CHAPTER NO 1: INTRODUCTION

1.1 Introduction to topic

Definition: Identifying your competitors and evaluating their strategies to determine their
strengths and weaknesses relative to those of your own product or service.
What is competitive analysis?
Competitive analysis is a broad term for the practice of researching, analyzing, and
comparing competitors in relation to yourself. Companies do it for a wide variety of reasons
– SEO, branding, GTM strategy, etc. – and you can definitely use it for UX and conversion
optimization, too.
If you do invest in competitive analysis (CA), you will reap the benefits of clarity and
confidence. You can’t beat CA if you want to answer certain types of questions, like:
 What makes my company unique? How do we stand out?
 How do my customers think of my company compared to the competitors?
 How does user experience on my website stack up to the competition?
There’s a great deal to be gained from a thorough, regular competitive analysis – usability
insights, design advantages, a more convincing value proposition, and of course, ideas for
testing.
Competitive analysis in marketing and strategic management is an assessment of the strength
and weaknesses of current and potential competitors. This analysis provides both an
offensive and defensive strategic context to identify opportunities and treats. Profiling
combines all of the relevant sources of competitor analysis into one frame work in the
support of efficient and effective strategy formulation, implementation, monitoring and
adjustment. It is a critical part of your company marketing plan.
Competitive analysis is an essential component of corporate strategy. It is argued that most
firms do not conduct this type of analysis systematically enough. Instead, many enterprises
operate on what is called “ informal impressions, conjectures, and intuition gained through
the tidbits of information about competitors every manager continually receives . “ as a
result, traditional environmental scanning places many firms at risk of dangerous competitive
blind spots due to a lack of robust competitor analysis.

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To effectively device and implement the best possible brand positioning strategies,
companies must pay keen attention to their competitors. Markets have become too
competitive to focus on the customer alone. Thus chapter examines the role competition
plays and how marketers can best manage their brands depending on their market position.
Building strong brand requires a keen understanding of competitors, and competition grows
more intense every year. New competition is coming from all the direction – from global
competitors eager to grow sales in new market; from online competitors seeking cost
efficient ways to expand distribution; from private label and store brands designed to provide
low price alternatives and from brand extensions from strong mega brands leveraging their
strength to move into new categories.

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1.2 Objective of study.

 To evaluate and analyze market range of competitors.

 To study products offered by competitors of A.S innovation and agro.
 To compare the pricing of various products offered by A.S innovation and agro with
competing brands/ products.
 To study distribution practices of competitors.
 To offer suggestions for increasing market share of A.S innovation and agro in Agro
industries.
 To study attributes you play up in order to attract your target market.

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1.3 Scope of study

 Competitive analysis helps the firm to understand the strengths, weaknesses,

opportunities and treats in relation to competitors.
 It has very wide scope, this include
• Understanding the market
• Better targeting customers.
• Market potential forecasting.
• Economic climate tracking.
• Competitor product tracking.
• Competitor pricing
• Tertiary market possibilities.
• Customer acquisition.
 It will help to analyze both an offensive and defensive strategic context of the business
competitors.
 It will at any point give you insight into 2 things.
• Where are you strong against the competitors and what are your
advantages.
• Where is the competitor strong and what are his advantages ? where is he
unbeatable.
 It will help firm to achieve its short term and long term goals.

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1.4Research methodology
According to Mouly “Actually research is simply the process of arriving at dependable
solutions to problems through the planned and systematic collection, analysis and
interpretation of data.”
Research methodology can be defined as a systematic way of approaching a problem to
identify the truth and for this certain step should be taken in a systematic order and these
steps are called methods. It is a process of planning , acquiring , analyzing and disseminating
relevant data and information.
Type of research Descriptive research.
Duration of research 30 Days

Design of survey
Universe Agro companies of Nashik.
Sample Size 9 companies
Scaling method Dictomous scale
Type of questionnaire Open ended and Close ended questionnaire.

Data collection
Primary Data  Observation.
 Questionnaires.
 Personal interview.

Primary data was from personal interview technique by

interacting with the authorities.

Secondary Data Secondary data was collected from the following sources:
 Internet.
 Reference Book for theory.
Cryptography Pie chart, Column graph, Doughnut.
Table No 1: Research Methodology.

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Process of research.

Figure No 1: Research Process.

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1.4 LIMITATIONS:

 The basic limitation was time limitation, as competitive analysis is a huge topic so time
required to study that topic should be more.
 Subject chosen for study was vast hence many sub topic were left unexplored.
 The respondent may be careless in responding to the questionnaire because of lack of
time or lack of interest.
 The study limit to geographical area of respondent which is limited to Agro companies of
Nashik.
 The issues considered confidential by the Agro companies authority were not revealed
because of which several data could not accessed and information which is considered
vital for the betterment of the project.
 Study is confined to 10 respondents.

