads of various departments which include Marketing, Human Resource, Finance, Production etc is done for 5 or 6 years usually. While in sales hierarchy career succession is usually done by promotions from junior to immediate senior position like that:

Business Manager

Zonal Manager

Senior Sales Manager

Sales officer

Training Sales officer

But this succession is mostly conditional such as upon achievement of various performance targets. While for other departments it also mostly depends upon promotions from junior to immediate senior rank.

JOB ASSESSMENT METHODS: Assessment methods give individuals and their manager an opportunity to review performance and to agree both personal objectives and learning and development requirements which will help to achieve the agreed personal objectives. Assessments in FMC (United) pvt ltd take place annually to review the previous year and to set new objectives for the forthcoming financial year. All appraisals should be recorded on an individual’s personal employee record in SAP. When an appraisal is completed, or when it becomes apparent that it will not be possible to complete an appraisal for an employee, (e.g. due to maternity, long term sickness) the appraiser must ensure that the employee’s SAP record is updated Job assessments and appraisals are done half yearly. These are done by Human Resource Department in coordination with the managers of all concerned departments but the final decision making power lies with HR Department. The criteria for these appraisals is different for the different departments that is for Sales n Marketing it is conditional upon achieving the various sales target and for all the other non sales departments such as Finance it is mostly performance based which is assessed as told earlier by the managers of concerned departments. Following are the most common types of assessment methods that are used in FMC(United):

•

Probationary reviews

•

Informal one-to-one review discussions

•

Counseling meetings

•

Observation on the job

•

Skill- or job-related tests

•

Assignment or task followed by review, including Secondments (temporary job cover or transfer)

•

Survey of opinion of others who have dealings with the individual

•

Psychometric tests and other behavioral assessments

Procedure of Assessment An assessment takes place with each individual employee on an annual basis. Appraisal arrangements for new employees should be managed within the induction procedures.

•

A meeting is arranged at a mutually convenient time within the employee’s normal working hours and the discussion in meeting focuses on the headings of the self assessment form.

•

On the basis of this discussion the agreed main action points and objectives for the year ahead are subsequently noted on the appraisal form by the manager.

•

The appraisal form is then signed by the manager and the employee as a correct record of the action points, aims and priorities for the next 12 months.

•

The manager and the employee keep a copy.

•

The manager discusses the outcomes of all appraisals undertaken with their line manager. This is to ensure that resource allocation for future training and development is clearly articulated; development activities are monitored; training needs are monitored on a departmental basis; and that appraisal is embedded as a key management responsibility at all levels within the organization

•

The grievance procedures are used if a member of staff believes they have received unfair treatment through the operation of this procedure

ACCOUTABILITY INCENTIVES: Accountability incentives and (also called fringe benefits, perquisites, perqs or perks) are various non-wage compensations provided to employees in addition to their normal wages or salariesWhere an employee exchanges (cash) wages for some other form of benefit, this is generally referred to as a 'salary sacrifice' arrangement. In most countries, most kinds of employee benefits are taxable to at least some degree.

FMC (United) Incentives: FMC employees enjoy competitive compensation, a menu of health, retirement and work/life benefits and opportunities to develop professionally. Our competitive benefits program provides employees with protection against significant financial loss associated with health care, death and disability and assistance in meeting retirement income needs. Eligibility and Participation Full-time salaried or non-union hourly employees and part-time employees regularly scheduled to work 20 or more hours per week are eligible to participate. Coverage generally begins on the first day of the month following one month of employment, including eligible dependent coverage. Medical Coverage FMC employees have a choice of two medical coverage options: a Low Deductible Plan and a High Deductible Health Plan with a Health Savings Account (HSA) to which FMC also contributes. All plans provide comprehensive care and cover the same services including hospital care, surgery, doctors’ visits, diagnostic tests and x-rays, mental health services and annual preventive care. The medical options differ by deductibles, co-insurance, out-ofpocket maximums and payroll deductions. The highest benefits are paid if network providers are used. All medical options also offer prescription drug coverage. You can obtain your prescriptions through a national network of retail pharmacies or through Home Delivery (for up to a 90 day supply of maintenance type medications).

Dental Coverage FMC employees have a choice of three dental coverage options. All the options cover the same services but differ in the amount reimbursed and the amount of payroll deduction. Options include a High Deductible plan, a Low Deductible plan, and a DMO Option where available. Retirement Plans Savings & Investment Plan – The FMC Corporation Savings and Investment Plan is a

401(k) plan that lets you save a portion of your pay for retirement. You can save as little as 2 percent and as much as 50 percent of your pay on a pre-tax, Roth or after-tax basis. FMC provides a match of 80 percent on the first 2-5 percent of your contributions. The plan offers a wide range of investment options covering a diversified mix of stock, bond and money market funds managed by Fidelity Investments. FMC Defined Contribution Plan – This is a retirement plan for employees hired or rehired since July 1, 2007. FMC will contribute a percentage annually of eligible pay. Flexible Spending Accounts Health Care Spending Account – FMC employees can enroll in a Health Care Spending Account allowing you to pay for unreimbursed eligible health care expenses such as deductibles, co-payments, co-insurance payments and other expenses not covered by your or your spouse’s health care plan. You can contribute through payroll deductions on a pre-tax basis. Dependent Day Care Account – FMC employees can enroll in a Dependent Care Account allowing you to pay for certain day care expenses for a child under the age of 13 or a dependent adult so that you or your spouse, if you are married, can work. You can contribute through payroll deductions on a pre-tax basis. Life Insurance Coverage Basic Life Insurance - FMC provides company-paid life and accidental death and dismemberment (AD&D) insurance. Supplemental Life Insurance – FMC employees have the option of purchasing additional life and AD&D insurance coverage. Dependent Life Insurance (Spouse and Dependent Child coverage) – FMC employees have the option to purchase life and AD&D coverage for a spouse and dependent children.

Business Travel Accident Insurance - The company-sponsored plan provides benefits if an employee accidentally dies or sustains certain serious injury while traveling on company business. Disability Benefits Short-Term Disability - Short-Term Disability coverage is provided by FMC at no cost to the employee. STD provides up to 26 weeks of full or partial pay when you are unable to work due to an illness or injury. Long-Term Disability – FMC employees can purchase Long-Term disability coverage which provides a source of income if you are disabled and cannot work as a result of an illness or injury for more than 180 days. There are two coverage options available. Other Programs Vacation - The amount of vacation entitlement is based on years of service. Holidays - FMC generally observes 11 paid holidays a year. The actual holidays observed may vary by location. Transportation Assistance – Through this program employees can contribute on a pretax basis to help pay for mass transit commuting and parking expenses. Philadelphia and Washington employees only. Educational Assistance Plan – Full-time employees are eligible for the Educational Assistance Plan, which reimburses 100 percent of the cost of tuition, registration fees, lab costs and textbooks for approved courses with a grade of “C” or better. A completed application form signed by the employee’s local HR Manager is required prior to enrolling in classes. Employee Assistance Plan (EAP) - The FMC EAP offers assessment, short-term counseling and referrals to professional resources to help employees or eligible dependents overcome personal, lifestyle and work-related challenges.

Legal Services Plan – FMC employees can choose to enroll in the Legal Services Plan and have access to a law firm in your state to assist with legal services such as: telephone consultations, preparation and annual review of an employee’s will, contract or legal document reviews.

JOB SATISFACTION: Key employee satisfaction is critical to the long term health and success of our business. Managers readily agree that retaining our best employees ensures customer satisfaction, product sales, satisfied coworkers and reporting staff, effective succession planning and deeply imbedded organizational knowledge and learning. Employee satisfaction is one of the primary measures of the health of FMC (United) because if they lose critical staff members, they can safely bet that other people in their departments are looking as well. Exit interviews with departing employees provide valuable information use to satisfy remaining staff. Heed their results. One of the key satisfaction challenges is meeting people's career expectations. Inevitably, many people want to move upwards quickly; sometimes this just isn't possible. Following are the ways used by FMC United to enhance the level of motivation of their employees: •

First, We Measure Employee Engagement - Start measuring employees' passion about work and the work environment by issuing an employee satisfaction survey. Employee satisfaction surveys using a scale of agreement provide a quantitative measurement that can be combined with openended comments to identify opportunities to make employees happy.

•

Identify What Employees Like - By gathering compliments through employee satisfaction surveys in addition to concerns, your company can find out if its engagement efforts make a meaningful, lasting contribution to employees.

•

Help Employees See the Big Picture - Employees wants to feel that they are contributing and making a difference. Help your employees to see the big picture and how they contribute to a functioning whole. This will also empower employees to make decisions and improve employee satisfaction.

•

Use Training to Increase Confidence - Managers who cut training budgets to save costs do not understand how service delivery and morale can suffer as a result. Employees need training to do their job confidently and to facilitate career advancement within the company.

•

Establish Mentoring Programs - Train and encourage seasoned employees to be mentors. A mentoring program can facilitate dynamic skill growth through an organization and foster a sense of community while improving employee satisfaction and employee engagement.

•

Promote Team Building - Encourage team building activities among employee groups to create trust and acceptance. Strong, loyal teams provide one level of acceptance, and teamwork between departments provides another.

•

Build a Supportive Environment - Often, dissatisfaction with wages and benefits masks problems that relate back to acceptance by a team or manager. Employees may need help with coping skills, problem-solving skills, tactics for handling difficult situations, or expressing their personal feelings.

•

Don't Be Afraid to Tell the Truth – We believe in the strategy “Respect your employees through degrees of transparency”. We give our employees information to understand shifts in corporate policy due to the economic or competitive environment.

•

Recognize Employee Contributions - Recognition from a supervisor of at least two ranks above an employee makes a meaningful, engaging difference in employee morale and employee loyalty.

MANAGERIAL POLICIES: FMC United (pvt) ltd has an advanced capability to design and improve managerial policies and systems to provide required work-system support without creating unneeded or unintended limitations to performance.

