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Understanding And Implementing strategy For Lasso Across Product Life Cycle In Maharashtra
Submitted in partial fulfillment of the requirements for the Post Graduate Diploma in Management (PGDM) Agri Business and Plantation Management (ABPM)

Submitted By:

Mr.Khairmode Vivek Rajendra

(Roll No.10PGDM46)

Under the Guidance of:

Mr. Rakesh Rawal

(Regional Business Managers)SICPL, Maharashtra.

Ms. Sonal Mathur (HR, SICPL, Delhi)

Submitted to:

Dr. S. John Mano Raj

Assistant Professor (Marketing)

INDIAN INSTITUTE OF PLANTATION MANAGEMENT, BANGALORE (An Autonomous Organization Promoted by the Ministry of Commerce and Industry Govt. of India) Jnana Bharati Campus Malathalli Post Bangalore 560056 September 2011.

CHAPTER-1 INTRODUCTION. 1.1 BACKGROUND OF STUDY

Weeds are major obstacle for Indian agriculture, as elsewhere in the world. Weeds compete with crops for moisture and nutrients and counts for around 33% of all losses in a crop. Weeds compete with crops for moisture and nutrients and counts for around 33% of all losses in a crop. Loss of yield due to weed infestation is variable and is more pronounced in crops grown under rainfed conditions. For this reason, labour demand for weeding operation is high during early phase of crop cycle and manual weed control over large areas is not feasible from the point of labour supply and monetary costs. Some weeds that are wild relatives of crop plants are difficult to distinguish from crop plants at early stages and pose challenge for manual weeding. Under these situations, chemical weed control is relevant for realizing higher productivity and production.

1.2 NEED OF THE STUDY

i. Rural market is considered to be the most unexplored one. The urban market is explored enough. But on the contrary, there are enough scopes where the companies are needed to explore the rural market. For this reason, to promote the products in the rural market, understanding the rural psychology is very important. This study is aimed to find out various measures by which brands could be successfully promoted among the rural mass. How to win over the competitors and several measures to convince the rural people have also been discussed in the project.

ii.

A new product progresses through a sequence of stages from introduction to growth, maturity, and decline. This sequence is known as the product life cycle and is associated with changes in the marketing situation, thus impacting the marketing strategy and the marketing mix.

1.3 OBJECTIVE OF THE PROJECT:

a) To create awareness about Lasso product among the farmers. b) To provide information on its usage and beneficial effects on its productivity. c) To develop the market for this product in coming season of Maize in YEOLA Taluka of Nashik district Maharashtra. d) To Understand product life cycle of Lasso.

1.4.RESEARCH METHODOLOGY

Type of research: Descriptive research was conducted to fulfill the objective of the study. The basic emphasis of the study was on knowing different sales promotional tool applied by different companies in the market. It also described the awareness level of the product and reason for which the farmers was opting for one brand of herbicide as compared to other brand.

Tools for data collection: Questionnaire containing both open ended and closed ended questions were used as main tools for data collection from the farmers. Discussion with the dealers/distributors was also an important tool. Interview of the company personals also served the role of another research instrument.

Sources of Primary Data: Primary data regarding the study were collected from the farmers

Sample design:

Sample population- All Maize growers in Yeola Taluka,Nashik District. Sample Size- 100 Farmers from 50 villages Sample Unit- Farmers Sampling Technique- Convenient sampling technique. Period: The research work was carried for 59 days from 2nd May to 30th June.

Tools for analysis: 1. Observation method 2. Contact method 3. Survey method The casual conversation is also used to collect the information. The observation method is one of the best method for gathering the information in the company related to the awareness of Fast-mix. The survey and the contact method is also used to collect the other necessary information. Limitations: Limited time for study Small sample size Now a days farmers do not sit together in village, so it is tough to arrange a farmer meeting and interacting maximum farmers at a time No free samples to the farmers

1.5 LOCATION:-Yeola-Nashik District,Maharashtra.

As of 2001 India census, Yeola had a population of 43,205. Males constitute 52% of the population and females 48%. Yeola has an average literacy rate of 72%, higher than the national average of 59.5%: male literacy is 77%, and female literacy is 66%. In Yeola, 14% of the population is under 6 years of age.