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 CHAPTER NO : 2 COMPANY PROFILE
2.1 COMPANY PROFILE
A.S. Innovation and Agro was incorporated in the year 2016, it is counted amongst the
notable manufacturer, distributor and trader. It is delicately involved in offering finest quality
gamut of Indian Spice Powders, Agricultural pump and various Agro products. They provide
range of products in developed at their modern manufacturing unit by the use of optimum
quality basic materials and innovative techniques.
Since the inception of the firm, they have adept professionals struggle hard to cater to the
variegated demands of their customers by providing qualitative products. some of the other
features of the firm include , &bul, Robust infrastructure, Global quality standards,
competitive rates, moral trade practices.
Vision of A.S Innovation and Agro
“An Enterprise incorporated to provide innovative solution to bring positive change in farm
productivity, efficiency and revenue”.
Core values of A.S Innovation and Agro
 Innovation
 Quality
 Commitment
 Integrity
 Ethics
 Interest of stakeholder’s
 Continues Improvement
Major Market of A.S Innovation and Agro
 The prime market is : Maharashtra, Madhya Pradesh, Bihar, Gujarat, Karnataka.
 Upcoming Market : Andra Pradesh, Telangana, Uttar Pradesh, Delhi and NCR.
Business Vertical’s of A.S Innovation and Agro
1. Agro Division:
It is an agri based company focus on innovative eco friendly solution for water efficiency
drought prone and scantly rain zones, organic and non organic products for soil
enrichment, irrigation systems like treadle pumps for area that do not have electricity on
24x7.

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 Figure No 2:Sarovar Agro logo

2. Spice Division:
A.S Innovation and Agro Spices division products are sold under the brand name of “
Bramhagiri Masale”. The spice division is registered and located at Nashik, from where
we sell both grounded and blended Indian cooking spice to all major cities in west region.

Figure No. 3: Bramhagiri spice logo

Basic Information:
Year of Establishment 2016
Owner of Firm Mr. Ajay Shukla
Legal status of firm Sole proprietorship
No of employees Upto 10 people
Nature of Business Manufacturer
Annual Turnover Upto 50 lack
Table No. 2 : Basic Information

1.2 ORGANISATIONAL STRUCTURE

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 Founder

Marketing & Production &

Distribution Operation
Director Director

Field Sales Office Sales Factory

Distributors Supervisor
Staf staf Administrator

labours

Figure No. 4: Organizational Structure.

 Founder : Mr. Ajay Shukla

 Marketing And Distribution Director : Mr. Ajay Shukla
 Production and Operation director : Mrs. Vishaka waikar

1.3 PRODUCT PROFILE

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AGRO PRODUCTS List

 Sarovar Hydrogel
 Sarovar Humic Acid
a. 98% WS shiny flakes
b. 12% HA liquid
 Sarovar Seaweed Extract
a. High potash (Ind)
b. High Aligate(Aus)
 Sarovar Amino Acid
a. 80% soya based
b. Super Strong
 Sarovar Fluvic Acid
a. ultra Fin
 Sarovar Super Fast (PGR)
 Tredle Pump
 Sarovar Neem Seed
Sarovar Humic Acid

Figure No. 5: Sarovar Humic Acid

Sarovar Fluvic Acid

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 Figure No. 6: Sarovar Fluvic Acid

Treadle Pump

Figure No. 7: Treadle Pump

Sarovar Amino Acid

Figure No. 8: Sarovar Amino Acid

Sarovar Seaweed

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 Figure No. 9: Sarovar Seaweed

Organic Dung Compost Manure

Figure No. 10: Organic Dung Compost Manure

SPICE DEVISION:
Turmeric powder
Red Chilli Powder
Kanda Lasun Masala
Kala Masala
Coriander Powder

