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Presented byRoshan K
RajuM620
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INTRODUCTION
Conceived in 1995 with just 20people, Suzlon is
now a leading wind powercompany with:
Over 16,000 people in 25
countries Operations across the Americas,
Asia, Australia and Europe
Fully integrated supply chain
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INTRODUCTIONCONTD..
Head quarters: Pune , India. All over the world the company is
present in 32 countries
Namely : India, China, Sri Lanka,Japan, South Korea, Canada, USA,
Brazil, Chile, Nicaragua, Belgium,
Bulgaria, Denmark, Germany, Italy,Romania, The Netherlands, Turkey,Spain, Sweden, United Kingdom,Austria, Czech Republic, France,Greece, Hungary, Poland, Portugal,
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VISIONTo be a technology leader in the windindustry.To be among the top three wind energycompanies in the world.
To be the most respected brand.To be the best team and a place to work at.To be the fastest growing and having themost profitable business.
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PHILOSOPHY: To pursue social,economic and ecological sustainabledevelopment for our planet
Suzlon as agroup aims to
provide a strongrenewable
energy platform
therebypromising to
power a greenertomorrow,
today.
From initiatinga wind powerproject, till
completion andeven beyond,
Suzlon ensuresthat nothingstands in the
way of itserving its
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An Overview
Date Event
1995 First wind farm project in Gujarat
1997 Det Norse Veritas (DNV) certifies Suzlon withthe coveted ISO 9001/2
1998 First Wind Turbine in Maharashtra, SataraDistrict
2000 Commisioned 50 MW Wind turbine generatorat Vankhusavade, Maharashtra
2001 Formation of subsidiaries: Suzlon Wind EnergyCorp, USA & Suzlon Energy Gmph, Germany.
2002 First export order, its first Wind Turbine in theUSA
2003 Representative office in Beijing, China
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2004 Suzlon Energy Ltd signs up MSPL's 3.75 MW Wind PowerProject
2005 Suzlon Energy secures maiden contracts in China & SouthKorea
DEG, Germany signs agreement with Suzlon Energy Ltd tofinance US $10 million
2006 Energy Ltd - Signed a turbine supply agreementwith Edison Mission
2007 Suzlon Energy Ltd signed a major new order with ONGC,India's leading Oil & Gas Exploration & Production (E&P)Company, for 51 MW of wing turbine capacity
2008 Suzlon Energy Ltd enters Kerala with its first Wind PowerProject commission of S52-600 kW turbine at AgaliSuzlon Energy Ltd is first S88-2.1 MW wind turbine is
commissioned by Deco Light Ceramics Ltd, in Gujarat,India
2009 Suzlon Energy Ltd has signed a repeat order for 57 MWwith Ayen Enerji of Turkey. The order will be supplied with27 units of Suzlon S88-2.1 MW turbine
2010 Suzlon Energy Ltd has own 74.8 MW order in Germany.
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Opportunities
India has been characterized byenergy shortages
Strong growth potential for electricity
consumption in India Power for All by 2012 vision byIndian Government to increase
installed capacity to 200,000 MW Electricity Act 2003 stipulates minimum
percentage of power generation fromrenewable energy
Government of India ex ects alternative
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OVERVIEW
They are the most verticallyintegrated wind turbine maker in theworld, with manufacturing
capabilities for all key componentsThey are globally integrated, with
production facilities in China, India,
USA catering to key marketsTheir manufacturing footprint covers
the gamut of wind power equipment
The develo leadin ed e
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PRODUCT "Suzlon delivers its complete product
range in the Indian market." Existing products offered by the company
are:
Wind turbine generators
Rotor blades
Control EquipmentsGearboxes
Nacelle Covers
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INNOVATIONS Suzlon at present is manufacturing wind
turbines for production of power. Howeverthe company can capture a larger shareof market by the production of various
other equipments which use otherrenewable source of energy.SOLAR
ENERGY
eg: SOLARCELLS ANDVARIOUSOTHERSOLAR
ENERGY
HYDALENERGY eg:
USE OFHYDROWATER
SYSTEMSAND
TURBINES
PRODUCT
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PRODUCTINNOVATIONS (contd..)
Another recent development
which is taking place these days isuse of NUCLEAR ENERGY. Nuclearpower is produced by controlled(i.e., non-explosive) nuclearreactions . Commercial and utility
plants currently use nuclear fissionreactions to heat water to producesteam, which is then used togenerate electricity.In 2009, 13
14% of the world's electricity camefrom nuclear power.
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PRICING STRATEGIES(contd..)
Thewind
turbines
arepricedhigh.
IN COMPETITIVE MARKETS ,STRATEGIES ARE TO BE MADE
SURVIVE.METHODS MUST BEADOPTED TO CUT COST WITHOUTEFFECTING THE QUALITY OF THEPRODUCT .
CHANGE IN DESIGN IS ONE OF THESTRATEGIES TO CUT COST AND HENCESELLING PRICE.
