INSECTICIDE BANGOT INVESA S.

A
NATIONAL MARKETING

STUDENTS
JUAN PABLO PINTO CAMACHO
MIGUEL SANCHEZ MELNDEZ
JUAN CAMILO SUAREZ GARZON
JULIAN ANDRES LOPEZ RUIZ

PROFESSOR
DIEGO A. ARENAS VALDIVIESO

UNIVERSIDAD PONTIFICIA BOLIVARIANA

ADMINISTRACIN DE NEGOCIOS INTERNACIONALES
FLORIDABLANCA
2016

DESCRIPTION OF INVESA S.A. AND ANALISYS OF SITUATION

INVESA S.A.
Is a private Colombian organization in the chemical sector, incorporated as a
corporation.
Its corporate purpose is the design, manufacture and marketing of agrochemicals,
paints, emulsions, resins, adhesives, products for the treatment of metals and the
manufacture of tinplate.
With three business units that deliver solutions for agricultural, industrial,
construction sectors and decoration and has consolidated and positioned its brands
as one of the best in the domestic market.
Our company began operations on March 25, 1958 in the municipality of Itagui, in
order to offer excellent quality products for chemical weed control, thus contributing
to the agricultural development of the nation.
In the early 80s it is created in the organization splitting emulsions and adhesives.
Due to its progressive growth, INVESA S.A. is the need to expand its production
capacity and thus its physical facilities to ensure timely delivery of products to
customers; therefore, in December 1989 he moved to the production plant located in
the municipality of Girardot. Later in 1996 a merger with Sapolin Paints factory and in
1998 is given puts the new paint production plant in operation.
In 2012 Invesa acquires the portfolio of brands of the company Colpinturas S.A,
initiating the manufacture and marketing of its products this year. Later in 2013 it
merged with this company and with trading Inveco, which strengthens its chain of
marketing products and expansion into new markets.
Currently, S.A. INVESA He works with the philosophy of providing excellent service
to its customers, following the best processes that certify the quality, safety and
environmental management, for which it has a highly qualified talent, installed
capacity and appropriate technology that guarantees the quality of all products of
Agrochemicals, Paints and Adhesives lines. This allows us to be an organization
recognized in markets nationally and internationally.

INVESA S.A. is a private Colombian organization in the chemical sector, incorporated as a

corporation.
Its corporate purpose is the design, manufacture and marketing of agrochemicals, paints,
emulsions, resins, adhesives, products for the treatment of metals and the manufacture of
tinplate.
With three business units that deliver solutions for agricultural, industrial, construction sectors
and decoration and has consolidated and positioned its brands as one of the best in the
domestic market.

Vision
INVESA S.A aims in the medium and long term, to have leading brands in the markets it
serves, with a solid financial position.
It also aims to be recognized by the community and consumers in general as an
environmentally responsible company with products and services of excellent quality.

Mision
We are an innovative company that delivers solutions for the agricultural, industrial,
construction and decoration sectors, combining the best human and technological resources
to achieve the satisfaction of our customers, suppliers, employees and shareholders.

Management Policies
In INVESA SA, we are committed to guiding the implementation of different activities to:
The supply of quality products and services that enable compliance with the agreed
requirements and ensure customer satisfaction.
The care for the environment and the implementation of mechanisms for prevention and
control of pollution to promote sustainable development.
The prevention of injuries and illnesses that affects the health of people and the responsible
management of risk and safety.
The promotion and the development of the community, through employment, economic
development, welfare work and open communication with stakeholders.
Compliance with legislation and other commitments adopted by the company related to
quality management, safety, social responsibility, occupational health, environmental
management and Responsible Care .
The continuous improvement of production management, environmental, social, quality,
safety, occupational health and Responsible Care.
Continuous innovation in products and processes through a competent human capital and
specialized technology resources that allow to maintain high standards in order to satisfy
customers and other stakeholders.
Fulfillment of expectations for growth and profitability, supported by improving the internal
efficiency of processes, productivity and market leadership.

Our certificates
INVESA S.A aware of its responsibility to customers, employees, community, suppliers, the
State and shareholders, responding to the needs of quality and sustainability through SGI
Integrated Management System as a strategy for organizational improvement, to generate
growth and profitability that contributes to the continued development of the business.
For us, integrated management is to build a unique combination of customer value to support
the development of our suppliers, prevent and control environmental impacts and build
quality relationships with our stakeholders. It also means facing our employees to promote
their development, strengthen the organizational culture, promote their safety, preventing
injuries and illnesses, responsible management of risks and strengthen values. These
practices involve day to day activities carefully in our design, manufacture and marketing of
agrochemicals, paints, emulsions, resins, tin cans and metal treatment products.
As evidence of this, the organization has the following certifications that proof our
commitment:
Quality Management, conducted according to guidelines established by international
standard ISO 9001:2008 NTC demonstrates the organizational strength, the human and
technological capacity we have to provide differentiated products and services, reliable,
excellent quality, bringing to the customer satisfaction. Our Quality Management System is
certified by the ICONTEC since 1998 as a mechanism to ensure services and products with
high added value.
Environmental Management, conducted according to the guidelines established by
international standard-ISO 14001:2004 NTC demonstrates our commitment to prevent,
reduce, mitigate and compensate potential environmental impacts generated by the results of
our activities and to meet applicable environmental legislation. Our environmental
management is certified by the ICONTEC since 2005 as a contribution to sustainable
development.
Responsible Care Management is a voluntary initiative for continuous improvement in the
fields of Health, Safety, Environment and Physical Security and Information, which is
implemented and maintained according to guidelines established in the requirements of the
standard SGRI technique. This initiative is led by the ANDI in Colombia, and
ACOPLASTICOS Colombian Safety Council. We adhere to this commitment since 1996 to
operate always integrally.
Global Compact is an instrument of the United Nations (UN) which Invesa SA voluntarily
joined in 2008. This initiative seeks to promote social dialogue to create a global corporate
citizenship, which reconciles the interests of companies, with the values and demands of civil
society. Invesa SA actively involved in this initiative by managing the 10 Global Compact
principles in areas related to human rights, labor, environment and corruption.
Invesa SAS a business strategy since 2000 adhered to the agreement of Cleaner Production
Norte del Valle de Aburr in Antioquia, together with two regional environmental authorities
and twenty companies in the north. With this commitment we manage the reduction of
negative impacts on the life cycle of products from raw materials extraction to final disposal
and in the process towards conservation of raw materials and energy and reducing emissions
and waste by been responsible with our activities.

Agro Division
This business unit is dedicated to the importation, production and marketing of products
for crop protection. Herbicides for weed control in pastures, crops and pasture
establishment using no-till practice.
Fungicides and insecticides for the control of diseases and pests that affect crops.
Our approach is based on offering clients a comprehensive and responsible service that
lets you improve your business productivity. We have a great team of professionals who
are willing to share with the farmer all their experience making a total product support.
Agro Division is concerned with the preservation of the environment and within our
philosophy is

Insecticideinhibitorofchitinsynthesis(SSIs)formulatedasemulsifiableconcentrateofspecific
actionincropsofcorn,coffee,tomatoandcotton.

Product portfolio

Ecological:

The ISO 14000 are international standards

relating to environmental management of
organizations. Its basic objective is to
promote the standardization of ways of
producing and provide services that protect
the environment, minimizing the harmful
effects that may cause organizational
activities.
Standards that promote the ISO 14000
standards are designed to provide an
effective model Environmental Management Systems (EMS), to facilitate trade and
economic development through establishment of a common language in regard to

the environment and promote plans strategic environmental management in industry

and government.
An EMS is a management system that identifies policies, procedures and resources
to comply and maintain effective environmental management, which involves impact
assessments routine environmental and commitment to comply with laws and
regulations on the subject and also the opportunity to continue to improve
environmental performance.

Human Resources:

An Integrated Management System (IMS) aims to achieve an organization to ensure

the health and safety of employees and protection of the environment, while
increasing productivity and quality of their operations.

One of the keys to achieving this objective is the management of Occupational

Health and Safety (OH & S), the family aspect of international standard OHSAS
18000 deals.