CHAPTER 3 : CONCEPTUAL BACKGROUND

3.1 THEORY RELATED TO TOPIC
Meaning of competitive analysis :

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A Competitive analysis is a analysis of competitors and how your business compares. By
evaluating the strengths and weaknesses of your competition, you can begin to formulate
how to give your company and advantage. Such an assessment is usually part of company’s
business or marketing plan, and provides context for growth plans.
Definition of Competitive Analysis :
 The process of identifying key competitors, assessing their objectives, strengths
and weaknesses, and reaction patterns and selecting which competitors to attack
or avoid.
 An advantage over competitors gained by offering consumers greater value than
competitors offer.
Evaluate your competitors by placing them in strategic groups according to how directly they
compete for a share of the customer’s money. For each competitors or strategic group , list
their product or service, its profitability, growth pattern, marketing objectives and
assumptions, current and past strategies, organizational and cost structure, strengths and
weaknesses, and size( in sales) of competitor’s business. Answer question such as:
 Who are the competitors?
 What product or services do they sell?
 What is each competitor’s market share?
 What are their past and current strategies?
 Swot analysis of competitors?
 What type of media are used to market their products or services?
When your competitors make mistakes, it makes winning so much easier. But what if it’s you
who is making a mistake, while your competitors are off to the races? You won’t know until
you figure out what your competitors are up to.
Knowing what the competitors are doing – how they are thinking about the market, what
tactics they are using, how they are crafting messages and design – can make all the
difference in the battle for the customers’ mind share and conversions.
In addition, competitive analysis can be a treasure trove of conversion optimization insights,
yet it often gets skipped. And it’s not just a CRO problem – it is a marketing-wide
phenomenon.

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A Conductor study of 467 marketers found that nearly three quarters (74 percent) agreed that
competitive analysis is “important or very important,” but nearly six out of 10 (57 percent)
admitted they weren’t very good at it.
TYPE’S OF COMPETITOR’S:
 The relaxed competitor - fail to react.
 The tiger competitor – response quickly.
 The selective competitor- chose carefully and strategically.
 Unpredictable competitor- difficulty identify.
IMPORTANCE OF COMPETITOR’S ANALYSIS:
 Survive
 Handle slow growth.
 Exploit opportunities.
 Uncover key factor.
 Improve quality of decision
 Stay competitive.
 Avoid surprises.
 PORTER’S APPROACH TO COMPETITIVE STRUCTURE ANALYSIS.

Threat
of new
entrant'
s

Barganing
Rivalry Barganing
power of
suppliers
among power of
customer's
competitors

Substitute
products
and services

Figure No. 11: Porter’s Approach

COMPETITIVE FORCES:
Michael Porter has defined five forces that determine the intrinsic long run attractiveness
of a market or a market or market segment : industry competitors, potential entrants,

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 substitutes, buyers, and suppliers. His model is shown in figure ........ the treats these
forces pose are as follows:
1. Threat of intense segment rivalry-
A segment is unattractive if it already contains numerous, strong or aggressive
competitors. It’s even more unattractive if it’s stable or declining, if plant capacity
must be added in large increments, if fixed cost or exit barriers are high, or if
competitors have high stakes in staying in the segment. These conditions and will
make it expensive to compete.
2. Threat of new entrants –
The most attractive segment is one in which entry barriers are high and exit
barriers are low. Few new firms can enter the industry barriers are forming firms
can easily exit. When both entry and exit barriers are high, profit potential is
high , but firms face more risk because poorer performing firms stay in fight it
out.
3. Treat of substitute product –
A segment is unattractive when there are actual or potential substitutes for the
product. Substitutes place a limit on prices and on profits. If technology advances
or competition increases in these substitute industries, prices and profit are likely
to fall.
4. Threat of buyers growing bargaining power –
A segment is unattractive is buyer possess strong or growing bargaining power.
The rise of retail giants such as wal mart has led some analysts to conclude that
the potential profitability of packaged goods companies will become curtailed.
5. Treat of suppliers growing bargaining power –
A segment is unattractive if the company’s suppliers are able to raise prices or
reduce quantity supplied. The best defences are to build win- win relationship
with suppliers or use multiple supply sources.

COMPETITIVE RELATION’S:
 Conflict.

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  Competition.
 Coexistence.
 Cooperation.
 Collusion.
COMPETITOR ANALYSIS
One common and useful technique is constructing a competitor array. The steps include:
 Define the industry – scope and nature of the industry.
 Determine who the competitors are.
 Determine who the customers are and what benefits they expect.
 Determine the key strengths – for example price, service, convenience, inventory, etc.
 Rank the key success factors by giving each one a weighting – The sum of all the
weightings must add up to one.
 Rate each competitor on each of the key success factors.
 Multiply each cell in the matrix by the factor weighting.
This can be displayed on a two dimensional matrix – competitors along the top and key
success factors down the side. An example of a competitor array follows

Key Industry Weighting Competitor Competitor Competitor Competitor

Success Factors #1 rating #1 weighted #2 rating #2 weighted

1 - Extensive .4 6 2.4 3 1.2

distribution
2 - Customer focus .3 4 1.2 5 1.5

3 - Economies of .2 3 .6 3 .6
scale
4 - Product .1 7 .7 4 .4
innovation
Totals 1.0 20 4.9 15 3.7

Figure No. 12: Example of competitor array

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 In this example:
competitor #1 is rated higher than competitor #2 on product innovation ability (7 out of 10,
compared to 4 out of 10) and distribution networks (6 out of 10), but competitor #2 is rated
higher on customer focus (5 out of 10). Overall, competitor #1 is rated slightly higher than
competitor #2 (20 out of 40 compared to 15 out of 40). When the success factors are
weighted according to their importance, competitor #1 gets a far better rating (4.9 compared
to 3.7).
Two additional columns can be added. In one column, a company can be rated on each of the
key success factors (try to be objective and honest). In another column, can be listed. They
are the ideal standards of comparisons on each of the factors. They reflect the workings of a
company using all the industry's best practices.

