2. Tulsi R. Tanti
Chairman & Managing Director
Girish R. Tanti
Executive Director
Ashish Dhawan
Independent Director
V. Raghuraman
Independent Director
Pradip Kumar Khaitan
Independent Director
Ajay Relan
Independent Director
3. INTRODUCTION
Conceived in 1995 with just 20 people, Suzlon is
now a leading wind power company with:
• Over 16,000 people in 25 countries
• Operations across the Americas, Asia, Australia and
Europe
• Fully integrated supply chain with manufacturing
facilities in three continents
• Sophisticated R&D capabilities in Belgium,
Denmark, Germany, India .
• Suzlon Market Share (Combined with REpower)
rose to 9.8% thereby making Suzlon 3rd * largest
wind turbine manufacturing company in the world
4. INTRODUCTION CONTD..
•The headquarters of the company is
located in Pune,
India.
•All over the world the company is
present in 21 countries
Namely : Australia, Belgium, Brazil,
Canada, China, Denmark, Germany,
Greece, India, Italy, New Zealand,
Nicaragua, Portugal, Romania, Spain, Sri
Lanka, The Netherlands, Turkey, Ukraine,
UK, USA .
•The manufacturing plants in india are at :
Maharashtra, Pondicherry, Gujarat,
Daman , Padubidri
5. CONTD..
• Suzlon is the third largest wind power supplier
having a market share of about 9.8% of world’s
wind energy market.
• The company has about 14,000 employees who
are from 23 nationalities.
• It is listed in BSE and NSE (India) , it is also
listed in S&P CNX Nifty Index .
• By the end of year 2009 Suzlon supplied over
8,000 MW across all over the world , registering
100% growth rate year on year.
6. SUZLON’S
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 best team and a place to work at.
•To be the fastest growing and having the most
profitable business.
7. SUZLON’S PHLIOSOPHY
• To be a company that serves society with
sustainable wind-power on a commercial
scale with a focus on continuously increasing
efficiency.
• To contribute to the reduction of use
of fossil fuels by reducing our carbon footprint in
all our operations.
• To always be committed to a life-long
relationship with customers and work towards
total customer satisfaction.
• To build partnerships with all stakeholders;
employees, customers, vendors, service
providers, local communities and governments
8. STRATEGY Suzlon as a group
aims to provide a
strong renewable
energy platform
thereby promising
to power a greener
tomorrow, today.
From initiating a wind
power project, till
completion and even
beyond, Suzlon
ensures that nothing
stands in the way of it
serving its purpose.
9. PRODUCT STRATEGIES
• "Suzlon delivers its complete product range in the
Indian market."
• Existing products offered by the company are:
Wind turbine generators
Rotor blades
Control Equipments
Gearboxes
Nacelle Covers
10. PRODUCT LINE
• S82-1.5 MW
This is designed for generating the optimal power
output even at sites with a modest wind speed regime. The
wind turbine concept is based on robust design with pitch
regulated blade operation, a 3-stage gearbox with 1650 kW
rating and flexible coupling to the asynchronous induction
Generator.
• S66-1.25 MW
This has a well-suited ratio between rotor diameter and generator
for most sites in a medium speed regime . The concept of the wind
turbine is based on robust design with pitch regulated blade
operation ,a 3-stage gearbox with 1390 KW rating.
11. PRODUCT LINE (contd..)
• S88-2.1 MW
• S64-1.25 MW
• S52 -600 KW
-are other types of wind turbines manufactured
for producing power each of them having
different rating and different design structure in
terms of their gearboxes , blades , pitch systems
etc.
12.
13. PRODUCT INNOVATIONS
• Suzlon at present is manufacturing wind turbines
for production of power. However the company can
capture a larger share of market by the production
of various other equipments which use other
renewable source of energy.
SOLAR ENERGY
eg: SOLAR
CELLS AND
VARIOUS
OTHER SOLAR
ENERGY
DEVICES
HYDAL ENERGY
eg: USE OF
HYDRO WATER
SYSTEMS AND
TURBINES
14. PRODUCT INNOVATIONS (contd..)
Another recent development which is taking
place these days is use of NUCLEAR ENERGY.
Nuclear power is produced by controlled (i.e.,
non-explosive) nuclear reactions . Commercial
and utility plants currently use nuclear fission
reactions to heat water to produce steam,
which is then used to generate electricity. In
2009, 13–14% of the world's electricity came
from nuclear power.
17. Top 10 Countries Where Wind Energy Is
Used Most Efficiently
• 1) The United States
• 2) Germany
• 3) India
• 4) France
• 5) The United Kingdom
• 6) Spain
• 7) China
• 8) Italy
• 9) Denmark
• 10) Portugal
18.
