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PART -B

McKinseys 7S frame work

STRUCTURE This diagram shows about the functional head and their different function.

In this above diagram, CEO has overall control over the different action taken by the company within the nation and international. CEO has the direct control over the head finance, head business department, head supply chain, head purchase and head quality assurance. And dotted line indicates that the CEO has the indirect control over the other functional head.

This diagram states about the organisation structure

Organisational hierarchy

Here the CMD appoints the head of different departments like finance, business development, quality assurance, supply chain, purchase. Company is having one separate department for its Denmark operation handling. Company is involving all levels of employees for taking decisions. But the strategic decisions are taken by the top level management only. Here lower medium level employees are not allowed in decision making process, but the higher medium level employees are involved in process. Company has appointed heads for a small business unit department also, so small decisions can be made by them and other upper level heads can do their work better and with less stress.

DEPARTMENTAL ANALYSI S Marketing department Marketing is very vital function in any industry. Every company has to handle its marketing function with care. As the whole world is turning in to a global market, marketing function is getting more and important in every company.The term marketing is changing in the world. Now selling product by advertising in the presentation for public at for the investors and public. It is not the only function of marketing. But in this new world Marketing puts weight age on satisfying consumer needs. If the market does a good Job understanding consumer needs, develops product that provide superior value and price, distributes& promotes them effectively. These products will sell very easily. Together with their Associate Companies in their Group. They have positioned themselves as an integrated solution provider of services related to wind energy in the Indian market. Besides manufacturing WTGs(wind turbine generators). they are involved in wind resource mapping. Identification of suitable sites and technical planning of wind power projects. Suzlon They also provide after-sale O & M services for WTGs supplied by them. Their Associate Companies acquire sites they have identified as suitable for wind energy projects, which are then sold or leased to their customers, and undertake the technical implementation of wind farms, including infrastructure development, installation of WTGs and connection to power grids. Market environment The concept of markets finally brings as full circle to the concept of marketing. Marketing means managing markets to bring about exchanging for the purpose of satisfying human wants. Thus they return to their definition of marketing as a process by which individual and groups obtain what they need and what by creating and exchanging products and value with others. Sales and Marketing Suzlons WTGs(wind turbine generator) are primarily sold by through their sales and marketing team based in India and foreign sales and marketing subsidiaries and branch offices. India They have divided the Indian market according to the states where they have identified suitable sites for wind energy projects, specifically Maharashtra, Gujarat, Rajasthan, Tamil Nadu, Karnataka, Madhya Pradesh and Andhra Pradesh. Marketing for each state is under the

supervision of a senior management executive who directly reports to Chairman and Managing Director. They also have sales offices in key cities such as Pune, Bangalore, Chennai, Coimbatore, Hyderabad, Ahmedabad, Rajkot, Surat, Jaipur, Calcutta, Mumbai, Indore and New Delhi.

The marketing team focuses on three types of customers: (a) Companies that have manufacturing units with high power consumption (b) Companies with high profitability and/or surplus liquidity that seek investment opportunities with stable returns and that offer tax benefits (c) Power utilities and state nodal agencies. These potential customers are contacted by marketing team, introducing them to thier Group and the potential benefits of wind power. They conduct regular follow-up calls and visits and provide potential customers with detailed working and feasibility studies regarding wind power projects. they also organise site visits to existing wind farms. From time to time, they also obtain customers through participation in tenders by utilities, state nodal agencies and public-sector entities. As part of our standard practices, they also conduct credit checks and review the balance sheet of each potential customer in order to ensure that it has the financial capacity to acquire and operate WTGs. As of March 31, 2005, Suzlon employed 66 people in sales and marketing for India. As of March 31,2005, have sold 1,465 WTGs to Indian customers and the performance of these WTGs has resulted in a number of repeat orders from customers such as Bajaj Auto Limited, Ellora Time Ltd., the Ram co Group, MSPL Limited and Vishal Exports Overseas Ltd. and REI Agro Ltd. International Markets They are currently expanding their presence internationally, with an emphasis on North America, China and Australia. Suzlons global marketing, sales, project and service activities are managed by our Danish subsidiary, Suzlon Energy A/S. Our international marketing activities primarily consist of cultivating contacts with wind power project developers with a view to supplying WTGs for wind power projects developed by them, advertisements placed in professional industry journals, attendance at national and international energy fairs, such as the Hanover Fair, PowerGen, WindTech Husum and PowerExpo, as well as conferences and professional seminars conducted by trade associations and various wind energy associations, such as the American Wind Energy Association and the British Wind Energy Association. United States