COMPETITOR PROFILING
The strategic rationale of competitor profiling is simple. Superior knowledge of rivals offers
a legitimate source of competitive advantage. The raw material of competitive advantage
consists of offering superior customer value in the firm’s chosen market. The definitive
characteristic of customer value is the adjective, superior. Customer value is defined relative
to rival offerings making competitor knowledge an intrinsic component of corporate strategy.
Profiling facilitates this strategic objective in three important ways. [5] First, profiling can
reveal strategic weaknesses in rivals that the firm may exploit. Second, the proactive stance
of competitor profiling will allow the firm to anticipate the strategic response of their rivals
to the firm’s planned strategies, the strategies of other competing firms, and changes in the
environment. Third, this proactive knowledge will give the firms strategic agility. Offensive
strategy can be implemented more quickly in order to exploit opportunities and capitalize on
strengths. Similarly, defensive strategy can be employed more deftly in order to counter the
threat of rival firms from exploiting the firm’s own weaknesses.
Firms practicing systematic and advanced competitor profiling may have a significant
advantage. A comprehensive profiling capability is a core competence required for successful
competition. A common technique is to create detailed profiles on each of the major
competitors. These profiles give an in-depth description of the competitor's background,
finances, products, markets, facilities, personnel, and strategies. This involves:

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 Background
 location of offices, plants, and online presences
 history – key personalities, dates, events, and trends
 ownership, corporate governance, and organizational structure
 Financials
 P-E ratios, dividend policy, and profitability
 various financial ratios, liquidity, and cash flow
 profit growth profile; method of growth (organic or acquisitive)
 Products
 products offered, depth and breadth of product line , and product portfolio
balance
 new products developed, new product success rate, and R&D strengths
 brands, strength of brand portfolio, brand loyalty and brand awareness
 patents and licenses
 quality control conformance
 Reverse engineering and deformulation
 Marketing
 segments served, market shares, customer base, growth rate, and customer
loyalty
 promotional mix, promotional budgets, advertising themes, ad agency used,
sales force success rate, online promotional strategy
 distribution channels used (direct & indirect), exclusivity agreements,
alliances, and geographical coverage
 pricing, discounts, and allowances
 Facilities
 plant capacity, capacity utilization rate, age of plant, plant efficiency, capital
investment
 location, shipping logistics, and product mix by plant
 Personnel
 number of employees, key employees, and skill sets

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  strength of management, and management style
 compensation, benefits, and employee morale & retention rates
 Corporate and marketing strategies
 objectives, mission statement, growth plans, acquisitions, and divestitures
 Marketing strategies

ELEMENTS OF COMPETITIVE ANALYSIS

There are several important elements of competitive analysis, each of which need to be
carefully studied if one hopes to transform competitive analysis activities into business
profitability. Major aspects of competitive analysis include the following:
 Defining competitors
"The first step [in competitive analysis] is to define your universe of competitors," wrote
Sheiman, who warned that both unduly broad definitions and excessively narrow definitions
of competition can compromise the effectiveness of competitive analysis. Some businesses
may offer products or services that largely mirror those offered by your own company, while
others may only dispense one or two products/services that compete with your company's
offerings. The business conducting the competitive analysis has to decide whether latter
examples of competition are incidental or whether they present a potential threat (either now
or in the future) to the business's financial well-being. Consultants and business experts also
recommend that small business owners scan the horizon for potential as well as current
competitors. As Management Review 's Oren Harari stated, "the gumption of entrepreneurs
coupled with the 24-hour electronic flows of capital they can access worldwide means that
competitors suddenly turn up out of nowhere, and traditional barriers to entry in any business
fall like bricks in an earthquake."
 Analysis of competitor strengths and weaknesses

Once a company's universe of competitors has been defined and identified, it can start on the
process of identifying the strengths and weaknesses of those competitors. Abrams cautioned
that many small business owners are tempted to place undue weight on the quality of the
product or service they offer (or plan to offer, in the case of new businesses). This may be a
comforting thought, admitted Abrams, but it betrays a fundamental misunderstanding of how