No. of villages in yeola 50

Total no. of farmers contact in villages 3,553

Table- number of village visited.

CHAPTER-2 Company Profile A Platform Connecting China and the World

In December 1998, Sinochem International Corporation, which was derived from the business of rubber, plastics, chemical products & logistics and transportation operations, was founded in Beijing, and it publicly issues. A share 120 million at Shanghai Stock Exchange, financing 946 million Yuan in the next December. In March 2000, Sinochem International Corporation was listed. Be marketing operation-oriented, Sinochem International Corporation conducted strategically southern move with its headquarter to Pudong Shanghai in July 2001, as to address the expectations of major customers and the petrochemical markets as well. For six years, the company has been pursuing the development strategies of extending to industrial upstream and downstream; also, the company endeavors on its transformation from a foreign trade agent company to an integrated solution supplier with sound marketing capability and stable profitability. With the continuous advancement of the four core operating sectors: rubber, chemical engineering, metallurgy energy, chemical logistics, the company has customers over 100 countries and regions in the world, and the sales revenue has reached 1.9 billion USD. Taking the business filed of chemical logistics for example, on the basis of the synthetic analysis on market demand and correct evaluation, the company has

consolidated and expanded its competitiveness advantages to a great extent: for several years, the scale of operation and the service capacity of our subordinated maritime shipping companies have been improved rapidly, with the actual tonnage of marine shipping achieved 1, 540, 000 tons, of which 410, 000 tons come from the internal superior customers. Longterm shipping orders has been conducted with the majority of high-end customers, such as Shanghai Saike, Shell China, Nanjing Yangba, etc., with its market share increased gradually, which reached over 21% in the high-end market of internal trade shipping. As for the establishment of specialized chemical vessels, the quantity of vessels achieved 19, with shipping capacity of 102, 600 tons at the end of 2005, and ranked the first place in domestic liquefied chemical products industry. With the improvement of fleet management level, the competitiveness advantages have initially taken its shape. On land freight logistics services, our land freight system has taken shape, taking ISO-tank transport services as the major form. The largest domestic transfer bases of petroleum for commercial uses. In the field of rubber business, the market share of our natural rubber sales has been ranked the first place for several years. Besides the consolidation and enhancement of leading position in current trade marketing, the company facilitates the integration strength in the expansion to upstream resources. As for natural rubber, joint with the strategic cooperation with Hainan and Yunnan , the company also has, through investment, merger and acquisition, become the dominate shareholder of Hainan SinochemEnlian, Yunnan XishuangbannaSinochemEnlian and other projects, and formed initial strategic layout in domestic non-governmental rubber resource integration. Based on the cooperation with the afore-mentioned two Agricultural Reclamation Groups, the company realized the differentiated development of product and technology, which has facilitated its competitive advantage in the acquisition of domestic natural rubber and product technological services; for synthetic rubber, the company has consolidated and expanded the strategic alliances with such core suppliers as JSR, DSM, EXXONMOBIL, THAIRUBBER, etc., and greatly enhanced the marketing and technological service capacities via firm upstream resources and high-efficient marketing channels; meanwhile, through the integration of marketing, industry, technology and brand in rubber business field, the companys customer-oriented services have been greatly promoted, with the embedding of supplier system with transnational tyre corporations, such as Michelin, Bridgestone and Goodyear, as well as domestic tyre enterprises as Shanghai Tyre, GuizhouTyre, etc. Moreover, valuing hedge plan as the means to avoid the risk of price fluctuation, the company vigorously promotes new brands and the development of new products, as to make it come true for the sustainable growth. As for metallurgy & energy business unit, Sinochem