Most commonly it uses following managerial polices which are formulated and managed by the heads of major departments: •

Control Policies and Systems directly support the work environment and most often include managerial policies and systems for (1) leadership, (2) structure and staffing, and (3) planning and scheduling.

•

Administration Policies and Systems directly support the worker and almost always include managerial policies and systems for (1) compensation, (2) performance management, and (3) employee satisfaction and retention.

•

Performance Policies and Systems directly support work design and typically include managerial policies and systems for (1) training and development, (2) supervision and coaching, and (3) quality assurance.

It is very common for one or more of these managerial policies and systems to have the unintended effect of limiting work performance. Because managerial policies and systems are typically designed for organization-wide implementation, they then operate with machine-like insensitivity to the individual needs of specific operations, processes, roles, and people. Expressed concerns about diminished performance and productivity often go unreported or undetected, or if reported, go unheeded, all for the sake of maintaining a consistent interpretation and execution of the relevant policy. The executives and support staff who design managerial policies and systems often exhibit greater allegiance to their policies than to the firm’s performance. Therefore, an assessment of the performance impact of managerial policies usually reveals that unnecessary limits are inhibiting the productive functioning of the organization. When these limits are recognized by operations management, policy adjustments can be made . . . typically producing an immediate improvement in productivity.

CHAPTER 3 ADMINISTRATIVE/MANAGEMENT STYLES

MANAGEMENT/ADMINISTRATIVE STYLE: Responsible Care is moving beyond codes of management practices to achieve better EHS performance and obtain more business value for our members and Partners. The Responsible Care® Management System (RCMS) replaces the current practice of applying six Codes (e.g., community awareness and emergency response, distribution, employee health and safety, pollution prevention, process safety and product stewardship) with a combined 106 management practices. Instead, relevant aspects of the existing Codes are subsumed into a RCMS that is based on benchmarked best practices of leading private sector companies, initiatives developed through the Global Environmental

Management Initiative, International Standards Organization and other bodies, and requirements of national regulatory authorities. The objective of FMCs Management styles is: "to create empowered employees who have clarity of the roles and responsibilities expected from them, understand their objectives to be achieved and thus help in the achievement of organizational as well as personal goals." Following are the important pillars around which the of FMCs Management styles are focused upon: •

Motivation: Participative environment that included employees in goal setting, etc., led the employees to being more motivated to come to work and increase the output.

•

Better Communication and coordination: This method has made general communication and coordination much easier and smoother. Regular reviews, feed backs and a general open door policy help create an amicable environment in the organization.

•

Clarity of Goals: According to FMC United Management strategy, the objectives should be “SMART":

•

S - Specific

•

M - Measurable

•

A - Achievable

•

R - Relevant

•

T - Time bound

This makes them very clear-cut. It also forges a link between the company as well as the individual personal goals. Marketing Department: In marketing department, along with the above basic management styles the atmosphere and management is quiet informal and relaxed

So, In Marketing department, the management allows the employees to voice their opinions. Most company policies and decisions are made, taking into consideration employee opinions. It is more of like of a Participative one. This means that a meeting is held with representatives from each hierarchical level, in order to take a decision about the smallest company policies, as well as the major ones. Such a manager will prefer to have an open-door policy in the organization to ensure that the management and the employees communicate openly and freely with each other. "Confidentiality" is not of much substance to marketing manager. The manager sees their role as that of a guide or coach, to show staff what to do and how to do it, and then get out of their way and let them do it. They may have a basic belief that most people enjoy working, want to be good at what they do, and gain satisfaction from achievement at work. Managers of this style like to give the people they manage responsibility for their own actions, and allow them to show initiative, contribute ideas and make decisions. They will give their staff encouragement, guidance when needed and a pat on the back when they are doing well. They are not too concerned with how the job is done, so long as the desired outcome is achieved.

Responses to this management Style are: Perceived role on field: Staff is part of a shared work plan, and knows what to do in advance. Focus of effort: Working toward accomplishing tasks and meeting goals. Opinion about training:

Staff is encouraged to continually improve their skills, seek personal growth, and therefore feel valued and want to contribute. Concerns: Not meeting expectations, how they can do the job better, what the next challenge will be. Commitment to the job: Enthusiastic and motivated, enjoy their work, not daunted by problems or challenges, feel a sense of ownership about their work, are loyal to manager and identify with the business. Productivity: Higher and constantly improving, value-adding, desire for success, effort is rewarded.

Finance Department: While in Finance Department it is less informal the complete authority is in one person's hand and no one else can question it. It is more like of a dictatorship. It does forge an atmosphere of discipline in the organization. However, it can at times cause dissatisfaction and a lack of "creative space" for the employees. The manager mostly believes in top-down communication, wherein orders are given by the higher hierarchical level to the lower ones.

Human Resource Department: In HR department it is mixture of all above management styles. Impact of these on Morale & Efficiency of workers: Along with the above stated management styles FMC United Management follows the following styles that enhances the morale and efficiency of employees up to a great extant.

Lets us discuss these styles along with their gains in terms of increased morale of employees: FMC United’s strategy in this respect is: •

Be consistent in your supervisory approach without being rigid; within reason. Make sure rules and regulations applying to any one person/position applies to everyone in comparable positions.

•

Do not try to conceal your mistakes from your employees. Manager should set the example or you will only encourage them to hide their mistakes.

•

Never criticize an employee in front of other employees. Do not cause someone to "lose face” You will lose the respect of the person being criticized. You will lose the respect of those who view the incident.

•

Take the sting out of criticism by focusing the discussion on the task and not on the person.

•

Praise is a non-expense method to increase morale, motivation and productivity. Most people respond to praise by working harder. Those who feel unappreciated are likely to cut back their efforts...figuring that management does not care.

•

Healthy loyalty is built on mutual respect. Loyalty is not built on a dishonest base. Loyalty is a willing commitment. Obligation throws loyalty into subservience. Individuals who do not like a part of a solution, often, become disloyal to the whole. This can be the beginning of deteriorating morale.

•

Every assigned project should have a deadline. Long-range projects should be broken up into interim deadlines, and then monitored on a regular basis. When deadlines are too overwhelming many people simply give up. A deadline should be reasonable enough to prevent employees from feeling overwhelmed, but not so distant that it allows them to procrastinate.

•

Management can set the tone of communications Always greet your employees and colleagues. Always make eye contact when listening. Realize that how you communicate can have a big impact on morale and how employees function. Remember: When messages conflict, nonverbal messages will be accepted over the verbal/spoken message. Be aware of what you say verbally and what you do non-verbally. Stop occasionally and "check" yourself.

•

Messages are sent out by non-verbal as well as verbal channels. Managers who send negative non-verbal messages to subordinates may wonder why their staff seems demoralized and unproductive.

•

Messages of lack of respect or concern can have a major impact. Example: Manager tells a new staff how pleased he/she is to meet the person, but fails to make eye contact. Conflicting messages are being sent.

•

Too little eye contact can cause subordinates/ colleagues to feel they are not reaching the manager.

•

Too much eye contact (or staring) can cause anxiety and project an overbearing manner.

•

Actions, movement and environment send out signals simultaneously. It is important that signals sent do not misrepresent the real message/intent. Examples: Repeatedly adjusting glasses, tugging at a piece of hair or clicking a pen may convey a different translation to an observer.

•

Behavioral habits may communicate contradictory or misleading information.

•

Non-verbal signals can create communication barriers between managers and their subordinates. This may be counter-productive. Examples of counterproductive signals demonstrating status by keeping subordinates waiting. Completing another's sentences before they have a chance to complete their own thoughts. Excessive interruption of discussion by accepting phone calls or letting other interruptions interfere with the discussion. Message sent: Lack of concern or lack of respect for subordinate(s)

•

Lack of concern may be conveyed by a pompous style or poor manners.

•

These tendencies should be monitored by managers who tend to "brow-beat" in order to assert control.

•

Non-verbal signals can help managers determine when to present a disagreeable issue or when to stay with some conservative, noncommittal response until the group has more information.

•

Mirror the others' movements -- adapt similar posture, tone of voice. (sends an agreement message)

•

Deliberate mirroring enhances support and sends an agreement message.

•

Actions can reinforce verbal communications.

•

A compliment has more meaning if it is accompanied by direct eye contact.(a smile or hand shake)

•

A person who walks past or away without a reply to a greeting.- negative impact

•

Laughing at an idea presented to a group- negative impact

•

Yawning while another is speaking- negative impact

•

How an office or conference room is organized will affect interactions among individuals. Examples: A large uncluttered office may strike visitors as cold and impersonal A small office with an inviting arrangement of furniture may convey warm and personal.

•

Observe a person's office/work environment since it can greatly contribute to understanding the individual.

•

Make sure you are aware of the message you are sending. Is it the message you want to be sending?

•

Managers who want to assert their authority will talk with subordinates over a large, rather than having them sit next to the desk or at uncluttered desk another location that allows communication without any barriers.

•

Excessive space and an overly pretentious desk are silent messages to subordinates or colleagues.

•

If you are trying to elicit honest, candid conversation, these non-verbal messages are loudly giving an opposite message.

•

Spaces and barriers will inhibit verbal responses from employees.

•

Beware of mixed messages (verbal and environmental) such as: Telling everyone that you have an "open door policy" but have them sit on the other side of an uncluttered desk. Your office door is closed a great deal of the business day.

•

Although employees do not have ownership of the space they occupy, respect should be shown for the territory each uses.

•

Using employee space as an exit or entrance (etc...) shows indifference to the occupant(s) and the importance of their contribution and position.