OHSAS stands for Occupational Health and Safety Assessment Series, and within
the norm always talk about OH & S Occupational Health and Safety, which in
Spanish is often called as OH & S Occupational Health and Safety or SYST Health
and Safety at Work.

COMPETITION IMAGE:
Corn is one of the most productive crops: plant a seed, and you get more than 500
grains in return. For many years hybridization has allowed huge increases in
productivity, and this has been supplemented in the last decade by the development
of characteristics of biotechnology in North America, Latin America, Asia and South
Africa. As a result, the value of maize seeds has increased, and the selection of
seeds has become a key decision producer. In addition, to safeguard its substantial
investment in the seed, farmers need a wide range of solutions to protect their crops
from weeds, insects and environmental stress.

External environment
Economy
In the fourth quarter Risaralda department has had a behavior Economic
below the national average, which translates into a lower level of economic
development. In fact economic growth in 2010 is It stood at 2.9%, while
Colombia grew 4.3%, for a difference of 1.4 points, with this result the
department of Risaralda pales in the national context. In fact participation is
not reaching 1.53% or even the levels of participation of the population. By
sector, the Risaralda economy in 2010 shows growth in some sectors above
average growth as:
agricultural, construction, financial institutions; in contrast sectors industry
and trade showed slower growth. In the case of industry the incidence of low
growth is not only economic, but also
from
the
labor
market
given
its
productive
linkages.

GDP
A record high gross domestic product per capita or income per department
has shown positive growth rates, but decreasing, especially in the last
decade. Moreover, this growth until the eighties exceeds the dynamics shown
by national income per capita, is now only equivalent to one third of the

national average.
The behavior observed per capita income department, which is a reflection of
the slowdown of the regional economy, is important evidence of the
circumstances of stagnation in the favorable evolution of the material
conditions of welfare of Risaralda population.
In addition to the fact that has lost the ability to generate wealth per
inhabitant, its distribution among the population has been less equitable, at
least in the capital city where much of it is concentrated. The information used
to calculate the GINI coefficient is contained in the income and expenditure
survey conducted by the DANE. At present, the survey is conducted every 10
years, the last being that of 1994/95, and covers the city of Pereira, so that
the coefficient can only be calculated for this city.

Changes in the economic structure

The economic situation of any territory constitutes a determinant of the same
growth explanatory factor economic and labor market, so that is a causeeffect development. He analysis of the economic structure shows substantial
changes, which can be divided into sectors winners and losers: In the first, it
is clear that the winning sector is social and personal services, from
representing 13.5% in 1990 to 25% of GDP in 2010 Risaralda, this sector
includes: health and private education, consulting and advisory services of all
kinds, like services outsourced companies, domestic and funeral among
others. Other winners sectors contribution to GDP, are transport and
communications
They represent 10%. In this same group are winning the public
administration, construction and utilities. The structure of value added of the
agricultural sector shows substantial changes in a period of relatively short
time, 20 years if part this time in the development perspective is little.
The added value of the coffee industry has lost 30 points in the sector, rising
from 72%in 1990, while in 2010, provides 42.5%, a situation explained by the
facts reflected in the loss of 24,647 hectares number, this suggests that at
least have been lost the same number of direct jobs.
Moreover the livestock subsector, has gained share in agricultural GDP,
increasing in 12 participation points, 10.6% that contributed to the sector in
1990, moved to 22.5% in 2010, of one part to the growth of these activities
basically the beef and poultry production.
It should be noted that the negative behavior of agricultural GDP during the
years 2008-2010, should the adverse weather patterns and the increase in
fuel prices, which affected the increased production costs, discouraging the
planting of different crops.
Target for 2019 a decrease of 10 million hectares in pasture and double the
herd national, which means that in that line should be given a technological
transformation in the medium term.
Despite the decrease in departmental agricultural area, it has been noticed in
recent years emergence of new agricultural lines of commercial importance
such as avocado, flowers and foliage and specialty coffees, additionally
presented an increase of 27.2% in the tech area relative to the total
agricultural area, comparing 2001 and 2010, equivalent to 26,177 hectares,

mainly in pastures, banana and coffee. These changes generate positive

effects on the behavior of sectoral GDP, as mentioned previously; since
improving the technological level of crops, an increase is generated in the
production.
However, improving competitiveness and productivity in the sector is only
possible in the as bottlenecks facing the sector described below are solved:
Low productivity and competitiveness of some agricultural lines
This situation is mainly due to high production costs, low levels of innovation
in production systems, low productivity of rural labor and the involvement of
the wave winter in recent years. With regard to the low innovation, you can
demonstrate the limited use of certified seeds; and that except coffee,
avocado, cocoa and pasture, mainly they have this material for crop
establishment. Similarly, only 60% of small and medium producers no coffee
growers receive technical support.
Meanwhile, the low productivity of rural labor is limited by the low human
capital, nationally because it is estimated that 20.6% of the rural population of
working age reaches primary complete and only 9% complete secondary.
This situation is exacerbated by informal employment in the rural sector (75%
of employment is informal). Moreover, there has been an aging working-age
population due to the high rate of migration to cities has not allowed a
generational relief.
As for the high production costs, it has been found to be a marked tendency
in agricultural production situation due to the inflexibility of the cost structure
(58% production cost is determined by inputs), which makes it vulnerable to
rate change. In this sense, although the depreciation of the peso in recent
years has reduced costs import of some inputs, this has not been transmitted
directly to producer prices way.
Weak operation of agricultural associations It has been found that the weak
business management showing producer associations have its roots in a poor
organizational structure and cohesion, caused by lack of leadership, low
education levels, resistance to change, rivalry between organizations and
lack of guidance really Agroempresarial.
Low capacity for productive transformation in the agricultural sector
In the Department they have consolidated some agro-industrial processes,
such as chains panela food processing, sugar, milk and dairy products, coffee

10

and banana, among others; however no it has market research and financial
capacity of companies to position their products in different markets. On the
other hand, policies of safety and health legislation the current market
demands, limit the development of other agribusinesses.
Limited availability
agricultural

of infrastructure

for

marketing of products

The Department has limited storage facilities, which meet the needs of cold
storage and information management markets. In the 14 municipalities there
are centers collection and most are idle or underused.
Limitations to expand and diversify markets
We have difficulty accessing niche markets; as there poor quality of products
offered by the farmer, lack of qualified collection centers, production volumes
continuous, lack of working capital in producer associations and no serious
policy the marketing. The Department has a limited range of products with
capacity export; as exports are limited to coffee, sugar, flowers, foliage,
chicken, fish and banana in small amounts.
Finally, in the agricultural sector of the Department there are other factors that
discourage the investments and jeopardize the stability of the income of
producers, related to: 1) limited access and use of information, 2) difficulty in
access to financial services and 3) absence of a culture own risk
management of agricultural activities.

11

Climate change: trends, expected impacts and challenges associated

Among the most important effects expected for Latin America related to the
issue of climate change are:

Changes in the occurrence of extreme weather events: most studies

Current climate change indicates that the frequency of occurrence of extreme

events increase in the future.

Changes in land use: in the tropics of Latin America, one of the main
environmental disaster will face deforestation. Latin America accounts
for only 4.3% of global emissions of greenhouse gases - GHG,
however 48.3% of those emissions from deforestation and changing
land use (UNEP, 2000).
Changes in natural ecosystems: tropical species may be sensitive to
small climatic variations because biological systems respond slowly to
changes relatively rapid climate.

12

Andy investigations Yarvis (CIAT, 2008) in which regional climate data is used
to "run" climate models mostly recognized worldwide, led the author to
propose a synthesis of the regional impact (department) regarding any
changes in temperature and rainfall estimates for 2050.
Model predictions based on models, which involve some degree of
uncertainty, for Risaralda synthesized as follows:

Increased temperature of 0.8oC in 2020 and 2.2oC in 2050, the latter

equivalent to 440 m climate shift to higher ground (Pereira climate of
La
Virginia).

Increased temperature variation during the day, cooler nights, half days
more hot.

Tendency to increase in rainfall (100 mm per year, equivalent to

5.2%).

