DECLERATION
I here by declare that the project report entitled “A STUDY ON CUSTOMER RESPONSE ON MAKHTESHIM – AGAN INDIA Pvt. Ltd Kurnool” was carried out by me under the guidance of Sathes Kumar.G, Managing Director of Makhteshim – Agan and J.Mohan Kumar marketing manager of Makhteshim – Agan. And also Mrs. Ravi kumar Associates of Professor Department of business Administration, Rayalaseema Institute of Information and Management Sciences, is entirely original and has not been submitted earlier by any one of degree or diploma.
Place:
Date:
P. RAHEEM BASHA
ACKNOWLEDGMENTS
I am grateful to Mr. Raheem basha, Principal of Rayalaseema Institute of Information and Management Sciences for their encouragement in this academic pursuit.
I am very thankful to Mrs. Ravi kumar, Department of Business Administration, Rayalaseema Institute of Information And Management Sciences for their valuable help.
And also I wish to take this opportunity to express my deep sense of gratitude to Mr Sathes Kumar.J, Marketing Manager of Makhteshim – Agan for helping me in every possible way during my project work by his matured advice, timely suggestions and proper guidance at every stage, which helped me to make this project a successful one.
I would also like take this opportunity to thank all the staff in the Makhteshim – Agan who extended their immense help to complete my project work.
CONTENTS
INTRODUCTION
OBJECTIVES OF THE STUDY
RESEARCH METHODOLOGY
LIMITATIONS
PROFILES
COMPANY PROFILE
INDUSTRY PROFILE
PRODUCT PROFILE
DATA ANALYSIS AND INTERPRETATIONS
FINDING AND SUGGESTIONS
APPENDEX
QUESTIONNAIRE
BIBLIOGRAPHY
The Concept of a Customer Satisfaction
• Introduction to Marketing
• Consumers Behavior
• Consumer Attitude and Satisfaction
• Growing Importance of the Customer Satisfaction
• Customer Satisfaction Philosophy
• Measuring Customer Satisfaction
• Benefits of Managing & Measuring Customer Satisfaction
• Working Customer Satisfaction through Customer Management
• Summary Up
The concept
Of a
Customer Satisfaction
CONCEPTUAL BACK GROUND
INTRODUCTION TO MARKETING:
Kotler on Marketing:
The future is not a head of us. It has already happened unfortunately, it is un equally distributed among companies, industries and nations.
Defining Marketing:
For a managerial definition, marketing has often been described as “The Art of Selling Products”.
The American Marketing Association offers the following definition:
Marketing is the process of planning and executions the conception pricing, promotion and distribution of ideas, goods and service to create exchanges that satisfy individual and organizational goals.
A Simple Marketing System:
Communication
Goods / Services
Industry Market
(A collection (A collection
Of Sellers) of buyers)
Money
Information
CONSUMERS BEHAVIOUR:
The aim of marketing is to meet and satisfy target customer’s needs and wants. The field of consumer behaviour studies how individuals, groups and organizations select, buy, use and dispose of goods, services, ideas or experiences to satisfy their needs and desires.
Understanding Consumer behaviour and knowing customer’s are never simple. Customers may state their needs and wants but act otherwise they may not be in touch with their deeper motivations they may respond to influences that change their mind at the cost minute nevertheless, marketers must study their target customers wants, perception preferences and shopping and buying behaviour.
MAJOR FACTORS INFLUENCING BUYING BEHAVIOUR:
A consumer buying behaviour is influenced on cultural social. Personnel and psychological factors cultural factors exert the broadcast and deepest influence.
Model of Buyer Behaviour:
Marketing
Stimuli Other
Stimuli Buyer’s
Characteristics Buyer’s
Decision Process Buyer’s
Decision
Product
Price
Place
Promotion Economic
Technologic
I
Political
Cultural
Cultural
Social
Personnel
Psychologica
I
Problem
Recognition
Information
Search
Evaluation of
Alternatives
Purchase
Decision
Post purchase
Behaviour Product
Choice
Branch
Choice
Dealer
Choice
Purchase
Timing
Purchase
Amount
Marketing
Stimuli Other
Stimuli Buyer’s
Characteristics Buyer’s
Decision Process Buyer’s
Decision
Product
Price
Place
Promotion Economic
Technologic
I
Political
Cultural
Cultural
Social
Personnel
Psychologica
I
Problem
Recognition
Information
Search
Evaluation of
Alternatives
Purchase
Decision
Post purchase
Behaviour Product
Choice
Branch
Choice
Dealer
Choice
Purchase
Timing
Purchase
Amount
Marketing
Stimuli Other
Stimuli Buyer’s
Characteristics Buyer’s
Decision Process Buyer’s
Decision
Product
Price
Place
Promotion Economic
Technologic
I
Political
Cultural
Cultural
Social
Personnel
Psychologica
I
Problem
Recognition
Information
Search
Evaluation of
Alternatives
Purchase
Decision
Post purchase
Behaviour Product
Choice
Branch
Choice
Dealer
Choice
Purchase
Timing
Purchase
Amount
Cultural Factors:
Cultural factors exert the broadest and deepest influence on consumer behaviour. The roles played by the buyer’s culture, subculture and social class are particularly important.
Cultural:
Culture is the most fundamental determinant of a person’s wants and behaviours through his or her family and other key institutions. A child growing up acquires a set of values, perceptions, preferences and behaviours through his or her family and other key institutions. A child growing in India is exposed to the following values.
Achievement and success, activity, efficiency and practicality, progress, material comfort, individualism, freedom, external comfort, humanitarims and youthfulness.
Subculture:
As we saw each culture consists of smaller subcultures that provide more specific identification and socialization for all members. Subcultures include nationalities, religion, racial groups and geographical regions. Many subcultures make up important market segments and markets often design products and marketing programs tailored to their needs.
Social Class:
Virtually all-human societies exhibit social stratification. Stratification sometimes takes the form of a caste system where the members of different castes are reared for certain roles and cannot change their caste membership. More frequently, stratification takes the form of social classes.
Social Classes are relatively homogeneous and enduring divisions in a society, which hierarchically ordered and whose members share similar values. Interests and behaviour.
Roles and Statuses:
A person anticipates in many groups throughout life-family, clubs and organizations. The person’s position in each group can be defined in terms of role and status. A role consists of activities that a person in expected to perform.
Each role carries a status. A Supreme Court has more status that a Sales Manager does and a sales manager has more status that an office clerk. People choose products that communicate their role and status in society. Thus company presidents often drive Mercedes, wear expensive suits and drink chiras Regal Scotch. Marketers are aware of the status symbol potential of products and brands.
Personal Factors:
A buyer’s decisions are also influenced by personnel characteristics. These include the buyer’s age and stage in the life cycle, occupation, economic circumstances, life style, personality and self-concept.
Age and Stage in Life Cycle:
People buy different goods and services over their lifetime. They eat baby food in early years, must foods in the growing and mature years and special diets in later years, most foods in the growing and mature years and special diets in later.