•

Also we use Brainstorming and Brain writing techniques

CHAPTER 4 PRODUCTION FACILITIES

PRODUCTION FACILITIES: We are the First Pakistani pesticide plant that has the honor to attain ISO 9002 Certification in 1997-Re-issued in 2001, 2004, 2007 and Good Safety and Quality position. FMC United is successfully running Pakistan’s no 1. Granule Plant. And we do Conversion to MUP Process. FMC United is handling 48 Products right now The production facilities of FMC United (pvt) Limited are divided into three basic divisions:

•

Agricultural products groups

•

Specialty Chemicals

•

Agro Chemicals

In Pakistan Agro chemicals is not here in large cites it is only limited to small cities In Asia FMC run its business of Formulation in four major countries: •

Pakistan

•

India

•

Indonesia

•

China

Lahore plant:

The formulation and packaging plant is located at 18km, Multan Road, Lahore. It is the first pesticides Plant in Pakistan to attain the prestigious ISO9001 CERTIFICATION. FMC PLANT has the capacity of formulating liquid and granular products. FMC Lahore Plant is properly equipped to formulate and pack pyrethriods, organophosphates and carbamates. Currently it handles 40 products, Quality formulation and packaging of products has been a hallmark of FMC Lahore Plant. Lahore Plant is mainly involved in three main kind of Process: •

Liquid Formulation

•

Powder (Re-packaging)

•

Granular formulation

In FMC United (pvt) limited the basic manufacturings do not occur what occurs is formulation and packaging. We get concentrate from USA and dilute that as per requirement For example:

1Lit Talstar (USA)

100ml Talstar (Pakistan)

Granular formulation The granular formulation takes place through MUP that is Manufacture Used Product Liquid formulation This section is basically concerned with the dilution of concentrate that is received from USA Powder (Re-Packaging): In this section, FMC United (pvt) limited is only concerned with Re-Packaging. The whole & final Chemical comes from USA what we do is only packaging it again In order to clarify these processes the flow charts of this formulation are shown below To Air

Blower

Solid Waste

Bag House

Material Charging

Filling

Packing

Storage

Drums for Incineration

Process Flow Diagram Waste Streams and disposal

Blower

Powder Filling Plant Legend Process Waste Water Air Exhaust Process Lines

Activated Charcoal Exhaust Air System

Pre-Filler

Charging Station

Formulation tank

Solvent Storage tanks outside

Filling Lines

Packing

Storage Finished Goods

Solid Waste Re-cycle Liquid Waste in Drums after Finishing Drums for Incineration Process Flow Diagram Powder Filling Plant Waste Streams and disposal Legend Process Waste Water Air Exhaust Process Lines

Safety & Security Compliance: Because we deal in products that are very hazardous and toxic for human beings. So we have implemented sophisticated and highly standard safety considerations in order to ensure the safety of our employees as well as of organizations In order to ensure safety & security compliance we have with us 6 major methods: •

Substitution

•

Engineering Controls

•

Administrative Control

•

Personal Protection Equipment (PPE)

•

Trainings

Substitution: As name indicates it includes “replacement” that is if some highly toxic or poisonous chemical is found to be working wrong then it is immediately replaced with less toxic one. Engineering Controls: Then we have engineering control with us which includes many technical techniques for achieving the objective of safety & security these are: •

Water Scrubbers

•

Charcoal Filters

•

Succession System

Administrative Control: In order to ensure the safety and security standards compliance the safety department and Administration work together for achieving the objective of the minimum exposure of toxic and poisonous chemicals for employees, workers etc. So, basically to ensure this measure maintenance & Engineering departments work vigilantly to get the concrete results.

Personal Protection Equipments: Furthermore, for achieving the standards of safety & security we have designed special safety equipments which we call Personal Protection Equipments. They are specially designed Capes, Glasses and clothes Trainings: Then, we arrange special training sessions for educating our team which includes all employees Bottlenecks in production System: As far as bottlenecks and shortcomings are concerned. I found the whole production Plant & Systems very efficient and Standardized because of superb level of security but even the perfect things also include some what imperfection. So, I found lack of automation in whole production systems. In this era of digitization when we have all systems computerized and automated for efficient and outstanding performance then why FMC United (pvt) limited which is the subsidiary of American Company Lacks in that.

CHAPTER 5 COMPANY MARKETING MIX

MARKETING DEPARTMENT: Marketing division set up in July, 1994 is responsible for the marketing operations including planning, distribution, sales farm advisory services, field warehousing finance and administration. With the commencement of commercial production in June 1995, the company stared marketing its own pesticides and spray under the brand name "TALSTAR" the company markets not only "TALSTAR" pesticides and spray but also export nitrogenous and potash pesticides. The company is also undertaking the marketing of FMC UNITED LIMITED (PVT) LIMITED. The company is fully marked up and capable of taking up challenge of marketing one million tons of pesticides to be produce this plant every year. When FMC UNITED LIMITED (PVT) LIMITED came into the market with its production in June 1995, the other manufactures namely "DAWOOD HERCULARS and NATIONAL PESTICIDES CORPORATION was already well establishing in the market. The brand of the Dawood Hercules was persevered premium brand in Sindh and Central Punjab respectively. FMC UNITED LIMITED (PVT) LIMITED had to facing tough competition from the banging this competition coupled with the huge surplus of pesticides and spray in the domestic market posed a great challenge of the company in thee initial years. FMC UNITED LIMITED (PVT) LIMITED not only met the challenge by capturing the desired market share but in the process, enhances the brand image of the product "TALSTAR" pesticides and spray which has become a number one brand. during the period 1983 to 1986 when a large pesticides and spray surplus rousted in the country, FMC UNITED LIMITED (PVT) LIMITED pioneered pesticides and spray exports which not only helped in stabilized domestic pesticides and spray but also earned valuable foreign exchange for country.

Government of Pakistan deregulated the trade and prices of phosphate pesticides on august 21, 1993.subsequent to this decision FMC UNITED LIMITED (PVT) LIMITED started self imports of these pesticides and spray. Result timely supplies were arranged. Farmers were thus provided with quality product in bags with guaranteed correct weight and this brought about a positive qualitative change in the pesticides business in the country. The marketing division now has the necessary expertise to handle pesticides imports and exports. FMC UNITED LIMITED (PVT) LIMITED believes in selling a program rather than just a product. For this the company has adopted a customer orientation strategy, marketing quality products backed up by efficient and effective support services with emphasis on developing the market through particular and innovative farmer education. VARIOUS FUCTIONS OF MARKETING DIVISION PLANNING DEPARTMANT: Planning department is basically the brain of the company. The cooperative strategy is formulated at the head office of the company while the department planes and formulated concerned with the marketing operations. The department's activities are to develop an efficient management information system (i.e., production, distribution, warehousing, sales, Finance, Technical, Services etc.) and to collect, compile, analyze, and present information relevant to market information. To assist the marketing management in the analysis, planning and monitoring of the marketing operations for the purpose of achieving the FMC UNITED LIMITED (PVT) LIMITED marketing objectives. The detail functions given as under: •

To produce daily & monthly progress reports for General Manager Marketing and other quarterly ,half yearly and annual report for the MD's coordination meeting and board of directors.

•

Various analyses are carried out to keep management updates.

•

To conduct marketing surveys necessary for marketing planning and analysis

•

Preparation of feasibility reports for new projects.

•

To do long term and short term projects

•

Coordination data and preparing presentations material as and when required.

•

To monitor competitors, regions ' sales performance, dealers 'selling capacity, sales

campaign and utilization of capital budget.

•

Computerization of industry pesticides data.

•

Compiling information preparing presentation material as and when required.

1. Daily Report: It contains basic daily data and analysis of the data pertaining to: •

Production

•

Dispatches to customers & warehouses

•

Sales position

•

Inventory Level

•

Position of order generation

•

Pending order status

Monthly, quarterly & annual reports not only covered Marketing Division's Achievement for the period but also gave an insight of the pesticides market situation with particular references to competitors. 2. Annual Business Plan: It consists of: a. Operational budget b. Capital budget The process of budget preparation starts from last week of June and ends in September by submission of the plan to the management for approval. The detail of activities involved is in the transparency.

3. Analysis: It include following activities: •

Industry situation

•

Sales Performance

•

Receivables

•

Budget Performance

•

Freight Analysis

These analyses are carried out on a weekly basis and reports are sent to GM to keep him updated and facilitate modification of strategies according to the prevailing situation. 4. Market Survey: For example during 1994 pesticides consumption in the country was law as compared to pervious year. Till the end of third quarter 1994 the decline was over 9 % as compared to the first three quarter of 1993. It was, therefore decided to conduct a field survey with the objective of getting first hand information for determining the factors which impact pesticides consumption. 5. Market Feasibility: This department has developed market feasibility for FMC United (Pvt) Limited. 6. Pesticides Data Book: For the last 12 years planning department is compiling and printing pesticides data book containing impact historical information pertaining to FMC United (Pvt) Limited sales data, pesticides industry and agriculture related data. This book is divided into five main sections: •

Pesticides off take

•

Pesticides production

•

Pesticides imports

•

Pesticides prices & important data on agriculture

•

FMC UNITED LIMITED (PVT) LIMITED statistics

8. Monitoring: •

Sales Performance

•

Sales Companions

•

Dealers' Budget

•

Capital Budget

•

Competitor's Activities

9. Presentations: •

Management

•

Government of Pakistan

•

Annual meeting

The preparation of these presentations is planning responsibility. They are developed on need basis. 10. Training: Planning chalks out orientation program for the newly indicated officers/internees to acquaint them with the marketing operation of the company planning also arrange for the training of the management employees at "department of Business administration BZU Sahiwal campus." the coordination with the Head Office to select the officers for such training programs. 11. Company Newsletter: News from all the twelve regions, distribution officers Sukker and from different departments of marketing division come to planning where they are compiled & edited and sent to Head Office for publishing in the company 's quarterly new letters.

MARKETING MIX STRATEGIES:

PRODUCT STRATEGY: Company markets all of their products with brand name to build brand equity. While the major competitors use generic names of their products or in the future government ban the generic names so that’s why it is completive edge for the company. In this time some of the products

FMC united have generic name which are shown into the product line. But now company changes that name and turn towards brand name.