USE OF SUBSTITUTE MATERIAL ISALSO ONE OF THE STRATIGIES TOCONTROL COST.
BY REDUCING WASTAGE. THE PRICE
OF PRODUCT CAN BE BROUGHT DOWN.
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CE
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SUZLON(INDIA)India has emerged as a hubof wind turbinemanufacturing , with acapacity of over 3000 MW perannum .
India ranks 3rd worldwide interms of total installed windpower .
India is one of the fewcountries in the world to havea Ministry of New andRenewable Energy (MNRE)dedicated to promoting the
use of clean, green and
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Marketing strategy in India
Divided the Indian market accordingto the states where we haveidentified suitable sites for windenergy projects
Marketing for each state is under thesupervision of a senior managementexecutive who directly reports to ourChairman and Managing Director.
The marketing team focuses on threetypes of customers
(a) companies that have
manufacturing units with highpower consumption(b) companies with high
profitability and/or surplusliquidity that seek investment
opportunities with stable
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International Markets
International marketing activitiesprimarily consist of cultivatingcontacts with wind power project
developers with a view to supplyingWTGs for wind power projectsdeveloped by them
Advertisements placed inprofessional industry journals,attendance at national and
international energy fairs etc...
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STRATEGIES) The company plans to expand capacity at its
plant in China as that market remains theworlds largest and the company returns toprofit this financial year.
The Ahmdabad - basedmanufacturer will be capable
of making turbines with acombined electricity
generating capacity of 1,000megawatts each year at its
China plant by 2013
COMPANYPLANS TO
RAISE $1 BNfunds forexpansion
through sale ofbonds or
convertibledebentures..
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romo ona
Weapon Advertising Public Relation
Direct Sale
Sale Promotion
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STRATEGIES
The company can adopt the followingstrategies for its promotion :
1. Advertise in newspapers
2. Business journals3. Logo development
4. Sign board
5. Direct sales
6. Direct mail
7. Internet
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COMPETITION
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BRANDING & MARKETCOMMUNICATION
STRATEGIESKey differentiators policy for branding :
1. TURNKEY SOLUTIONS
2. VERTICAL Integration
3. GLOBAL INTEGRATION
4. QUALITY MANAGEMENT & HSE
http://var/www/apps/conversion/current/tmp/scratch25384/Suzlon%20Energy%20Ad%202.mp4http://var/www/apps/conversion/current/tmp/scratch25384/Suzlon%20Energy%20Ad%202.mp48/2/2019 suzlon CRS
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Financial IndicatorsPerformance/ 31.3.09 31.3.10 31.3.11
Financial indicators Audited Audited Audited
Net sales 7,251.94 3,488.68 4,357.55
Other Income 160.78 222.89 331.67
Profit before tax -539.96 -1,238.69 -260.49
Profit after tax -470 -1063 -315
Depreciation 99.16 126.27 156.89
Cash generation -708.28 398.37 NA
Paid up capital 299.66 311.35 355.47
Tangible Net Worth 6,580.32 5,604.31 6,794.48
Fixed Assets 7966.27 8520.14 8746.39
Term Liabilities 13,909.80 13,205.53 13,471.81
Investments 7,127.80 7,592.60 7,845.07
Current Assets 6,199.71 4,253.93 3,428.49
Current Liabilities 3,301.77 3,641.87 3,606.83
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Continues
Net Working Capital 2897.94 612.06 -178.34
Current Ratio 1.46 0.82 1.14
TOL/TNW 2.11 2.35 1.98
Debt equity ratio 0.44 1.13 1.36
Interest Coverage ratio 12.97 2.39 -0.14
Net profit/Net sales (%) -6.47 -11.86 -4.2
Dividend Paid (%) 1 NA NA
Dividend/Net profit (%) 12.36 NA NA
EPS -3.13 -9.08 -1.04
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HUMAN RESOURSEMANAGEMENT
The HR consist of employees over13,000 people of 32 nationalities.
Working together with a sense ofcommon purpose.
Focus on attracting, training andretaining the best people possible.
Employee retention care throughstructured processes includingemployee mentoring and grievancemana ement ro rams.
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SWOT ANALYSIS
STRENGTHS Integrated business model Provider of end to end
solutions Vertically integrated
(supply chain) Market leader Innovation Strong human resource
base
WEAKNESS Operational Risk- cash
conversion and growth inassets overweighing profits
Financial performance
Funding in acquisitions(Rising debt) High inventory levels
OPPORTUNITIES Steady growth in demand Untapped offshore markets Policy support for
renewable energy
Tax exemptions
THREATS Intense competition falling oil and gas prices dependency on global
markets
forex risk
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CONCLUSION
It requires high investment to survivein this industry and O&M is essentialin this sector.
Suzlons main strength is its verticalintegration.
It uses its brand image as a marketleader.
It has more focus on covering Indian
business giants for its business.
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