suzlon Energy ltd

1. SUZLON ENERGY LTD.
MAKING FORAY ABROAD



2. INTRODUCTION
 Suzlon's wind energy business traces its roots back to the in corporation
of Suzlon Energy Limited in 1995 by the venture of Mr.
Tulsi Tanti. The company along with its subsidiaries engages in designin
g, developing and manufacturing of wind turbine generators and related
components such as rotor blades, control panels, nacelle cover, tubular t
owers,
Generators and gearboxes. Further, the company also provides
consultancy, design, manufacturing, installation, operation and
maintenance services as well as is involved in wind resource mapping,
identification of suitable sites and technical planning of wind power
projects.
The company principally operates in India, China, The Americas,
Europe, New Zealand, South Korea, South Africa and Australia. Suzlon
has since grown to become the world's fifth leading wind turbine
manufacturer with 10.5% of global market-share and the leading
manufacturer in Asia and India.

3. CONT..
 The company has registered 100% year-on-year
growth for the past five consecutive years , achieving
leadership in India and then becoming the leaders on
the global stage.
 The manufacturing plant are in India i.e. in
Maharashtra , Pondicherry, Gujarat, Daman etc.
 All over the world the company is operating 21 nation
of the world.

4. VISION
 To be a technology leader in the wind industry
 To be among the top three wind energy companies in the
world
 To be the most respected brand
 To be the fastest growing and most profitable business.

5. MISSION
 To have minimum impact on natural environment.
 Help local communities to developed their potential.

6. GLOBAL STRATEGY
EXPANDING GLOBAL PRESENCE
 Australia
 USA
 China
 Brazil and srilanka
 India – robust domestic demand.
 Global manufacturing capacity.
 Manufacturing facilities in India, China,USA, and
Germany .

7. CONT…
 Global acquisitions
Developed long term growth driver in term of wind and
industrial gearbox business.

8. PROBLEMS AND CHALLENGES
 Declining consolidate sales
 Declining share value and public opinion.
 Needs to manufacturing wider range of turbines.
 New player entering a lucrative market

9. SWOT ANALYSIS
STRENGTH
 Integrated business model
 Market leadership in India and global presence
 Prudent acquisition and alliances.
 Pricing power
 Diversified product line.

10. WEAKNESSES
 Operational risk
 Growth in assets diminishing growth in price

11. OPPORTUNITIES
 Environment awareness
 Government initiatives
 Steady growth in demand
 Untapped offshore market

12. THREATS
 Technology risk.
 Intense competition
 Foreign exchange risk.

13. SUGGESTION AND RECOMMENDATION
 Sustained Research and development
 Synergize with repower
 Reduction of inventory level and focus on improving
collection.
 Focus on offshore market
 Special attention to Chinese market
 Leveraging on cost advantage.(control on supply chain)
 Diversify into other renewable technologies like solar PV
and biomass

14. CONCLUSION
 Suzlon is closely working with all industry stakeholders to
bride the crisis in the credit market and the over all global
slowdown. While the wind energy industry will also see
and impact of the slowdown, the sectors fundamentals
drivers remain strong. The infinite supplies of fossils
fuels, the threat of climate changes an policy measures to
drive the growth in the renewable energy space and
making renewable sources a bigger parts of the worlds
energy matrix. Therefore, without any hesitation the
stability and growth prospects of this suzlon energy can be
easily forecasted both fundamentally and technically.

15. QUESTION DISCUSSION
1. How do you analyze the attractiveness of industry? Should
suzlon energy expect more competitors in the days to come? How
should it prepared itself for it?
some of the attractiveness of industry
1. Turnkey (end-to end) solutions
2. Vertical integration
3. Focus on health, safety and environment.
4. Customized products as per needs of individual customers.
5. Low cost producer, top class design.
yes suzlon energy expect more competitors in future.
It can prepared itself in the following ways:
1. Sustained R&D efforts 3.Leverage on cost advantages
2. Focus on offshore market 4.Special attention on china market

16.  2. Evaluate the decision of Tanti to go for acquisition helped Tanti in
making his firm a vertically integrated entity. Has it have any
competitive advantages?
 Tulsi have taken right decision to go for acquisition because the man
with vision to take suzlon energy top three list world wide. The
opportunities is globally newly because drying sustainable economic
growth. On the basic of past decision of acquisition the company was
to explore globally and they sure of the value additional to his firm,
still they are spending more to understand the implication complete
vertical integration. According to tulsi the head of suzlon generation
remain competitive as long as crude oil price.

17.  cont……
Competitive advantages
 Better control over time, cost and quality
 Long term service support to customers
 Turbine technology integration
 Faster product rollout

18. WHAT CAN BE THE POSSIBLE FUTURE EXPANSION
STRATEGY OF SUZLON ENERGY?
 Possible future strategies of suzlon energy
1. No future needs for acquisitions
2. Consolidated global businesses.
3. Products innovation.
4. Cost reduction.
5. To be winner.

19.  Thank you