PRODUTS AND SERVICES: PRODUCT: A product is one of the most important contingents of 4 P's because it is the thing which company sells to its customers. It's a set attributed, a package of benefits tailored to customers needs here we will discuss what FMC UNITED (PVT) LIMITED offers to customers. FMC UNITED (PVT) LIMITED sells pesticides and spray to customers, which are farmer who apply it to their crops, so as to get batter yields. Pesticides and spray generally, is a commodity and almost all pesticides and spray marketed, by all companies is similar in nature and content. By product classification, pesticides and spray is an industrial product treated as raw material for from products. PRODUCT ATTRIBUTES: Products attributes are the tangible benefits being accrued from a product these are product quality, features and design.

Pesticides and spray (pesticides and spray products by FMC UNITED (PVT) LIMITED) is one of the finest in quality; it is prepared on most modern plant. It is clean i.e. don't have any dust, one value highly favored by farmers. It is on attribute from which farmer judge quality of pesticides and spray has this in absence PRODUCT FEATURES: Pesticides and spray has product features unmatched by other pesticide and spray. It is easily soluble in water, a quality of goods pesticide and spray even after a year it will retain its quality. While pesticide and spray is known as a perishable commodity even many pesticides and spray become hard after a year in store becoming less soluble in water. Another feature is it does determine of its periling capability. If pesticide and spray become a cake, you can make return it in to pervious shape by hitting hard bag of pesticide and spray once or twice on the ground. These two are some of many reasons, which made the best and most preferred brand in the market. The company pervaded quality pesticides on economic price & its product line the following: SERVICES: The company provided farm advisory services to the servile thousand farmers and contribution in the increase of production & productivity of agriculture sector. Brands: Brand name: As we know that the Brand name should be somewhat related to Product Features, benefits, quality and it should be some source of recognition also so we give our products very attractive, stylish, meaningful and distinctive Brand names For example:

“Machette” is one of the very famous weedicides for rice and it means ”Sword” which depicts its usefulness and meaningfulness-e it acts like a sword for weeds and it becomes very powerful source of recognition for Company. Likewise “Talster” which is indicative of four stars that represents the usefulness of Brand Three Levels of Product: The three levels for FMC United Products are: •

Pro class

•

Stock keeping Unit (SKU)

•

Packaging

Pro class: It includes the core product of company which in case of FMC United is Pesticides and fertilizers Stock keeping Unit (SKU): Warehousing item that is unique because of some characteristic (such as brand, size, color, model) and must be stored and accounted for separate from other items. Every SKU is assigned a unique identification number (inventory or stock number) which is often the same as (or is tied to) the item's EAN or UPC. Packaging: We have a wide range of packaging for all of our products that make them look more attractive, useful and stylish which in fact distinguishes them from national and Desi products. It includes: •

Spray Bottles

•

Fertilizer Bags (Granular)

•

Fertilizer Bags (Powder)

•

Bottles of all sizes ranging from

Company and Brand Image: Our company recognizes the power of well designed packages to contribute to the instant consumer recognition to Company or Brand And in fact our Packaging is quite innovative among companies in agricultural business Consumer Affluence: We are taking a great care of consumer affluence by inserting following features in packaging •

Convenience

•

Appearance

•

Dependability

•

Prestige

PRODUCT LINE: FMC United has 44 Product Mix for all crops all problems. We have launched 24 new products in last four years. Mainly we deal in following areas: •

Pesticides

•

Fertilizers

•

Termiticide

•

Seeds

PESTICIDES It is further divided into three categories:

•

Insecticides

•

Fungicides

•

Herbicides

•

Miticidestermiticides

•

Nematicides.

Fertilizers: Micronutrients.

Nature

Product

Pack Size

Acelan 20SL

250 ml 500 ml 20 ltr 200 ltr

Acrobat MZ

250 gm 1 kg 20 kg

Advantage 20EC

250 ml 500 ml 1 Ltr 100 Ltr 200 Ltr

Affinity 50%WP

800 gm 10 Kg

Aim 40DF

20 gm

Arrivo 10EC

250 ml 500 ml 1 ltr 5 ltr 20 ltr 200 ltr

Atrazine / Atrazil

500 ml 1 Ltr 200 Ltr

Authority 4F

600 ml

Buprofeizin 25WP

900 gm 25 kg

Insecticides

Fungicides

Insecticides

Herbicides

Herbicides Insecticides

Herbicides

Herbicides Insecticides

Insecticides Bestox 5EC

250 ml 1 Ltr 5 Ltr 20 Ltr 200 Ltr

Bromoxynil + MCPA

1 ltr

Bumper Cotton

500 ml 1 ltr 20 ltr 100 ltr 200 Ltr

Micronutrient

Bumper Cane

1 ltr

Micronutrient

Bumper Wheat

1 ltr

Butachlor

800 ml 200 Ltr

Micronutrient

Borostar

1 kg

Insecticides

Cartap 4G (Hoopoe)

9 kg

Insecticides

Cascade 10DC

200 ml

Cabrio Top 60WDG

300 gm 500 gm 1 kg 20 Kg

Chlorpyriphos 40EC

250 ml 1 ltr 5 ltr 20 ltr 60 ltr 100 ltr 200 ltr

Commando 75SP

800 gm 50 Kg

Insecticides Micronutrient

Herbicides

Fungicides

Insecticides

Fungicides

Curon

1 Ltr

Insecticides

Diafenthiuron

400ml

Emmamectin Benzoate 1.9EC

200 ml 400 ml 20 Ltr 100 Ltr 200 ltr

Furadan 3G

8 kg

Galaxy 25WP (Glyphosate)

1 Lit.

Insecticides

Hoopoe

9 - Kg.

Micronutrient

Humextra

2 - Kg

Imidacloprid 20SL

240 ml 480 ml 20 Ltr 200 Ltr

Insecticides

Insecticides Herbicides

Insecticides

Imidacloprid 70WS

Imidacloprid 25WP

100 gm 250 gm 25 Kg

Kumulus DF

500 gm 1 Kg 25 Kg

Marshal

100 ml 200 ml 1 Ltr

Insecticides

Fungicides

Insecticides

Herbicides

50 gm 25 Kg

Metribuzin

250 gm 1 Kg 20 Kg

25 Kg Herbicides

Machete 60 EC - 800 ml

800 ml

Metric

500 ml 1 Ltr

Mustang 380EC

500 ml 1 ltr 5 ltr 20 ltr 100 ltr 200 ltr

Novastar 56EC

500 ml 1 ltr 5 ltr 20 ltr 60 ltr 100 ltr 200 ltr

Insecticides

Padan

9 Kg.

Herbicides

Platform

120 g.

Protocol

500 gm 1 Kg 25 Kg

Rugby 5G

2.5 Kg

Shincar 50EC

250 ml 1 ltr

Sunflower Seed DK - 4040

10 Kg

Stomp 455 CS

1 Ltr 5 ltr 20 ltr 100 ltr 200 ltr

Herbicides

Insecticides

Fungicides

Insecticides Fungicides

Herbicides

Insecticides

Talstar 10EC

Insecticides Triazophos

Micronutrient

Zintox (Granule)

250 ml 500 ml 1 ltr 5 ltr 20 ltr 60 ltr 100 ltr 200 ltr 1 ltr 20 ltr 60 ltr 100 ltr 200 ltr 3 Kg

Seeds: Sorgham S*17 Sunflower DK 4040 Front Line Power Pack SX 17

TERMITICIDES: Termites survive by eating wood, paper, fiber cotton fabrics and other cellulose-based products .Houses and other provide termites with the ideal combination of warmth, moisture and food .If ignored, termites can be a potential threat to the structural integrity of any building. Termites are beneficial when they destroy an old tree stump, but when they attack buildings they are pests. Being social insects they have a well-defined hierarchical consisting of: •

King and Queen

•

Soldiers

•

Workers

There are various types of termites. In Pakistan, subterranean termite is the most commonly occurring type. Lying beneath the surface subterranean termites travel through mud tubes to reach food sources above the soil surface. A typical colony may range from several hundred thousands to 1 million or more termites. Newly constructed structures

offer good breeding grounds for the colonies. On the march towards their feed source termites damage everything in the path. They can travel through cracks in concrete as small as 1/6th of an inch. Thus termite attack usually results in structural weakness with the result, that over time, the structure gives way under its own weight. Termite can also make large size cavities under the foundation of structures Protection from Termites Chemical protection against termites is the most efficient and effective method to ward off their attack. Under this method a continuous barrier is established between the termite colony and the structure or property to be protected. BIFLEX: Biflex is FMC’s proprietary product, which is being successfully used in USA, Australia, Middle East, Asia Pacific and Europe. Biflex belongs to the Pyrethroid class of chemistry and is superior to other available products due to following characteristics: •

Double action advantage: Biflex repellent + Killer of termites

•

Longer residual Control

•

Maximum protection at low dosage rates

•

Odorless

•

Equally effective in all soil types

•

Barrier not degenerated by weather conditions

•

Safe foe human health

•

Safe for environment.