Water
- The water supply
The department of Risaralda is privileged in terms of water supply; It is
subject to the influence two macro-regional scale weather phenomena; This
situation makes it present two marked trends: the western slope of the
western mountain range receives the highest values of precipitation reaching
5,000 mm per year, while the eastern side has a moisture ranging from high
to low to the extent that we approach from west to east toward the Cauca
River, where, less than 1.800 mm per year lower values of precipitation are
recorded. Something similar does the western slopes of the central mountain
range, the humidity varies from high to low to approach the Cauca from east
to west.
- Shortage Index
It is defined as the ratio between water demands of all social activities and
economic with the water supply available, after applying reduction factors and
water quality flow ecologic

13

Of the 14 municipalities of Risaralda two have a scarcity index calculated for

a dry year (2000) as not significant (Mistrat and Pueblo Rico); seven have
an index of minimum scarcity (Gutica, Quincha, Sanctuary, La Celia,
Balboa, Marseille and Santa Rosa de Cabal); two index average shortage
(Apa and Pereira); and two high-index medium scarcity (La Virginia and
Dosquebradas). except that Apa, municipalities with more water restrictions
are the highlights most populated, more population dynamics or development
projections.

Diagnosis road network

According to the Department Vial inventory conducted in 2000 and updated in
October 2011, You get the following information:
Risaralda department is in charge of 77% of the road network with a length of
1,764 km, Similarly, the 21% is in charge of the municipalities with an area of
475 km, and only 2% of this use private network is 51 Km. For a total of 2,290
km, 2,014 km of this total is tertiary network, 276 is secondary network (253
km department and 23 Km to the municipality of Pereira)
By wearing course:

Of the total of 2,290 km, 90% is held (2,051 km)

10% are paved (239 km)

Secondary network:
The department is in charge of 21 secondary roads, of which 238.2 km are
Paved (86%) and 38 km unpaved (14%) Number of routes: 579 routes in
Risaralda are located, distributed as follows:

396 roads are under the Department (68%)

166 roads by municipalities (29%)
17 roads are private and others (3%)

Bridges: In Risaralda there are 382 bridges, distributed as follows:

306 bridges are in charge of the Department (80%)

69 bridges in charge of the municipalities (18%)
7 bridges are for private use (2%)

14

Sources of material: In Risaralda there are 144 sources of material,

comprising:

111 are quarry material (77%)

33 are river material (23%)

Railway infrastructure
You do not have progress in the reconstruction and operation of the railway
network of the Pacific.
Port infrastructure
Tribug port and road connection: No information is available about progress
in the project for the construction of the port and in terms of road connection
has been made in the completion of Apa pavement - Pueblo Rico and the
beginning of the paving between Risaralda and Choco in the sector
Saint Cecilia; It is not aware of road connecting the -Nuqu Animas. You do
not have updated information regarding the pipeline to be built with
Venezuela to Tribug to get its oil to the Pacific.
Air transport infrastructure
It is not aware of the status or execution of:

Matecaa International Airport master plan, how has impacted your

implementation in the area of influence.
Construction of the airport in Palestine.
Development and / or associativity with Santana in Carthage airport

Employment
Results from the Great Integrated Household Survey in 2010They show that
in the labor market in the Metropolitan Area Pereira Dos quebradas-La
Virginia saw increases in working-age population, unemployment,
participation, employment and underemployment, while inactive recorded a
decrease.
The occupancy rate reflects an increase of 1.1 percentage points; 50.1% in
step 2009 to 51.2% in 2010. The population grew between 2009 and 2010 in

15

8000 people, making the trade, restaurants and hotels sector and the largest
employer in 2010, followed by community, social services and
Personal and manufacturing. The sectors that grew in the employment
generation were communal, social and personal services 6,000 people,
followed by commerce, restaurants and hotels, and transportation, storage
and communications (3,000 and 2,000 people, respectively); meanwhile,
construction decreased by 3,000 people. The employed population was
distributed in commerce, restaurants and hotels (32.7%); followed by
community, social and personal services (22.0%), industry manufacturing
(17.1%) and real estate activities (9.1%). The underemployment rate record
an increase of 4.4 percentage points over 2009 to stand at 27.8%. According
the distribution of the employed population in 2010, 46.8% was represented
employees individuals, 35.7% self-employed, 5.1% were working with the
government, 3.6% in domestic employment and remaining 8.7% were
employer or employer, unpaid family worker, unpaid family worker in other
companies and laborer or farmhand.
Health
Health conditions and survival of men and women are clearly different in
society, because of the functions performed by each one public and private
spaces where life is organized. In both men face excessive risks of accidents
and violent mortality, progress in maternal health have substantially reduced
morbidity and mortality rates women, which is reflected in various indicators.
Infant mortality in Risaralda has been declining at a rate of 11.7 per thousand
live births observed in 2006. This progress has been possible thanks to
extensive and ongoing campaigns in the field of reproductive health,
sanitation and housing conditions, disease control Immune preventable and
increased education levels of the population
general.
The female infant mortality rate was 10.4 per thousand live births in 2006,
while the male, was 12.9 per thousand live births in the same period. While
the infant mortality rate is lower than the estimated national flag for 2006
(22.0 per 1000 NV), important differences arise between
municipalities, Pueblo Rico showing the highest rate with 65.9 department per
1000 live births, followed by Mistrat and Sanctuary with rates of 28.1 and
26.7 per 1000 live births respectively.

16

The neonatal mortality rate for the department in 2006 was 7.0 per 1000 live
births, with a total of 91 deaths. 78% of it (5.5 per 1000 live births) occurs
within 7 days of life (neonatal mortality early or early) and the remaining 22%
(1.5 per 1000 live births) occur between day 7 and day 28 of life (late
neonatal
mortality).
The departmental perinatal mortality rate for 2006 stood at 16.8 per 1000 live
births. Regarding the structure cause mortality Children, the very conditions
of the perinatal period (difficulty syndrome Respiratory newborn, congenital
malformation of the heart), occupied the first with 52%, followed by
communicable diseases (pneumonia unspecified, diarrhea and gastroenteritis
of presumed infectious origin, between others), with 19%.
Acute diarrheal disease (ADD) in children, were reported in 2006 level
department 10 deaths (departmental rate of 14 per 100,000 under 5 years),
affecting three municipalities, and presenting the municipality of Pueblo Rico
Department the highest rate.
Acute respiratory infection (ARI) in children, were reported in 2006 to level
Department 28 deaths (a rate of 38 per 100,000 children under 5 years),
committing nine municipalities, which was the Pueblo Rico increased risk.
In 2006 397 cases of tuberculosis occurred in the Department, with an
increase of 13% compared to 2005 when 352 were presented cases; a rate of
46 per 100,000 population reported in Risaralda, being the municipalities of
Pereira, La Virginia and Pueblo Rico the highest risk (rates
70.7, 63.1 and 61.2, respectively). During the first half of 2007, they reported
192 cases, for a rate of 22 per 100,000 inhabitants. According to the leprosy,
in 2006, 4 new cases were diagnosed in the Department (in the municipalities
of La Virginia, Mistrat and Pereira), for a rate of 0.5 cases per 100,000. For
the first half of 2007 no cases were reported new.
In the system of Public Health Surveillance SIVIGILA, they were reported to
the year 2006 734 cases of malaria in all its forms, with a reduction of 17.7%
of cases compared to 2005. The malaria morbidity rate was 85.4 per 100,000
population, with Pueblo Rico, Mistrat, La Virginia and Pereira, reporting
indigenous cases.
Education
In the second of the goals agreed by the General Assembly United Nations
Millennium Summit in 2000, is set purpose "Achieve universal primary
education". In turn, the national targets set