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business works: "The objective features of your product or service may be a relatively small
part of the competitive picture. In fact, all the components of customer preference, including
price, service, and location, are only half of the competitive analysis. The other half of the
equation is examining the internal strength of your competitors' companies. In the long run,
companies with significant financial resources, highly motivated or creative personnel, and
other operational assets will prove to be tough, enduring competition."
There are two main questions that cut to the heart of this element of competitive analysis:
What key advantages do the competing businesses possess in the realms of production
management, marketing, service reputation, and other aspects of business operation? What
key vulnerabilities or weaknesses do the competing firms have in these same areas?
Of course, examination of a competitor's strengths and weaknesses also requires separating
important advantages (intense customer loyalty, for instance) and disadvantages (reputation
as a polluter) from less important advantages (a larger parking lot, perhaps) and
disadvantages (older forklift machinery). Writing in his book Developing Business
Strategies, David Aaker suggested that business owners should concentrate their analysis
efforts in four major areas:
 Studying the reasons behind the successes—and failures—of competitive firms
 Major issues that motivate customers
 Major component costs
 Barriers to mobility within the industry
 Analysis of internal strengths and weaknesses
Another important element of competitive analysis is determining what your own company's
strengths and weaknesses are. What aspects of the company's operation convey an advantage
in the marketplace? Is your sales force composed of bright, ambitious individuals? Does your
company have an advanced inventory management system in place? Do you have an
employee with a talent for advertising and/or marketing? Once a company has determined its
strengths, it can go about the process of utilizing those strengths to improve its position in the
marketplace. Conversely, an examination of internal weaknesses (uninspired product
presentation, recalcitrant work force, bad physical location, etc.) should spur initiatives
designed to address those shortcomings.
 Analysis of customer needs and wants

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Learning about customer needs and wants is an important part of competitive analysis as
well. Customer priorities should become your business's priorities. In addition, small
businesses should take care that they not limit their study to priorities that are already
manifested in the marketplace. Indeed, new product development and new innovations in
service are essential to business success in any industry. Business owners and managers need
to study—and thus anticipate—future customer needs and wants as well those needs and
wants that are currently being addressed.
 Studying impediments to market for you and your competition
Businesses seeking to enter new markets typically have to grapple with several different
barriers. Some of these can be surmounted without inordinate difficulty, while others may be
so imposing that they preclude launching a campaign. Abrams cited several common barriers
to entry for new competition:
• Patents—These provide some protection for new products or processes
• High start-up costs—In many cases, this barrier is the most daunting one for small
businesses
• Knowledge—Lack of technical, manufacturing, marketing, or engineering expertise
can all be a significant obstacle to successful market entry
• Market saturation—It is a basic reality that it is more difficult to carve out a niche in a
crowded market than it is to establish a presence in a market marked by relatively
light competition
"Realistically, few barriers to entry last very long, particularly in newer industries,"
concluded Abrams. "Even patents do not provide nearly as much protection as is generally
assumed. Thus, you need to realistically project the period of time by which new competitors
will breach these barriers."
 Building strategic plans to improve marketplace position
Once a small business owner has attended to the above requirements of competitive analysis,
he or she can proceed with the final element of the practice: building a strategic plan that
reflects the findings. Strategic plans should touch on all areas of a business's operations,
including production of goods and/or services, distribution of those goods and/or services,
pricing of goods and/or services, and marketing of goods and/or services.

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23
PURPOSE OF COMPETITIVE ANALYSIS.

Figure No. 13: Competitive Analysis

 Objectives of competitive analysis
Competitive analysis can be applied to all the different factors which make up an
organization. And hence, the objectives of competitive analysis are broad, yet most useful for
a start-up firm as well as a large organization.
There are 3 objectives of Competitive analysis. Each of them can be stages of competitive
analysis within themselves. I will refer to this later in this article.
1. Knowing Comparative analysis.
The first objective of Competitive analysis becomes clear when you analyse your direct
competition. Once you study your competition, their products and product portfolio, you
come to know where you stand against them, head to head.
This comparative analysis will at any point give you insight into 2 things.
a) Where are you strong against the competitors and what are your advantages.
b) Where is the competitor strong and what are his advantages? Where is he unbeatable?
The above 2 points ensure that you are well aware of your position in the market at anytime.
This analysis can be used later, at stage 3.
2) Understanding competitor strategies

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When you play chess against the same guy over and over, you begin to remember the moves
that they will make. The same goes for carom, table tennis, badminton other or sports. A guy
has a trademark move. Hence they say, your best friends are your worst enemies because
they know you inside out.
But let me get back to topic – If you know your competitor inside out, you know their past
movements and current market position, then it is easy to forecast the next move of the
competitor.
You know the competitors resources, their capabilities, the people driving the business etc.
So you also know what the people within the company are capable of. This ensures that you
can forecast the movement of your competitors. And when you can forecast their movements,
you can beat them (unless they surprise you).
The second objective of competitive analysis is to forecast what you competitor might do any
time. This helps you immensely with the third phase.
3) Strategy selection

