1. Business Strategy for Fertilizer
Industry: Term Assignment
Submission by:
Mrinal Mardia
Neha Jakhotia
Nidhi Sachdeva
Pooja Gupta
Prateek Khosla

2. Contents
A. INTRODUCTION ............................................................................................................................. 2
B. FERTILIZER INDUSTRY: DESCRIPTION ..................................................................................... 2
C. FERTILIZER INDUSTRY IN INDIA ................................................................................................. 2
C.1. INDUSTRY OVERVIEW .............................................................................................................. 2
C.2. KEY SUCCESS FACTORS ......................................................................................................... 3
D. PORTER’S 5 FORCES ANALYSIS ................................................................................................ 3
E. KEY PLAYERS................................................................................................................................ 4
F. GENERATING A STRATEGIC FACTORS ANALYSIS SUMMARY MATRIX ................................ 5
G.1. EXTERNAL FACTORS ANALYSIS SUMMARY ......................................................................... 6
G.2. INTERNAL FACTORS ANALYSIS SUMMARY .......................................................................... 7
G.3. STRATEGIC FACTORS ANALYSIS SUMMARY ....................................................................... 8
G.4. GENERATING ALTERNATIVE STRATEGIES BY USING A TOWS MATRIX........................... 9
G. STRATEGIES FOR THE PLAYERS ............................................................................................. 11
H. CONCLUSION .............................................................................................................................. 12
I. SOURCES OF INFORMATION .................................................................................................... 12

3. A. INTRODUCTION
The purpose of this assignment is to understand the business strategy formulation process for
companies against the backdrop of a chosen industry by undertaking a situational analysis for the
same.
In this assignment, the environmental and organisational information has been analysed using various
analytical approaches and the SFAS matrix technique. Strategic options have been generated using
the TOWS matrix and business strategies have been suggested for the corporations of the industry.
The industry chosen for this assignment is the Fertilizer industry in the context of Indian scenario.
B. FERTILIZER INDUSTRY: DESCRIPTION
To begin with, fertilizers are essential plant nutrients important for obtaining optimal yield and quality
of the cultivated crop. After each harvest of crop, the soil needs replenishment of these nutrients
which primarily are nitrogen, phosphorus and potassium; denoted by N P and K respectively.
Nitrogenous fertilizers are applied for high growth, development, yield, and colour of plants.
Phosphatic fertilizers are applied for root development, seed germination, and for countering the
acidic effect of urea.
Potassic fertilizers provide protection against germs and diseases to the crops.
C. FERTILIZER INDUSTRY IN INDIA
rd
India is the 3 largest producer and consumer of fertilizers in the world. The fertilizer industry
contributes to 40-50% of agricultural productivity, and with India being a primarily agrarian economy
this industry holds prime importance in the economy.
Agriculture in India contributes to 16% of GDP and employs about 58% of Indian population. It also
contributes to 10% of India’s export earnings and is a major contributor to India’s economic
development.
In the context of this scenario, it is important that this sector sees high and sustainable growth, and
the factors affecting agricultural growth are – higher productivity, direct/indirect subsidies, competitive
pricing in each stage of value chain, and focus on quality of production inputs, techniques and
fertilization process. Each of the above mentioned factors is directly or indirectly affected by the
fertilizers industry and hence this industry has strong drivers.
The following outlines the key statistics related to the industry and the key success factors for it.
C.1. INDUSTRY OVERVIEW
The industry is a highly capital and energy intensive industry and India has a total installed capacity of
18 MTPA (million tonnes per annum) for N and P fertilizers nutrients while their consumption is 28
MTPA. The nutrients are processed into formation of the fertilizer products like Urea, DAP, SSP,
MOP, etc.; which is consumed at 57 MTPA against a production capacity of 42 MTPA.
It is clearly evident that India is short on its capacities and is highly dependent on import of input,
intermediaries and final fertilizer products to meet its growing demands. It imports almost 40-45% of
its total requirement valued at USD 6.9 billion or INR 315 billion. Also, the natural gas required as key
input for manufacture of urea, the most widely consumed fertilizer in India, is partly imported due to
availability constraints in the country.
Also, the industry is highly regulated in terms of pricing, distribution and movement of fertilizers and
the Government provides subsidy to fertilizer companies in order to ensure that the fertilizers are