People’s taste in cloths, furniture and recreation is also age related.
Consumption is also shaped by family life cycle. Marketed often choose life-cycle groups as their target market. But it should be added that target households are not always family based. Marketers are also targeting single households, gay households and their effect on consumption behaviour.
Occupation:
A persons occupation also influence his or her consumption pattern. A blue-collar worker will buy cloths, work shoes and lunch boxes. A company president will buy extensive suits, air travel, country club membership and a large sail boat. Marketers try to identity the occupation groups.
Social classes do not reflect income alone but also indictors such as occupation, education and area of residence. Social Classes differ in their dress, speech patterns, recreational preferences and many other characteristics.
Social Factors:
In addition to cultural factors, a consumer behaviour is influenced by such social factors reference groups, family, roles and statuses.
Reference Groups:
Many groups influence a person’s behaviour. A persons reference groups consist of all the groups that have a direct or indirect influence on the person’s attitudes and behaviour groups having a direct influence on a persona are called membership groups.
Some membership groups are primary groups, such as family, friends, neighbors and company workers with whom the person interacts fairly continuously and informally. People also belong to secondary groups, such as religious, professional and trade union groups, which tend to be more formal and require less continuous information.
Family:
The family is the most important consumer buying organization in society and it has been researched extensively. Family members constitute the most
Influence primary reference group. We can distinguish between two families in buyer’s life. The family of orientation consists of one’s parents and siblings. From parents a person acquires an orientation toward religion, politics and economics and a sense of personal ambition, self-worth and love. Thus computer software companies well design different computer software for brand managers, engineers, lawyers and physicians.
Economic Circumstances:
Products choice is greatly affected by one’s economic circumstances. People’s economic circumstances consist of their spendable income, savings and assets, debts, borrowing power and attitude toward spending versus savings.
Marketers of income-sensitive goods pay constant attention to trends in personnel income, savings and interest rates. If economic indicator point to a recession, marketers can take steps to redesign, reposition and reprice their products. So they continue to offer value to target customers.
Life Style:
People coming from the same sub-culture, social classes and occupation my lead quite different life styles.
A person’s LIFE STYLE is the person’s patter of living in the world as expressed in the person’s activities, interests and opinions. Life style pattern of living in the world expressed in the person’s activities, interests and opinions. Life style portrays the “whole person” interacting with his or her environment.
Personality and Self Concept:
Each person has a district personality that influences his or her buying behaviour. By PERSONALITY, we mean a person’s distinguishing psychological
Characteristics that lead to relatively consistent and enduring respondent to his or her environment.
Personality is usually described in terms of such traits as self-confidence, dominance autonomy, deference, sociability, defensiveness and adaptability. Personality can be useful variable in analyzing consumer behaviour, provided that personality types can be classified accurately and that strong correlation exist between companies and autonomy. This suggests designing computer advertisements the appeal to these traits.
Psychological Factors:
A person’s buying choices are influenced by four major psychological factors. That is motivation, Perception, learning beliefs and attitudes.
Motivation:
A person has many needs at nay given time. Some needs are they rise from psychological states or tension such as hunger, thirst, discomfort other needs are psychogenic: They arose from psychological states of tension such as the need for recognition, exteen of belonging. Most psychogenic needs are not intense enough to motivate the person to act them immediately. A motive is a need that is sufficiently pressing to drive the person to act. Satisfying the need reduces the felt tension.
Psychologists have developed theories of human motivation. Three of the best known the theories of Sigmund Freud, Abraham Maslow and Fredrick Hertzberg Cary quite different implications for consumer analysis and marketing strategy.
Perception:
A motivated person is ready to act. How the motivated person actually acts is influenced by his or her perception of the situation. Perception is the process by which an individual selects, organizes and interprets information inputs to create a meaningful picture of the world.
Perception depends not only on the physical stimuli but also on the stimuli’s reaction to the surrounding field and on the conditions within the individual.
Learning:
When people act, they learn. Learning involves changes in an individual’s behaviour arising from experience. Most human behaviour is learned. Learning theorists believe that learning is produced through the interplay of drives, stimuli, cues, responses and reinforcement.
Cultural Factors:
Through doing and learning people acquire beliefs and attitudes. These in turn influence their buying behaviour.
A belief is a descriptive thought that a person holds about something. Of course, manufacturers are very interested in beliefs that people carry in their heads about their products and services. These beliefs make up product and brand images, and people act on their images. If some beliefs are wrong and inhibit purchase the manufacture will want to launch a campaign to correct these beliefs.
An attitude is a persons enduring favorable or unfavorable evaluations, emotional feelings and action tendencies toward some object or idea.
Thus a company would be well advised to fit its products in to existing attitudes rather than to try to change people attitudes of course, there are exceptions where the great cost of trying to change attitudes might pay off.
Buying Behaviour:
High Involvement Low Involvement
Complex
Buying
Behaviour
Variety Seeking
Buying Behaviour
Dissonance – reducing
Buying
Behaviour
Hamtual Buying
Behaviour
Significant Differences
Between Brands
Few Differences
Between Brands
Four Types of Buying Behaviour
CONSUMER ATTITUDE
To day’s companies are facing their toughest competition ever. The companies can outdo their competition of they can move from a product and sales philosophy to marketing philosophy. We spell out in detail how companies can go about winning customers and out performing competitors. The answer lies in doing a better job of meeting and satisfying customer needs and consumers preferences only customer centred companies are adept at building customers, not just building products. They are skilled market engineering not just product engineering.
Too many companies think that it is the marketing sales departments job to procure customers. If that department cannot, the company draws the conclusion that marketing people are not very good. But, it fact, marketing is only one factor in attracting and keeping customers. The best marketing department in the world cannot sell products that are poorly made or fail to meet anyone’s need. The marketing department can be effective only in
companies whose various departments and employees have designed and implemented a competitively superior customer-value delivery system.
Define Customer Value and Satisfaction:
Over 35 years ago PETER DRUCKER observed that a company’s first task is ‘to create customers’ but today’s customers face a vast array of product and brand choices, prices and supplies. How do customers make their choice?
We believed that customers estimate which offer will deliver the most value customers are value – maximizes, within the bounds of search costs and limited knowledge, mobility and income. They from an expectation of value and act on it. Whether or not the offer lives up to the value expectation of value and act on it. Whether or not offer lives up to the value affects customer satisfaction and repurchase mobility.
Building Customer Satisfaction & Value:
It is no longer enough to satisfy customers. You must delight them- Kotler.
Today’s companies are facing their toughest competition ever. John chambers CEO of Cisco Systems, put it well; “make your customer the center of your Culture”.
They spell out in detail how companies can go about winning customers and out performing competitors. Customer – centered companies are adept at building customers, not just products;
Determinants of Customer Delivered Value:
Customer Delivered
Value
Total Customer Total Customer
Value Cost
Product value Monetary Cost
Services Value Time Cost
Personal Value Energy Cost
Image Value Psychic Cost
Total Customer Cost:- It is the bundle of cost customers expect to incur in evaluating, obtainers, using and disposing at the given market offering.