Figure No. 14: Strategy Selection

Market share of the competition or expand your product to new horizons. This is the most
evergreen stage of your business and is almost always tedious. Whatever way you move, you
have to take 100 decisions before moving in that direction. In the real world, implementation
of strategies requires spending a lot of money and time, which cannot be recovered easily.
But your firm has to keep moving if you want to be on top. So in essence, the main and final
objective of competitive analysis is that it helps you with selecting the right strategy to move
forward. In the first stage, you analysed your competition and did a comparative analysis. In
the second stage, you studied their past movements and the current position in the market.

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In the third stage, using the previous 2 information, you can know which strategy to
implement so that you can capture the
Overall, the objectives of Competitive analysis are three fold and for this, you need the
following 3 tools.
1) Conduct a comparative analysis of your industry.
2) Study your closest competitors (whom you want to beat)
3) Choose the right strategies which beat your competitors and their current standing in the
market.
Be it the smallest organization or the largest, the 3 objectives of competitive analysis will
always help you study and defeat your competition.
 Competitive Analysis: A Six-Step Approach
The competitive analysis, the third analytical approach to Integrated Digital Marketing
(IDM) Strategic Analysis, determines the strengths and weaknesses of the competitors within
your market. With this evaluation, your team can establish
a) what makes your product or service unique,
b) what gaps are in the marketplace, and
c) what strategies will generate competitive advantage.
Here are the six steps to developing a competitive analysis
1. Identify the current and potential competition. This can be done from the
customer’s point of view and from the business’ perspective .
2. Determine five strategic areas in which you are competitive. sustainability,
product quality, media, customer service, and price.
3. Create a competition matrix. Down the left side column write the names of your
five major competitors. Across the horizontal axis, list the five strategic areas in
which you are competitive (e.g. sustainability, product quality, media, customer
service, and price), filling in each box Evaluate the strengths and weaknesses of each
competitor in relation to the associated strategic area.
4. You may need to expand selected areas and create separate matrices for those areas
that contain multiple variables. “media” would include things like TV, radio,
billboard, social media, mobile, coupons, and online display ads, et cetera. Moreover,

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 the company would want to drill down on the media exposure of its competitors on a
separate matrix.
5. Review the matrices to determine which areas your company is most vulnerable.
its competitive position is threatened if its quality and community appeal do not
attract sophisticated, conscious buyers.
6. Determine where the gaps are in the competitive matrix. These represent strategic
opportunities for your company. Determined the gap in the market was the lack of
digital strategy targeting conscious buyers. The company’s success, then, would be
determined by its ability to executive an effective IDM strategy to connect with and
convert this target audience.
 Competitor's Current Strategy

The two main sources of information about a competitor's strategy is what the competitor
says and what it does. What a competitor is saying about its strategy is revealed in:

 annual shareholder reports

 10K reports

 interviews with analysts

 statements by managers

 press releases

However, this stated strategy often differs from what the competitor actually is doing. What
the competitor is doing is evident in where its cash flow is directed, such as in the following
tangible actions:

 hiring activity

 R & D projects

 capital investments

 promotional campaigns

 strategic partnerships

 mergers and acquisitions

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  Competitor Response Profile

Information from an analysis of the competitor's objectives, assumptions, strategy, and

capabilities can be compiled into a response profile of possible moves that might be made by
the competitor. This profile includes both potential offensive and defensive moves. The
specific moves and their expected strength can be estimated using information gleaned from
the analysis.

The result of the competitor analysis should be an improved ability to predict the
competitor's behaviour and even to influence that behaviour to the firm's advantage.

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 CHAPTER NO 4:
DATA ANALYSIS AND INTERPRETATION
Q 1: What is the nature of business of competitors?
Nature of business No of companies
manufacturer 8
Wholesale trader 1
Table No. 3: Nature of Business

Nature of Business
MANUFACTURER WHOLESELLER

11.11%

88.89%

Graph No. 1: Nature of Business

Interpretation :
Above data represent the Nature of the business of competitor, It is observed that out of 9
competitors 8 competitors i.e (89%) companies are having manufacturing business and only
1 competitor i.e (11%) company is having wholesale trader business. So the majority of agro
companies are doing manufacturing business.