4. available to the end-users (farmers) at affordable prices for proper agriculture growth and
development.
With high investment costs, subsidised prices, high costs of production, very high capacity utilisation
and heavy import costs, the industry is characterised by low profit margins especially for the public
sector enterprises which run the older plants which manufacture urea.
C.2. KEY SUCCESS FACTORS
Based on the detailed understanding and analysis of the industry, the following key success factors
were identified:
 Agriculture demand and prices
 Monsoon showers
 Raw material – availability and prices
 Investment for capacity expansion
 Government subsidies and other regulations
D. PORTER’S 5 FORCES ANALYSIS
A Porter’s 5 forces analysis was also conducted to further scan the environment and the following
was obtained:
Threat of New Entrants: LOW:
 High capital investment with high cost and low returns
 Difficult to acquire govt. approval for gas allocation
 Shortage of natural gas in India
 Production of DAP costly; 65% of requirement is imported
 Delays in subsidy payments leads to troubles in management of funds
Bargaining Power of Suppliers: HIGH:
 Fertilizers industry is a captive market in India
 Very limited number of suppliers
 High prices of inputs and less diversity of inputs
 Raw materials are scarce being natural resources
 Heavy dependence on imports for meeting requirements of inputs / intermediaries / products
Bargaining Power of Buyers: LOW:
 High demand for agriculture products leads to high requirements for fertilizer products
 Nutrients level deplete in soil with each harvest of crop; forcing demand for fertilizers, else
deficiency of nutrients reduces crop yield
 High demand of fertilizers with relatively low productivity per unit of fertilizer consumed;
leading to higher demand
 Low productivity of substitutes
 Lack of product differentiation
Threat of Substitutes: MEDIUM:
 Bio fertilizers, organic fertilizers, manures, vermi-compost may serve as substitutes
 Natural fertilizers are not as effective as chemical fertilizers
 Animal manure is not suitable for commercial production

5. Rivalry: LOW
 It is a highly government regulated industry
 Pricing subsidies provided by government
 Private players are trying to improve supply chain through retail network
 Industry is witnessing already high capacity utilization; players are not suffering from under-
utilized capacities, hence rivalry is low
 Uniform prices across industry leads to indirect mutual co-operation
E. KEY PLAYERS
The fertilizers industry operates in public, private and co-operative sectors with major urea production
capacity owned by public and co-operative units, and phosphatic production capacity owned by
private players.
In the public sector, National Fertilizers Limited (NFL) is the largest player with 3.2 MTPA production
capacity of urea fertilizers. In the private sector, Coromandel Fertilizers Limited (CFL) is the largest
player with 3.3 MTPA production capacity of phosphatic fertilizers. Indian Farmers Fertiliser
Cooperative Limited (IFFCO) is the largest co-operative player with 3.7 MTPA of urea and 2.7 of
phosphatic production capacity.
For the purpose of developing the SFAS and TOWS matrix and analysing the companies of the
fertilizers industry, National Fertilizers Limited (NFL) and Coromandel Fertilizers Limited (CFL) have
been selected, one from the public sector and private sector each.

6. F. GENERATING A STRATEGIC FACTORS ANALYSIS SUMMARY MATRIX
The SFAS matrix will be constructed by creating an EFAS and IFAS matrix using the opportunities
and threats for the external factors and the strengths and weaknesses for the internal factors. Each of
the above will be weighted and ranked in the context of the selected companies, and then the
weighted score for the companies would be calculated.
The following strengths, weaknesses, opportunities and threats have been identified for the
companies, and have been rated for the matrices.
FACTORS WEIGHTS
Opportunities
Gaps between demand and supply 0.12
New JVs and consolidations 0.07
De-regulation 0.10
Fast growing population 0.08
Investment in R&D 0.07
End to End Solutions 0.05
Brand Consciousness 0.05
TOTAL 0.54
Threats
Uncertainty of government policies 0.10
Shortage of feedstock/ government approval 0.12
Large scale imports 0.05
Delays in subsidy payments 0.05
Proximity to feedstock 0.07
Change in Technology-plant as well as chemicals 0.07
TOTAL 0.46
Strengths
Dealer network 0.20
Joint Ventures 0.10
Tie-ups with key raw material suppliers 0.10
R&D Facility 0.05
Dedicated technical and managerial workforce 0.05
TOTAL 0.50
Weaknesses
Old plants/ infrastructure 0.20
Dependence on imports 0.05
High requirement of Natural Gas 0.15
Dependence on subsidies 0.10
TOTAL 0.50

