Course Code:ACC501Course Title: Accounting for ManagersCourse Instructor:Amrita KaurAcademic Task No.: 1 Academic Task Title: Company ProfileDate of Allotment: 02/09/2014Date of submission: 10/14/2014Students Roll no:A65Students Reg. no:11412757Evaluation Parameters: (Parameters on which student is to be evaluated- To be mentioned by students as specified at the time of assigning the task by the instructor)

Learning Outcomes: Came to know about Coromandel International Ltd and its core business.

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Assignment 1Company Profile of Coromandel International Limited

Submitted by: Sandip Kumar Kalwar A65 Reg: 11412757Introduction to the companyCoromandel International Limited, Indias second largest Phosphatic fertilizer player, is in the business segments of Fertilizers, Specialty Nutrients, Crop Protection and Retail. The Company manufactures a wide range of fertilizers and markets around 3.2 million tons making it a leader in its addressable markets.In its endeavor to be a complete plant nutrition solutions Company, Coromandel has also introduced a range of Specialty Nutrient products including Organic Fertilizers. The Crop Protection business produces insecticides, fungicides and herbicides and markets these products in India and across the globe. Coromandel is the second largest manufacturer of Malathion and only the second manufacturer of Phenthoate. Coromandel has also ventured into the retail business setting up more than 700 rural retail centers in the States of Andhra Pradesh and Karnataka.The Company clocked a turnover of Rs. 9,381 Crore during FY 2013-14. lt was ranked among the top 20 best companies to work for by Business Today and was also voted as one of the ten greenest companies in India by TERI, reflecting its commitment to the environment and society. Coromandel is a part of the INR 243 Billion Murugappa Group.

Coromandel International Ltd MissionTo enhance prosperity of farmers through quality farm solutions with sustainable value for stakeholders

Coromandel International Ltd VisionTo be the leader in farm solutions business in geography of choice, consistently delivering superior values to stakeholders through highly engaged employees, with a strong commitment towards sustainability and our values

Coromandel International Ltd PhilosophyThe fundamental principle of economic activity is that no man you transact with will lose than you shall not

Company History1961: An industrial license was granted to three companies IMC (the worlds largest producer of fertilizers then), Chevron Chemical Company (a major American player in fertilizers / industrial chemicals) and E.I.D.Parry (India) Limited (Indias largest private fertilizer producer with 60 years standing) to set up a giant chemical fertilizer complex. 1962: Market development commence in the form of a seeding programme. E.I.D. Parry was appointed COROMANDEL principal sales agent in India for our product aptly name GROMOR epitomizing the idea of Growing More food for the nation.1967: On December 10, Mr. Korari Desai, the then Deputy Prime Minister of India, dedicated the fertilizer plant to the nation, in the presence of Mr. Kasu Brahmananda Reddy, the Chief Minister of Andhra Pradesh. Grandhi Ramamurthy, a local farmer, was given the honour of cutting the ribbon.1970:The GROMOR farmer was developed as a marketing symbol and introduced on our bags to spread the message of higher yields, bigger profits. Today, farmer households across our addressable markets identify COROMANDEL brand by this symbol.1995 99 Chevron Chemical Company divested its stake in favour of E.I.D.Parry (I) Limited in 1995, followed by IMC in 1999. E.I.D. Parry (I) Limited acquired majority shareholding in COROMANDEL making it a part of the Murugappa Group, a highly reputed industrial conglomerate.2003:On July 12, COROMANDEL consolidated its business by acquiring controlling stake in Godavari Fertilisers & Chemicals Limited (GFCL).To optimise synergy of operations in the Group, the Farm Inputs Division of E.I.D Parry (I) Limited was merged with COROMANDEL on December 1.2004:Mr. V. Ravichandran took over as President & WTD on January 22. Mr. A.Vellayan took over as Chairman on September 1. Other Directors on the Board are Mr. J.Jayaraman, Mr.M.M.Murugappan, Mr. T.M.M Nambiar , Mr. M.K.Tandon, Mr. D.E.Udwadia, Mr. S.Viswanathan and Mr. K.A.Nair.The first post-merger AGM of the Company was held on July 15.2005:COROMANDEL signs a Business Assistance Agreement with Foskor Limited, South Africa.2006: Plant Protection Business expands Coromandel acquired FICOM organics Ltd.2009: New Brand Identity and Logo. 25th of September the name of the Company was changed to Coromandel International Limited and the new logo unveiled.Business Structure of Coromandel International Ltd

Management of the CompanyA VellayanChairman

V Ravichandran Vice Chairman

B V R Mohan ReddyDirector

Kapil MehanManaging Director

Ranjana KumarDirector

Uday Chander KhannaDirector

M M VenkatachalamDirector

Prasad ChandranIndependent Director

P VaradarajanCompany Secretary

Coromandel Major Competitors1) The Fertilizers and Chemicals Travancore Ltd (FACT). 2) Godavari Fertilizers and Chemicals Ltd., (GFCL). 3) Gujarat Narmada Valleys Fertilizers & Chemicals Ltd., (GNFCL) 4) Gujarat State Fertilizers Company Ltd., (GSFCL) 5) Hindustan Lever Ltd., (HLL) 6) Indian Farmers Fertilizers Co-operation Ltd (IFFCO) 7) Madras Fertilizers Ltd., (MFL) 8) Pyrites and Phosphates Ltd., (PPL) 9) Rastriya Chemical and Fertilizers ltd., (RCF) 10) Southern Petrochemical Industries Corp Ltd., (SPIC) 11) Zuari Agrochemicals Ltd., (ZAL) 12) Osklal Chemicals and Fertilizers Ltd., (OCFL)SWOT AnalysisStrengths: Very long experience in the field of producing and selling fertilizers. Up-to-date technology and continuous up gradation. Optimum capacity utilization Enjoying great brand and corporate image Dealer and farmer loyalty. Financially strong and firm. Niche Marketing Strong promotional attractive Widespread sales network Minimum Labor problem Well-trained employees and good work culture. Weakness:

Neglecting study based on sales promotion of retail outlets. Marketing by intermediaries Poor availability of product. Import of major raw materials Opportunities Increasing trend in using complex fertilizer areas. Large areas under each and oil seed crops Growling awareness and education among farmers community Modern farming practices Government subsidy reduction on urea for facilitating the use of complex fertilizer. Threats The heavy competition in fertilizer market. Frequent/subsequent changes in government policies. Shifting of demand from the companys products to competitors DAP Huge consumption of urea cover complex that is offered at lessor cost in the market. Temperance of the Agricultural sector by the present government.