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Q 2: Which is the earliest company?
Name of Agro company Year of establishment
AS innovation and agro 2016
Anjali agro chemicals 2005
Anand agro care 2009
Krishak biotech 2008
Vijay agro industries 2006
Solufeed plant product and services 1998
Sepal agrotech 2017
M&M industries 2004
Aditya agro industries 2004
Table No. 4: Year of Establishment

Year of establishment
2020
2015
2010
2005
2000
1995
1990
1985 Year of establishment
gr
o ls re h s es h s s
a i ca ca otec st ri e v ic o tec stri e stri e
d o i r gr
an em ag
r
kb nd
u se nd
u
nd
u
n ch d a i nd a la i i
tio ro n h ro p ro
va ag A na Kri s ag ct
a
Se &M ag
o i y u M a
in
n al ja ro
d ty
S Anj Vi p A di
A t
an
pl
d
ee
l uf
So

Graph No. 2: Year of Establishment

Interpretation:
From above graph it is observed that solufeed plant product and services is the oldest
company from all the above mention companies, Aditya agro industries and M&M industry
is 2nd oldest Agro companies in Nasik and sepal agro tech is the very new setup agro
company in Nasik.

30
Q 3 : What is the primary location of Agro companies in Nashik region?( Mark YES in your
region)
Company Urban Region Nashik Region
As innovation and agro Yes
Anjali agro chemicals Yes
Anand agro care Yes
Krishak biotech Yes
Vijay agro industries Yes
Solufeed plant product and services Yes
Sepal agrotech Yes
M&M industries Yes
Aditya agro industries yes
Total 4 5
Table No. 5: Primary Location

Primary Location
URBAN NASHIK

44.44%
55.56%

Graph No. 3: Primary Location

Interpretation:
Above data represent the primary location of agro competitors, majority of competitor’s
primary location is Nashik region i.e 5 competitors (56%) and there are 4 competitors (44%)
which have primary location of urban region
Q 4 : How many types of additional business each company does?
Additional Supplier Whole Trader Retailer Distributor Exporter Importer Service
business seller provider
6 2 3 2 1 3 1 2
Table No 6: Additional Business

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 ADDITIONAL BUSSINESS
7
6
5
4
3
2 ADDITIONAL BUSSINESS
1
0
R ER R R R R R R
P LI E ELL ADE AI LE UTO RTE RTE I DE
P LE
S TR RE
T
RI
B PO PO OV
SU ST EX IM PR
HO I E
W D IC
ERV
S

Graph No. 4: Additional Business

Interpretation:
Above data represents the additional business of competitors, there are only 3 competitors
which are which are having more than 2 additional business, Majority of the competitors are
supplier, trader and exporter. There are very less competitor who are whole seller, distributor,
retailer, importer or service provider.

32
Q 5 : what are the number of employees working in each Nashik agro companies?
No of Employees 0 - 25 26 - 50
No of companies 6 3
Table No. 7: No of Employees

NO OF EMPLOYEES
0-25 26-50

33.33%

66.67%

Graph No. 5: No of Employees

Interpretation:
From the above data it is observed that majority of competitors employees are between 0 –
25 i.e. 6 competitors (67%) and rest 3 competitors employees are between 26 – 50 i.e. 3
competitors (33%).

33
Q 6 : what is the annual turnover of each company?
Annual 50lack 1 – 2 crore 5 – 10 crore unknown
Turnover
No of companies 2 3 2 2
Table no 8: Annual Turnover

Graph No. 6: Annual Turnover

Interpretation:
From the above data it is observed that some competitors have similar and some competitors
have different annual turnover, majority of companies turnover is between 1 – 2 crore and
rest all are between 50 lack or 5 – 10 crore.

34
Q 7: what is the legal status of competitors?
Legal status Sole proprietorship Private ltd
No of Company 2 4
Table No. 9: Legal Status

No of Company

Sole proprietorship
Private ltd

Graph No. 7: Legal Status

Interpretation:
From the above Data it is observed that from all the 9 competitor 4 competitors firm’s Legal
status is private ltd and rest 2 competitors firm’s Legal status is sole proprietorship .

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Q 8: how many Agro competitors have GST No.?
Have Don’t have
No of companies 8 1
Table No. 10: GST No.

GST No
Have Don’t Have

11.11%

88.89%

Graph No. 8: GST No.

Interpretation:
From the above data it is observed that most of the competitors of AS innovation and Agro
have GST No i.e. 8 competitors (89%) and there is only one competitor (11%) who do not
have GST No of his company.