7. G.1. EXTERNAL FACTORS ANALYSIS SUMMARY
It scores the abilities of the companies to take advantage of the opportunities and avoid the threats
posed by the external factors based on the current situation.
>> Coromandel Fertilizers Limited:
Weight Rating Wtd. Comments
Score
OPPORTUNITIES
Gaps between demand and supply 0.12 4 0.48 Is better equipped for capital
expansion
New JVs and consolidations 0.07 5 0.35 Company is more active
De-regulation 0.10 4 0.40 Will have an upper-hand
Fast growing population 0.08 4 0.32 Dependency on agriculture is high
Investment in R&D 0.07 4 0.28 Has invested a lot in R&D
End to End Solutions 0.05 4 0.20 Educating the farmers
Brand Consciousness 0.05 5 0.25 Has built brand image
THREATS
Uncertainty of government policies 0.10 4 0.40 Have not much of a say
Shortage of feedstock/ government 0.12 3 0.36 Uncertainties due to priority
approval allocation of natural gas
Large scale imports 0.05 3 0.15 Bulk Order
Delays in subsidy payments 0.05 4 0.20 Always on time
Proximity to feedstock 0.07 4 0.28 Decision as per ROI
Change in Technology-plant as 0.07 5 0.35 Well ahead in technology
well as chemicals implementation
Total 1.00 4.02
>> National Fertilizers Limited:
Weigh Rating Wtd. Comments
t Score
OPPORTUNITIES
Gap between demand and supply 0.12 3 0.36 Needs CAPEX Expansion
New JVs and Consolidation 0.07 2 0.14 Requires GOI permission
De-regulation 0.10 2 0.20 Not very competitive
Fast growing population 0.08 3 0.24 Dependency on agriculture
Investment in R&D 0.07 3 0.21 Is in the process of Investing
End to End solutions 0.05 4 0.20 Yet in planning stage
Brand consciousness 0.05 3 0.15 Is now trying to build a brand image
THREATS
Uncertainty of government policies 0.10 5 0.50 Has an upper hand in GOI policies
Shortage of feedstock/ government 0.12 4 0.48 Priority allocation given
approval
Large scale imports 0.05 4 0.2 Economies of scale
Delays in subsidy payments 0.05 3 0.15 Are not paid on time
Proximity to feedstock 0.07 3 0.21 Decision as per socio-economic
policies
Changes in technology- plant as 0.07 3 0.21 Laggards
well as chemicals
Total 1.00 3.25

8. G.2. INTERNAL FACTORS ANALYSIS SUMMARY
It scores the abilities of the companies to take capitalize on the strengths and overcome the
weaknesses of the internal factors based on the current situation.
>> Coromandel Fertilizers Limited:
Weight Rating Wtd. Comments
Score
STRENGTHS
Dealer network 0.20 4 0.80 Strong dealer network allows fast sale
Joint Ventures 0.10 4 0.40 JVs with resource rich countries for P & K
fertilizers
Tie-ups with key raw material 0.10 4 0.40 Already established tie-ups for urgent
suppliers need of raw materials
R&D Facility 0.05 5 0.25 High investment in R&D at
Vishakapatnam for rock phosphate,
increasing throughput
Dedicated technical and 0.05 3 0.15 Strong brand image and retail network
managerial workforce with dedicated workforce
WEAKNESSES
Old plants/ infrastructure 0.20 5 1.00 Unlike PSUs, Coromandel has new
facilities
Dependence on imports 0.05 2 0.10 Raw materials for phosphate fertilizers
and potash fertilizers are in scarce in the
country
High requirement of Natural 0.15 4 0.60 Low volumes in Urea, low requirement of
Gas natural gas
Dependence on subsidies 0.10 4 0.40 profitability in non-urea output companies
is less dependent on subsidy by GOI
Total 1.00 4.10
>> National Fertilizers Limited:
Weigh Rating Wtd. Comments
t Score
STRENGTHS
Dealer network 0.20 3 0.60 Dealer network is not as strong
Joint Ventures 0.10 3 0.30 Very less initiatives for JVs
Tie-ups with key raw material 0.10 4 0.40 Good number of tie-ups with suppliers
suppliers for urgent requirements
R&D Facility 0.05 2 0.10 Less investment in R&D
Dedicated technical and 0.05 4 0.20 High dedicated workforce
managerial workforce
WEAKNESSES
Old plants/ infrastructure 0.20 2 0.40 Old plants still being used, reduces
efficiency, productivity
Dependence on imports 0.05 4 0.20 Less dependence as raw material for
Urea is easily available in India
High requirement of Natural 0.15 2 0.30 Urea production requires high amount of
Gas Natural Gas as input
Dependence on subsidies 0.10 3 0.30 Profit margins are decided by GOI and
subsidies are variable to keep stable
profitability
Total 1.00 2.80

