QUALITY CIRCLE FORUM OF INDIA VADODARA CHAPTERgworld.gsfclimited.com › webvideo › Documents › ... · This could give an advantage to companies and Importers who have a greater

COMPANY BRIEF:

• GSFC was incorporated in 1962 and went into production of Fertilisers. We are a more than 5 decade old company listed on the stock

exchange having a Turnover of 6227.54 crores. GSFC is a Multiproduct, Multi – locational integrated Fertilizer and Petrochemical

complex: GSFC is manufacturing various fertilizers and Industrial Products. GSFC is producing fertilises like Urea, Ammonium Sulphate,

NPK, DAP, Water Soluble fertilisers, Micromix and more. GSFC has its manufacturing units at Vadodara and Sikka. The marketing offices

are at Vadodara, Ahmedabad, Banglore, Chennai, Hyderabad, Kolkata, Ludhiana, Mumbai, New Delhi, Nasik and Pune. Our presence is

widespread and the strongest in Gujarat.

QUALITY CIRCLE FORUM OF INDIAVADODARA CHAPTER

Telephone: 0265-2976242 E-mail: [email protected], [email protected]

Financials of GSFC (Rs. in Crores)

S.No. Particulars 2015-16 2014-15 2013-14 2012-13 2011-12

1 Net Sales 6163.33 5324.57 5412.49 6253.3 5301.83

2 Other Income 64.21 101.93 157.05 138.09 162.08

3 Total Revenue 6227.54 5426.5 5569.54 6391.39 5463.91

4 Less : Operating Expenses 5548.49 4733.92 4883.66 5455.37 4167.19

5 Operating Profit 679.05 692.58 685.88 936.02 1296.72

6 Profit before taxes 548.12 573.91 495.42 767.72 1113.35

7 Profit after taxes 379.85 400.51 342.17 518.1 757.57

• The contributions of Industrial Products to the Turnover of GSFC is around 32%. This includes domestic sale as well as exports,including trading activities. Industrial products are namely Caprolactum, Melamine, Cyclohexanone, Ammonia etc. GSFC is in the processof commissioning a Melamine manufacturing plant in 2018 having an annual capacity of 40,000 MT.

PATH BREAKING ACHIEVEMENTS OF GSFC:

First company to adopt the steam Naphtha Reforming process for manufacture of Ammonia.

GSFC has set up the first DAP fertiliser complex in India, at Sikka, Jamnagar Gujarat.

GSFC is the first company in India to establish a Caprolactum plant. This was in the year 1974. This led to manufacture of

downstream products like Nylon yarn, tyre cords etc.

GSFC is the first company to recover ARGON gas from purge gas in 1981.

GSFC also has to its credit setting up India’s first Melamine plant.

GSFC has a market presence of 55 years and carved an impeccable image in the Indian Marketing scene.

GSFC has excelled in integration of technologies, brilliant innovative research, having created a product mix ranging from more than 24

brands of fertilisers to petrochemicals, chemicals, the industrial gases, plastics, fifers and other products.

We have created a separate department called. Agro Development and Agro Services for the transfer and overall improvement ofagriculture technologies.

It is indeed a matter of pride for the employee’s to be an integral part of GSFC, and working in the GSFC family, contributing to the

Corporate growth and National growth.

They should as a member of GSFC family to pursue the path of excellence, to deliver according to the new challenges and Marketscenario. Every member of GSFC family has to raise the performance bar and make a positive and tangible difference to make theorganisation to achieve the goals.



Background of the Case Study:

GSFC is a well established and reputed company. It has popular brands which are not popular at national level . Its brands are its strength. It

must popularize its brands in new states. It must make its brands strong having higher recall value by customers . It must convert its brand

equity into sales revenue. It must also strive to capture a bigger market share.

TOPIC: Branding of Our Products

Reference : Marketing Management by Philip Kotler C. S. I



TASKS:

1. Identify GSFC’s Brands which need to be revived and re-launched. State reasons/basis for the same.

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2. How can we leverage brand GSFC and its branded Products for higher sales volumes, across the various products. Please provide detailed

plan for the same.

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3. Should we have a standard branding in terms of - signage, display and presentation for all our retail outlets? If yes then, what are your

suggestions. Give reasons ?

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4. What can be the role of “Social Media” in Fertilizer Marketing? Give your inputs for a co-ordinated social media marketing campaign and

long term strategy.

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TOPIC: Aggressive Marketing of Agri Products

Reference : Marketing Management by Philip Kotler C. S. II

BACKGROUND OF THE CASE STUDY:

Agricultural Products have become a strong component of the product mix of any fertilizer company. GSFC is still lagging behind compared

to its other competitors. It is important to acknowledge and aggressively market agri-products for overall fertilizer sales growth. Our retailers

will have more clout in selling fertilizers by linking it to agri-products. Good rapport can be established with the farmers at ground level, by

selling specialised agri-products.