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Q 9: what is the payment mode used by each competitors of AS innovation and agro?
Payment Cash Cheque Online DD Bank Credit
Mode Transfer Card
No of 9 9 3 4 1 2
companies
Table No. 11: Payment mode

PAYMENT MODE
CASH,
CHEQUE
7.14%
3.57% 32.14% ONLINE
14.29% DD
BANK TRANSFER
10.71% CREDIT CARD

32.14%

Graph No. 9: Payment Mode

Interpretation:
From the above data of competitors it is observed that majority of the competitors use Cash
i.e 9(32%) and Cheque 9 (32%) as a payment mode , and there are very least competitors
which use Bank Transfer i.e 1 (4%) & Credit Card i.e 2 (7%) as a payment mode.

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Q 10: What are the various shipment mode used ny the each competitor of AS innovation and
Agro?
Shipment mode By Road By Road & Air By Water
No of companies 3 9 0
Table No. 12: Shipment Mode

3.5

2.5

2
By Water
1.5

0.5

0
By Road By Road & Air By Water

Graph No. 10: Shipment Mode

Interpretation:
From the above Data is observed that majority of companies used only Road as a shipment
mode i.e. From 9 competitors all the 9 competitors used by Road as a shipment mode and
there is only 3 competitors which use Road & Air both as a shipment mode, and none of the
competitor use water as a shipment mode.

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Q 11: A.S innovation and Agro, competitors product analysis. Mark( or  )
Competitor’s of A.S innovation and agro
Aditya M&M Sapal Solufeed Vijay Anjali Anan Krisha
Agro Industrie Agrotec plant, agro Agro d k
Industrie s h product & industrie chemical Agro biotech
s services s s care
Brahmagiri
spices
       
Organic
pesticides
       
Irrigation &
water
       
managemen
t
Humic acid
       
Fluvic acid
       
Seaweed
extract
       
Amino acid
       
Water
soluble
       
fertilizer
Granules
       
Compost
manure
       
1 3 6 4 1 4 3 2
Table No. 13: Competitor’s product analysis

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 Krishak biotech

Anand Agro care

Anjali Agro chemicals

Brahmagiri spices
Organic pesticides
Vijay agro industries Irrigation & water management
Humic acid
Fluvic acid
Seaweed extract
Solufeed plant, product & services Amino acid
Water soluble fertilizer
Granules
Compost manure
Sapal Agrotech

M&M Industries

Aditya Agro Industries

0 20 40 60 80 100 120
Gra
ph No 11: Competitor’s product analysis
Interpretation:
Above data represents the A.S innovation and Agro’s competitor’s similar product. From
above data it is interpreted that sepal agrotech is having most similar product with as
innovation i.e. 6 products are similar so it is very competitive firm for A.S innovation and
agro. Aditya agro industries and Vijay agro industries has very less similar product so the
competition with this two firms is very less as compared to other firms in Nashik.

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 CHAPTER 5:
FINDINGS & CONCLUSION

 It is observed that majority of the company is having legal status of private ltd but A.S
innovation and agro is not a private ltd company it is a sole proprietorship firm so they
should work upon it and become private ltd.
 It is observed that Sepal Agrotech is very strong competitor of A.S innovation and agro,
solufeed plant product & service , and Anjali Agro chemical is 2 nd strong competitor’s
of A.S innovation because most of the product offered by them is similar so A.S
innovation should do SWOT analyze of the strong competitor’s to overcome
competitor’s.
 As A.S innovation is newly start up company so their turnover is low as compared to
other competitor’s in Nashik so they should increase their product range , sales and
product advertisement so that their sales can be increased and they can increase their
turnover as compared to other competitors.
 It is observed that A.S innovation is having more than one additional business i.e they
are also an Exporter, Whole seller, Retailer, trader & Distributor business so it is
strength for them so they can easily expand their business and can become a profitable
firm in agro industries.
 It is observed that total number of employees working in A.S innovation and agro are
less compared to other agro competitors so they should increase the number of
employees to increase Production ,Sales, Goodwill, Market share and Annual Turnover.
 It is observed that payment mode offered by A.S innovation & agro is more as
compared to its some competitors so this is an advantage for A.S innovation to Attract
customer by providing them more convenient payment mode.

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 CHAPTER 6:
RECOMMENDATION/SUGGESTIONS
 The major recommendations are put forward for consideration. they first requires a
strong, forward looking policy favouring agricultural extension and communication
for agricultural and non agricultural development with focus on Agro products so that
the firm can increase the goodwill and market share as compared to competitors.
 The firm must create an appropriate role for the public sector in research, product
development, product testing and registration, implementation of pesticide use
strategies and public education about pesticides so the product demand is created
which leads to increase in demand than compare to competitors product.
 The firm must focus on increasing profit by reducing cost so that they can create a
strong competition in the agro market.
 The firm should increase the no of staff so that the organisational function can
become speedier and wastage of time can be avoided.
 The firm must aware of changing market condition and environment and they must
frequently analyze competitors strategies and policy’s.

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