International Corporation, as the strongest coke exporter in China, annually exports nearly 1.5 million ton coke in recent two years, which occupies 10% of the total domestic export volume. Relying on its sound logistics organizing capacity and considerable services, the company not only makes great contributions to the profits growth of the year 2004, but also wins the public trust from suppliers and customers, especially international purchasers. In the year 2005, under the market environment of coke price decline, the company, fully availing itself of its leading position in the field of coke export as well as its strategic cooperation partnership with large-scale steel companies in Europe, America, Japan and Korea, strengthened its cooperation with domestic core suppliers and logistics service providers, and conducted continuous innovation on supply chain management on one hand; on another, the company vigorously exploits overseas new markets and customers, including India, Brazil. Highlighting the integrated operation of iron sand, steel products and coal products for highend customers, the company has guaranteed that the metallurgy & energy business create value sustainable. As the traditional business of the company, the chemical business maintains its competitive edge in the trade distribution field, with the export volume of paraffin taking up 8% of the total volume nationwide, and the import volume of pesticide taking 10% of the total domestic import volume. In addition, with fundamental chemical and plastic business as the major integral parts of East China areas, pigment, paraffin, specialty chemicals and rare metals take up considerable market shares. Since 2005, pursuant to the strategic thought of pursuit of the leading segmentation field, the company has undertaken reconstruction on the traditional chemical business sector, and has defined the enriched operating mode of taking the export of agro-chemical and specialty chemical products, PVC and chemical segmentation products as the key and integrating with elements like technology, industry and marketing, etc. For example, in agro-chemical business unit, the company has purchased the exclusive management right of the four famous pesticide brand of Monsanto Company in the Chinese mainland. In addition, the company conducted differentiated operation for the brands, and has gradually transferred to a marketing service provider that directly provides technology services for end-users. On the other hand, the chemical business has witnessed the striding forward towards extending to the upstream: fine chemical laboratories have been built in line with international standards; the company also invested and bought shares in Xian Jinzhou environment refrigerant project. Moreover, by the end of 2005, the shareholding SinochemSanlian PVC project was put into production. Hand in hand with the core competitive edge of its main business, Sinochem International is always dedicated to the establishment of standardized corporate governance system, which

takes the domestic lead in entrusting the most prestigious Standard & Poors to conduct corporate governance rating. In the rating result of 2005, of the 80 key sectors of governance under evaluation, Sinochem International totally achieved 61 positive appraisals, 15 negative and 4 neutral and uncertainties, which was placed medium high level in an international standard. With the consummating of the corporate governance, the company has successively achieved the honors of Top 100 best domestic listed company, etc. In August 2005, the company successfully its stock right splitting reform after its was passed at the first temporary shareholders meeting, which has built a solid foundation for the strategic operation and sound capital market for the company. Looking into the future, Sinochem International will continue to extent to the upstream and downstream of the industry chain focused on the key business. With specialized organizations founded in the key elements like high-end logistics, rubber, chemical, metallurgy & energy and other fields, the company aims at becoming a listed company with core competitive edge in several fields, as to create new values for customers and employees.

2.1 SINOCHEM IN INDIA

Monsanto India Ltd. to sell Butachlor&Alachlor businesses to Sinochem International (Overseas) PVT.Ltd.Monsanto India Ltd. (MIL) announces its decision to sell and transfer its Butachlor and Alachlor businesses that includes the transfer of the flagship brands Machete, Fastmix and Lasso, to Sinochem International (Overseas) Pvt. Ltd., a Singapore-registered subsidiary of Sinochem International, for and on behalf of the entity under incorporation in India, at a total consideration of USD 8.40 million (approx. Rs. 33 crores). The decision was taken by the Board of Directors at a meeting held on January 21, 2008 and is subject to the shareholder approval. Leading the Butachlor category, the Machete brand is credited with establishing the rice herbicide market in India and is one of the most recognized herbicide brands in the industry. Mr. Amitabh Jaipuria, Managing Director, Monsanto India Limited (MIL) said, "MIL is strategically focused on its two core businesses of hybrid corn seed and Roundup herbicide, which are key to long-term growth and value, both for our customers and shareholders. Hence, we have decided to divest our non-core Butachlor and Alachlor businesses." Mr. Li Dajun, President of Agrochem business of Sinochem International said,

