04-2357-2015-2

MARKETING CHANNELS IN PAKISTAN’S PESTICIDE INDUSTRY

OVERVIEW OF GLOBAL PESTICIDE INDUSTRY

The global pesticide market was valued at USD 37.5 billion in 2011 and reached USD 46.1 billion in 2012. Total
market value is expected to reach USD 65.3 billion in 2017 after increasing at a five-year compound annual
growth rate (CAGR) of 7.2%. (Bcc Research)

The market for pesticides can be broken down into two segments: synthetic pesticides and biopesticides. As a
segment, synthetic pesticides should total USD 44 billion in 2012 and USD 61.5 billion in 2017, a CAGR of 7%.
Biopesticides are expected to total USD 2.1 billion in 2012 and surpass USD 3.7 billion in 2017, a CAGR of 12%.
(Bcc Research). (See Exhibit 1 for Region-Wise Breakup)

The development of new crop protection product is a long and expensive process. Similar to the pharmaceutical
industry, scientists test hundreds of thousands of chemicals to discover new “active ingredients”. Promising
candidates are “compounded” into formulations for specific uses and extensively tested in the greenhouse and the
field for efficacy and safety. New products are required to be registered in each country where they are produced,
distributed or used. (Syngenta: Coming to Africa)

In terms of the manufacturing process, the pesticides industry may be categorised into basic manufacturing
(technical ingredients), processing of intermediates and formulation. (Pre-Feasibility Study for Pesticide Industry)

OVERVIEW OF PESTICIDE INDUSTRY IN PAKISTAN

According to industry experts in Pakistan, the total pesticide industry is at PKR1 45-50 billion which is the total
revenue of all players. However, the actual industry is around PKR 30 billion. Reason for this difference is that
some companies purchase products from other companies and sell them using their own brand name.

Pesticides are broadly classified in terms of target pests, of which the main categories are insecticides (54% market
share), herbicides (25% market share) and fungicides (10%). Insecticides account for the major share of the
pesticide market (See Exhibit 2). Within the insecticide group, the maximum share is accounted for by
organophosphates and pyrethroids.

In 2006, Pakistan’s market size was estimated at 100,000 tons of active ingredient. The local formulation was
limited and generally, the pesticide was an imported commodity. Today most companies that started local
formulation are going back to the import model due to quality issues with locally formulated products. (See
Exhibit 3)

1
During 2015, the average exchange rate for the U.S Dollar to the Pakistani Rupee was 105.65. Source: State Bank of Pakistan,
www.sbp.org.pk/ecodata/ibf_arch.xls, accessed January 2015.

This note was written by Mr Ahmed Umair (MBA 2001) under the supervision of Teaching Fellow Mr Muhammad Luqman Awan at the
Lahore University of Management Sciences to serve as basis for class discussion rather than to illustrate either effective or ineffective handling
of an administrative situation. This material may not be quoted, photocopied or reproduced in any form without the prior written consent of
the Lahore University of Management Sciences.

© 2015 Suleman Dawood School of Business, Lahore University of Management Sciences

Marketing Channels in Pakistan’s Pesticide Industry 04-2357-2015-2

Although the long-term trends reflect growth, the year-on-year demand for pesticides is unpredictable.
Consumption depends upon pest attacks, which often results in shortages, abrupt increases in imports and
mismatch between demand and supply. The unprecedented nature of demand acts as a major deterrent for local
production and renders consumers dependent upon existing domestic stock. (Pre-Feasibility Study for Pesticide
Industry)

Enterprises in the agrochemical industry may be classified into three broad categories including multinational
corporations, well organised domestic companies with national marketing networks and local traders. (Pre-
Feasibility Study for Pesticide Industry)

The pesticide industry of Pakistan presents the picture of a highly fragmented industry with over 400 players
operating in the market. However, most of these players are working on a very limited scale and are usually
concentrated in the cotton belt of southern Punjab which accounts for the majority of the business. A major chunk
of the business is; however, limited to the top 7 companies which between them almost 60% of the total revenue
of all companies. These companies are Syngenta, FMC, Bayer, 4B Group, Arysta, Ali Akbar Group and Auriga

Type of Marketing Channels in Pesticide Industry

The total number of dealers in the country is estimated to be about 10,000. The number of dealers working through
the franchise network is about 3000 in number. Till the late 1990s, pesticides were distributed mostly through
open network shops where farmers could find products from multiple companies. Syngenta pioneered the idea of
an exclusive franchise network which has become hugely popular ever since. Most of the top companies operating
in the business have franchise networks. It is estimated that about 40% of all pesticide sales are through an
exclusive franchise network while the rest is through an open network.