17

Social 091 in 2005, posed as commitments to reduce by 1% illiteracy rate for

people between 15 and 24 years, achieving a rate of gross 100% coverage
for basic education (preschool, basic primary, secondary basic) and 93% for
secondary education, reaching an average of 10.6 years
Education for the population between 15 and 24 years and reduce repetition
to 2.3% in education.
In this regard, it can be said that the Department has advanced at a rate
much higher than the national average dynamics in the task of raising the
average years of education of young people; to the point that, to maintain that
rate, by the end of 2009 could be reaching the goal of 10.6 years education in
people aged between 15 and 24 years (the country would make it in the
2011). Moreover, it could support a halving in the rate of expansion of this
indicator, however achieving the goal set for 2015. In that sense, Risaralda
should focus their efforts towards greater equity territorial in offering
educational opportunities, given the obvious imbalances between the headers
and other municipal entities. According estimates of the National Planning
Department, the average years education of the population between 15 and
24 years of these headers is 1.6
times the average observed in the rest of the municipality (at national level
that ratio is 1.8).
In the gender perspective it is observed throughout the nineties and the
recent period, a trend according to which, on average, women have more
years of education than men. Thus, according to the National Survey
Demographics and Health (ENDS) of 2005, the median years of education in
the population of six (6) years was 4.9 for women and 4.7 for mens.
As for the coverage goals, the Department has advanced more dynamism in
raising secondary school attendance; but in any case, the pace of expansion
of coverage seems to indicate that it is possible to achieve the goal
established even before 2015. However, there are still some threats to the
achieve this purpose, related to dropout and repetition rates, which is a sure
sign that efforts have to be focused on search for greater relevance and
quality of education.
According to the National Demographic and Health Survey 2005, Department
dropout tends to be increasing as you progress through the process training,
starting with a rate of 1% in the first grade and reaching a ratio of 53% at the

18

end of high school. Correspondingly thus in Risaralda higher levels of grade

repetition observed against the national averages in a good part of school
grades, especially eighth and eleven.

COMPETIVITY ANALYSIS

19

DEFINITION OF PRODUCE
An insecticide is an inorganic, organic or biological chemical compound used
to kill insects normally by inhibiting vital enzymes; are species of animals,
fungi types and varieties of plants that prove to be effective in controlling pest
insects that parasitize species of nutritional value to humans
-

CHARACTERIZATION PRODUCT- MARKET

- SERVICE: INSECTICIDE
-

The ideal characteristics of an insecticide type are: high specificity, low

toxicity in humans, low lethal dose and low cost. And also they
characterized not contaminate water, not pollute the soil, do not kill or
poison different species whose control were applied and are not toxic
to humans.

PRODUCT BENEFITS
There are many benefits of using insecticides developed, among which we
mention:
1) It does not harm the environment.
2) It is not toxic to humans and beneficial insects.
3) Help the purpose of creating sustainable agriculture.
4) Promotes food security and the insecticide is biodegradable and does not
remain in the environment and in food considerable time.
5) You can reduce high mortality rates and poisoning caused by the use of
synthetic chemical insecticides.

20

6) Reduces costs in the hospital system reported by the decrease in the rate
of intoxication.
7) Reduce the costs generated by the public health system, since cases of
chronic diseases such as cancer, kidney damage, blindness, etc., caused by
the use of synthetic chemical insecticides are reduced.
8) Reduces production costs of farmers.
9) Allows conversion of conventional farming to organic farming.
10) The resistance by insects is residual or takes longer to develop.
11) It is feasible to apply without protective equipment, store products at
home with minimal risk, and to obtain organic certification seal.

- PERFORMANCE OF INSECTICIDE PLANT

1. Contact: no penetration of the insecticide in the tissues of the plant, being
deposited on the surface of their bodies. The insecticide comes in direct
contact with the target organism or purpose.
2. Systemic: these insecticides penetrate the leaves and transferred to the
rest of the plant through the vascular system where the flow of perspiration
moves. The insect consume leaves, which are insecticide.
3. Translaminar or depth: insecticides which are deposited on the surface of
the sheet and penetrate to the underside thereof, by the intercellular spaces
without entering conduit vessel, forming there a reservoir of the active
substance (which produces a persistence effect). So some persistent action
against some insects that feed on leaves

21

Insecticides have high demand and high market share, and products are very
orders for agronomic, biological and mechanical practices. Most definitions
also incorporates the application of technologies that are not exclusive to
organic production, since they can be used by conventional production
systems or other systems that use small amounts of inputs but are not
organic, especially techniques better land management including the
implementation of soil conservation measures, crop rotation, green manure
application and use of mechanical methods instead of burning counted.
-

GROWTH STRATEGIES

Integration: In 2012 Invesa acquires the portfolio of brands of the

company Colpinturas S.A, initiating the manufacture and marketing of
its products this year. Later in 2013 it merged with this company and
with trading Inveco, which strengthens its chain of marketing products
and expansion into new markets. (INVESA, S. F.)
- INTENSIVE: Currently, INVESA S.A. He works with the philosophy of
providing excellent service to its customers, following the best
processes that certify the quality, safety and environmental
management, for which it has a highly qualified talent, installed
capacity and appropriate technology that guarantees the quality of all
products of Agrochemicals, Paints and Adhesives lines. This allows us
to be an organization recognized in markets nationally and
internationally.
We are known not only for manufacturing and selling excellent
products, but deliver satisfactorily and on time and offering friendly
service and qualified in our numerous outlets throughout the national
territory or through technical visits to our customers.

22

- DIVERSIFICATION: In order to diversify and specialize further this portfolio,

celebrated in 2014 a strategic alliance with the international network
Transocean Coatings has developed paints and coatings high specification
for the protection of large ships, oil platforms offshore and pipelines. In
addition, for multiple industrial activities in the sector of paper and cardboard
in the textile field, in the field of printing and publishing, in the manufacture of
tanks and boats, among others, we offer an extensive portfolio of resins,
adhesives and emulsions.

SWOT

Strengths

23

- Knowledge of the agrochemical market.

- Trained and experience equipment on the market.
- Formulation of products in Colombia.
- The plant facilities, autonomy by being a national company.
- Knowledge in the chemical area.
- Infrastructure, art laboratory, high technology investment
- Logistics, certified ISO 9000, ISO 14000 18000 UHSAS.

Weakness

- Lack of coverage, Invesa needs to improve the geographical coverage, the

greater number of people.
- Not a company that develops implementing investigate or molecules, does
not have the economic reach.
- Molecules that are already on the market, waiting time 10 years.

Opportunities

- The division of agriculture, high growth has patent products, all active
ingredients has a chance to be in the portfolio.
- Increased post-patent sale.
- Worldwide post-patent agrochemicals are 78%.
- Market biological product, growing market.
Threats
- Entry of Chinese companies come to register products, bring the finished
product.
- The dollar costs much assets.

24

- Oil is much more expensive freight rates, both maritime and land in the
country
- Truck driver.

ENVIRONMENT

Economy
In the fourth quarter Risaralda department has had an economic performance
below the national average, which translates into a lower level of economic
development. In fact economic growth in 2010 stood at 2.9%, while Colombia
grew 4.3%, for a difference of 1.4 points, with this result the department of
Risaralda becomes less important in the national context. In fact participation
of 1.53% is not even reaching levels of participation of the population.

By sector, the Risaralda economy in 2010 shows growth in some sectors

above average growth as agriculture, construction, financial institutions; in
contrast sectors of industry and commerce showed slower growth. In the
case of development of scientific and technological capabilities in
biotechnology sectors
Health and agribusiness in the department of Risaralda. The incidence of low
growth the industry is not only economic, but also from the labor market given
its productive linkages.

Exports
During the period from January to December 2010, exports of non-Total
traditional Colombia showed a decrease of 2.9% compared with the previous
year, these rose from US $ 14,900 million to US $ FOB FOB 14,468 million.
The departments with greater participation in the total exports were: Antioquia
(31.1%), Bogot D.C. (18.5%), Valle del Cauca (14.0%), Cundinamarca
(10.5%), Bolivar (8.2%) and Atlantic (7.2%). Risaralda participated with 1.1 of
the national total, down 0.2 percentage points from 2009.

25

During 2010, non-traditional exports of the department of Risaralda totaled $

165.2 million, down 15.7% from the registered in 2009. This result was mainly
due to the decrease of 13.0% in exports of industrial sector participated with
98.9% of total exports by the department. Agriculture, hunting and forestry
increased by 34.8% and mining sector decreased 100.0% over the previous
year.
Within the industrial sector subsectors highlighted product beverages and
food 23.6%, followed by manufacturing basic metallurgy (19.4%) and
manufacture of electrical machinery and apparatus (18.4%). Variations of the
above sub-sectors were 2.1%, 97.1% and -16.8%, respectively.