Customer Satisfaction:- Satisfaction is a person’s feelings of pleasure of disappointment resulting from comparing a product’s perceived performance in relation to this or her expectations.
Total Customer Value:- It is the perceived monetary value of the bundle of economic functional and psychological benefits customers expect from a given market offering.
Our premise is that buyer’s will buy from the firm that they perceive to offer the highest customer delivered value.
Customer delivered value is the difference between total customer value and total customer cost.
Total customer value is the bundle of benefits customers expect from a given product of service. Total customer value is the bundle of benefits customers expect from a given product of service. Total customer cost is the bundle of costs customers expect of incur in evaluating, obtaining and using the product of service.
The Generic Value Chain:-
Support Activities
Firm Infrastructure
Human Resource Management
Margin Technology Development
Procurement
Margin
In Bound Operations Out Bound Marketing Services
Logistics Logistics & Sales
Consumer Satisfaction:
Whether the buyer is satisfied after purchase depends on the offer’s performance in relation to the buyer’s expectation is general.
Satisfaction is a persons feelings or pleasure of disappointment resulting from comparing a product perceived performance in relation to his or her expectation.
Consumer preference of a product can be boosted up when the customer is fully satisfied after purchase. Many companies are aiming for high satisfaction because customers who are just satisfied still find it easy to switch when a better offer come along. Those who are highly satisfied are much less ready to switch. High satisfaction of delight creates an emotional affinity with the brand, not just a rational preference. The result is high customer loyalty.
Customer Buying Process:
In order to understand consumer behavior, it is first essential to understand the buying process. All the models of consumer behaviour treat the consumer as a decision-maker who comes kto the place to solve his consumption problem and to achieve satisfaction of needs.
> Buying Roles : We can distinguish five roles people might play in
buying decision.
> Initiator : A Person who first suggests the ideal of buying the
product or service.
> Influences : A person whose view or advice influences the
deciding.
> Divider : A person who decides on any component of a
decision, whether to buy what to buy, how to buy
or Where to buy.
> Buyer : The person who makes the actual purchase.
> User : A person who consumer or uses the product or
Service.
Stages of Buying Process:
The buying process is composed of a number of stages and is influenced by an individual personality, motivations, perceptions and attitudes. The various stages of buying process are described here.
NEED REGONITION
INTEREST
EVALUATION AND INTERACTION
OUTPUT
PURCHASE
POST PURCHASE BEHAVIOUR
Need Recognition:
Need Recognition means awareness of a want, a desire or a consumption problem without whose satisfaction the consumer normally builds up tension. In this stage, the consumer is exposed to the existence of product that many satisfy his needs. This awareness may be an account of the search carried out by the consumer himself or herself or because of a firm’s communication through advertising or salesmanship or through social environment.
The awareness may be neutral or active when no need is currently recognized by a consumer, the awareness is neutral because there is no immediate interest in it when a consumer is already aware of the product and subsequently recognizes a need, then product awareness is active, and immediately converted into interest.
Interest:
Interest may be viewed as a state of mind that exists when a consumer perceives a need and or is aware of alternative products capable of satisfying that need consumer interest is indicated in the consumer’s willingness to see further information about a product. At this stage, the consumer is actively involved in buying process and pays attention to the product. However, if he loses interest during this involvement his or her attention will be diverted and the buying decision process will break down.
Evaluation and Interaction:
Once interest in a product is aroused, a consumer enters the subsequent stage of evaluation and interaction evaluation stage represents the stage mental trail of the product. During this stage the consumer assigns relative value and weights to different products brands on the basis of accumulated stock of product information and draws conclusions about their relative satisfaction giving potential.
After this evaluation the consumer develops the intention either to purchase or reject the product. The final purchase wills, however, depends on the strength of the positive intention that is intention to buy.
Output:
Out put is the end of result of the inputs of the consumer behavior. It emerges after these inputs are duly processed by the consumers output is composed of purchase and post-purchase behavior.
Purchase:
Purchase is the consumer commitment for a product. It is the terminal stage in the buying process that completes in transaction. It occurs either as a trail and or adoption. If a consumer is buying something for the first time, then from the behavioral point of view it may be regarded as a trail. This trail enables him to accumulate experience about the product purchased. If the experience is positive interms of satisfaction derivation, then repeat purchases may occur other wise not. Adoption means a consumer decision to commit to a full or further use of the product.
Purchase Decision:
Steps between evaluation of Alternative and purchase decision.
Purchase
Intention
Evaluation of Purchase Purchase
Alternatives Intention Decision
Un
Anticipated
Situational
Factors
Post-Purchase Behavior:
Post purchase behavior refers to the behavior of a consumer after commitment to a product has been made. It originates out of consumer experience regarding the use of the product and is indicated in terms of satisfaction. This behavior is reflected in repeat purchases or assistance from further purchase. If product use experience indicates satisfaction then repeat purchase will occur, other wise not.
Post – Purchase Satisfaction”
If performance falls short of expectations, the customer is disappointed. If it meets expectation the customer is satisfied if the exceeds expectations, the customer is delighted. These feelings make a difference in whether the customer buys the product again and talk favorably or unfavorably about the product to others.
II. Post – Purchase Actions:
If the consumer is satisfied, her or she will exhibit a higher probability of
purchasing the product again. The satisfied customer will also tend to say good things about the brand to others. Dis-satisfied consumers may abandon or return the product.
III. Post – Purchase use and disposal:
Marketers should also monitor how buyers use and dispose of the product.
If consumers Harrow the product away, the marketers need to know how
They dispose as it, especially it can hurt the environment.
Consumer Satisfaction/Dissatisfaction:
Consumer forms certain expectation prior to purchase. These expectation may be about.
The nature and performance of the product or service.
The costs and efforts to be expanded before obtaining the direct product of service benefits and
The social benefits or costs according to consumer as a result of the purchase.
Advertising may often be an important factor influencing these expectations. Once consumers purchase and use a product, they become either satisfied or dissatisfied. Satisfaction is an important element in the evaluation stages. According to HOWARDS & SHETH, say “satisfaction refers to the buyers state of being adequately rewarded in a
buying situation for the sacrifice he had made. Research had uncovered several determinants, which appear to influence satisfaction. Including demographic variable, personality variable, expectation and other factors. Higher level of product satisfaction also indicated by who are more satisfied with their lives as a whole and by persons with more favorable attitudes towards the consumer domain, that is, the market place, business firms and consumer.
The interaction between expectations and actual product performance produce either satisfaction or dissatisfaction. However there does not appear to be merely direct relationship between the level of expectations and the level of satisfaction. When a consumer does not get what is expected, the satisfaction is one of dis-confirmation. Such dis-confirmation occurs when what is received is better that expected and a negative dis-confirmation occurs when thinks burn out worse than anticipated.