The dealer plays an important source of information to the farmers and his input in the purchase decision is
considered to be crucial. The salesforce cannot possibly reach all the farmers but almost all the farmers come into
direct contact with the dealer and; therefore, the dealer has a key role to play in advising the farmer on what to
use and how to use the products. It is estimated that sales personnel spend almost half of their time with the dealer
and the rest with a few selected farmers.

The dealer also plays an important role in terms of providing credit to the farmers. It is estimated that 30% to 50%
of the sales to farmers are on credit. The companies typically provide 10 to 25 % of sales on credit and the rest of
the capital is contributed by the dealer.
Pesticides are distributed through one of the two channels:
• Franchise Model
• Open Network Model

Franchise Model

The franchise network has been gaining momentum over the last decade. Most of the top pesticide companies
like Syngenta, FMC, Ali Akbar, Warble, Suncrop, 4B, Auriga have franchise networks.

These franchise networks typically have unique names, given below:

• Syngenta Niya Sawera
• FMC FMC Shop
• Ali Akbar Target
• Warble Agro- mart
• Suncrop Tahafiz
• 4B Tarzan
• Auriga Sayban

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The notable exceptions are Bayer, Arysta Life Science, Kanzo, UDL and Avari. These companies for various
reasons have not opted for an exclusive franchise model. Bayer and Arysta life science, for example, have a
limited product range. UDL and Avari have weak management and irregular supplies and; therefore, it is
understood that they will not be able to have an exclusive network. The reasons for Kanzo not opting for an
exclusive network are not known.

The exclusive franchise network usually offers additional discounts on prices to the franchises. Typically this is
2% additional discount over and above whatever an open network dealer would be getting. Exclusive franchise
networks also have dedicated field staff provided by the company commonly called an FO (field officer). Usually,
the field officer is given an annual sales target of PKR 5.0 million to PKR 7.0 million. For bigger franchises with
sales exceeding PKR 10 million per year more staff is attached to the franchise. The field staff makes follow up
calls to the farmers who buy products from the company and also sometimes physically delivers the product to
the farmers. The FO gets a monthly salary of PKR 12, 000 to PKR 16, 000 from the company; he is hired on a
seasonal basis for about six months and then laid off. The FO has a dual reporting arrangement and while he is
dedicated to a franchise he also reports to the territory sales officer of the company.

The franchise agreement is subjected to a franchise fee which is paid by the franchise. The fee is a security deposit
which is refunded if and when the agreement is terminated by either party. Another model that is followed refunds
the security if the franchise keeps working for a minimum period which is usually 4 years.

The company bears the entire furnishing cost. This includes the tables, chairs, hoarding boards, etc. The location
is an important decision for the company. Franchise shops in the main markets are awarded to financially strong
dealers and the business volume targeted at is at least 10 million per year.

Usually, the franchise shops are managed by dealers who are relatively new to the business. Average experience
is 10 years. The franchises have far lesser tendency to offer products on discounts than their open network
competitors. Similarly, the dealers working in a franchise network also tend to give less credit than the open
network.

Open Network Model

Most of the well-established dealers work through the open network. Working in an open network means that the
dealer is carrying products from several companies. On average the dealer carries product from 5 companies
(Survey carried out in Rahimyarkhan & Okara; a sample size of 30 in each district). On average these dealers
have been in business for the last 15 years. 70 % of these dealers carry some other input items too, like spray
machinery, seed and fertilizers.

Open network dealers tend to give products on credit. Though dealers are reluctant to share specific information
it is observed that more than 50% of the pesticides are sold on credit. The credit extension varies from a week to
end of the crop.

Open network dealers typically carry products of one multinational, two top national companies and products
from two smaller national companies which are mostly restricted to their district. Based on a payment-to -
company criteria these dealers work in two ways.