Imports

During the period from January to December 2010, the volume of imports
Total made by Colombia amounted to US $ 40,682 million CIF a increase of
23.7% when compared to the previous year. The departments with the largest
share in total imports were Bogot D.C. (44.5%), Antioquia (11.9%), Valle del
Cauca (10.3%), Cundinamarca (9.1%) and Bolivar (6.2%).

Risaralda participated with 0.7% of the national total imports. In the

department of Risaralda 2010 imports amounted to US $ 267 million, an
increase of 24.4% compared to 2009, this result was mainly due to the 25.8%
increase in purchases of industrial sector participated with 98.5% of the total
imported by the department.

Imports of agriculture, hunting and forestry decreased by 28.3% in the year,

but accounted for only 1.4% of the total. The behavior of imports registered by
the department is very comparable to that shown by the national total. The
highest growth presented in Caqueta 610.9% 165.3% Vichada, Choco
163.6% 134.0% Meta and Casanare 81.6%.

Within the industrial sector manufacturing subsectors other transport

equipment participating with 16.1%, followed by manufacture of machinery

26

and equipment (12.4%) and manufacture of electrical machinery and

apparatus (11.5%) were highlighted. The changes were: -23.5%, 56.2% and
34.1%, respectively.

Infrastructure - Housing

During the fourth quarter of 2010, the country building works were censured
with a total area of 21,682,919 m2, up 2.2% made in the same period of
2009, of which 71.8% were under construction, 14.3% 13.9% are paralyzed
and culminated. 2010 over the previous year in the area culminated average
9.9% decreased, the average paralyzed works increased 3.5% and those in
register process -1.4%. In the urban area of Pereira-Dosquebradas, in the
last quarter of 2010 built 984,390 m2, exceeding the 15.3% recorded the
same period.
In 2009, ie 4.5% of the national total. According to the state of works, 73.8%
are
Found under construction, up 5.5% to record third trimester; They followed
him paralyzed works with 22.2%, and culminated with 3.9%. During 2010, the
process works on average rose by 16.1% average 18.4% paralyzed while the
average culminated They decreased 42.6%.
The houses were the largest contributor to the process of construction. In the
urban area of Pereira-Dosquebradas, 54.7% of the works culminated were
apartments, 35.0% homes, offices 6.1%, 3.1% establishments trade and
remaining 1.1% wineries, education, hotels, hospitals, administration public
and others.

Tendency

Trends show in variable labor market construction and real estate activities
are the fastest growing employment generation in the region, being the

27

commercial sector that has more employees, with an average of 32%. "This
value has stagnated at present, as observed, however, a downward trend in
the share of total employment for the surrounding metropolitan area in
agriculture and industry, as the number of employed has decreased at a rate
of 5.27% and 0.06% respectively, "he stated the teacher Juan Pablo
Saldarriaga.
Another indicator that affects the performance of the economy in Risaralda is
remittances, since about 10% of the total revenues of the Metropolitan Area
for 2004 came from that source. "Assuming that this proportion has not
changed, according to data from the Bank of the Republic to 2009,
remittances are showing a downward trend since July 2008. All the above can
adversely affect the advances that have occurred in indicators poverty and
demographic indicators and perch income pita "said Saldarriaga Muoz.
While the Department of Risaralda has made great progress in the indicators
of quality of life, unsatisfied basic needs and competitiveness, the study of
socio-economic trends by the UCPR, the teacher Juan Pablo Saldarriaga
says that "we must keep in mind that there are still many indicators to
improve, including those relating to fiscal performance and employment in
addition, since Risaralda is no stranger to the current international crisis, it is
expected that this behavior does not depart from the national trend. Evidence
of this is found in the indicator unemployment rate, which currently shows a
growing trend, which increased by 0.8% last year. "

Education
In the second of the goals agreed by the General Assembly United Nations
Millennium Summit in 2000, is set purpose achieve universal primary
education. In turn, the national targets set Social 091 in 2005, posed as
commitments to reduce by 1% illiteracy rate for people between 15 and 24
years, achieving a rate of gross 100% coverage for basic education
(preschool, basic primary, secondary basic) and 93% for secondary
education, reaching an average of 10.6 years education for the population
between 15 and 24 years and reduce repetition to 2.3% in education.
In this regard, it can be said that the Department has advanced at a rate
much higher than the national average dynamics in the task of raising the
average years of education of young people; to the point that, to maintain that
rate, by the end of 2009 could be reaching the goal of 10.6 years education in

28

people aged between 15 and 24 years (the country would make it in the
2011). Moreover, it could support a halving in the rate of expansion of this
indicator, however achieving the goal set for 2015. In that sense, Risaralda
should focus their efforts towards greater equity
Territorial in offering educational opportunities, given the obvious imbalances
between the headers and other municipal entities. According estimates of the
National Planning Department, the average years education of the population
between 15 and 24 years of these headers is 1.6 times the average observed
in the rest of the municipality (at national level that ratio is 1.8).
In the gender perspective it is observed throughout the nineties and the
recent period, a trend according to which, on average, women have more
years of education than men. Thus, according to the National Survey
Demographics and Health (ENDS) of 2005, the median years of education in
the population of six (6) years was 4.9 for women and 4.7 for mens.
As for the coverage goals, the Department has advanced more dynamism in
raising secondary school attendance; but in any case, the pace of expansion
of coverage seems to indicate that it is possible to achieve the goal
established even before 2015. However, there are still some threats to the
achieve this purpose, related to dropout and repetition rates, which is a sure
sign that efforts have to be focused on search for greater relevance and
quality of education.
According to the National Demographic and Health Survey 2005, Department
dropout tends to be increasing as you progress through the process training,
starting with a rate of 1% in the first grade and reaching a ratio of 53% at the
end of high school. Correspondingly thus in Risaralda higher levels of grade
repetition observed against the national averages in a good part of school
grades, especially eighth and eleven.

Political and legal factors: An important intermediary that the government

has for our company is the INVIMA due to health problems presented in the
country. An important factor is that our company acquired the generation of
employment and regular payment of taxes, to succeed in the competitive
market.
Other legal norms, which are important in Colombia to create a business:

29

INVIMA Instituto Nacional de Vigilancia de Medicamentos y Alimentos

Entity dedicated to the control and monitoring the quality and safety of
pharmaceuticals and food products. It protects and promotes the
health of the population through risk management associated with the
consumption and use of food, drugs, medical devices and other
products subject to sanitary surveillance.
CAMARA DE COMERCIO: Verifies the legality of the bylaws of the
company
R.U.T
REGISTRO UNICO TRIBUTARIO: Envelops identification,
location and obligations of the company
REGISTROS DE SEGURIDAD LABORAL

LEY 590 DEL 2000: "Whereby provisions are established to promote

the development of micro, small and medium enterprise."
This law contains articles that talk about roles, rights and
obligations that companies have in our country to boost the
national economy and support small and medium
entrepreneurs.

MARKETING

Degree of implementation in the network: The marketing plan is the

basic management tool to be used by any company or entrepreneur
wherever market-oriented competitive. In its implementation they will
set the various actions to be undertaken in the area of marketing, to
achieve the goals. This cannot be considered in isolation within the
company, but fully coordinated and consistent with the strategic plan,
being necessary to make certain changes regarding the general plan
of the company, since it is the only way to give valid response to the
needs and issues raised. In marketing, as in any other business, any
action that runs without proper planning involves at least a high risk of
failure or large waste of resources and efforts.

Size same: The distribution part is located in these departments:

Antioquia, Atlntico, Bolvar, Boyaca, Caqueta, Casanare, Cesar,
Cundinamarca, Crdoba, Eje Cafetero, Huila, Magdalena, Meta,

30

Nario, Norte de Santander, Santander, Sucre, Tolima, Valle del

Cauca.
-

Segmentation: It is divided into 3:

Distribution: The purpose of the distribution is to pass the state finished

production to consumer products, it is necessary to put the products to
the buyer with the qualities or services required and the quantity,
location and appropriate time.