The result of satisfaction to the consumer from the purchase of a product of service is that more favorable post purchase attitude, higher purchase intuitions and brand loyalty are likely to the exhibited. Thus as long as positive reinforcement takes place, the consumer will tend to continue to purchase the same brand. On the other hand, it the consumer dissatisfied, they are likely to exhibit less favorable post purchase attitudes, lower or none existent purchase intensions, brand switching complaining behavior and negative word – of – month.
METHODOLOGY OF STUDY
RESEARCH METHODOLOGY:
The study is undertaken to know the attitudes of the customers and non customers regarding Makhthesim Agan India Pvt.Ltd.,
Research Design:
The research design used for the study is the descriptive research design. In this design a structural questionnaire is used to gather the information.
Sources of Data:
The study is based on both primary and secondary sources of data.
Primary Data:
The primary data is obtained from te survey conducted on customers of in various places means a planned effort to collect the desired information.
The survey is conducted personnel with customers and non-customers. Data collected through questionnaire.
Secondary Data:
The secondary data is collected from the company Journals, Dairies ad from the authorities of company.
Sample size:
For ascertaining the views of the customer regarding the satisfaction on usage Makhtheshim Agan India product, different areas are selected in various cities for the study of 100 customers.
OBJECTIVES
1. To understand about the customers satisfaction levels towards Makhteshim Agan India Pvt.Ltd.,
2. To know about the customers preference towards Makhteshim Agan India Pvt.Ltd., product.
3. To analyse the factors, which can contribute for the enhancement of? Customer Satisfaction.
4. To know the opinion of the customers about the Makhteshim Agan India Pvt.Ltd.,
NEED FOR THE STUDY
Although there have been studies on “Customer satisfaction”, on “Makhteshim Agan India Pvt.Ltd.,” some of them seems to be unimpressive. Hence this study will be a valuable contributing in analyzing “Customer satisfaction”, and its effect on the organization and industrial scenario improving the performance of the organization is essential as a result undertaking as academic study on “Customer satisfaction” will be a welcome setup. This study will be definitely helpful in achieving the organizational effectiveness and its market share.
SCOPE OF THE STUDY
By creating “Customer satisfaction” to the customers it become easy to target other customers. By creating “Customer satisfaction” to know the intention of the customer with point of view of “Makhteshim Agan India Pvt. Ltd”. and by creating “Customer satisfaction” it helps to increase the demand.
This study offers helps to put practice the theoretical aspect. The study of that nature aims to give information about competitor’s demand for insurance. The study offers an extended scope for further research with relevance of other product categories and also to reach wide area coverage. Overall scope of the study is to understand effectiveness on creating “Customer satisfaction”.
The study also given the information about effectiveness on Makhteshim Agan India Pvt.Ltd.
LIMITATIONS
1. Time has been a major constraint in carrying out of study as it has been only for duration of 2 months.
2. As this survey was restricted to Kurnool city, this cannot be stated as an in
depth study on this subject.
3. Enough care is taken in formulating the questionnaire; still some errors may creep in.
4. The customer satisfaction various according to different products.
5. Quality versus price was not taken into the consideration.
COMPANY PROFILE
1945 - Agan Chemical Manufacturers, an herbicide maker and distributor founded near Jerusalem (later relocated to Tel Aviv)
1952 - Makhteshim Chemical Works, an insecticide and fungicide maker and distributor founded in the Negev
1970's - Agan moved to new plant facilities near the port of Ashdod.
1970's - Agan and Makhteshim entered into partnership for distribution their products worldwide
1997 - Makhteshim and Agan merged to form Maktheshim Agan Industries
1998 - Makhteshim Agan listed for trading on TASE
Milestones
1970’s - Developed its core expertise in the synthesis of chemicals in the production of off-patent crop protection products for the local Israeli market; diversified and expanded its portfolio
1980’s - Focused on familiarizing itself with the regulatory obstacles and considerations surrounding off-patent formulae in a wide variety of global markets, with an eye on increasing its international presence
1990’s - Identified Latin America as a potential exciting market for off-patent crop protection products and swiftly moved in to establish a strong presence through manufacturing and distribution, purchasing a number of strategic local companies in these fields
2000 - Launched a vigorous, internal cross-enterprise re-organization project in response to difficult market conditions in Latin America; vastly improved efficiencies, refocused product lines and opened new and modern production facilities (Ramat Hovav, Israel)
2001-2003 - Purchased strategic products, licenses and distribution rights for its portfolio (from Bayer, Aventis and Syngenta) and bought local distribution companies (like the German Feinchemie Shwebda) to strengthen its impact in the European markets
2004 - Expanded its presence in the US and Australia through the purchase of Farm Saver Group, that deals with licensing, import and marketing of crop protection products in America; acquired controlling shares of the US-based Control Solutions, which specializes in providing non-crop solutions, and of RiceCo; and purchased Farmoz, the fourth largest crop protection company in Australia
2005 - Deepened its activities in many European markets (Hungary, Holland, Belgium, Luxembourg, Denmark, Norway, Sweden and Finland) through the purchase of controlling shares of several respected local crop protection distributors.
2006 - M&A activities in the US, Italy and the Czech Republic with the intention of expanding the Group’s standing in the Non-crop sector
Makhteshim Agan Group offers the largest variety of proven branded off-patent crop protection products available in the global marketplace. We are proud to have highly effective products that meet the stringent environmental standards in all major crop growing areas of the world.
Makhteshim Agan Group is the world’s leading manufacturer and distributor of
branded off-patent crop and non-crop protection products. With over 60 years of field-proven experience and an impeccable reputation for quality, value and attentive service, Makhteshim Agan Group ranks among a handful of the world’s largest makers of crop protection products.
Makhteshim Agan Group is unrivalled for its diverse offering of advanced, environmentally friendly products having established itself as the industry’s most reliable one-stop vendor of comprehensive, crop-specific off-patent products for all major crops. Makhteshim Agan Group sells its crop protection products in over 100 countries and together with its strategically located global distribution areas, competes successfully with leading industry peers. The extensive product portfolio includes a full complement of herbicides, insecticides and fungicides for virtually every conventional crop and non-crop category.
Market leadership: #1 branded off-patent provider, #7 overall
Makhteshim Agan Group currently ranks seventh overall in the global crop protection market, for both proprietary and branded off-patent products with a global market share of over 5%. In the off-patent segment, the group ranks number one in the world. In 1998, Makhteshim Agan Group became a publicly traded company, a union of two industry veterans with vast experience in the manufacture and distribution of crop protection products, Agan (1945) and Makhteshim (established 1952). Today, approximately 40% of the company's shares are held by Koor Industries and the remainder is traded publicly as one of the top ranked on the TASE.
In 2006, Koor Industries came under the extensive umbrella of the IDB Group, Israel’s largest investment concern. IDB holds major, long-term investments in various high growth producing sectors of the economy, including communications, technology and industry; insurance and capital markets; and real estate, retail trading and tourism.