19. PRICE• The wind turbines are manufactured in different sizes and shapes.
• The cost depends upon the project size, purchase agreement
construction contracts, type of machines, and the projects location as
well as other related factors.
•The cost includes wind resource assessment, site analysis expenses,
the freight of the turbine and its price, as well as tower, construction
expenses, interconnection studies, utility system upgrades, protection,
transformers, as well as metering equipment, operations, warranty,
maintenance, repair, insurance, legal and consultation fees, etc.
•Other factors which have an impact on pricing are financing costs, the
size of the project and applicability of taxes.
20. PRICE (contd..)
•The cost of the commercial wind turbines varied from $1 to $2 million
per MW of nameplate capacity installed.
•The same turbines 2 MW in size cost roughly $2.8 million installed
capacity.
•The manufacture of these turbines undergo significant economies of
scale.
•This would indicate a 10 kilowatt machine might cost roughly around
$48,000. In this manner 1 kilowatts wind turbines would cost roughly
$2,800 to $4,800 per kilowatt of capacity.
.
21. PRICING STRATEGIES
The overall pricing of the wind turbine can be summarized by :
1. proper negotiation
2. considering engineering
3. other related factors and reducing over all cost
incidence on the production process.
22. PRICING STRATEGIES (contd..) The wind
turbines
are priced
high.
•IN COMPETITIVE MARKETS , STRATEGIES ARE TO BE
MADE SURVIVE.METHODS MUST BE ADOPTED TO
CUT COST WITHOUT EFFECTING THE QUALITY OF THE
PRODUCT .
• CHANGE IN DESIGN IS ONE OF THE STRATEGIES TO
CUT COST AND HENCE SELLING PRICE.
• USE OF SUBSTITUTE MATERIAL IS ALSO ONE OF THE
STRATIGIES TO CONTROL COST.
• BY REDUCING WASTAGE. THE PRICE OF PRODUCT
CAN BE BROUGHT DOWN.
( BUT IT MUST BE KEPT IN MIND THAT THE PERFORMANCE OF
THE PRODUCT DOES NOT COME DOWN BY CUTTING COST.)
(
23. OTHER STRATEGIES
•TARIFF COST
•DISTRIBUTION COST
•MANPOWER COST
•SUPPLY CHAIN COST
•EQUIPMENT SUPPLY COST
•ADVERTISEMENT COST
NOTE : SOMETIMES BY
CHANGING DESIGN OR
BY USING SUBSTITUE
MATERIALS , THE COST
OF PRODUCT MAY
INCREASE BUT THIS
INCREASED COST IS
COMPENSATED BY
INCREASE IN LIFE OF THE
PRODUCT AND THE COST
PER UNIT ALSO MAY
REDUCE OR COME
DOWN.
25. Key International markets
• Australia, which has sites with optimal wind conditions.
• China, because of its high demand for energy.
• Suzlon is also active in the South American continent
operating in the Brazilian markets .
• North America, in particular the United States, has many
sites that offer optimal wind conditions for WTGs.
26. SUZLON (INDIA)
• India has emerged as a hub of wind
turbine manufacturing , with a capacity of
over 3000 MW per annum .
• India ranks 3rd worldwide in terms of
total installed wind power .
• India is one of the few countries in the
world to have a Ministry of New and
Renewable Energy (MNRE) dedicated to
promoting the use of clean, green and
environment-friendly renewable energy
27. MANUFATURING FACILITIES IN INDIA
Currently Suzlon has 11 manufacturing facilities in India employing over 3,000
people with an output of close to 12,000 MW per year.
Name Location Manufactured
Components
Production Facility Chakan, Maharashtra Generators
Control Panel Unit Daman Control Panels
Integrated
Manufacturing Facility
Daman Rotor Blade, Nacelle,
Nacelle Cover , Control
Panel & Hub WTG
Assembly
Rotor Blade
Manufacturing Facility
Dhule, Maharashtra Rotor Blades
Tubular Tower
Manufacturing Facility
Dhule, Maharashtra Tubular Tower
Tubular Tower Gandhidham, Gujarat Tubular Towers
Integrated
Manufacturing Facility
Pondicherry Rotor Blade, Nacelle,
Nacelle Cover , Control
Panel & Hub WTG
Assembly
Composite Engineering
Cell
Vadodara, Gujarat Synthetic Fiber
28. CLIENTS AND PROJECTS
State Total MW Key Project Sites
Tamil Nadu 1275 MW Sankeneri,
Devarkulam, Palladam
Karnataka 490 MW Kapathgudda, Hassan,
Jajikalgudda
Kerala 14 MW Agali
Andhra Pradesh 8.50 MW Tirupati
1350 MW Dhule, Sangli, Satara
876 MW Bhogat, , Kuchhadi,
Sanodar
Madhya Pradesh 53.05 MW Ratlam, Dewas
Rajasthan 423 MW Soda-Mada, Sadiya,
Pohra
29. PLACE (EXPANSION STRATEGIES)
• The company plans to expand capacity at its plant in China
as that market remains the world’s largest and the
company returns to profit this financial year.