"We are confident of the promise that the Butachlor and Alachlor businesses present, especially since we are acquiring category-leading, high-end brands which fit well into our overall agrochemical strategy of expanding our select hem herbicide business from China to neighboring Asian countries. Selecting the herbicide is one of our core businesses. As a leading player of branded pesticides in China, we are experienced in marketing, distributing, formulating and manufacturing of pesticides. We acquired Machete, Harness, Lasso and Machete Plus in mainland China at the end of 2003 and in three years have successfully increased the product on ground of Machete, Harness and Machete Plus by 13%, 40% and 300% respectively, and total sales of the four products by 20%." Mr. Li added, "As a leading player in the international trade, we have many years' experience in global business cooperation and operation. Both India and China have large agricultural populations. It's our objective to use our experience to provide good crop care products and good service to farmers and the agricultural industry in India. We are committed on a long term basis to growing our business in India together with all our partners such as our customers.

2.2 PRODUCT OF COMPANY

1. MACHETE: - used as pre-emergence herbicide EC based in Paddy etc.

2. FASTMIX: - used as pre-emergence herbicide EW based in Paddy etc.

3. POPULAR: - used as the non-selective herbicide for irrigation channels etc.

4. RELOAD: - contains sulphur.

5. SWIFT : - insecticide

6. CHOICE:- systematic insecticide

7. JAINTOR:-Termiticide

8. POLIAR:- Fungicide

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9. LASSO:- Selective herbicide

2.3 COMPANY MISSION

Providing quality material in accordance with the need of the Indian subcontinent is the mission of the company. It also aims to foster the green revolution in the other parts of the country. It works for providing high quality herbicides to the farmers at reasonable prices. It also tries to convince the farmers about the beneficial use of good quality herbicide. It also tries to establish its own brand in the Indian agricultural market.

2.4 MARKETING CHANNEL OF SINOCHEM

Every company has to figure out a go-to-market strategy. In simpler times, the company would hire salespeople to sell to distributors, wholesalers, retailers, or directly to final users. Today the number of go-to-market alternatives has exploded to eliminate the middleman and make the product readily and cheaply available to the consumers/ farmers. The marketing channel followed by Sinochem India Company Private Limited is as follows.

All the raw material (50% Butachlor) required for the herbicide preparation is imported from United States of America through cargos to Gujarat, India and the final products is manufactured there. Finished products are send to the regional head Quarters by means of roadways. Finished products are delivered to the distributers as per their demand who sells the product either to the Dealer or Retailer or to the farmers directly.

By using this marketing channel the company makes the product easily available to their consumer and also eliminates the middlemen which helps the company to keep the prices low of their products.

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Beside this to avoid the piracy and black marketing of the product company also believes in having few distributors.

MARKETING CHANNEL FOLLOWED BY SINOCHEM INDIA COMPANY PVT. LTD.

FIG 2.1 : MARKETING CHANNEL OF SINOCHEM INDIA PVT. LTD

LTD.

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2.5.PRODUCT DETAILS LASSO:This is the most famous product of Sinochem in Indian market used as pre-emergence herbicide in Paddy. This product is in Indian market for 3to 4 years. Previously the product was with Monsanto but on 1st March 2008 Sinochem India Company Pvt. Ltd. has bought this Product and have the ownership of the product.This product contains Alachlor which is a chemical utilized to kill the weeds in Maize Crop. This product does not affect the Maize

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crop because it is a selective herbicide. This is used Just after sowing of Maize crop but has to spray within three day after sowing in farm. Lasso is the product which is used as preemergent herbicide in maize, Cabbage, Chilli, Tomato, Cauliflower, Sugarcane, ground nut, onion and other vegetables to check the germination of weeds. This is also a large demandable product. .The plot sprayed by LASSO will not have any type of weeds grown which germinate from seed upto 45 to 60 days. It has a great potential in the maize crops because there is no competitor in a pre-emergence herbicide.

CHAPTER-3 DATA ANALYSIS AND INTERPRETATION

3.1 TO IMPLEMENT OF BRAND PROMOTIONAL ACTIVITIES To carry out the research different brand promotional activities like farmers meeting/group discussion , individual contact, tele-communication, posters/POP display/ banners, jeep

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Champaign and advertising where planned and implemented in potential villages(villages having paddy acreage of more than 500 acres).