•

Application

Pre Construction After excavation and before lying foundation Biflex application is necessary to keep termites out. A second application before laying of floor. A third application along outer parameter of the structure is also required to protect the structure Post Construction:

Post Construction treatment is a highly technical job requiring expertise and know how. It involves drilling specific sized holes at pre-determined intervals and injecting Biflex solution through these holes to obtain a barrier between termites and the structure. Termite protection is an intricately complex job. It is said that the chemical protection is only as good as the person who is injecting the chemicals into the soil. FMC has developed a trained team of technicians who can take care of all termite protection jobs. Equipped with hammer drills, sub slab injectors, ridding devices, protective equipments and regulated pressure pumps. These professionals can handle any job to the client’s satisfaction Packaging: Biflex is available in 250ml, 1 liter, 1 gallon (3.7 liters) Biflex Pro is available in 20 liter and 200 liter drum pack Major Brands: The major and most important brands of FMC United (Pvt) limited from which company earns most of the profit are: •

Furadan

•

Talstar

TALSTER: Unique Chemistry: Talstar, containing the active ingredient Bifenthrin, which was discovered in 1979 in the laboratories of FMC. The unique chemistry of Bifenthrin molecule although is similar to synthetic Pyrethroids but there are two strong points of divergence: Talstar (Bifenthrin) combines both Insect and Mites control. No standard synthetic Pyrethroids exhibit the mite control property. Talstar (Bifenthrin) molecule is structurally different from other Synthetic Pyrethroids. Talstar is registered on more than 70 crops and in more than 40 countries throughout the world

Talstar contains a substituted biphenyl group which no other synthetic Pyrethroids have. This is responsible for high Acaricidal activity. Talstar - Non Sensitization Features: Important distinction is the lack of a Cyano group at the alpha position. Cyano group in Pyrethoids is known to cause unpleasant skin effects such as tingling, burning Because of the removal of Cyano group, there are no indication of such symptoms or facial sensitization for the Talstar ( Bifenthrin) users Talstar – Uniqueness Talstar “Bifenthrin” is distinctive from other pyrethroids by two points. •

Talstar exhibits strong Acaricidal activity due to the addition of Biphenyl in its molecule while no other standard pyrethroid possess this uniqueness.

•

Talstar does not has Cyano group at Alpha position while all other pyrethoids have Cyano group which cause subjective facial sensation (SFS).

Talstar – Residual Control Talstar has long residual control is contributed by 4 main factors:  Product stability at high temperature.  Very low water solubility 0.1 PPB.  Stickiness to plant surface on upper leaf surface.  Talstar when sprayed, a part of it volatilizes which able it to penetrate into thick crop canopy and controls Jassid, Whitefly & mites.  It also has repellency characteristic.

Study Oral LD50 (mg/kg)

Acute toxicity

Species Technical

10EC

8 SC

Rat

54.5

531

695

Dermal LD50 (mg/kg)

Rabbit

>2000

Skin irritation

Rabbit

Eye irritation Skin sensitisaton

Non Min Non irritating Irritating Irritating Rabbit Non Mod Non irritating Irritating irritating Guinea Non Weak Non pig Sensitising Sensitising Sensitising

Talstar - Residual Activity

120 100 80 60 40 20 0 1 DAY

3 DAY

6 DAY

9 DAY

12 DAY

15 DAY

DOMINEX 40 gai/ha

KARATE 18 gai/ha

DECIS 15 gai/ha

TALSTAR 80 gai/ha

FURADAN: Most preferred and trusted insecticide of Sugarcane growers. Researchers all over the world are using Furadan as the standard for comparing any new chemistry for its performance as Insecticide & Nematicide. Furadan is compatible to Sugarcane IMP program. First application is at sowing, It has no issue with predator’s etc.2nd application is when crop height is about 1.5-2 feet. Furadan being a granular insecticide does not stay on leaves and

predators do not come in contact with Furadan. Furadan accelerate absorption of Nitrogen. Furadan with Urea significantly improved crop growth parameters and Nitrogen content in the leaf blade, indicating, that Nitrogen uptake from soil is enhanced. This property lacks in Phorate Reversible, direct inhibitor of cholinesterase enzyme through carbamylation of esteratic site of the enzyme.

The carbamylated enzyme undergoes spontaneous and rapid

reactivation. Carbofuran and its ester metabolites are metabolically active and have low mammalian toxicity. 3 Offerings of Furadan: •

Excellent plant protection/pest control.

•

Increase in Yield.

•

Increase in Sugar contents.

•

This makes Furadan a good choice.

Bio-efficacy on Sugarcane Product Dose

COT

Yield

Return on

Rs/Ha

MT/Ha

Yield Rs/Ha

Phorate Rs/Ha

Furadan 30

1254

51.15

15870

1668

Phorate 20

680

48.37

14202

24.7

Kg/ha

Control -

AdditionalAdditional

income

over

Furadan – Additional Income to Farmer Product

Borer

Sucking Pests

White Grub

Termites

Furadan ++++

+++

Phorate

+++

Complex

+++

ANALYSIS OF COMPANY MARKETING/SALES PROCEDURES: The FMC United Sales & Marketing Policies, Procedures, and Forms manual provides businesses with the "process approach" to operating functions -- including marketing planning and tactics, sales management, sales & marketing administration, and product management -- common to all Sales & Marketing departments. Marketing Planning and Tactics The, marketing departments have a set budget with which to operate and generate leads. The FMC United Sales & Marketing Policies, Procedures and Forms provides procedures for outlining company strategies and applying them to marketing functions and tactics ranging from direct mail to internet marketing. The emphasis in these procedures is continual improvement. Even a small company that cannot afford expensive market research doesn't have to conduct marketing operations "in the dark". Applying the Plan-Do-Check-Act approach means that even if the starting plan is crafted using intuition instead of information, it doesn’t have to stay that way. Continually collecting and analyzing information -- about the effectiveness of different marketing efforts in garnering leads that can be converted to sales, for instance -- removes the guesswork. Eventually, you conduct marketing based on what you know, not on hunches or guesswork. The section on Marketing Planning includes procedures for developing mission, vision, and strategies for employing specific marketing tactics (i.e. trade shows, internet marketing, direct mail, advertising, and telemarketing) in the Marketing Tactics section. Sales Tactics There is a wealth of books, articles, blogs, and other sources of information -- and opinions -- on how to be successful in sales. While these sources may contain good advice, does all of it apply directly to how you sell your goods and services? Again, a

critical aspect of conducting a sales call is to have a plan and collect information while performing the plan. Through the P-D-C-A methodology, the information collected and employed relates directly to a particular business and the products and services being sold. The Sales section includes procedures on Customer Life Cycle Management and Sales Management, as well as on Qualifying Leads, Sales Calls, Customer Improvement, and Customer Service. Sales & Marketing Administration Properly designed processes, implemented through well-written procedures, are important in Sales & Marketing administrative functions, also. That's why the FMC United Sales and Marketing Policies, Procedures, and Forms manual include procedures on Document Control and Record Control, applying these important ISO processes to the administration of Sales and Marketing. Other including administrative procedures include Sales Hiring, Sales Compensation, and Sales Training. Product Management The FMC United Sales and Marketing Policies, Procedures, and Forms manual also includes product management procedures, such as Product Life Cycle Management, Product Launch, and Product Development, where the "Plan-Do-Check-Act" philosophy is equally at home. Product Management, which usually falls under the marketing rubric, plays a vital function in coordinating efforts different organizational departments to support a product or product line through its life cycle in order to maximize the benefits, to the company and the customers, of producing and selling the product Improve Your Sales & Marketing Operation The Sales & Marketing Policies, Procedures & Forms manual is designed to help you achieve the improvement you need in your Sales and Marketing operation. While no

book or manual can explain and detail every objective and subjective aspect of running a sales and marketing department, we feel FMC United takes a somewhat unique approach in managing sales and marketing as other business operations are managed, according to the "process model". No book or manual on sales and marketing can cover all the aspects of your business that make it unique. We present you with the basic concepts and principles behind the "PlanDo-Check-Act" approach that allow you to adapt the Sales and Marketing manual to your particular situation and needs. In FMC United (pvt) limited marketing and sales teams work in parallel with each other. The whole process of branding that involves Brand Creation, Brand development, Brand launch, Sales Promotion, advertisements, Public relationaing all of the activities that relates Brand management are all coordinated, managed and controlled by Marketing Department which includes all personnel from marketing managers to Brand Managers and marketing support executives. While Sales Department has a complete sales teams that includes very efficient, educated and trained sales staff that are involved in all type of sales activities. Basically in generating leads. They do direct meeting with farmers and help them in solving their problems with the products of Company. So, they are involved in two types of major activities that is: •

Creation of “Pull”

•

“Push” for Dealers

Creation of “Pull”: When our sales officers met with farmers they create pull for our products by telling them about our Products as well as educate them and push them towards our authorized Dealers “Sunehara Daur” Push” for Dealers: At the same time they push dealers and make them ready to work more in season have proper check over them that is they are not involved in any kind of fraud activity like selling other company’s products too.

PRICING STRATEY: FMC United uses different types of Pricing strategies Most importantly company uses Skimming strategy .They charge higher then every company as compare to multi national, national and generic companies. The justification for using Skimming strategy is that we provide high quality as compared to other local companies in Pakistan and we own this. Most of our Brands like “Furadan”, “Talstar” and “Padan” have a very strong Brand Equity so company enchases this strong brand equity. Apart from these this is done because of standardized production. More than that we use following Pricing strategies: •

Image Pricing

•

Location Pricing

•

Discounts

•

Seasonal Pricing

•

Premium Pricing

•

Customer Segment Pricing

Image Pricing: Because our company has a very strong standing among the companies that have powerful business in agricultural sector in Pakistan that is why we use the Image Pricing for our Brands especially for the most powerful & strong Brands. Upon Power full Brands like “Talstar”, “Furadan”, “Padan” we charge Brand premium on that. Location Pricing: We do use the Location Pricing strategy. For Example:

If Pest pressure is more at certain places then it creates more demand for out Products then supply in market so it gives us edge and we are more able to sell the Pesticides at higher Prices than in normal days like “Padan” which in normal days is sold for Rs 850/per bag in the season of pest pressure and some diseases during last few months is sold at Rs 1800/- per Bag so company earns a profit of 950/- per bag additionally Premium pricing Strategy: FMC United uses “Premium Pricing Strategy for its products that is “High Cost” & “High quality” strategy that results in “High Price”. Because we have standardized plant for formulation which costs us high to maintain standards and as it is subsidiary of multinational company that is why we charge high. Standardized product is basis for charging high. Discounts: Then we have very attractive discounts for our dealers and Buyers at certain amount of purchase. In discounts they mostly give Cash discounts, Quantity discounts, Seasonal discounts and cumulative quantity discounts. For example: We give attractive cash rebates. If dealer is doing purchases from company for cash then for such type of cash sales Company gives 1% extra to dealer. More than that we give 89% for such transactions to dealer and likewise for farmers we give many important and attractive packages to farmers that buy certain amount of quantity. Seasonal Pricing: FMC United uses seasonal pricing because our business is mainly related with seasonal crops. When it is season of certain crop say rice then demand for rice related product increases. During those seasons we have elastic demand for our products like that:

Moreover, if it is time of Pre-mergence then demand for “Machette” increases. This is a very popular and effective weedicide for rice Premergance is the time after transplantation which is mostly 20 days for rice. So, demand for this product increases a lot during these days. So, prices increases respectively because of increasing demand and company earns profit during this period. Customer Segment Pricing: Most of farmers in Pakistan are illiterate that need to be educated more than a small number of those that are literate moreover the size of holding become basis for segmentation and above all the main constituent which is basis for this pricing is type of crop under acreage. So, we charge different prices from different segments.