TASKS:

1.What are the key agri-products available with GSFC which have good market potential?

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2. Evaluate our key agri-products in terms of their sale since last 3 years in your region specially. What is their market share with respect to

competing products of other companies?

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3. What are the important agri-products that should be added to our range? Should we go for diversification?

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4. What would be an effective strategy to aggressively launch and re-launch our agri-products?

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5. How will GSFC agri-products increases the farmers footfall in our retail outlets, thereby increasing the fertilizer sales volumes?

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TOPIC: Cost Effective Measures by Marketing Work Force

Reference : Marketing Management by Philip Kotler C. S. III


With the changing Market scenario in terms of competition, policy, innovative methods and buying pattern of the farmer, it is imperative

that the job of the Marketing Professional goes beyond selling.

The marketing unit has to increase the service, have better rapport and give value added options to the retailers as well as the farmer. You

have to be different and one step ahead of the competitors.

TASKS:

1. How can you forecast the Demand of the farmers?

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2. How can you help the distribution department to reduce time for material movement, distance of travel and material holding before sale.

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3. How can you improve the supply chain delivery for the dealers and farmers?______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

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4. What are the other cost effective services you can give to the retailers, so that he is happy to push GSFC products. ______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

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5. What new cost effective services can you provide to the Farmers so that they prefer to buy GSFC products. ______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

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TOPIC: NPK/DAP SALE


DAP is the core product of GSFC. Over the past years the profitability in DAP sales has been eroded to bare minimum and sometimes nil.

This is due to stiff competition from Traders who do direct import. The competitors have the advantages of flexibility and aggressive

marketing techniques. We have to match this challenge. Our DAP is produced in granules which can be sorted according to 3 sizes. How

can we take advantage of this?

TASKS:

1. How can we make GSFC DAP a premium product, which is different from similar products of the competitors ?______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

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2. How do we use our GSFC branding and leverage our pricing compared to Importers ?______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

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Reference : Marketing Management by Philip Kotler C. S. IV



3. What are the other strategies to make our product more profitable ?

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4. How can we sell our DAP, even at higher prices than the competitors? Suggest USP for it to happen.

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5. We have distributed the samples of new DAP variants to our team. What is the response of market in your territory?

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TOPIC: IMPACT OF DIRECT BENEFIT TRANSFER POLICY (DBT)

Reference : Marketing Management by Philip Kotler C. S. V


The Government has decided to introduce Direct Benefit Transfer (DBT) scheme for fertilizer subsidy payments. Under the proposedsystem, 100% subsidy on various fertilizer grades shall be released to the manufacturers and importers on the basis of actual sales made bythe retailer to the beneficiaries. Initially, the modified subsidy procedure under DBT system will be introduced on pilot basis in 16 selectdistricts and after its due stabilization, the new payment system would be rolled out in all states in the second phase.

Under the DBT in fertilizer sector, the subsidy will be released to the fertilizer companies instead of the beneficiaries, after the sale is madeby the retailers to the beneficiaries on submission of claims generated in the web-based online Integrated Fertilizer Monitoring System(IFMS) by fertilizer companies.

TASKS:

1. As a part of marketing team, have you analyzed the impact of DBT on the annual sales of your territory.

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2. Will the dealer’s and farmer’s buying pattern change? Please explain the changes and basis of it.

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3. With DBT there is a likelihood of churning of the whole fertilizer market. There will be new systems and strategies adopted by

companies, dealers and competitors. Anticipate the new possible scenario and present pre-emptive and remedial solutions or Options.

How can this risk of loss of revenue be converted to an opportunity with reference to this new business scenario?

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4. What can be the impact of DBT on the organization survival and also on the workforce job retention?

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5. With DBT there is a likelihood of churning of the whole fertilizer market. There will be new systems and strategies adopted by companies, dealers and competitors. Anticipate the new possible scenario and present pre-emptive and remedial solutions or Options. How can this risk of loss of revenue be converted to an opportunity with reference to this new business scenario?

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6. What can be the impact of DBT on the organization survival and also on the workforce job retention?

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TOPIC: Increased Market Share

Reference : Marketing Management by Philip Kotler C. S. VI


The turnover of GSFC has been the lowest since last 5 years. The overall Market share also is coming down.

The profitability is also at a five year low. The sale in 2015-16 was 6163 Cr. approximately Production of Fertilizers 14.91.741 MT,

Operating profit at 11% which is lowest in last five years. There are new challenges in the market. Presently GSFC has a strong presence in

Gujarat with 217 Dealers / outlets.

TASKS:

1. How should we motivate the retailer / farmer to buy GSFC products?

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2. How to make GSFC products the Preferred Product so that their shelf life at the retailer is minimum?