AWARENESS PLAN USED FOR DEMAND GENERATION OF LASSO. 1. Farmers meeting / Group discussion 2. Mandi Contacts 3. Special occasion 4. Postering 5. Individual contacts 3.1.1 FARMERS MEETING / GROUP DISCUSSION a) Selection of pre-identified villages from the priority clusters based on market size and number of progressive farmers data collected during field days. b) Delivering pre-decided uniform message during meeting related to the products features, advantages and benefits and also the usages of the product and also take the feedback from them. c) In farmers meeting the number of individual should be more than fifteen.

PLAN LAYOUT:

Select potential villages

Gather the progressive farmers of the village

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Discuss with them the features, advantages and benefits and usage of the product(LASSO).

Deliver proper feedback 3.1.2 Mandi Contact: In this process we selected the mandis where large no. of farmers come for the auction of onion and cereals ,pulse in the market yard of yeola taluka. In the market, farmers coming from different village for the auction.

3.1.3 SPECIAL OCCASION We also utilized the special occasions like panchayat meeting , AUCTIONS to cover maximum no. farmers in short period of time. We also visited the cooperatives and told them about the products keeping the features, advantages and benefits .

3.1.4. INDIVIDUAL CONTACTS: At the noon time, there was difficulty in taking farmers meeting in village as most of the farmers were at home for relaxing and having food so I use to have individual contacts in that situation. Information regarding the product was given and all there queries were answered by me.

3.1.5.POSTERING:

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For creating awareness among the farmers in a village we have used the posters of our Lasso product.

3.1.6.CONCEPTS USED FOR BRAND AWARENESS While conducting Farmers meeting and Group discussion following two concepts were kept in mind. 3.1.6.A. FAB 3.1.6.B. LAPACT FAB FAB talks about the features, advantages and benefits of the products (LASSO). Features describe and are often listed on the product data sheet. This herbicide is prepared with a new AF (anti-float) technique. Advantages differentiate; they point out how this product is better than an alternative model or brand. This herbicide (LASSO) requires less water to work effectively on the weeds. Benefits are about impact; they translate the features and the advantages into tangible (and measurable) improved or optimized results. By using this herbicide (LASSO) a farmer can save more than Rs 1200/- per acre which he has to spend for Labour to remove weeds manually. LAPACT LAPACT talks about Listen, Acknowledge, Probing, Answer, Confirm and Thanks. While Conducting farmers meeting and group discussion this concept is very useful. In farmer meeting or group discussion first of all listen to the farmers gathered there and acknowledge them for giving their precious time to have a talk with you. Then probing is done. As the promotion was for a herbicide used in Maize field we used to ask the farmer about the major problems they faced in Maize cultivation. After probing we used to answer their problems as far as possible and confirm the answers form the farmer and finally we thank the farmers again for their precious time.For an effective farmers meeting and group discussion both these concepts should go hand in hand.

3.2 EVALUATION OF VARIOUS PARAMETER3.2.1.Labour availability in the yeola Taluka of Nashik district in Maharashtra

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Labour available in yeola taluka is very less.Out of 100 farmers only 9 Farmers said that they can get labour to do their work in farm but 91 farmers said that they have a problem of getting labours. So we have great scope for our product because it will reduce the labour requirement.It will also reduce our expenditure for weed control.

3.2.2Expenditure on labour per acre

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Expenditure on labor is very high compared to other methods of controlling the weeds in our plot. Out of 100 farmers, 75 Farmers said that they have more than Rs1000 expenditure to control weed per acre and 18 farmers said that they have expenditure between Rs 500 to 1000.thus our product can reduce the cost of weed control because Cost of Lasso spray is around Rs400 per acre. Comparing above both graphs we can say that labor available is very less and even if they are available they cost more than Rs1000 per acre. So this product can help us to control weeds in less expenditure in the period of unavailability of labor.