DISTRIBUTION STRATIGIES: FMC UNITED (PVT) has joint venture with UNITED distributor. In Pakistan FMC has only one distributor which is at top position. This joint venture is a core competency of FMC. Distribution Function: The primary function of distribution department is distribution of pesticides all over Pakistan, ensuring that at the minimum possible freight cost while maintaining the

competitive edge. Following are the company's responsibilities of the distribution department: •

To ensure the effective distribution of all products from United Distribution Limited (UDL) to the dealers network and various warehouse located all over the Pakistan is coordinating with the field.

•

To conduct field surveys at united distribution limited (UDL) from time to time to ensure that the existing company freights are competitive at minimum cost to company.

•

To maintain close liaison with the Head Office Lahore and coordination all matters affecting imported Pesticides, Demigod product, claims etc.

• •

To coordinate with N.L.C Rawalpindi for trucks in case of emergency. To maintain all dealer record and information responsible for analysis of dealer performance during rabbi and kharif.

•

To ensure the dispatch and effective distribution of all (imported) pesticides from Karachi port by road and rail.

•

To supervise, guide to concerned distribution staff at Lahore, United Distribution Limited (UDL) and Karachi port by road and rail.

Channel decisions •

Channel strategy

•

Gravity & Gravity

•

Push and Pull strategy

•

Product (or service)

•

Cost

•

Consumer location

Managerial concerns The channel decision is very important. In theory at least, there is a form of trade-off: the cost of using intermediaries to achieve wider distribution is supposedly lower. Indeed, most consumer goods manufacturers could never justify the cost of selling direct to their

consumers, except by mail order. Many suppliers seem to assume that once their product has been sold into the channel, into the beginning of the distribution chain, their job is finished. Yet that distribution chain is merely assuming a part of the supplier's responsibility; and, if they have any aspirations to be market-oriented, their job should really be extended to managing all the processes involved in that chain, until the product or service arrives with the end-user. This may involve a number of decisions on the part of the supplier: •

Channel membership

•

Channel motivation

•

Monitoring and managing channels

Channel motivation It is difficult enough to motivate direct employees to provide the necessary sales and service support. Motivating the owners and employees of the independent organizations in a distribution chain requires even greater effort. There are many devices for achieving such motivation. Perhaps the most usual is `incentive': the supplier offers a better margin, to tempt the owners in the channel to push the product rather than its competitors; or compensation is offered to the distributors' sales personnel, so that they are tempted to push the product. FMC United defines this incentive as a Channel Value Proposition or business case, with which the supplier sells the channel member on the commercial merits of doing business together. He describes this as selling business models not products. Monitoring and managing channels In much the same way that the organization's own sales and distribution activities need to be monitored and managed, so will those of the distribution chain. In practice, many organizations use a mix of different channels; in particular, they may complement a direct sales force, calling on the larger accounts, with agents, covering the smaller customers and prospects. These channels show marketing strategies of an

organization. Effective management of distribution channel requires making and implementing decision in these areas. Distribution Scope: In reference of Distribution scope we use Selective Distribution Selective Distribution: Appoint several but not all retailers. FMC United is very careful in this respect only Company’s authorized dealers are allowed to sell Company’s Products Only the retailers of our own Franchise i-e Sunehara daur are allowed to sell our products only. Advantages of Selective Distribution: •

Better market coverage than normal distribution

•

More control and less cost than intensive distribution

•

Concentrate effort on few productive outlets

•

Selected firms capable of carrying full product line and provide the required service

DISTRIBUTION OBJECTIVE: Following are the distribution Objective of FMC United (pvt) limited: •

To ship out total production.

•

Services 240 dealers, 8 warehouse, and customer.

•

All shipments to be made in cost effective manner.

•

To keep inventory at plants at minimum levels.

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To maintain regional / zonal allocations.

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To rectify dealer complaints.

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All dispatch to be on FIFO basis

•

Adequate and proper warehousing / control.

•

To ensure prompt handling, good quality packing, correct weight and timely delivery of products.

Distribution Channel for FMC United (pvt) limited

Consumer

Manufacturer

Retailer

•

In case of FMC United (pvt) limited the manufacturer is FMC & FMC United

•

Retailer is franchising network-“Sunehara Daur”

•

Consumer is farmer

Direct Distribution: Direct Distribution to farmers is through the Dealers who are retailers. Dealer takes orders on the behalf of company. Dealer directly submits payment that is given to Regional Office after confirmation through Bank and then required products are supplied. These dealers are not the employees of FMC. This distribution took place through the exclusive Franchise network called “Sunehra Daur”

Sunehra Daur: It is the major and most important asset of FMC United. It is called “Golden Era” in FMC’s history. This is the franchise network of FMC United to which Sales

Representatives push farmers for getting products of FMC United. They are authorized dealers of company. This is revolution in agricultural sector. Gains of “Sunehra Daur” franchise network: Gain to Company •

Focused Network

•

Safe from counterfeiting

•

Standing in the market

•

Easy business monitoring

Gain to Farmers •

Quality assurance

•

Feel of one brand solution for all problems

•

Confidence Building

Gain to Sales Team •

Easy access and better focus

•

Time saving

•

Improved financial controls

•

Focused selling

Gain to Dealers •

Good business assurance

•

Customers confidence

•

Transparent accounts

Strong distribution system is a competitive edge for FMC UNITED. UDL distribute all of their products into minimum time and UDL also manage the warehouse of FMC UNITED. Company has the regional sales office with the facility of ware house in these cities Regional Sales Offices: Right now we have nine regional sales offices that coordinate sales activities: •

Lahore Sales Office

•

Multan Sales Office

•

Rahim Yar Khan Sales Office

•

Vehari Sales Office

•

Bahawalpur Sales Office

•

D.G. Khan Sales Office

•

Quetta Sales Office

•

Sahiwal Sales Office

•

Hyderabad Sales Office

•

Sukkur Sales Office

Promotional Strategies: FMC United has two types of strategies in this respect: •

Marketing Promotional Policies

•

Sales Promotional Policies

Marketing Promotional Policies: This is the portion upon which marketing team put strong emphasis upon. It is majorly divided into two important activities: •

BTL (Below the line)

•

ATL (Above the line)

BTL (Below the line): The reason for calling these activities BTL or below the line is that such activities involve direct interaction & communication with farmers. So basically they are focused upon farmers. Following are the important BTL activities that are conducted through out the country to create awareness of their products as well as to enhance sales: •

Farmer School Program

•

Mobile Cinema Program

•

Nautanki Mini Theatres

•

Halqa-e-Yaran (Farmers club)

Farmer School Program:

It involves Innovative relationship building activity with farmers. They are conducted in all areas for all the major products. A School Program is basically module mix of exercises, games and technical training. In these Programs farmers are educated through learning. Firstly, they are given with some exercises and then these tasks are related with crops problems. During these exercises or tasks when farmers some how or other find solutions to these problems themselves then finally these solutions are co-related with FMC’s products. So, farmers themselves see that how the products solve all type of crop related problems. The most important Products of which FMC have a strong brand equity School Programs are very famous are as follows: •

Furadan School Program

•

Talstar School program

Mobile Cinema Program:

Mobile Cinema is basically Training through entertainment. They also took

place in all cities of Pakistan

especially in rural areas .Mobile cinemas are built in large containers farmers are gathered in containers and given some refreshments along with this refreshment they are educated about crop problems along with the solutions through products of FMC United. Why it is called mobile because they are built in vans which are routed in almost all countries of Pakistan. They are so famous that FMC’s leading competitors Syngenta (Pvt) limited copy this. They recently launched such van in many rural areas.