• Advance bookings for Kharif

• Net rates

In December, the pesticide companies launch what is called the advance booking policy. Under this policy, the
dealers are encouraged to deposit cash or bank guarantee to the pesticide company. The discounts are applied to
what is called seasonal rates. A discount slab is also introduced which means that the more a dealer pays in
advance the more his discount percentage is. For example, a 10 % discount is offered on seasonal rates for a dealer
depositing PKR 500,000. The discount percentages increase to about 18% for amounts of PKR 10 million.
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There are several advance booking policies. The December advance booking phase is followed by two or three
more advance booking policies until the wheat harvesting time. The benefits for the dealers are progressively
decreased so that the maximum benefits shall always remain with the dealers who submitted cash/ bank guarantee
in December.

Companies also offer a year-end incentive to dealers in addition to the advance booking discounts. The objective
of the year-end incentive which ranges from 4% to 10% on all business is to keep the dealer engaged. Most of the
companies offer products in lieu of the value of the accrued incentive or in other words, the incentive is not paid
in cash. This means that the true cost sent to the pesticide company is less since the products given in lieu are sold
at seasonal rates. The percentage of the year-end incentive increases with the volume of the business and the idea
is to encourage the dealer to get to a bigger sales figure. Typically the year-end incentive starts with 4% for a
million rupees of business and goes as high as 10% for a total business of PKR 10 million or more.

Special policies to promote a product is additionally launched by many companies. Such incentives are mostly
on products with high margin. Micronutrients are one such category where special incentives are not uncommon.
The company would usually offer these incentives on a per-pack basis.

The policies offered (advance booking, year-end incentives, special incentives, etc.) are not much different among
the national companies. Mostly the prices (seasonal rate list) are in a plus/minus 5% range for generic products
but may be larger for differentiated products. The cumulative effect of these policies falls in the range of 25% to
30% on the seasonal rates. The multi-nationals usually do not follow each other’s sales policies as they tend to
rely more on technical sales and the brand image. The cumulative effect of the policies is usually in the range of
6% to 15%.

As the Kharif season reaches its peak the sales are based on rates which are called net rates. The net rates are
based on the assumption that the dealer would pay cash to the company. The net rates are supposed to be always
more than the advance booking rates so that there is an incentive for those dealers who paid in advance. Dealers
typically pay 30% to 40 % in advance during various stages (1/3 in December advance, 1/3 in January or February
and 1/3 on wheat for example). The rest of the sales, i.e., 60% to 70% are on the net rate basis.

4C MODEL (CUSTOMER, COMPETITOR, CHANNEL CAPABILITY, COMPANY)

Start With Your Customer

The first step starts with managers developing a better understanding of customer requirements. For any channel
design exercise, it is important that managers clearly understand how the customers would want the products to
be delivered to them.

Benchmark Your Key Competitor

After understanding your customers, a firm also needs to benchmark itself with competitors. A comprehensive
overview of competitors’ structures to assess its channel service competitiveness and costs associated with it will
be useful.

Measure Channel Capabilities

Channel capabilities are best measured with customers’ perspective, i.e., which channels perform which functions
the best for the intended target segment.

Implementing Channels at Company Level

The last step involves evaluation of the 3Cs and its fit with the firm’s objectives. Major objectives for distribution
channel include maintaining market coverage, preserving product quality and ensuring the integrity of the buying

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process at the lowest cost to the firm. In addition, firms aspire to develop channel structures that can help reach
untapped segments of the market.

PESTICIDE INDUSTRY IN CONTEXT OF 4C MODEL

Customer

Dealer (Primary Customer for Organisations)

Following are the crucial factors stated by the franchises for opting for business with a company.

• Product quality

• Regularity of supplies

• Field activities (volume and quality of services)

• Discounts offered

• Overall price levels (to farmers)

Product quality has been ranked as the number one concern by the dealers. According to the Agriculture Pesticide
Ordinance 1971, the agriculture department has the powers to inspect the shops and adjacent warehouses/stores.
The department official may lift any product and send it to the central laboratories for testing. Any failure of the
sample results in the launching of criminal proceedings. If that happens first information report (FIR) is lodged
by the agriculture department against the dealer and the company. The dealer in such eventuality is in the direct
firing range and; therefore, expects the company to arrange for his bail before the arrest and to lead the legal
proceedings. Companies which do not do so are often shunned by the dealers.