Global presence, local reach: Protecting crops in a field near you
Part of Makhteshim Agan Group’s success as a global enterprise is its ability to make its presence felt locally in every region that it operates in. To that end, Makhteshim Agan Group has deployed the most extensive branded off-patent distribution network in the world, comprising two dozen marketing firms throughout the group's primary markets in Europe, the US and Latin America. Moreover, the group maintains several manufacturing plants worldwide with key facilities located in Israel and Brazil, and smaller facilities in Columbia, Spain and Greece. With over 3,000 employees working to manufacture, market, and distribute the finest off-patent crop protection products in the market, Makhteshim Agan Group is poised to serve the local farmer efficiently and with care.
Harvesting a bountiful crop requires thorough planning; you plow, plant, protect and persevere to fulfilling the promise of a bountiful crop. At Makhteshim Agan Group, we consistently strive to reap an ample harvest of value for our partners through the implementation of sound crop implementation of sound crop protection strategies. Year in and year out, we are proud of our growing presence in the generic crop protection field.
Think Global. Act Local.
As the world’s foremost provider of branded off-patent agrochemical products, Makhteshim Agan has incorporated this credo into every facet of its extensive operation. Our global success depends on our ability to meet the specific needs of each and every region we serve. From feeding the world to producing greener alternative fuels, we are helping region we serve. From feeding the world to producing greener alternative fuels, we are helping farmers to grow crops abundantly and responsibly in every locale.
Local Leadership. Global Footprint.
Today’s agricultural field is blooming, with new opportunities for crop diversity and innovation sprouting up in every corner of the globe. And when it comes to crop protection, Makhteshim Agan continues to lead the field confidently forward, producing the wide Change & Efficiency plan. We revamped our corporate infrastructure, placing all Israeli non-manufacturing executive posts under the auspices of a unified headquarters. We consolidated and streamlined our leadership by eliminating duplicate posts and formed a talent-management department that will employ state-of-the-art tools to benchmark the performance of our key executives in order to insure full, cross-enterprise accountability. Most significantly, Makhteshim Agan centralized its purchasing procedures – a move which should resonate positively for years to come and serve as a vital building block for better seasonal farmers require solutions that afford the fullest protection possible against the various forces of nature that may stand to negatively impact their yield. To that end, we have always benefited from state of the art manufacturing processes and world class manufacturing plants. We had in the past maintained the separate legal structures of our two legacy companies – Makhteshim and Agan – producing fungicides and insecticides in the former and herbicides in the latter. 2007 marked a turning point in our approach and saw the integration of our manufacturing efforts. Today, Makhteshim Agan benefits from a synergy of production and supply chain. Under our newly unified Israel planning. By processing many of our procurement requests through a single channel, we increase our bargaining power, tighten our supply chain and reduce costs with greater efficacy.
Local products. Global standards.
What’s growing in your field? In our continuing efforts to meet the dynamic needs of each and every region we serve, Makhteshim Agan strives to provide a comprehensive suite of products for each crop type covered in its extensive catalog, from staple grains to exotic fruits. Agrochemicals are vital insurance policies and benchmark the performance of our key executives in order to insure full, cross-enterprise accountability. Most significantly, Makhteshim Agan centralized its purchasing procedures – a move which should resonate positively for years to come and serve as a vital building block for better seasonal planning. By processing many of our procurement requests through a single channel, we increase our bargaining power, tighten our supply chain and reduce costs with greater efficacy.
BOARD OF DIRCRTORS
MA Industries is proud to have some of the foremost leaders in the business community serving on its Board of Directors.
Avraham Bigger
Mr. Bigger joined Makhteshim Agan Group in November 2006 as its Chairman and Chief Executive Officer. He also serves as Deputy Chairman of the Board of Directors of the Caesarea Edmond Benjamin de Rothschild Development Corporation, a non profit organization founded by the Rothschild family. Amongst his previous roles, Mr. Bigger served as Chairman of the board of directors of Supersol, Israel largest food retailers, Chief Executive Officer and a member of the board of directors of Paz Oil Company, Israel's largest oil distributor, and Chief Executive Officer of Israel General Bank (founded by the Rothschild family). He holds a Masters degree in Business Administration from the Hebrew University of Jerusalem.
Ilan Chet
Mr. Chet served as the President of the Weizman Institute, Israel's premiere research institution, as the Founding Director of the Otto Warburg Minerva Center for Agricultural Biotechnology, as Dean of Hebrew University's Faculty of Agriculture and as Vice President for Research and Development of the Hebrew University. He was a visiting professor at Harvard, Cornell, and Rutgers universities and at the Universities of Goettingen and Lund in Europe. Mr. Chet also served as senior scientist at DuPont and as a member of the scientific advisory committees of both the European Union and NATO. He has been a member of the Israel Academy of Sciences and Humanities since 1998 and the European Academy of Sciences since 2004. Prof. Chet was awarded the Israel Prize, Israel's highest distinction for his scientific contribution.
Gideon Chitayat
Dr. Chitayat serves as Chairman of General Management and Business Strategy Consultant (GMBS). Dr. Chitayat has served as a consultant to chief executive officers and to chairman of boards of directors of several leading Israeli companies and entities in diversified business areas.
Raanan Cohen
Mr. Cohen serves as the Chief Executive Officer of Koor Industries. He also director of a number of companies in the IDB group, including Cellcom and Property & Building Corporation. Mr. Cohen served as President and Chief Executive Officer of Scailex Corporation Ltd. (formerly Scitex) and was an associate with McKinsey & Company in London. Mr. Cohen is a member of the Israel Legal Bar.
Nochi Dankner
Mr. Dankner is the major shareholder, Chairman and Chief Executive Officer of the IDB Group. He is also the founder and Chairman of the Ganden Group, which holds controlling interest of IDB and is a leading holding company. Currently, Mr. Dankner leverages his broad entrepreneurial and managerial experience to actively manage the IDB Group companies. Mr. Dankner serves as the Chairman of the board of directors and as a director in private and public companies within the IDB Group.
Ami Erel
Mr. Erel serves as President and Chief Executive Officer of Discount Investment Corporation. In addition, Mr. Erel serves as Chairman of the board of directors of: Cellcom, Elron Electronic Industries and NetVision. Mr. Erel also serves as a director of Property & Building Corporation and Supersol. Mr. Erel served as President and Chief Executive Officer of Bezeq, The Israel Telecommunications Corporation and as Chairman of the board of directors of PelePhone Communications.
Avraham Fischer
Mr. Fischer serves as Deputy Chairman of the Board of Directors of IDB Group, co-Chief Executive Officer of Clal Industries and Investments, and Chairman of Clal Biotechnology Industries. Mr. Fischer is also the co-founder and co-Chairman of Ganden Tourism and Aviation and Ganden Holdings. He also serves as a member of the board of directors of IDB Holdings, IDB Development Corporation, Elron, American Israeli Paper Mills, Vyyo Inc., and other publicly held corporations.