Nautanki Mini Theatres: In this BTL activity farmers are trained through small and large theatre program. Some theatrical characters are created and through them farmers are given messages about the products. These are conducted for almost all products of FMC United but the programs for most strong brands like “Furadan” and “Talstar” are more famous among farmers. So, it serves both purposes that is the creation of awareness of Company’s Products and enhancement in sales

For example: Uncle Furadan and Baba Talstar are well-known characters

Halqa-e-Yaran (Farmers club): This Halqa-e-Yaran is innovation of FMC United. This is creation in agricultural history of Pakistan. Basically a community of farmers has been created which is known as

“Farmers Club” in which farmers interact with each other and share their problems, reviews etc

Triggering a “FISSION PROCESS” through Farmers’ Club

So, all of these below the line activities create a link between farmers and FMC United. Farmers feel a sense of security in doing business with our company. So, we believe in making long term relationships with our farmers so that they trust our products. In other words, FMC United marketing strategy in “Relationship Strategy”

ATL (Above the line): Above the line activities are targeted at all audiences. They include: •

TV advertisements

•

FM advertisement

TV advertisements Because our target market is farmers that mostly prefer watching P.T.V. So, FMC (PVT) LIMITED advertises on P.T.V. Television is the easiest way to approach large number of audience and people in Pakistan prefer more to watch TV. The most famous TV ads of FMC United include slogans like that: “FMC ka Talstar” “Kapas ka pehla phool bachana ha Gar mehnat ka phal pana ha” FM advertisement: FM is the most important source to reach a large number of target audiences especially farmers because most of rich farmers are in travel so it is the quickest source to approach them. And small farmers mostly listen to FM. In other words they prefer listening to radio than watching TV because it is approachable by them. FMC United advertises on almost all FM stations. Like the most famous Slogan on FM for “Padan” is: “Uth meray bailia Padan tairt kol aey” Now coming toward the second important portion of Promotional strategies is “Sales

Promotional Policies” Sales Promotional Policies: FMC United has unique type of “Sales Promotional Policies”. We very attractive incentives on purchase of certain quantities Cash Rebates:

In this respect FMC United offers cash rebates i-e money is refunded to customers who buy merchandise from retailers within a specified time; the rebate allows dealers to clear inventories without cutting list price. Print Media: Most farmers, who are FMC United (Pvt) Limited target audience, are illiterate and therefore FMC United (Pvt) Limited mostly prefers to have broachers, flyers in Urdu language in print media. And this advertisement is done under the guidance’s and in coordination with Ad cell, Interflow, Art Science and many more advertising companies Transit Media: FMC United (Pvt) Limited has more then 300 billboards placed in different parts of the country, where FMC United (Pvt) Limited target market is situated. Also it runs close circuit television (CCTV) at airports, railway stations and in trains. FMC United (Pvt) Limited put heavy emphasis on sales promotion to its dealers as well as farmers. Sales promotion: Following are the sales Promotion items given by FMC United to its customers: •

Calendars

•

Key chain

•

Garden Parks

•

Dairies

•

Wall Clocks

•

Wallets

Sales promotion Material: FMC UNITED LIMITED (PVT) LIMITED use following promotional material: •

Crop Posters

•

Crop Literature

•

Stickers

•

Price Lists

•

Mobiles

Other Advertising: •

Eid Season cards

•

Stalls at Exhibition

Direct Marketing: FAS Services FAS services known as Farm Advisory Services are competitive edge for FMC UNITED because its competitors only sale their products. They are not giving the services to their customers. So that’s why it is competitive edge for the company. FMC has a database of 50,000 listed farmers to whom their representatives provide Advisory Services them selves Weekly farm service is provided to farmers through this program. This is basically to educate farmers about their problems regarding crops. So, FMC’s Sales representatives check crop problems, suggest solutions, and most importantly push the farmers to franchise shops i-e Sunehra Daur. Farmers have a record card at their farms. So, through the unique FAS Program they attain two important goals •

Create Pull for their Products

•

Push farmers to their Franchises

For this purpose they have given cars to their Sales Representatives

Sample of Farm Advisory Card:

Farmer Meetings: These are the meeting of the farmers conducted in villages and towns. Farmers are explained the latest crop technology to be adopted for getting higher profitable yields. Other farmer related problems like plant protection and oil testing besides many other issues are discussed in these meetings. FMC UNITED LIMITED (PVT) LIMITED crop literature is distributed during these meetings. Normal attendances vary between 50-70 farmers. Their Sales representatives conduct meetings with the farmers in their respective territories The meetings are held according to the crop season in each area with farmers on daily basis. So, Sales Officers are involved in promoting the products more which are related to the seasonal crop in respective area

Special Farmer Meetings These are farmer meetings conducted at Tehsil/District level head quarters. The participants in these meetings are progressive farmers and Government/Agri. Related sugar mills officials. Agriculture related issues are discusses in the on set of rabbi/ kharif season and the numbers of participants are between 150 to 200.

Group Discussions: Discussions with small group of farmers are held at the farm levels or at the dealer's shop. Crop related problems are discussed and suggestions pertaining to these problems are advised. Farmer Visits: Farmer's farms are visited and on the sport issues regarding land preparation, soil testing, pesticides application , use of pesticides and many other farmer's related problems are discussed and suggestion are made accordingly. Field Visits: For new product development the brand managers along with the team conduct field visits in through out the country and focus more concisely upon the prospective area of the respective brand. During these field visits they conduct product trials for checking the results of the product before launching it in the market. So, we basically conduct market research along with complete trial before launch of products this is to firstly create pull in the market for products. For example: There were 6500 field days of Affinity when it was in the phase of development and there were 6500 yield days of Stomp and Affinity

MARKETING STRATEGY Segmentation: FMC UNITED divided the whole market into three segments on the basis of agriculture land. They make three types of segments. Upper Class (More then 500 Acres) Middle class (More then 30 Acres) Lower class (Less then 30 Acres) Targeting: FMC United Target the lower and middle class farmers. Because it is easy to satisfy them and they are sincere with their work. They can also target upper or middle class but they thing they are black mailers. They always want to make a deal with the company. So upper class is less profitable as compare to lower class.

Positioning: FMC UNITED used different tools for creating positive image in the mind of target customers. Basically FMC UNITED used pull strategy for attracting target customers. FMC UNITED used different tools i.e. Personal selling, direct marketing, sales promotion and advertising.

Field Days: The Brand managers for checking the whole activity of their products conduct Field days in the areas where their respective crops are in season. This is the part of their normal job this activity is done to ensure that products are going good enough in these areas as well as the objective of these visits is to check the activity of sales officers in their respective areas. So during these visits they attend meetings of sales officers with farmers and also take part in sales officer’s weekly meetings with zonal & business managers. So, this is a sort of check on sales team to check the sales activities. Crop Experiments: In order to carry out applied research about the use of pesticides, crop experiments are conducted by FMC. Pesticides treated treatments are compared with the control plots and the results are shown to farmers.

SWOT ANALYSIS: Strengths: Sales Team: Company has a competitive sales Team which has excellent knowledge about chemicals and pest with this knowledge they can easily solve the problems related to pest. All the sales officer have master degree in agriculture and some of them having business degree along it. Branding Strategies FMC UNITED use brand names as compare to their competitors. With brand names product can easily get loyal customers. On the previous pages I show companies product line. All the products having the brand name with registration. Competitors have no chance of copy FMC brand name because company has legal right to protect them. Sales Force FMC UNITED has the qualified sales staff. All sales officers having the degree of master in agriculture. In this way they can easily understand the problems of the farmers. So the sales force helps the company in achieving the objectives with their excellent knowledge. Brand Preference Farmers of this country are well aware about FMC UNITED and its products. So when they are going to purchase Pesticides they giving the preference to the company. Every customer who use the product at one it left all the companies and join FMC UNITED. Quality Products All the companies which operate in the agriculture sectors tell to their customers that we are providing the quality products but FMC UNITED always giving them quality product. This thing is also proved by the government of Pakistan. Government takes samples of FMC United and proved that all the product is fulfils the quality.

Broad Product Range: If the company has the product for every problem then consumer giving them preference on other companies. So FMC UNITED has a broad product range which differentiates it from others. High Production: FMC UNITED has the higher capacity of production. That is the biggest strength of the company. WEAKNESSES Higher Prices FMC UNITED used the skimming strategy of pricing. So they charge higher then every company in Pakistan. This thing cuts the loyal customer of the company. Distribution Channel Company has very well distributors. Which is the competitive edge for the company but in government remove tax from imports so everyone can import the foreign product which is better in quality. BT Cotton As time passes companies introduce BT cotton which is free of pest. It means pest can not attack on it. So farmers will not purchase the products of FMC UNITED. Company depends largely on cotton crop or if cotton crop is protected from pest then who will purchase the product. BT Corn Seed This seed also creates the problems for the company. Company will be unable to achieve the sales target if the given situation will be occur. Water, Gas and Electricity Crisis These things creates problem for the farmers in the future. India wants to use the whole water of Pakistan in this way Pakistan will be free from water and if water will disappear then light will also disappear. If farmer left the farming then company will not be able to survive. OPPORTUNITIES •

Demand of pesticides and spray is growing very rapidly.

•

Good chances of expansions.

•

All other type of pesticides are imported, while a related Company (FJFC) will market its D.A.P pesticides through FMC UNITED

•

Efficient as well as apt sales promotion and dynamic Advertisement.

•

Proper placement of warehouses

•

Great opportunities for joint ventures.

•

Quality should be improved gradually with the result and trends in market? May utilize the word of month influence by giving more benefits to dealers.

•

May diversify the business in allied services may be cost leaders by cutting down the unnecessary expenditures.

THREATS •

Any sharp decline will heart it the most.

•

A free trade policy of WTO is major is a major threat to the company.

•

Threat of forward integration by FJFC.

•

Threat of water and gas crisis.

•

Threat of entry of new competitor especially that of Middle East

PEST Analysis Political These factors affected FMC UNITED in every aspect of business. Political factors include areas such as tax policy, labor law, environmental law, trade restrictions, tariffs, and political stability are the factors which effects the business of the company. With every passing day government changes the tax policy which is not good for the business atmosphere of the country. Some companies did not show the complete record of the companies due to save the amount of tax but FMC UNITED is only company in the

Pakistan which gives the complete tax to the government. Political stability also effects the over all business of the country which also effects FMC UNITED. Economic Factors include economic growth, interest rates, exchange rates and the inflation rate. These factors have major impacts on how businesses operate and make decisions. From the previous year interest rate increased which affects commonly all the business in the Pakistan so it also affects the FMC UNITED. Interest rates increased the cost of capital for the company. Exchange rates increase the cost of production. Exchange rates affect the costs of exporting goods and the supply and price of imported goods in an economy. When the prices of every thing going up which affects the purchasing power of consumer so in inflation it is not easy for the company to achieve the desired target of sale. Social

Factors include the cultural aspects and include health consciousness, population growth rate, age distribution, career attitudes and emphasis on safety. Trends in social factors affect the demand for a company's products and how that company operates. FMC UNITED is a multinational company witch effects the culture of Pakistan it hires employee from home country. These employees wear short dresses so in this way our culture is affected. Technological New innovation in the technology affects FMC .Company has the latest plant in the Pakistan but every day technology changes and company purchase new machinery. Company faces a lot of problem from new pest they spend a lot of on research and development. So for the purpose of doing research they need a laboratory with latest equipments.