The regularity of supplies is the second most important criteria. In the past several years, many national companies
have failed to deliver products despite advance bookings. Companies which have had a poor track record lost
business. In 2014, two major national companies could not supply generic products like Cartap and Mono mehypo
on time due to supply chain issues. These products are considered vital for rice crop. The result was huge
disappointment among the dealers of these companies and many of them severed their business relationships.

Filed activity is also considered crucial by the dealers. Companies with established brands usually have a strong
field activity and are sought after by dealers. The field activities are led by the area sales officer usually called
the TSO (territory sales officer). A typical territory has 200,000 acres, one main market (say a tehsil headquarter)
and three to four small towns. A TSO normally works with three to four main dealers and has one to four FOs
working with him. He is supervised by a region sales officer or RSM. The RSM plays an important role in building
a relationship with the dealers. Many of the dealers have had long term association with the RSM or the TSO and
any switching of the job by him also results in the dealers switching to the new company that he joins. The RSM-
dealer nexus or the TSO- dealer nexus has grown stronger over the past several years as more and more companies
have introduced products with comparable performances in the field. This has shifted the balance of power away
from the companies. The practice of RSM and TSO becoming an investor himself with the dealer is also on the
rise. Some have suggested that this is true for more than half of the sales staff. Under this arrangement, the TSO
or RSM invest at the stage of advance booking with the dealer and then share the spoils. The administrative
expenses are of course borne by the company. Many of the companies are aware of this practice but have turned
their backs and even encourage the sales staff to invest and take higher risks. This practice according to such
companies is a “win/win situation”. However, the practical problem in such an arrangement is that the sales officer
and dealers together bargain with the company on ever bigger discounts.

The discounts offered by companies are usually in a narrow range. National companies compete among
themselves for offering even better discounts to the dealers. The practice of giving undocumented special
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discounts to big dealers is not common. For example, a policy may state that the dealer is eligible for 18%
discount, the RSM may negotiate a better discount of an additional 2 to 3% to the dealer.

The overall pricing level is considered important by dealers who mostly sell the product on cash to the farmers.
The farmers in such case are in a position to dictate their terms and; therefore, the dealer often finds himself
defending the prices offered by the company. The dealers who mostly sell products on credit basis are not
concerned about the pricing levels. The dealers in both cases keep a close eye on the FRP (farmer retail price)
printed on the product label.

Farmer (Secondary Customer for Organisations)

The farmer’s purchase decision is usually based on one of the following factors.

• Experience of the farmer

• Experience of a fellow farmer

• Availability of credit (from a dealer known to the farmer)

• Recommendation of a dealer known to the farmer

• Recommendation of a sales representative

The influence of the umbrella brand is significant yet it cannot be claimed to be the influencing factor. Farmers
make the purchase decision primarily because of the factors listed above.

It is often observed the farmers do not purchase all the products that they need from a single company.
Interestingly the purchase behaviour of farmers to choose some brands from multinationals while others from
national companies is not uncommon.

Competitors

Predominantly, the break-up of key operating players in the pesticide industry is 3 multinationals and
approximately 350 generic companies.

Primarily, multinationals (MNCs) differ from local generic companies in one way: customer-focused approach.
Activities are specifically designed by these companies to target farmers and generate as much pull of demand as
possible. FAS (farm advisory services) are one such instrument used effectively by MNCs. However, FAS are a
costly proposition and the return on these activities take a long time to provide dividends for organizations; hence,
local generic companies have a hard time investing in such activities. Due to the ‘short-term’ mindset of these
local generic companies, we mostly find them unable to develop sustainable value with their core customers, i.e.,
the farmers.

Channel Capabilities

Given current customer and competitor analysis, it is safe to say that a franchise model would be best suited to
cater to the current channel requirements. However, an open network model is much better suited when customers
search for larger assortment pesticide choices and continuous availability of pesticide products.