Haim Gavrieli
Mr. Gavrieli serves as Executive Vice President of IDB Group. Amongst his previous roles Mr. Gavrieli served as Vice President in IDB Group and as a consultant to the Minister of Treasury. He also serves as a member of the board of directors of Koor Industries, Supersol, NetVision and other publicly held companies.
Oren Lieder
Mr. Lieder is the Executive Vice President and Chief Financial Officer of Discount Investment Corporation and also serves on the board of directors of a number of Israeli enterprises including Supersol, Elron Electronic Industries, Property & Building Corpotation and Bayside Land Corporation.
Zvika Livnat
Mr. Livnat serves as co-Chief Executive Officer of Clal Industries and Investments, Deputy Chairman of IDB Development Corporation, Executive Vice President of IDB Holdings Corporation, Chairman of the Board of Directors of Nesher Israel Cement Enterprises and Chairman of the Board of Directors of American Israeli Paper Mills.
Isaac Manor
Mr. Manor serves as Deputy Chairman of the Board of Directors of IDB Group, Chairman of the Board of Directors of David Lubinsky group. He also serves as a member of the boards of directors in other public and private companies within IDB Group.
Dov Pekelman
Prof. Pekelman is a Professor of Strategy, Marketing and Operations Research at Tel-Aviv University. He is the owner and Managing Director of P.O.C (HT).
Hermona Soreq
Prof. Soreq is a Professor of Molecular Biology at the Hebrew University of Jerusalem. Prof. Soreq serves as Dean of the Faculty of Mathematics and Natural Science and served as Vice-Dean for R&D, Faculty of Science at the Hebrew University of Jerusalem.
INDUSTRY PROFILE
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Oil refinery in Louisiana - an example of chemical industry
The chemical industry comprises the companies that produce industrial chemicals. It is central to modern world economy, converting raw materials (oil, natural gas, air, water, metals, minerals) into more than 70,000 different products.
Contents
1. Products
Polymers and plastics, especially polyethylene, polypropylene, polyvinyl chloride, polyethylene terephthalate, polystyrene and polycarbonate comprise about 80% of the industry’s output worldwide.[citation needed] Chemicals are used to make a wide variety of consumer goods, as well as thousands inputs to agriculture, manufacturing, construction, and service industries. The chemical industry itself consumes 26 percent of its own output Major industrial customers include rubber and plastic products, textiles, apparel, petroleum refining, pulp and paper, and primary metals. Chemicals is nearly a $3 trillion global enterprise, and the EU and U.S. chemical companies are the world's largest producers.[citation needed]
2. Product Category Breakdown
1928 《Future war and german chemical industry》
Sales of the chemical business can be divided into a few broad categories, including basic chemicals (about 35 to 37 percent of the dollar output), life sciences (30 percent), specialty chemicals (20 to 25 percent) and consumer products (about 10 percent Basic chemicals, or "commodity chemicals" are a broad chemical category including polymers, bulk petrochemicals and intermediates, other derivatives and basic industrials, inorganic chemicals, and fertilizers. Typical growth rates for basic chemicals are about 0.5 to 0.7 times GDP Product prices are generally less than fifty cents per pound Polymers, the largest revenue segment at about 33 percent of the basic chemicals dollar value, includes all categories of plastics and man-made fibers .
The major markets for plastics are packaging, followed by home construction, containers, appliances, pipe, transportation, toys, and games. The largest-volume polymer product, polyethylene (PE), is used mainly in packaging films and other markets such as milk bottles, containers, and pipe. Polyvinyl chloride (PVC), another large-volume product, is principally used to make pipe for construction markets as well as siding and, to a much smaller extent, transportation and packaging materials. Polypropylene (PP), similar in volume to PVC, is used in markets ranging from packaging, appliances, and containers to clothing and carpeting. Polystyrene (PS), another large-volume plastic, is used principally for appliances and packaging as well as toys and recreation.
The leading man-made fibers include polyester, nylon, polypropylene, and acrylics, with applications including apparel, home furnishings, and other industrial and consumer use. The principal raw materials for polymers are bulk petrochemicalsChemicals in the bulk petrochemicals and intermediates are primarily made from liquefied petroleum gas (LPG), natural gas, and crude oil. Their sales volume is close to 30 percent of overall basic chemicalsTypical large-volume products include ethylene, propylene, benzene, toluene, xylenes, methanol, vinyl chloride monomer (VCM), styrene, butadiene, and ethylene oxide. These chemicals are the starting points for most polymers and other organic chemicals as well as much of the specialty chemicals category.
Other derivatives and basic industrials include synthetic rubber, surfactants, dyes and pigments, turpentine, resins, carbon black, explosives, and rubber products and contribute about 20 percent of the basic chemicals' external sales. Inorganic chemicals (about 12 percent of the revenue output) make up the oldest of the chemical categories. Products include salt, chlorine, caustic soda, soda ash, acids (such as nitric, phosphoric, and sulfuric), titanium dioxide, and hydrogen peroxide. Fertilizers are the smallest category (about 6 percent) and include phosphates, ammonia, and potash chemicals.
Life sciences (about 30 percent of the dollar output of the chemistry business) include differentiated chemical and biological substances, pharmaceuticals, diagnostics, animal health products, vitamins, and crop protection chemicals. While much smaller in volume than other chemical sectors, their products tend to have very high prices—over ten dollars per pound—growth rates of 1.5 to 6 times GDP, and research and development spending at 15 to 25 percent of sales. Life science products are usually produced with very high specifications and are closely scrutinized by government agencies such as the Food and Drug Administration. Crop protection chemicals, about 10 percent of this category, include herbicides, insecticides, and fungicides
Specialty chemicals are a category of relatively high valued, rapidly growing chemicals with diverse end product markets. Typical growth rates are one to three times GDP with prices over a dollar per pound. They are generally characterized by their innovative aspects. Products are sold for what they can do rather than for what chemicals they contain. Products include electronic chemicals, industrial gases, adhesives and sealants as well as coatings, industrial and institutional cleaning chemicals, and catalysts. Coatings make up about 15 percent of specialty chemicals sales, with other products ranging from 10 to 13 percent
Specialty Chemicals are sometimes referred to as "fine chemicals"
Consumer products include direct product sale of chemicals such as soaps, detergents, and cosmetics. Typical growth rates are 0.8 to 1.0 times GDP.
Every year, the American Chemistry Council tabulates the U.S. production of the top 100 basic chemicals. In 2000, the aggregate production of the top 100 chemicals totalled 502 million tons, up from 397 million tons in 1990. Inorganic chemicals tend to be the largest volume, though much smaller in dollar revenue terms due to their low prices. The top 11 of the 100 chemicals in 2000 were sulfuric acid (44 million tons), nitrogen (34), ethylene (28), oxygen (27), lime (22), ammonia (17), propylene (16), polyethylene (15), chlorine (13), phosphoric acid (13) and diammonium phosphates (12).
3. Companies
The largest corporate producers worldwide, with plants in numerous countries, are BASF, Dow, Degussa, Eastman Chemical Company, Shell, Bayer, INEOS, ExxonMobil, DuPont, SABIC, Braskem and Mitsubishi, along with thousands of smaller firms.