Direct marketing: A distribution channel is the way that leads to a

product from the producer to the consumer. Distribution channels have
a variable length in modern enterprises.

Agroindustry: organization involved directly or as intermediary in

agricultural production, industrial processing and domestic and foreign
marketing of edible goods or fiber.

Potential Purchase: All agricultural products always have

Agrochemicals need to protect their products this creates greater
potential purchases.
The relationships we build with customers allow us to identify your
potential purchase by their behavior that can detect patterns that can
meet reordering our strategy of product development and distribution.
In addition, we know that other services or products can provide.

Trends: This Business Unit is dedicated to the import, production and

marketing of products for crop protection. Almost all the tools used in
this analysis approach have only one purpose, which is to identify and
measure trends on the market price, so that you can open and
manage buying and selling profitably.

Analysis of offer: The agrochemical industry is wide because they sell

the same active ingredient. The behavior of prices, producers may
adjust their production flow when manufactured products with short

31

process cycles it is, but it can hardly do when it comes to new or

investments when processing cycles are in the long run. However, the
behavior of market prices, are indicators that affect decision making or
not to produce a good or service factors:

Prices Inputs (Production Costs)

Technological development.
Climate variations.
Prices Related Goods or Surrogates
I know my competition to see if I'm better, the same or worse
than them.
Identify my competition
Features Competition
Strengths and weaknesses
Customer number, location, type of technology suppliers.

The interaction of demand and supply of a good or service in the

market, to determine with some degree of approximation yes there is
a demand satisfied or deficit.
-

Demand analysis: Companies use the analysis of market demand to

understand how much demand there is a consumer product or service. This
analysis helps management to determine whether they can successfully
enter a market and generate sufficient profits to advance their business
operations. Although you can use several methods of analysis of demand,
usually they contain a review of the basic components of an economic
market.

Qualitative analysis: They have their own technology center, sustainability is

to build a unique combination of customer value, creating long-term value,
support the development of our suppliers and build quality relationships with
our stakeholders.
This Business Unit is dedicated to the import, production and marketing of
products for crop protection. Herbicides for weed control in pastures, crops
and pasture establishment using no-tillage practice. Fungicides and
insecticides to control pests and diseases that affect crops.

Threat of new entrants

32

Government policy
There are several reasons to believe that the entry barriers to the production
sector insecticide tend to decrease due to factors political. The globalization
of markets and preferential agreements
third countries, implies that competitors will increase, supported by a
competitive cost advantage in many cases and an erosion of competitive
advantage in differentiation. Hitherto barriers administrative and legal have
been the main protection sector to productions other sources.
Economies of scale and scope
Economies of scale and scope are an element of great importance to explain
the chances of success of new entries. In a sector where the final product is
the result of incorporating various inputs, to along the value chain
opportunities exist to obtain economies of scale. The producer organizations
have been making great efforts in this line. Currently, the need to incorporate
quality systems and Traceability provides opportunities for economies for
producer organizations more efficient
In the logistics of distribution are large opportunities for economies of scope
with the joint use of facilities, platforms and transportation. Furthermore, the
portfolio existing suppliers with their ability to meet the needs of the market,
experience production and marketing and acquired relational assets, are
important sources of economies of scope. Socio-economic development in
different alternatives not only occurs at the level of farmer individually, but
also between organizations producers and distributors (concentration supply).
The possibilities of
homogenization process, planning, reducing loss of quality, cost synergies
and access to destination markets allow expand economies of cost and
scope. In this sense, more sophisticated distribution groups are supply
networks where supply relationship or association (partnership) that meets
your needs is continuity, volume and quality.
Product differentiation
Traditionally, agriculture has been a Undifferentiated products sector. The
efforts to differentiate the product and get a competitive advantage in this way
have focused, essentially on quality designations linked to a territory and
promotion. Moreover differentiation the product is linked to other variables
apart promotion. Production technology It constitutes an essential variable for
differentiation Product and even for the existence the model itself. It is
therefore appropriate to consider here the product in the enlarged conception
in the value chain. Thus, considering the quality of extra-early, capacity
production control, product assortment, quality, standardization of the product,
packaging, transportation and other services the model is able to provide its
customers and allow you to own and identification loyalty thereof, the largest

33

capacity to response to the needs of the markets both in physical product and
constitute a timely manner
a pathway of differentiation.
Moreover, the spread of technology intensive production also facilitates other
areas are incorporated into the markets or do so with greater intensity,
eroding and cost advantages and differentiation.
However physical limitations, weather, location and cost that may have
production in colder, It is a limiting factor to the new tickets (cost problems).
These barriers make production intensifies in those and active areas and, in
turn, occur acquisitions and long-term agreements with producers
area. It should be noted that in the agricultural sector product differentiation is
linked to the economies of scale of production and marketing. This
combination is what allows create barriers to entry.
Capital Requirements
The development of production facilities and handling increasingly requires
greater investments. the investment required to launch greenhouse cultivation
stands at 14.45 7 / m2 with an increasing trend each year. The high
technology and production equipment requiring greenhouses with the
facilities handling and transport they indicate that it is a sector with needs
Capital much higher than agriculture.
But these costs must be added the required by current market demands,
namely, the implementation of systems quality management and traceability
required to suit the requirements of the markets
Access to distribution channels
Access to marketing channels both source and destination has been being
easy. In a growing market where product needs are obvious, it is well
considered by the group of producers and
better product to the existence of a sector productive very fragmented.
Originally, the centers have been free entry and hiring organizations products
have multiplied throughout the Nineties. On arrival, the situation competitive
advantage in the months of winter with input protection third countries has
facilitated exports the vast majority of producers. But nevertheless, certain
changes are observed in conditions markets that are becoming access a
barrier channel. The market begins to show difficulties absorbing product in
certain months, since the volume of production is growing and also increases
presence of third countries. Furthermore, the food security conditions, quality,
ethics and reliability in supply are producing a certain selection in origin.
The power distribution materializes in conditions that not all producers met. In
addition, the presence is more important in international markets, beyond
from mere export, and few companies which they have made significant
progress in this line.

34

Negotiation power of suppliers

The model is a system agro industrial complex in which takes place high
number of relationships and where specialization and abundant demand
specialized inputs, under an atmosphere of cooperation and competitiveness
(cooptation). There is a wide range of specialized activities for supplies of
goods and services for the producer that constitutes same industry called
auxiliary industry of agriculture. The high degree of specialization that
generally characterizes these companies, leads to a structure differentiated
competitive oligopoly type or monopolistic competition as appropriate.
Production-industry relations assistant
They are characterized by:
Cooperation: both parties interact and jointly participate in targeted actions
adaptation and technological advancement.
Diversity in the degree of substitution of suppliers: depending on the degree
of differentiation
the input and its importance for success commercial, some suppliers are
more easily replaced
What others. The different degree of substitutability determines the
establishment of asymmetric relations but where management relations,
cooperation and interaction are especially important.
The dynamics of operation intensive agriculture, with certain risks and
constant pace of innovation, leading to their Safeguard sophisticated
instruments, such as and insurance agreements. Also, deferred payment by
the farmer debt and generates ago necessary cooperation of financial
institutions. So the relationship with suppliers it characterized only by a
coercive power, mutual dependence.

Distribution Network

35

Chemical sector, with business units established in: Agrochemicals, Paints Resins, Industrial adhesives.
Inventories average 25 billion.
55 stores color at the country level, as own channel.
Approximately 320 employees.
We have distributions in:
Antioquia
Atlntico
Bolvar
Boyac
Bogot
Casanare
Cesar
Cundinamarca
Crdoba
Eje cafetero
Huila
Magdalena
Meta
Nario
Norte de Santander
Santander

36

Sucre
Tolima
Valle del Cauca

LOGISTIC STRATEGY
high inventory control needs units,references, money, lot number, fifo-fefo.
The need for high productivity measurement and control individual and
group operational.
Need permanent control dates expiration.
Need to integrate two logistics operations in a single installation with
different owners inventories and common to both.
Need to control the damage.
felt need to reduce the burden of overtime.
Need to integrate supply chain starting from the main procurement
processes, transformation and distribution.
Need to control inventory in real time

37

COMPETITION
Insecticide: the number of departments in which the information was collected
in June 2013 was 22 (Table 31 and Map 5). The number of markets
(municipalities) in July 2012 was 94, ie 91.3% of the total market of that
month. By June 2013 the number of municipalities in which information is
captured fungicides corresponded to 98.6% (ie 138 140). According to the
information in Table 31 and Map 5, the growth in the number of markets in
which information was captured in June 2013, compared to July 2012 was
46.8%. None of the departments had a decrease in the number of Atlantic
markets and no information was collected in July 2012, but in June 2013.