9. G.3. STRATEGIC FACTORS ANALYSIS SUMMARY
>> Coromandel Fertilizers Limited:
Strategies Weights Rating Wtd. Comments
Score
S1 Dealers network 0.15 4 0.60 Strong dealer network allows
fast sale
S2 Joint Ventures 0.15 4 0.60 JVs with resource rich countries
for P & K fertilizers
W1 Old Plants/ Infrastructure 0.20 4 0.80 Unlike PSUs, Coromandel has
new facilities
W2 Dependence on Natural Gas 0.10 3 0.30 Urea production requires high
amount of Natural Gas as input
O1 De-regulation 0.05 3 0.15 Will have an upper-hand
O2 Fast growing population 0.05 4 0.20 Dependency on agriculture is
high
T1 Shortage of feedstock 0.15 2 0.30 Priority Allocation
T2 Proximity to raw materials 0.10 4 0.40 Decision as per ROI
T3 Delay in subsidy payments 0.05 4 0.20 Always on time
Total 1.00 3.50
>> National Fertilizers Limited:
Strategies Weight Rating Wtd. Comments
s Score
S1 Dealers network 0.15 3 0.45 Dealer network is not as strong
S2 Joint Ventures 0.15 2 0.30 Very less initiatives for JVs
W1 Old Plants/ Infrastructure 0.20 2 0.40 Old plants still being used,
reduces efficiency, productivity
W2 Dependence on Natural Gas 0.10 3 0.30 Urea production requires high
amount of Natural Gas as input
O1 De-regulation 0.05 2 0.10 Not very competitive
O2 Fast growing population 0.05 4 0.20 Dependency on agriculture
T1 Shortage of feedstock 0.15 3 0.45 Priority allocation given
T2 Proximity to feedstock 0.10 2 0.20 Decision as per socio-economic
policies
T3 Delay in subsidy payments 0.05 3 0.15 Are not paid on time
Total 1.00 2.55

10. G.4. GENERATING ALTERNATIVE STRATEGIES BY USING A TOWS MATRIX
>> Coromandel Fertilizers Limited:
Strength Weakness
• Strategic tie-ups with key raw • Heavy dependence on
material suppliers Tunisia for phosphoric acid.
• Offers complete range of • Lacks very strong operational
agricultural needs of the farmers efficiency
• Strong financials of the
Company and healthy credit
rating
Opportunity O-S strategies O-W Strategies
• Huge scope for increase in • Investments to augment • Strong turnaround of Sabero
farm productivity capacity and R&D facility of Organics
• Crop protection business Vishakhapatnam plant • Reduction of inventory levels.
• Export Market • Acquisition of Sabero Organics
• Growing demand for enabling expansion of product
Specialty Nutrient range and size of market.
• Raising working capital finance
at competitive interest rates.
• New plant, setting up in joint
venture for raw material /
products requirements
Threat T-S strategies T-W Strategies
• Insufficient Rainfall • Currently no tie-ups with • Raise MRPs along while
• Reduction in Nutrient based suppliers for P and K nutrients. increasing operational
subsidy rates applicable for It should seek even more tie-ups efficiency.
2012-13 with the suppliers. • Backward integration for
• Rising international raw • Liaison with Government to better efficiencies
material prices. increase MSPs
• Rupee Depreciation • Focus on farm mechanization
• Delay in payment of fertilizer
subsidy