In the U.S. there are 170 major chemical companies.[citation needed] They operate internationally with more than 2,800 facilities outside the U.S. and 1,700 foreign subsidiaries or affiliates operating. The U.S. chemical output is $400 billion a year. The U.S. industry records large trade surpluses and employs more than a million people in the United States alone. The chemical industry is also the second largest consumer of energy in manufacturing and spends over $5 billion annually on pollution abatement.
In Europe, especially Germany, the chemical, plastics and rubber sectors are among the largest industrial sectors.[citation needed] Together they generate about 3.2 million jobs in more than 60,000 companies. Since 2000 the chemical sector alone has represented 2/3 of the entire manufacturing trade surplus of the EU. The chemical sector accounts for 12% of the EU manufacturing industry's added value.
The chemical industry has shown rapid growth for more than fifty years.[citation needed] The fastest growing areas have been in the manufacture of synthetic organic polymers used as plastics, fibres and elastomers. Historically and presently the chemical industry has been concentrated in three areas of the world, Western Europe, North America and Japan (the Triad). The European Community remains the largest producer area followed by the USA and Japan.
The traditional dominance of chemical production by the Triad countries is being challenged by changes in feedstock availability and price, labour cost, energy cost, differential rates of economic growth and environmental pressures. Instrumental in the changing structure of the global chemical industry has been the growth in China, India, Korea, the Middle East, South East Asia, Nigeria, and Brazil.
4. Technology
This is a process diagram of a turbine generator. Knowing how to design a sustainable process in which the system can withstand or manipulate process halting conditions such as; heat, fiction, pressure, emissions, contaminants, is essential for engineers working to produce a sustainable process for use in the chemical industry.
As accepted by chemical engineers, the chemical industry involves the use of chemical processes such as chemical reactions and refining methods to produce a wide variety of solid, liquid, and gaseous materials. Most of these products are used in manufacture of other items, although a smaller number are used directly by consumers. Solvents, pesticides, lye, washing soda, and portland cement are a few examples of product used by consumers. The industry includes manufacturers of inorganic- and organic-industrial chemicals, ceramic products, petrochemicals, agrochemicals, polymers and rubber (elastomers), oleochemicals (oils, fats, and waxes), explosives, fragrances and flavors. Examples of these products are shown in the Table below.
The novel chemical reactor reduces the amount of solvents used from 1000 litres to just 4 liters.
Product Type Examples
inorganic industrial
ammonia, nitrogen, sodium hydroxide, sulfuric acid, nitric acid
organic industrial
acrylonitrile, phenol, ethylene oxide, urea
ceramic products silica brick, frit
petrochemicals
ethylene, propylene, benzene, styrene
agrochemicals
fertilizers, insecticides, herbicides
polymers
polyethylene, Bakelite, polyester
elastomers
polyisoprene, neoprene, polyurethane
oleochemicals
lard, soybean oil, stearic acid
explosives
nitroglycerin, ammonium nitrate, nitrocellulose
fragrances and flavors benzyl benzoate, coumarin, vanillin
Although the pharmaceutical industry is often considered a chemical industry , it has many different characteristics that puts it in a separate category. Other closely related industries include petroleum, glass, paint, ink, sealant, adhesive, and food processing manufacturers.
Chemical processes such as chemical reactions are used in chemical plants to form new substances in various types of reaction vessels. In many cases the reactions are conducted in special corrosion resistant equipment at elevated temperatures and pressures with the use of catalysts. The products of these reactions are separated using a variety of techniques including distillation especially fractional distillation, precipitation, crystallization, adsorption, filtration, sublimation, and drying. The processes and product or products are usually tested during and after manufacture by dedicated instruments and on-site quality control laboratories to insure safe operation and to assure that the product will meet required specifications. The products are packaged and delivered by many methods, including pipelines, tank-cars, and tank-trucks (for both solids and liquids), cylinders, drums, bottles, and boxes. Chemical companies often have a research and development laboratory for developing and testing products and processes. These facilities may include pilot plants, and such research facilities may be located at a site separate from the production plant(s).
5. History
Chandler (2005) argues the relative success or failure of American and European chemical companies is explained with reference to three themes: "barriers to entry," "strategic boundaries," and "limits to growth." He says successful chemical firms followed definite "paths of learning" whereby first movers and close followers created entry barriers to would-be rivals by building "integrated learning bases" (or organizational capabilities) which enabled them to develop, produce, distribute, and sell in local and then worldwide markets. Also they followed a "virtuous strategy" of reinvestment of retained earnings and growth through diversification, particularly to utilize "dynamic" scale and scope economies relating to new learning in launching "next generation" products.
6. Companies in 21st century
The chemical industry includes large, medium, and small companies that are located worldwide. Companies with sales of chemical products greater than $10 billion dollars in fiscal year 2007 are shown below. For some of these companies the chemical sales might represent only a portion of their total sales; (for example ExxonMobil’s chemical sales were only 8.7 percent of their total sales in 2005).