Company

Finding a strategic fit between corporate objectives and channel design is essential to constructing an effective
marketing channel. If the strategy of the company is to sell differentiated products at higher margins, establish
brands, sell on value rather than on price attribute then it ought to choose the franchise model. The control of the
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company overpricing is minimal in case of the open network where discounting by the dealers is a common
practice. Such discounting affects the image of the brand and long-term sustainability also becomes doubtful.

Companies which have adopted the strategy to sell differentiated products have been promoting their own
exclusive franchise network. The strategy of a franchise network is more sustainable and profitable for the
company. It helps the sales team to focus on the field activity. Sales personnel have to spend far less time dealing
with the dealers and; therefore, can focus on the field where actual demand is generated. Price negotiations simply
do not happen. Though this strategy for a startup is considered as slow progressing it is considered more fruitful
in the long-term.

Channel Power

The balance of power in most cases in the industry is with the dealers. The more a company gets established and
by that we mean that the brand name becomes well-established the more the power shifts back from the dealer
towards the company.

The following criteria are usually used by companies while selecting a dealer:

• Local roots (prevalent credit terms)

• Financial strength and creditworthiness

• Business history

• Ability to identify a good location for a shop

The selection of dealers is an important decision for the company. Almost in all cases, the dealer belongs to the
area and is socially well connected. The dealer belonging to the trading background often has a higher business
sense than a typical person belonging to the farming background. Financial strength is a crucial criterion and an
investment of PKR 3.0 million is considered to be a decent level of funds that should be at the disposal.

Regulatory Environment of Pesticide Industry

Pesticide distribution in Pakistan is governed by Pesticide Ordinance 1971. The law stipulates many conditions
on the companies selling and distributing these products and therefore any strategy has to be formulated within
the ambit of this law. The most important aspect of this law as far distribution strategy is concerned is that no
company can directly sell products to the farmers. Hence a distributor/agent has to be involved in the transaction.
Such an agent/distributor has to obtain a license from the department of plant protection after attending a week-
long course and paying the legal fees.

Dealer Profitability

The average sales of a dealer working through the open network in the industry are PKR 5.0 million per year
(total size of the industry is PKR 50 billion; divide that by the total number of dealers which is 10,000). The
average income of an average dealer in the open network is assumed to be PKR 0.8 million per year (assuming
he works on 25% G.P (gross profit) and cost of doing business is PKR 450K per year). The rent of a typical shop
is PKR 10,000 / month or PKR 120,000 / year. The cost of staff (1 or 2 workers) is assumed to be PKR 150,000
/ year while other expenses are assumed to be PKR 180, 000 / year. The default percentage in this business is
assumed to be 5% of sales.

In the case of a franchise, the G.P percentage is assumed to between 2% to 3% higher. In the case of
multinationals, the percentage offered to the dealer is 10% to 15%. A typical franchise of a multinational has sales
of PKR 10 million. (Syngenta has sales of PKR 9.0 billion and a dealer network of 950 dealers). Therefore, his
average income is PKR 0.75 million (assuming 12% G.P on sales of 15 million, expenses assumed to be 450 k).
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The default percentage in case of franchise dealer is assumed to be 2% since a higher percentage of the sales are
on a cash basis.

EMERGING TRENDS & SCENARIOS

Distributor Model

During the course of this research, we also had the opportunity to explore the distributor model which does not
currently exist in the business. Under this arrangement, a distributor can be appointed who holds the inventory on
behalf of the company and then distributes the products to the dealers (open or franchise).

There are two important roles that the distributor can play:

• Storage- inventory management

• Supply chain management

The storage cost in the industry is usually assumed to be around 1% of sales while the distribution cost (from the
company warehouse to dealer shops) is assumed to be around 2% of sales. Therefore, if the distributor charges
less than 3% from the company then the company stands to gain financially. Besides the financial benefits, the
controls over the supply chain and distribution are not crucial for the company as long as the distributors are
monitored according to the standard operating procedure.

Apart from potential savings, the distributors can also be an important source of working capital. Financially
sound distributors can be instrumental in participating at the advance booking stage and; therefore, can also result
in lowering of financial costs (which otherwise would have to be incurred). The global demand for most pesticide
products is not throughout the year. In most cases, the manufactures offer attractive discounts (usually over 5%)
to buyers willing to make the purchase a quarter ahead of the actual demand. Therefore, the company can leverage
the financial position of the distributors to make purchases ahead of the actual demand and share some of the
spoils with the distributors.