3.2.3.Awareness of other products of Sinochem India Co. Pvt. Ltd. Awareness of Lasso

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Other products of sinochem .11 out of 100 farmers have used it and only 7 of them have recommended to others and 12 farmers have heard but not used. Remaining 77 farmers are not knowing about other products.

3.2.4.Sinochem India Co. Pvt. Ltd. Awareness.

Sinochem company is known for only 3 Farmers and remaining 97 do not know the name of company thus they dont have any trust on the product whose company is not known.thus we should also focus on awareness company as a brand. 3.2.5Awareness of Lasso product.

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Out of 100 farmers only 14 farmers were knowing the Lasso product and other were unaware of Lasso product. thus we have to focus much on awareness.

3.2.6.Satisfaction of farmers after using the product lasso

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14 farmers out of 100 farmers know the product Lasso in that 11 farmers are satisfied with the use of lasso and remaining 3 farmers are not satisfied. Around 79%farmers are satisfied and 21% farmers are not satisfied. This means that the product has a quality. 3.2.7.Interaction of companies members :

In yeola taluka members of company have interaction monthly that to 10 % and other 90%farmers said they hardly see any member interacting. Thus we have to increase the monthly member interaction.

3.2.8.Expectation of farmers in improvement of company.

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Many farmers are price sensitive. As above graph state that 93% farmers suggested to work on price i.e. reducing the price of product.2%told to have field promotion and 5% said that they can improve by increasing the frequent visit. 3.2..9.Expectation of farmers in improvement of company.

8% farmers each said that awareness activities like more farmers contact and massive field demonstrations.6% Farmers said that company can improve its brand by mass media campaign such as TV, Radio, etc. 9% Farmers said to have innovative techniques and remaining 69% said that they can improve brand by distributing free samples.

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3.3 PRODUCT LIFE CYCLE OF LASSO:

Lasso is very old brand name as it was been used as herbicide in powder form but now its being introduced last year in liquid form. To know the stage of Lasso product at present we have asked questions regarding it. Many people were knowing this product with the knowledge of products usage. As we know there are four stages in product life cycle i.e. 1) Introduction stage 2) Growth stage 3) Maturity stage 4) Decline stage

LASSO

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3.3.1. Introduction Lasso was in introduction stage during last year when it was introduced as a liquid herbicide. Summary of Characteristics, Objectives, & Strategies Sales in this are very low due low awareness of product. Cost per customer is very high. Profit is negative as shown in graph. Marketing objective are to create product awareness and free trials. Price is decided on cost plus basis.

3.2.2.Growth Growth stage product and its uses come to know to the customers. Sales of products gradually start increasing with passing period. Awareness program are carried out in new different places. Summary of Characteristics, Objectives, & Strategies Rapidly raising sales Cost per customer is average. Profit starts raising. Marketing objectives are to maximize market shares. Price should penetrates market.

Lasso being second year, it is well known to many people and used by the people who knows. As we asked questions regarding the life cycle, our conclusion was that the Lasso product is in growth stage because of above reason.

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In growth stage, there is gradually raise in sales thus Lasso product is having increasing sales. Cost of product per customer is average in this stage. Profit of the product starts increasing. Marketing objective should be to have increased market share and price should be penetrating market. 3.3.3 Maturity In this stage, sales of product are done easily with least promotional activity. Product is well known to everyone with their package of practice. Summary of Characteristics, Objectives, & Strategies Sales are at peak stage. Cost is low per customers. Profit is very hagh. Marketing objectives are to maximize profit while defending market share. Price should best match to competitors product.

3.3.4.Decline In this stage, the products sales come down due to decrease in the result of product or decrease in promotional activities. Product cannot be saved in this stage. Summary of Characteristics, Objectives, & Strategies Sales start declining. Cost is low per customers. Marketing objective are to reduce expenditure and milk the brand

Price decided to have cut price.

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CHAPTER: 4 FINDINGS, SUGGESTIONS AND CONCLUSION

4.1.AGRI BUSINESS IN YEOLA - NASHIK DISTRICT OF MAHARASHTRA. o Holding of the land: There are three types of farmers, i.e., small, medium and large. o Transactions are primarily on 70% credit and 30% cash.