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3. How to have optimum inventory control at the dealer level so that there is immediate and continuous supply of GSFC products? Also

how to reduce excess inventory with the retailer?

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4. How to simplify the billing procedure so that it is POS machine / BHIM friendly. Billing is simplified for the farmer as well as retailer?

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5. What are the measures for recovering accurate and timely subsidy from the Government? How to eliminate billing or information

glitches at GSFC end?

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6. What is the best logistic solution for availability of GSFC’s products at various levels?

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Reference: Four P s of Marketing

SIVA – (Solution, Information, Value and Available)



TOPIC: New Distribution Network

Reference : Marketing Management by Philip Kotler C. S. VII


The competition in the market of fertilizer products has become intense. The Indian companies as well as Importers have adopted aggressive

techniques and innovative methods. With the introduction of DBT the distribution process of products , becomes very crucial. An efficient

distribution network can reduce the distribution cost of the product. It can enhance the speedy availability of the products to farmers. The

time taken for the sale of product from the retailers shelves can be reduced. The reliability of supply chain for the retailer and subsequently

the farmers is of utmost importance. Also, there has to be a very good and consistent coordination amongst the production, distribution,

marketing and sales teams.

Broadly the current distribution channel is:

Plant Ware House Dealer Retailer Farmer

TASKS:

1. How the channel can be shortened and made more cost effective? Provide detailed explanation.

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2. How will each level of the distribution channel forecast its fertilizer requirements so as to have consistent supplies through out the

year? Explain with reasons.

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3. Managing Whole sale, Retailing and Logistics for optimum inventory and regular availability of our products at each stage. The best

practices for your territory and changes required with the reference to the present practise.

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4. Aligning production, distribution and sales, so that costs of dead stock can be reduced.

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TOPIC: ROLE OF MARKETING TEAM

Reference : Marketing Management by Philip Kotler C. S. VIII


With the advent of DBT, financial recovery of subsidy, could become staggered and slow. This could give an advantage to companies and

Importers who have a greater financial holding capacity. Therefore team GSFC has to adopt to the new business environment. We have to

evaluate our strength of 55 years of corporate existence. We have to evaluate the areas where we need to strengthen ourselves.

TASKS:

1. According to you which companies are going to be Least affected & Most affected and Why ?

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2. What should be the new role of Marketing/ Sales Personnel in this environment?

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3. What should be the responsibilities and accountability of the Sales / Marketing personnel? ______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

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4. What do you anticipate will be the impact on individual and collective Marketing / Sales Force?

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5. How will you team up to achieve the Marketing goals of higher sales?

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TOPIC: SALE OF GSFC PRODUCTS IN NEW AREAS

Reference : Marketing Management by Philip Kotler C. S. IX


To increase the sale of GSFC products it is important to establish distributors and dealers in new areas. We also have to service these

outlets consistently. We also have to give marketing support and guidance to these new outlets.

It is necessary that GSFC expands its sales to new territories. This will make the company less dependant on weather conditions and other

external parameters.

TASKS:

1. Consider forming of new distributors / Dealers in unrepresented Market and states. Please explain your approach and strategy to the

same.

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2. What should be our strategy of distribution expansion in other states?

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3. Evaluate product availability today and in future and accordingly pace geographical expansion of distributors / Dealers. Submit a

report of major products and their estimated consumption levels in your area.

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4. How to further strengthen our presence in Gujarat which is our strong base?

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5. Being the oldest and reputed manufacturers of fertilisers in India, suggest what should be our major market establishing strategies to

be adopted in different states.

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6. What are the key areas to be surveyed, studied and evaluated to enable appointing a dealer / distributor?

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TOPIC: TEAM BUILDING AND BELONGINGNESS

Reference : Marketing Management by Philip Kotler C. S. X


This is and era of united workforce. The spirit of CORPORATE CITIZENSHIP is a must for survival and sustained excellence. The role of

each employee and collective workforce is critically important. The marketing team has to acknowledge this responsibility. They have to

continuously innovate in their thinking and align not only with their customers but also with the distribution network, product department

and finance department. GSFC marketing professionals are the face of the company and their performance decides the success of the

company.

TASKS:

1. Do you think there should be a common goal concept?

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2. Should all verticals (Sales, Marketing, Finance, Admin) of a regional office be aware of goals/objectives of the regional office?

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3. How will you adopt to the leadership role according to the following parameters? Give reasons.

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I. Plan II. Motivate III. Execute IV. Coordinate

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4. Should team interact on monthly basis informally? Please provide basis & reasons of your answer.

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5. Should we have a formal system of appreciation based on performance and innovative contribution? If yes, then details of the same.

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6. What are your suggestions to enhance the team spirit of the Marketing unit for better cooperation and coordination?

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