Part I  iteM 1 Business arrangements with Nufarm Limited in three countries in Eastern  Europe, which allows us to capitalize on growth in this part of Europe.  In North America, we access the market through several major national  and regional distributors. In the large agricultural market of Brazil,  we access the market in part through independent distributors and in  part, we sell directly to large growers through our own skilled sales  and marketing organization. Through these and other alliances, along  with our own targeted marketing efforts, access to novel technologies  and our innovation initiatives, we expect to maintain and enhance  our access in key agricultural and non-crop markets and develop new  products that will help us continue to compete effectively. We maintain competitive manufacturing cost positions through our  strategy of sourcing raw materials, intermediates and finished products  from third parties in lower-cost manufacturing countries such as  China, India and Mexico. We have been implementing this low-cost  manufacturing strategy for more than ten years. This strategy has  resulted in significant cost savings and lower capital spending, and has  reduced the fixed capital intensity of the business. Since its inception  through 2010, we estimate that our low-cost manufacturing strategy  has produced annual cost savings of more than $90 million. We plan to grow by obtaining new and approved uses for existing product  lines and acquiring, accessing, developing, marketing, distributing and/ or selling complementary chemistries and/or related technologies in  order to enhance and expand our product portfolio and our capabilities  to effectively service our target markets and customers. Our growth  will depend on our ability to deliver unique innovative solutions to  our customers. Over the next several years, growth is anticipated  from our proprietary insecticides, herbicides and fungicides, as well  as recently-accessed third party chemistries and/or technologies. For  our insecticides, we launched a number of new products, expanded  labels and/or introduced unique formulations that deliver value- adding solutions to our customers. The continued spread of herbicide- resistant weeds and shifts in weed populations, coupled with several  recently launched product formulations, expanded labels, premixes  and new chemistries provide growth opportunities for our herbicide  product line. The successful development and commercialization of  our productivity-enhancing technologies should also contribute to  growth over the next five years. The three principal categories of agricultural and non-crop chemicals  are herbicides, representing approximately half of global industry  revenue; insecticides, representing approximately a quarter of global  industry revenue; and fungicides, representing most of the remaining  portion of global industry revenue. Insecticides are used to control a wide range of insects, including  chewing pests (such as caterpillars) and sucking pests (such as aphids).  Insecticides are applied as sprays, dusts or granules and are used on a  wide variety of crops such as fruits, vegetables, cotton, soybean, corn  and cereals. There are several major classes of insecticide chemistries,  including organophosphates, carbamates, pyrethroids and neonicotinoids. Herbicides prevent or inhibit weed growth, thereby reducing or  eliminating the need for manual or mechanical weeding. Herbicides  can be selective (controlling only specific unwanted vegetation) or non- selective (controlling all vegetation), and are also segmented by their  time of application: pre-planting, pre-emergent and post-emergent. Fungicides prevent or inhibit the spread of plant disease which can  adversely impact crop yields and quality. Fungicides are used on a wide variety of crops such as fruits, vegetables,  soybean, cereals and rice. The agrochemicals industry is relatively consolidated. Leading crop  protection companies, Syngenta AG, Bayer AG, Monsanto Company,  BASF AG, The Dow Chemical Company and E. I. du Pont de Nemours  and Company (DuPont), currently represent approximately 75 percent  of the industry’s global sales. Significant drivers for this consolidation  have been the growth and grower acceptance of biotechnology employed  in row crops, and the escalation of research and development and  marketing costs. The next tier of agrochemical producers, including FMC, Makhteshim- Agan Industries Ltd., Sumitomo Chemical Company Limited, Nufarm  Limited, Arysta LifeScience Corporation, United Phosphorous Limited  and Cheminova A/S, employ various differentiated strategies and  compete by (1) unique technologies, (2) focusing on certain crops,  markets and geographies, and/or (3) competitive pricing based on  low-cost manufacturing positions. Some of these producers are generic  competitors with little or no investment in innovation. There is a  growing trend among these producers to partner with one another to  gain economies of scale and competitive market access more comparable  to larger competitors. Additionally, a number of these companies have  grown rapidly through acquisitions of other companies and/or product  divestitures from the leading crop protection companies. Growth industry overview 5 FMC Corporation    2010 Form 10K