4.2. ROLE OF DEALERS & DISTRIBUTORS o Reputation of the distributor or dealer among the farmer plays a major role. o Distributors maintain a personal relationship with the farmer community o Farmers rely more on these distributors as the distributors are generally from the same locality o Distributors transact on credit o Distributors are always prompt to send field assistants in the case of any complaints

4.3. CONTRIBUTIONS BY DIFFERENT PROMOTERS OF THE BRAND o Distributors: 40% (due to credit and faith) o Quality of product: 45% o Field assistant: 5% (due to personal relationship) o Field work: up to 10% (as professional field staff change the mentality of the farmers. It depends on the ability of the field workers)

If the companies can target the prominent farmers, then by word of mouth, the product could be promoted automatically year after year at ease.

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4.4. SUGGESTIONS:

o For the promotional campaign, the company uses two posters which are interdependent. If, unfortunately, one of those two posters is torn/destroyed by any means, the other retains no value. So it can be said that advertising by two posters is a costly affair and the company could reduce its cost by advertising through a single poster. It would also economize the labour cost. o There should be a decrease in the price of lASSO because many times farmer does not purchase the product due to its high price. o There should be one toll free customer care no. so that farmer can discuss their problem and get solution easily & quickly. o There should be increase in the distributors commission on sale

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4.5. CONCLUSION

By interacting with the farmers, I got a wonderful opportunity to understand the rural psychology and their buying pattern. I have also learnt the various ways by which rural people can be convinced. Overall, it was a wonderful learning activity and I will cherish the experience forever. The cropping pattern in Maharashtra was greatly diverse, comprising wheat, cotton, maize, groundnut, rapeseed and mustard, gram, barley and guar. The dominance of cotton -maize rotation has led to serious economic, social and ecological problems such as deceleration in productivity growth, drop in agriculture employment, over exploitation of ground water resources and decline in soil fertility. Sensing the effect of these hazards on the farming economy, the State Government is emphasizing on the diversification of agriculture by promoting exploring the possibilities of boosting agri-exports.

ANNEXURE Questionnaire for farmers

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Name of the Farmer Address: 1) Which are your major crops?

Crop

Weeds observed

3) Do you have labor shortage in peak season? 1. Yes 2. No

4)What are your approximate expenditure /acre on weed controlled by labors ? < 500 500-1000 >1000

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5) Have you heard / used under mentioned products (probe farmer with pack / technical name)? Brand 1.Heard but not used Lasso Reload Polier Choice Janiter Swift Popular(dry) 6)Do you know Sinochem India Co. Pvt. Ltd. ? 1. Yes 2. No 2.Used 3.Used & recommended 4.Not knowing

7) Are you aware about Lasso? 1. Yes 2. No

8) What was the response of Lasso. (Satisfaction)? 1. Excellent 2. Good 3. Fair 4. Poor

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9) Weed flora on which Lasso does not work? Weed names.

10) If dont know, and then are you satisfied with your conventional Herbicides: (Name) Yes No

11) Which weeds are controlled by competitors weedicide?

12) Name of the dealer/retailer from where you purchase products of Sinochem:?

13) What is the response from your local dealer/retailer about Lasso? 1. Encouraging 3. Gives the product when asked 2. Average 4. Discouraging/Demotivating

specifically

14) How frequently do you interact with the representatives of the company?

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1)weekly 3)Monthly

2)forthnightly 4)Hardly any reprentative comes to us

15) What are the areas of improvement you would like to see in the company? 1. Quality 3. More field promotion 2. Better Pricing 4. Frequent visits by company officials

16) Your opinion about possible ways to increase brand awareness of SINOCHEM amongst farmers (ranking in decreasing order of importance starting with 1):

1 More farmers contact 3 Mass media campaign (TV, Radio)

2. Massive field demonstrations 4. Recommendations from local government officials

5. Innovative techniques like conducting seminars, summit, workshops with farmers

6. Distribution of free samples

Thank you for your response!