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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

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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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