The departments in which further growth of the markets surveyed showed

correspond to: Nario (400%, from 1 market in July 2012-5 June 2013);
Cundinamarca (200%, from 6 markets in July 2012 to 18 June 2013); Caldas
(150%, to 91 take 2 market in July 2012-5 June 2013); Valle del Cauca
(100%, from 4 market in July 2012 to 8 June 2013) and Cesar and Cauca
(100%, from 1 market in July

38

of 2012-2 in June 2013). As for the participation of the markets in the sample,
most corresponded in June 2013 to municipalities in the departments of
Cundinamarca (16.8%), Antioquia (15.9%) and Santander Boyaca (8.4%) and
Valle del Cauca (7.5%). The communes of red and blue on the map 6
correspond to those in which information from a greater number of product
was collected. In July 2012 the largest number of products in the category
fungicides in the same municipality was 26, while in June 2013 it was 25. This
is the only case of the analyzed at the base, where the maximum number of
products was lower in June 2013 compared to July 2012.

Our

business framework encompasses not only the agricultural area, our

solutions are also present in large cities where we contribute to the protection
of public health by controlling pests and mosquitoes.
We are present in 90 countries around the world, which effectively implement
our strategy of growth through innovation in technology, business and
operations.

39

There are three horizons of growth that reflect the different markets in which
we operate:

Improve our leadership in the country offering solutions for crop protection,
seeds and vegetables high performance professional products and vector
control.
To promote the growth of our employees, distributors and customers based
on mutual trust and business success through strategic marketing plans that
establish and support and technical advice we offer.
Capturing new opportunities through biotechnology research.

Our team is built with leading people committed to our purpose, to fully
understand our values and ambitions are set high with a clear direction.

Each of our employees understand how their contributions add value to our
company, release their potential by creating an environment that promotes
creativity and dissemination of knowledge and ideas.

Our team is able to plan, organize and monitor their business performance
and professional manner; recognizes the importance of details, quickly learns
from failures and triumphs celebrates and rewards.

Syngenta employees will contagious our passion and enthusiasm for doing
things, we encourage you to be determined and well-disciplined as inspire
them to succeed to achieve excellence.

If you are a person with a high sense of commitment and responsibility, if you
know and you enjoy working in a team, if your goals are the development and
growth and have a positive service attitude we invite you to join our great
team, just send your details to the following address: address to receive HV

40

 Allowing new crops to be used as biofuels.

Contributing to feed 9,000 million people estimated to populate the world by

2050.

Protecting our products to 1,300,000 tons of potatoes in the world a year.

Nurturing that 1 in 7 tomatoes are consumed in the world Syngenta seed.

Protecting the environment

Reducing carbon footprint.

Promoting efficient use of water.

Adapting to climate change conditions.

Improve health and quality of life

Raising living standards for rural communities in emerging economies.

Using plants and plant science to maintain environmental sustainability.

Enhancing the flavor and nutritional content of agricultural products.

Creating integrated solutions for crop protection.

41

Syngenta manages a broad portfolio in the Colombian market, among which

are the following departments in which makes presence with its product line.

Risaralda, Santander, Meta, Valle, Magdalena, Cesar, Cundinamarca,

Antioquia and Cauca.

Agrisure Viptera 3
Agriculture for Colombia represents one of the activities with the greatest
growth potential for the economy, so a priority for Syngenta is developing
technologies that contribute to sustainable growth of crops.
In line with this priority, Syngenta has Agrisure Viptera 3, the new
technology based on agricultural biotechnology, which gives farmers control a
broad spectrum of lepidopteran insects (Spodoptera frugiperda, Agrotis
ipsilon, Helicoverpa zea, Heliothis sp., and Diatraea sp., as well as an early
and effective weed management, since confers tolerance to the herbicide
plant with active ingredient Glyphosate. the use of this technology allows the
farmer to minimize product applications for insect control, It helps reduce the
occurrence of mycotoxins, resulting in more and better quality of maize grain.
"The benefits of the adoption of agricultural biotechnology are aimed at
improving productivity, ensuring yields and increasing crop quality while
minimizing the environmental impact of their production." He says Juan
Antonio Rueda - Marketing Manager for Colombia.

42

Using Agrisure Viptera 3 has been tested in different Latin American

countries like Brazil and Argentina. In the main maize growing regions of
Colombia (Caribbean Wet, Orinoquia, Valle Geographic River Cauca and
Valle Geographic Magdalena River), it has been trying for more than three
years where it has been shown productivities average of 8.5 tons per hectare
compared with national average of 3.5 tons per hectare according to FAO.
Syngenta continues betting on the development of the Colombian countryside
and the first release will Agrisure Viptera 3 in Granada, Meta, strategic
region for agricultural growth; and from March will be available in all maize
growing regions of the country.
With this, Syngenta reaffirms its commitment to provide solutions to the
farmer, looking to make the most efficient crops and produce more food with
fewer resources in a sustainable manner consistent with the commitments
made by the company globally in The Good Growth Plan (Plan for
Sustainable Food).
The PVP $42.000 COP
Distribution Network
Given the global agricultural reality and our need to have innovative
agricultural products that allow greater sustainability in terms of productivity
and soil care, Syngenta operates in three business lines:
Crop Protection We are the leader in crop protection thanks to that we
have a complete portfolio of high quality products including herbicides,
insecticides and fungicides, developed for the work of the producer is
efficient, sustainable and profitable. The use of these products has allowed
the conservation of many crops, menaced by insects, weeds and diseases
would be lost each year, thus causing a significant deficit for both farmers and
consumers.
Seeds We specialize in the research, development, production and
marketing of high-yield seeds, allowing crops offer farmers more productive,
resilient, better quality and higher nutritional values. Production Unit Syngenta
Seeds is located in the municipality of Yumbo (Valle del Cauca, Colombia) for
the production of hybrid seed Yellow Corn, White Corn and grain sorghum in

43

over 1,200 hectares. This unit is responsible for supplying the market in the
Andean region, Central America and tropical Mexico markets. The company
currently ranks third in the seed market of high commercial value. (To learn
more about solutions for seed click here).
Gardens and lawns We seek the protection of the environment and
improve the quality of life and health products to control pests and diseases,
care of lawns, sports fields and for the care of seeds:
Seed treatment products for the treatment and protection of seeds that
ensure optimum emergence of the crop and protect against pests and
diseases.
Pet care: products that control some pests such as insects and rodents that
spread disease and cause damage to residential and commercial property,
thus contributing to the improvement of standards of hygiene and quality of
life of human beings.
Lawn and Garden: includes flowers, chemical controls, methods for growth
and fertilizers. Syngenta offers these products for home and professional
landscapers who conditioned golf courses. (To learn more about solutions for
gardens and lawns click here).
Biotechnology Within commitment of bringing plant potential to life, our
dedication is focused on the support of the freedom to operate offering
farmers, consumers and the environment a clear added value through
biotechnology tools pest control Lepidoptera and herbicide tolerance included
in the excellent portfolio of hybrid seed corn yellow Syngenta has. Clear
examples of the added value that our Agrisure technologies are reducing
crop losses for farmers in various sub-regions of Colombia and assurance
their food through sustainable agriculture and friendly to the environment. The
company currently ranks third in the Colombian market seeds with high
commercial value control technologies lepidopteran pests.