BCG Matrix: Cash cows Business units with high market share in a slow-growing industry. These units typically generate cash in excess of the amount of cash needed to maintain the business. They are regarded as staid and boring, in a "mature" market, and every corporation would be thrilled to own as many as possible. They are to be "milked" continuously with as little

investment as possible, since such investment would be wasted in an industry with low growth. Dogs Charitably called pets, are units with low market share in a mature, slow-growing industry. These units typically "break even", generating barely enough cash to maintain the business's market share. Though owning a break-even unit provides the social benefit of providing jobs and possible synergies that assist other business units, from an accounting point of view such a unit is worthless, not generating cash for the company. They depress a profitable company's return on assets ratio, used by many investors to judge how well a company is being managed. Dogs, it is thought, should be sold off. Question marks Business which has low market shares they do not generate much cash is lie in this segment. The result is large net cash consumption. A question mark has the potential to gain market share and become a star, and eventually a cash cow when the market growth slows. If the question mark does not succeed in becoming the market leader, then after perhaps years of cash consumption it will degenerate into a dog when the market growth declines. Question marks must be analyzed carefully in order to determine whether they are worth the investment required to grow market share. Stars Business units with a high market share in a fast-growing industry. The hope is that stars become the next cash cows. Sustaining the business unit's market leadership may require extra cash, but this is worthwhile if that's what it takes for the unit to remain a leader. When growth slows, stars become cash cows if they have been able to maintain their category leadership. This was not difficult for me to find that where FMC UNITED falls in BCG matrix. FMC falls in Stars situation because Stars generate large amount of cash because of their strong relative market share, but also consume large amounts of cash because of their high growth rate; therefore the cash in each direction approximately nets out. If a star can maintain its large market share, it will become a cash cow when the market growth rate declines. The portfolio of a diversified company always should have stars that will

become the next cash cows and ensure future cash generation. . Meanwhile close competitor’s buyer and Syngenta lies into question mark position

CHAPTER 7 TRAINING PROGRAMME 6

Training Program: I worked in FMC United (Pvt.) Ltd for six weeks that is from July 13, 2010 to August 23rd, 2010.During my stay with FMC United I quiet enjoyed working with them the environment of organization is quiet relaxed and the management is very cooperative. In the very first week I was in the Human Recourse Department during that week I took a very small par in record retention of the files. Then, I was sent to marketing department where First of all I collected information for the meetings with rice farmers. In that activity I used to call Sales Officers according to their meeting schedule that was given to me and obtained data about farmer meetings mainly focusing upon their Contact numbers and no of participants of meetings after

obtaining this information for the purpose of reconciliation I used to call farmers of whom numbers were given to me by sales officers in order to check that whether the meeting held or not? And if it is held then upto what extant it went successful. The whole purpose for doing that was to develop a comprehensive and purposel ful database of farmer’s rice meetings that should reveal the results of the major activity i-e direct marketing upon the managers. The purpose of these meetings is direct contact of Company’s sales Officers with farmers and my duty was to ensure that whether this objective is completely achieved or not? During these calls I went through lots of interesting experiences that includes getting complaints regarding our Company like high prices and lots of crop related products etc. And finally I used to give all that valuable information to my managers. That proved a very good source of feedback for them it also includes satisfactory comments about our products and suggestions. And I also got a chance to sell Kumulus via Telemarketing. Then I did research and post activity analysis on the BTL activities of FMC’s Brands; Talstar and Furadan. All BTL activities that include School Programs, Mini theatres and Cinemas that were conducted in Pakistan of these products I was engaged in taking their feedback. Then, I was involved on conducting comprehensive field research on ATL activities that include FM advertisement. For that I started the research from the problem identification that was ; to identify the effect of FM advertisement upon the Product Recall, Message retention and awareness among the target market so for that I developed a comprehensive questionnaire and took data by calling farmers and after collecting data telephonically performed analysis on that data and finally draw conclusions and results for FMC United (Pvt.) Limited. More than that generally I was kept engaged in obtaining feedback by doing follow up calls on various marketing activities. Finally I conducted a field visit with Assistant Brand Manager in Sahiwal for the purpose of attending farmer meeting on Friday and major Zonal Sales team meeting for planning and Objectives setting for the sale of Seasonal product Marshal. There were many good experiences and observations that I had about FMC United (Pvt.) Limited that include the tasks giving and proper checking upon interns and above all I also attended a meeting of marketing department for quarterly planning activities. Being

an intern it is great honor for me to attend that meeting because it added a lot to my knowledge and the field visit was a great source of practical knowledge for me. But the major difficulty through which I came was data collection because they do not even had website. Some Observed Major Weaknesses: Improper Employees Distribution Over staffing and unbalanced distribution of employees in departments. Like all the government and semi government institutions FMC United (Pvt) Limited has also excessive staff than required. Moreover, there in uneven distribution, a place where one man can do the job three people are working there. And some place a job of three persons is taken from a man. This uneven distribution results in de-motivation of the employee and gradually his interest in his work decreases the efficiency of worker job is assigned to its caliper to develop his interest in work that increases the out put and decrees the overall cost of organization. So there is need to do the proper and well planned task distribution among the employees. The company should first analyze the expertise of the employees then it should take the complete analysis of the work then the company will be in a position to assign the duties to the employees in such away that the above mentioned hurdle may remove.

Unnecessary Documentation Burden In the company there is an unnecessary emphasis on documentation. In transactions a lengthy procedure of paper work is involved that decrease the efficiency and result in wastage of time. It is also absorbed that in some cases the same record is maintained by more then one departments. The task of documentation should assign to only one authority and this authority will be held responsible to keep the records of documentation. By assigning this task to a specific authority not only the time will be save but also the cost which the company spend in duplicating the record will be save.

Absence of Career Development Programs There are very few programs for career development of the employees. People working in one section or department from years are still with the same knowledge and style of doing job. There not only sharpens the skills of the employee that not only sharpens the skills of the employee and improved output for the organization. Some employees are working in the same department or section since they are appointed. The company should exert forces towards the enhancement of expertise and knowledge of the employees so that they may show their abilities. It is not necessary to engage some outsider for conducting such programs to whom the company will have to pay. Rather the may have some well qualified and experienced employees who can perform this job bitterly. So there is need to plan it properly if once it planned the company will not bear any extra expenses. High Centralization Too much centralization in the organization. Managers at low level are not authorized to make decision even about minor things. They have to consult top management and give justification on small matters. Involvement of top management and reaching at the final decisions is time consuming and some times result in heavy losses. Also man at low level with responsibility and no decision making power gradually lose interest in his job and de-motivation that affect his performance. It is not the case of just FMC rather more than 70% of companies in our country are facing this problem where there is high centralization even very minor affairs are discussed and settled by high authorities. So there is need not too much but some authorities to the employees which will give many advantages to the company in return. If it done then the employees will be in a position to take action or decision in case of some unusual circumstances. So there should be delegation of authority up to certain extent that enable manger to take timely decision at the

CHAPTER 8 CONCLUSIONS AND RECOMMENDATIONS

SUGESTIONS AND RECOMMENDATIONS: Over staffing and unbalanced distribution of employees in departments. Like all the government and semi government institutions FMC UNITED (PVT) LIMITED has also excessive staff then required. Moreover, there in uneven distribution, a place where one man can do the job three people are working there. And some place a job of three persons is taken from a man. This uneven distribution results in de-motivation of the employee and gradually his interest in his work decreases the efficiency of worker job is assigned to its caliper to develop his interest in work that increases the out put and decrees the overall cost of organization. In the company there is an unnecessary emphasis on documentation. In transactions a lengthy procedure of paper work is involved that decrease the efficiency and result in

wastage of time. It is also absorbed that in some cases the same record is maintained by more then one departments. There are very few programs for career development of the employees. People working in one section or department from years are still with the same knowledge and style of doing job. There not only sharpens the skills of the employee that not only sharpens the skills of the employee and improved output for the organization. Some employees are working in the same department or section since they are appointed. Too much centralization in the organization. Managers at low level are not authorized to make decision even about minor things. They have to consult top management and give justification on small matters. Involvement of top management and reaching at the final decisions is time consuming and some times result in heavy losses. Also man at low level with responsibility and no decision making power gradually lose interest in his job and de-motivation that affect his performance. So there should be delegation of authority up to certain extent that enable manger to take timely decision at the spot with confidence. When they take decision they feel themselves more involved and responsible for the job and in turn their efficiency increases. Due to high rate of unemployment in the country person join those jobs that are against their interest and not according to their caliper. So proper analysis should be done, and explore those employee which can do better what they are currently doing in the organization. They are no strict means to force employees to take safety measures and follow safety rules. Management should take necessary action in implementing the safety rules in the organization. One great advice from my side is that they should improve their sales team more because what I judge is that their sales tem is not that much loyal as it should be. They should make them more loyal with organization and train them more. After viewing the marketing analysis we see that product quality is not up to standard because management is more is quantity conscious then the quality. While FMC United (Pvt) Limited with most the plant and machinery giving the stranded product.

Conclusion FMC UNITED is a big name in agriculture sector. Its position is better then other multinational companies which are working in Pakistan. FMC UNITED has a good sales force, good business strategies and strong distribution system. This thing makes the company different from other companies. I spend seven weeks with this company but I

see in this company there is no politics between management and employee. All the people who are working with FMC UNITED are hardworking and motivating. But I did not understand why they are focusing on agriculture sector while they have good set up in food and in machinery in America. FMC is basically American company and it is good reputation in America. In Islamabad airport all the machines are belonging to FMC. But they are not wanting sale these machines to local Pakistani customer. I think if they can enter in Pakistan they will be market leader. Also with their machines Pakistan’s economic condition will improve.