11. >> National Fertilizers Limited:
Strength Weakness
• One of the Largest Govt. • Old plant-- CAPEX
Fertilizers Company • Low Profitability
• Large Distribution base - Dealer • No performance linked Pay
Network packages – even at top.
• Huge talented employee pool – • Low on JV’s – Products and
project exposure R&D
Opportunity O-S strategies O-W Strategies
• Change of feedstock- FO to • More new ‘Neem’ based product • Push for higher efficiency
FG. – create Product Differentiation with new plants – better
• Neem Coated Urea- New • Can gain huge profits in margins
Product untapped trading segment – • Reforms in GoI pay scheme
• Untapped trading opportunity exploit dealer Network –Performance Based- Fiscal
- pesticides Deficit
• Inflation Favourable GoI • Large scale joint imports –
support - Fiscal Deficit Buyer bargain power
Threat T-S strategies T-W Strategies
• Only single Nutrient • Invest in Building Phosphate • Invest in JV’s with other large
Products – Urea capabilities GoI company – Joint R&D
• Deregulation – Cheap • Diversify in opposite climate – • Close old unavailable plants
Imports countries – Excite young talent – decrease loss
• Monsoon Dependent – High
Inventory – Cash Flow
Problems
• Low NG/ RLNG supply

12. G. STRATEGIES FOR THE PLAYERS
Based on the results of the TOWS matrix constructed for the companies, the following strategies are
being suggested:
For Coromandel Fertilizers Limited:
 Additional investments to augment capacity and R&D facility of Vishakhapatnam plant
 Acquisition of Sabero Organics enabling expansion of product range and size of market
 Raising working capital finance at competitive interest rates to enable effective management
of costs
 Setting up of joint venture for meeting raw material / products requirements with companies
in phosphatic resource-rich countries
 Strong turnaround of Sabero Organics
 Reduction of inventory levels for efficient working capital management and avoiding
diseconomies of operational inefficiencies
 Currently there are no tie-ups with suppliers for P and K nutrients. It should seek even more
tie-ups with the suppliers.
 Enter into liaison with Government to increase MSPs
 Focus on farm mechanization to improve the crop productivity, and make fertilizers earn more
profits for farmers, thereby in-turn increasing the demand for fertilizers.
 Raise MRPs along while increasing operational efficiency.
 Backward integration for better efficiencies
For National Fertilizers Limited:
 More new ‘Neem’ based product in order to create Product Differentiation
 Exploit dealer network and strengthen its distribution network to gain huge profits in untapped
trading segment
 Push for higher efficiency with new plants and earn better margins
 Indulge in large scale imports by making joint arrangements of requirements with other plants
– create a buyer bargaining power
 Invest in enhancing phosphate production competencies and capabilities
 Diversify business in countries with opposite climate to reduce uncertainties of climatic
conditions
 Invest in JV’s with other large public sector companies and enjoy benefits of joint R&D
initiatives
 Close old unavailable plants, and modernize existing setups to decrease losses from
inefficient operations.

13. H. CONCLUSION
Through this term assignment, we have attempted to use the understanding of environmental,
industrial, situational, organisational analysis to develop strategies for the companies. We have also
used the tools of business strategy like EFAS, IFAS, SFAS, and TOWS matrix to compare both
companies with respect to their strengths, weaknesses, opportunities and threats, and also arrive at
the business strategies.
Findings from this assignment on the fertilizers industry using Coromandel Fertilizers Limited and
National Fertilizers Limited, the largest private and public sector players respectively are as follows:
The highest opportunity offered to both companies is the existing positive gap between demand and
supply due to fast growing population and high demand for agriculture products.
The strongest threat posed is the high shortage of feedstock and dependence on government’s
approval for natural gas allocation.
The biggest strength to the companies can prove to be a strong dealer network to improve the
distribution of fertilizer products to areas where demand exists.
The deepest weakness lies in the diseconomies arising from the old plants and infrastructure which
hampers the productivity and further reduces the already low returns.
The summary of scores for both the players in the EFAS, IFAS and SFAS matrices are as follows:
Parameter CFL NFL
EFAS 4.02 3.25
IFAS 4.10 2.80
SFAS 3.50 2.55
The above scores clearly indicate that Coromandel Fertilizers Limited is best equipped to manage
and use the strengths, weaknesses, opportunities and threats posed by the external and internal
factors of the industry. It is scoring much higher than NFL in its ability to manage the strategic factors
also.
An analysis of all the above results has yielded the suggestion of the strategies mentioned in point H.
I. SOURCES OF INFORMATION
The report has been prepared using data, inferences and understanding from:
 Planning Commission report - Working group for XII
 GoI Ministry of Chemicals & Fertilizers - Department of Fertilizers
 Fertilizer Association of India - Fertilizer Scenario 2011
 Annual reports and business reports for Coromandel Fertilizers Limited and National
Fertilizers Limited
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