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Professionalism
Our work is important
Working for Syngenta gives you the opportunity to be part of the solution of
one of the biggest challenges facing global agriculture: How to feed more
people with fewer resources.
It is expected to pass the world population be 2 billion people to 8 billion in
2030, a growth of 30%. Also, changes in diets and the need to consume more
calories will force farmers to produce more. The land suitable for planting,
water and other resources limited natural resources, which means that
farmers must find ways to increase production in a sustainable manner.
Technological innovation is critical to increase production and quality of crops.
Increasing the potential of plants, our products for crop protection and seeds
are helping to meet global challenges: increasing yields and reducing losses
due to pests and diseases, our products help farmers to produce more with
fewer resources. No products for crop protection around 40% of the world's
crops would be lost as a result of pests and diseases.

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At Syngenta we work with farmers and global partners to create sustainable

solutions for the future. For example, we urge farmers to use our products
with sustainable practices that ensure the best use of available resources.
And we protect and improve biodiversity, and conserve soil and water. As a
result, we promote prosperity and a better quality of life to rural communities.
1. Solving the riddle of coffee
The project
The coffee in one of the most important crops in Brazil, so Syngenta had to
establish a strong position in this important market sector. To do so, the team
of Research and Development (R & D) not only had to devise better solutions
for crop protection to position on farmers, but found it necessary to change
many of the more rooted in culture in the process habits.
How did we do it
Although granular insecticides were the norm for some time, the R & D team
developed a liquid insecticide featuring a broader range benefits for farmers.
However, farmers were unwilling to change and the product was
unsuccessful.
As a result of this reaction from farmers, the team focused to develop a
granular insecticide, but neither was successful in the market because of their
lower efficiency.
Determined to succeed and with the full support of their leaders, the R & D
team decided they should keep their original idea and somehow gain
acceptance of farmers into a liquid insecticide.
The problem was analyzed from every angle with collaboration with
colleagues from other countries. It was concluded that to gain acceptance by
farmers for liquid insecticide was only part of the solution. What could actually
make farmers would find a way of application where the application of liquid
out faster, easier and more effective than granular application.
Again, the computer challenged traditional application method, by means of
granules in grooves around the plant. Instead, they developed a simple spray

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application device that allowed farmers to apply the liquid directly into the
trunk of the plant. The result was an unprecedented success that triggered
the sale and product positioning in the market, which in turn changed the
habit of a lifetime. At the same time the new insecticide protects plants from
insects, increases vigor and productivity of crops, resulting in an additional
economic benefit for the farmer Brazilian.
2. Saving Bee
The project
Bees play a vital role in our ecosystem, pollinating crops, trees and wild
plants. Unfortunately the bee population in the UK is in serious danger, with
one of his missing species, and three in danger of extinction.
To reverse this damage, Syngenta farmers decided to promote the creation of
new habitats on their land to help revive the flow of bees.
How did we do it
Operation Bee, an inspiration of Simon Elsworth, member of the marketing
team in the UK, was conceived as a way to engage farmers with the creation
of new habitats.
The vision was to encourage farmers to set aside a small portion of their land
for habitats where bees could flourish again. Syngenta bear with the training,
skills and seeds needed to establish their ideal habitat, rich in plants
producing nectar and pollen.
Since it is a relevant issue for the performance scale, the association was
achieved with a major food chains in the UK, which introduced the project to a
large number of farmers and producers quickly and effectively, and allowed
the project came to consumers and the agricultural community.
After a successful test, about 150 farmers and producers were recorded in
Operation Bee, each pledging to establish at least one hectare of rich habitat
to help the bee population to grow again.

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Thanks to this huge collaborative effort, Operation Bee has managed to

significantly impair the disappearance of a critical part of the ecosystem in the
UK, without preventing farmers from working their land productively.
Through his work, Simon and Operation Bee team created an innovative and
highly effective program of relationship with the consumer, along with a
significant contribution to environmental protection. The program has brought
valuable benefits to the business and reputation of Syngenta in that products
grown under Operation Bee are highlighted and promoted in the outlets.
Everyone involved in Operation Bee great pride and satisfaction for having
integrated its responsibility to the environment in the daily operation of their
businesses.
Agriculture has an important role to the great challenge of how to feed a
growing global population with limited resources. We want to contribute to
food security through sustainable agriculture.
Sustainability is part of everything we do, from developing innovative products
that help producers to do more with less effort and resources, to control the
environmental impact of our activities.
Sustainable Agricultural Production
Developing
a
sustainable
agricultural
production
system
Syngenta hopes that farmers can produce enough to meet global needs for
food, fuel and textiles, while safeguarding the only planet we have for future
generations, as long as a comprehensive system that one technology is used,
land and people. These three elements are the basis of a sustainable
production system in which strong rural economies and resource efficiency
are critical to achieving food security.
Our solutions, combined with support infrastructure, access to markets,
information and financial resources, allow you to rural economies increase
productivity and improve profitability land while having a beneficial impact on
water, land and biodiversity.
This sustainable production helps producers to achieve higher profits, have
better life and greater oversight of the earth.

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 Creating integrated solutions for crop protection.

Corporate Image
In Syngenta we know that the individual contribution of our people is a great
contribution to our overall purpose of ensuring food security. More than
27,000 employees in 90 countries can proudly say: "Our work is important."
Each of our employees plays a key role in business performance. What we
are, what we stand for and what we offer in terms of personal and
professional growth are our strongest tools to attract and retain the best
people.
We engage our employees and attract potential future employees through our
ability to provide generous opportunities to contribute to address major global
challenges. We focus on improving the ways we work together, learning
opportunities and growth and leadership development. Our efforts are
recognized both internally and externally.
Commitment
We believe the way we work as a differentiating factor. Our culture
emphasizes the importance of living our purpose, Bringing plant potential to
life, along with our values: innovation, intensity, health and performance. The
awards demonstrate how our values mark the way we work as a team, with
partners and customers, and how we contribute to local communities and
society in general.
Similarly we committed to our employees through our Brand Ambassadors
programs. With the launch of our Code of Conduct, we focus on the important
role that each employee plays in the construction and maintenance of our
brand and reputation. The code of conduct is presented to our people through
team discussions and online training program.
Learning and Development.
Learning programs and growth of Syngenta seek to bring the potential of our
people to life. If employees are committed to bring out their full potential, we'll

49

offer the right combination of programs, initiatives and interventions to help.

We are aware of the great benefits it brings to the business having a staff
working to its full potential.
The company has the tools that employees need to advance through our
professional development system, but expect them to be accountable for their
progress, focusing on improving skills relevant to their role. Each employee
meets at least once a year with their leader to discuss the progress of his
career and to create an individual plan for growth.
Syngenta offers tutorials and training (couching) for leaders, who helps find
the right one for each way multifunctional projects equally enrich the
knowledge of employees by giving them the opportunity to gain experience
outside their daily tasks.
Our people have access to information on careers and learning opportunities,
recruitment policies and pension plans through our intranet "My Life and
Career".
Syngenta recognizes that our workforce globally requires development
programs tailored to their individual needs. For example, our Learning
Academy ensures that global programs are relevant to the different parts of
the business by developing and applying them locally, while the Academy of
Excellence in Marketing and Sales (MaSE by its acronym in English) provides
specialized training for these areas regional level. Participants can build
relationships and share experiences with people from different countries.
Developing Our Leaders
We are convinced that a true leader is able to inspire others, and this is a
crucial part of how we build the best team. We provide opportunities for our
people through global programs like Foundations of Leadership and Leading
Leaders at Syngenta. Leaders learn how to inspire others, so their learning
applies to all employees of the organization.
Diversity
We currently employ more than 27,000 people in about 90 countries. This
diversity enriches our culture, which becomes an attractive Syngenta in its

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strategic pursuit of innovation. Constantly we are working to combine and

creatively leverage the strength of diversity within Syngenta.

Objectives
General objective
Finished third in the ranking of companies in the agrochemical sector by the
end of 2016

Specific Objective
Achieve a lending system for the agribusiness sector to ensure a healthy
portfolio and a growth in the level of sales
Expand our points of sale, distribution opening a branch in the city of Pereira,
Risaralda

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WEBGRAPHY
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http://www.mineducacion.gov.co/cvn/1665/w3-article-218799.html
https://www.syngenta.com.co/products/search/cropprotection/type/insecticida-91

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