The Ahmdabad - based
manufacturer will be capable of
making turbines with a combined
electricity generating capacity of
1,000 megawatts each year at its
China plant by 2013
COMPANY PLANS
TO RAISE $1 BN
funds for
expansion through
sale of bonds or
convertible
debentures..
30.
31. PROMOTION
•The company has adopted B2B
promotional strategy.
The top 5 contents of
its B2B portal includes :
1] Pricing information
2] In –depth information on
products
3] Product evaluation
4] Information that is
downloadable
5] A well-defined strategy
32. PROMOTION
To get the best results from B2B promotional mix,
one needs to concentrate on the following
essentials like :
• What product does the company sells.
• Target audience of the company.
• The duration of the sales cycle .
• The total number of people in the decision
making process .
34. PROMOTIONAL STRATEGIES
• The company can adopt the following strategies
for its promotion :
1. Advertise in newspapers
2. Business journals
3. Logo development
4. Sign board
5. Direct sales
6. Direct mail
7. Internet
8. Improve its public relations
35. PROMOTIONAL BUDGET
Suzlon will have
to spend more on
their promotional
activities as the
sales are declining.
More expert professional
should be hired so that
personal and direct selling
can be done effectively .
36. Promotion Budget
Type of
Promotion
Name of
source
How often Cost of
each
Total
Logo
Development
Brand
Promoters
Once at start
up
Rs 300000 Rs 300000
Newspaper Times of India Once in a week 7500
/week
Rs.337500
Sign Board Signtee Media
World Pvt. Ltd.
Quarterly 85000Rs.
/ quarter
Rs.340000
Direct Mail Company
Personnel
6500 letter per
quarter
115
Rs/letter
Rs
2990000
Direct Sale Company
Personnel
Daily Basis 5000
Rs./round
Rs.
1825000
38. BRANDING & MARKET COMMUNICATION
STRATEGIES
• Branding is crucial for products and services sold in markets. It’s
also important in B2B transactions because it helps us stand out
from our competition. It brings competitive position and value
proposition to life, it positions as a certain “something” in the mind
of your prospects and customers. Your brand consistently and
repeatedly tells your prospects and customers why they should buy
from us.
• Key differentiators policy for branding :
1. TURNKEY SOLUTIONS
2. VERTICAL INTEGRATION
3. GLOBAL INTEGRATION
4. QUALITY MANAGEMENT & HSE
39. TURNKEY SOLUTIONS
• Turnkey services range from complex front-end
engineering design, construction, installation and
commissioning to long-term operations and maintenance
as well as the length, breadth and depth of customer
requirements across the wind energy value chain.
• Key benefits we offer clients range from development, to
construction to operations.
• Manufacturing-driven supply chain strengths and global
expertise help offer customers the best in quality services.
40. VERTICAL INTEGRATION
• Foresight of the current economic challenge and
adopting a visionary strategy has set us forth to become
the most vertically integrated wind turbine maker in the
world.
• Suzlon has gained the critical competitive advantage
with:
a) Better control over time, cost & quality
b) Long-term service support to customers
c) Turbine technology integration
d) Faster product rollout
41. GLOBAL INTEGRATION
• Suzlon’s ‘global experience, local expertise’ approach
to talent capital has ensured a 23-nationality multi-
faceted talent pool that goes wide and deep.
• This gives the advantage of leveraging local talent and
creating a truly global expert workforce.
• The continuing growth in it’s operations in all key
international wind energy markets and presence in all
emerging markets is further strengthening global
integration.
42. QUALITY MANAGEMENT & HSE
• Establishment of an independent Quality Management
Organization within Suzlon helped define a strategic
roadmap with which to drive the organization on a
focused goal from quality control to quality excellence .
• Quality Management at Suzlon seeks to continually
leverage upon its size by strengthening its execution
capability to deliver a customer satisfied, reliable and
robust user friendly product .
• Suzlon HSE (Occupational Health, Safety & Environment)
is a global initiative that establishes a company-wide
practice of setting up and maintaining the highest HSE
standards with a dedicated approach and organizational
commitment.
43. SUZLON EDGE – END TO END SOLUTIONS
•Suzlon provides ‘End-to-End Solutions’ for the Indian
markets in the wind power domain.
•Suzlon’s ‘End-to-End Solutions’ include the following stages:
1. Land and Site Identification
2. Supply of WTG & Accessories
3. Site Infrastructure Development
4. Installation and Commissioning
5. Power Evacuation
6. Life Cycle Operations & Maintenance
7. Assistance for Approvals & Loan Processing
8. Wind Resource Mapping