However, managing the relationship between the distributor and the dealer is likely to be a challenge. Distributors
are likely to push products rather than contribute to brand building. It is also possible that they would not push
the dealers in building a long-term relationship with the farmers by investing in field activities. Distributors are
usually keen to explore the shortage scenarios and push the company for the supply of products in demand but
not be interested in creating demand.

Distributor model may not be the best solution for the entire length and breadth of the country as the market
dynamics vary across regions. For example, the distributor model may work for multi-crop areas like Sahiwal
and Faisalabad but may not be as successful in areas with wheat-rice cycle. The multi-crop areas have frequent
activities since there are at least three crops and the product demand in terms of value is also higher compared to
the wheat-rice cycle.

The distributor model is likely to be more successful and easy to manage in scenarios where there are established
brands, distribution costs are higher (5% plus in terms of sales value) and so are inventory holding costs (2% /
month or more).

Taxation is also an important factor which ought to be considered. In case of the distributor model, the company
would sell the product to the distributor and then the distributor would then sell the products to the dealers;
therefore, additional tax (GST) would have to be paid and this will add to the cost for the farmers.

In this case, when the company is planning to introduce brands, the distribution costs are likely to be around 2%
and inventory holding cost around 1% it may not be an attractive option to start with. However, 3 to 4 years down
the road it seems like a good option.
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Corporate sales

An important and emerging sales channel is corporate sales. Many of the businesses which rely on the agricultural
inputs to run businesses are supporting or are planning to support the farmers with the purchase of agricultural
inputs. The sugar mills, especially those which are witnessing competition from other crops and a decline or
below average sugar recovery, are engaging in such practice. Similarly, tobacco companies and companies which
require corn can also be potential strategic partners with pesticide companies which can provide a complete
solution to their farmers.

Impact of Technology

The big move that can be a game-changer for the industry is when the government allows the companies to sell
the products through the web. E-commerce is on the rise not just globally but is also picking up in Pakistan.
Legally, companies cannot sell their products directly to the farmers but the vast gap between what the company
charges the dealers and what the dealers charge the farmers (25% on average) may change sooner than later.
Pesticide companies are not lobbying at the moment for an amendment in the law but this can be changed and
could become a lucrative new sales channel.

SUMMARY

The pesticide industry is legally bound to sell its products through dealers. There are two common channels of
sales, the open network and the franchise network. There are an estimated 10,000 dealers in the business out of
which 3000 are franchise holders while the rest work with several companies. The purchase decision of the farmer
is significantly influenced by the dealer who is an important source of information and credit to the farmers.

Dealer profitability among the two channels is comparable through the sales; it is double in case of a franchise
dealer as compared to an average open dealer (PKR 10 million for a franchise compared to PKR 5.0 million for
an open network dealer). The average G.P of an open network dealer is 25% compared to 12% for a franchise
dealer.

It is recommended to have a franchise network so that the company can differentiate its products and avoid the
price wars. In the medium-term, it also recommends exploring direct sales to corporate clients like sugar mills.
The company should also lobby with the government for allowing companies to sell directly to farmers, especially
through the web.

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Exhibit 1: Global Market Share for Pesticides by Region

Source: BCC Research. “Global Market for Pesticides to Reach $65.3 Billion in 2017.” November 08, 2012.

Exhibit 2: Market Share of Various Pesticides in Pakistan

Total Market Size: PKR 30 Billion

Fungicide
19
10%

Herbicide
Insecticide 47
102 25%
54%

Micronutrient
18
9%
Seed Treatment
4
2%

Source: Author’s Notes.

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Exhibit 3: Import Trend of Pesticides in Pakistan

Source: Director, Agricultural Extension, Government of Punjab.

CITATIONS

"Syngenta: Coming to Africa." Reinhardt, Forest, and Mary Shelman. Harvard Business Review (2015)

Bcc Research. "Global Market for Pesticides to Reach $65.3 Billion in 2017.” November 8, 2012.
http://www.bccresearch.com/, accessed October 30, 2015.

Pre-Feasibility Study for Pesticide Industry. Rep. Islamabad: Employment & Research Section, Planning &
Development Division, 2006. Print.

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