COMPANY, HEADQUARTERS 2007 Chemical Sales, billions[1]
Rank Country
BASF SE, Ludwigshafen, Germany
$65.3 1
Dow Chemical, Midland, Michigan, USA
$53.5 2
INEOS, Lyndhurst, UK
$43.6 3
LyondellBasell, Houston, Texas, USA
$42.8 4
Formosa Plastics, Taiwan
$31.9 5
DuPont, Wilmington, Delaware, USA
$28.5 6
Saudi Basic Industries Corporation, Riyadh, Saudi Arabia $26.4 7
Bayer, AG, Leverkusen, Germany
$24.2 8
Mitsubishi Chemical, Tokyo, Japan
$22.2 9
Akzo Nobel/Imperial Chemical Industries(ICI), Amsterdam/London $19.9 10
Air Liquide, Paris, France
$16.3 11
Sumitomo Chemical, Tokyo, Japan
$15.2 12
Evonik Industries, AG, Essen, Germany
$15.0 13
Mitsui Chemicals, Tokyo, Japan
$14.3 14
Asahi Kasei, Tokyo, Japan
$13.8 15
Toray Industries, Tokyo, Japan
$13.1 16
Chevron Phillips, The Woodlands, Texas, USA
$12.5 17
DSM NV, Heerlen, Netherlands
$12.1 18
PPG Industries, Pittsburgh, Pennsylvania, USA
$11.2 19
Shin-Etsu Chemical Co., Ltd., Tokyo, Japan
$11.1 20
Just as companies emerge as the main producers of the chemical industry, we can also look on a more global scale to how industrialized countries rank, with regards to the billions of dollars worth of production a country or region could export. Though the business of chemistry is worldwide in scope, the bulk of the world’s $3.7 trillion chemical output is accounted for by only a handful of industrialized nations. The United States alone produced $689 billion, 18.6 percent of the total world chemical output in 2008.[2]
Global Chemical Shipments by Country/Region (billions of dollars)[2]
1998 1999 2000 2001 2002 2003 2004 2005 2006 2008 2009
United States of America 416.7 420.3 449.2 438.4 462.5 487.7 540.9 610.9 657.7 664.1 689.3
Canada 21.1 21.8 25.0 24.8 25.8 30.5 36.2 40.2 43.7 45.4 47.4
Mexico 19.1 21.0 23.8 24.4 24.3 23.5 25.6 29.2 32.0 33.4 37.8
North America 456.9 463.1 498.0 487.6 512.6 541.7 602.7 680.3 733.4 742.8 774.6
Brazil 46.5 40.0 45.7 41.5 39.6 47.4 60.2 71.1 82.8 96.4 126.7
Other 59.2 58.1 60.8 63.4 58.6 62.9 69.9 77.2 84.6 89.5 102.1
Latin America 105.7 98.1 106.5 104.9 98.2 110.3 130.0 148.3 167.4 185.9 228.8
France 79.1 78.5 76.5 76.8 80.5 99.6 111.1 117.5 121.3 138.4 158.9
Germany 124.9 123.2 118.9 116.1 120.1 148.1 168.6 178.6 192.5 229.5 263.2
Italy 63.9 64.6 59.5 58.6 64.5 75.8 86.6 89.8 95.3 105.9 122.9
United Kingdom 70.3 70.1 66.8 66.4 69.9 77.3 91.3 95.2 107.8 118.2 123.4
Belgium 27.1 27.0 27.5 27.1 28.7 36.1 41.8 43.5 46.9 51.6 62.6
Ireland 16.9 20.1 22.6 22.9 29.1 32.3 33.9 34.9 37.5 46.0 54.8
Netherlands 29.7 29.4 31.3 30.6 32.2 40.1 49.0 52.7 59.2 67.9 81.7
Spain 31.0 30.8 30.8 31.9 33.4 42.0 48.9 52.7 56.7 63.7 74.8
Sweden 11.1 11.4 11.2 11.0 12.5 15.9 18.2 19.3 21.2 21.2 22.6
Switzerland 22.1 22.2 19.4 21.1 25.5 30.3 33.8 35.4 37.8 42.7 53.1
Other 27.1 26.8 25.9 26.4 27.9 33.5 38.6 42.9 46.2 50.3 58.9
Western Europe 503.1 504.0 490.4 488.8 524.4 630.9 721.9 762.7 822.4 935.4 1,076.8
Russia 23.8 24.6 27.4 29.1 30.3 33.4 37.5 40.9 53.1 63.0 77.6
Other 22.3 20.3 21.9 23.4 25.3 31.4 39.6 46.2 55.0 68.4 87.5
Central/Eastern Europe 46.1 44.9 49.3 52.5 55.6 64.8 77.1 87.1 108.0 131.3 165.1
Africa & Middle East 52.7 53.2 59.2 57.4 60.4 73.0 86.4 99.3 109.6 124.2 160.4
Japan 193.8 220.4 239.7 208.3 197.2 218.8 243.6 251.3 248.5 245.4 298.0
Asia-Pacific excluding Japan 215.2 241.9 276.1 271.5 300.5 369.1 463.9 567.5 668.8 795.5 993.2
China 80.9 87.8 103.6 111.0 126.5 159.9 205.0 269.0 331.4 406.4 549.4
India 30.7 35.3 35.3 32.5 33.5 40.8 53.3 63.6 72.5 91.1 98.2
Australia 11.3 12.1 11.2 10.8 11.3 14.9 17.0 18.7 19.1 22.8 27.1
Korea 39.3 45.5 56.3 50.4 54.9 64.4 78.7 91.9 103.4 116.7 133.2
Singapore 6.3 8.5 9.5 9.4 12.5 16.1 20.0 22.0 25.8 28.9 31.6
Taiwan 21.9 23.7 29.2 26.8 28.4 34.3 44.5 49.5 53.8 57.4 62.9
Other Asia/Pacific 24.8 29.1 30.9 30.8 33.3 38.8 45.5 52.9 62.9 72.2 90.8
Asia/Pacific 409.0 462.3 515.7 479.7 497.7 587.8 707.5 818.8 917.3 1041.0 1291.2
Total world shipments 1573.5 1625.5 1719.0 1670.9 1748.8 2008.5 2325.6 2596.4 2858.1 3160.7 3696.8
Tables
Analysis
DATA INTERPRETATION
The survey was conducted on customer response 100 sample were taken for sample survey satisfaction level of the a customer with regard to Makhteshim Products.
Percentage
Fully satisfied 40%
Satisfactory 45%
No idea 15%
INFERENCE:
The table shows that 40% of the customers are fully satisfied. 45% of the customers are satisfactory and 15% of the customers haven’t any idea.
Percentages of customers felt that they are satisfied with Makhteshim Products
Percentage of Customers
Moderate Price 10%
Good Quality 80%
Good Package 5%
Availability 5%
INFERENCE:
The table shows that 10% of the customers are satisfied because of moderate price 80% are satisfied because of good quality 5% are satisfied because of availability and 5% are satisfied because of good packages.
Satisfaction level of the customers with regard to quality
% of customers
Fully satisfied 45%
Satisfactory 55%
The table shows that 45% of the customers are fully satisfied with quality and 55% of the customers are satisfactory with Quality.
Satisfaction level of customers with respect to price
% of Customers
Fully satisfied 25%
Satisfactory 25%
Dissatisfied 50%
INFERENCE:
The table shows that 25% of the customers are full satisfied with price with 25% of the customers are satisfactory with price and 50% of the customers dissatisfied.
Percentage of Customers Awaiting for
% of customers
Better Quality 20%
Better Service 15%
Reduction in Price 65%
INFERENCE:
The table shows that 20% of the customers are waiting for better quality 15% are waiting for better service 65% are waiting reduction in price.
Percentage of Customers with respect to different between Makhteshim Products and other Products
% of customers
Quality 60%
Service 10%
Packing & Design 5%
Price 25%
INFERENCE:
The table shows that 60% of the customers felt the difference is quality, 10% felt that difference is service, 5% felt that the difference is packing & design and 25% felt the difference is price.
Percentage of Customer suggested to use Makhteshim Products to others
% of customers
Yes 24%
No 76%
INFERENCE:
The table shows that 24% of the customers suggested Makhteshim products to others and 76% of the customers not suggested Makhteshim products to others.
Percentage of non-customers likes to use Makhteshim products
% of the customers
Certainly 39%
Probably 39%
No 5%
No idea 17%
INFERENCE:
The table shows that 39% of the non-customers use Makhteshim product in future, 39% may probably use, 5% non-customers don’t want to use and 17% of non-customers are not having any idea.
Promotional Activities are necessary to the Makhteshim products
% of the customers
Yes 55%
No 45%
INFERENCE:
The table shows that 55% of the people says Promotional activities are necessary to Makhteshim products and 45% of the people says Promotional activities are not necessary.