In 2001, Suzlon incorporated SWECO in order to establish a presence in the United States, which is among the top three wind energy markets in the world in terms of cumulative installations. As of March 31, 2005, they employed 16 people in marketing, sales, projects and services for the United States. Suzlon expect to target the following types of customers: (a) Companies interested in investing in renewable energy sources (b) Utilities (c) Wind energy project developers (d)municipalities, schools and cooperatives interested in establishing captive power facilities. They intend to focus on establishing on-going business relationships with a core group of key customers, strategic investors and financial investors, with a view to gaining access to wind power projects that these entities propose to undertake, as well as securing exclusive WTG supply agreements with these entities. They focus on direct sales efforts in three main geographic areas: the Midwest, the South (Texas,Oklahoma) and the West (California), which will allow to concentrate on utilities and independent service operators in areas that we believe have growth potential. We may also offer customers assistance in obtaining project finance and also provide technical services relating to the installation, O&M of WTGs .As on June 30, 2005 we have agreements to supply 62 WTGs with 79.9 MW capacities for wind power projects to be located in the states of Texas and Minnesota in the United States. During fiscal 2003 and 2004, we supplied 24 WTGs with 22.80 MW of nominal output for a wind farm project developed by DanMar and Associates Inc. in the state of Minnesota in the United States. China They have opened a representative office in Beijing, which employed four people in sales and marketing as of March 31, 2005. As of December 31, 2004, China was among the top ten nations in terms of installed 69 wind power capacity according to the March 2005 report of BTM Consult Aps. The Chinese government is encouraging development of renewable energy sources and has declared its intention to get 10% of its electricity from renewable energy sources by2020. They have planned to incorporate a local subsidiary by the end of calendar 2005, through which suzlon plan to construct a fully-integrated WTG manufacturing facility in China. As the energy market in China is currently dominated by state-owned utilities. Strength: The Company differentiates itself as an integrated solution provider of production to service related to wind energy and it includes after sales services in the Indian as well as foreign market.

Besides manufacturing WTGs (wind turbine generation), they are involved in wind resource Mapping and having experts related to the field. And also do promotion with after sales services that are operation and maintenance. Though the company is not using any more promotion to make aware the people then also it is market leader in this field since 9 years. Suzlon is promoting itself by highlighting its big customers who are giants of Indian business. For example Reliance, Tata, DLF, Bajaj etc. which is not done by any other player in this sector. Company had highlighted the investment of Rs. 25 crore by Aishwarya Rai in Suzlons power projects to promote its products. In India Suzlon is the only company doing promotion through information campaign.

Human resources department According to flippo Human resource management is the planning, organizing directing and controlling of the procurement, development, compensation, integration, maintenance and reproduction of human resources to the end that individual, organizational and objectives are accomplished HRM is concerned with integration getting all the members of the organization involved and working together with a sense of common purpose. Human resource take active role in the modern economic scenario of any country. The abundant Physical Resources alone cannot benefit the growth of the country without Human Resource component, which transform physical resources into productive. They are in a technologydriven industry and they believe that their employees are key contributors to their business success. Accordingly, they focus on attracting, training and retaining the best people possible. They believe that a combination of their position as a leading wind energy solutions provider, their working environment and competitive compensation programs allow them to attract and retain talented people. Employee Retention and Care Suzlon strive to foster a feeling of well-being in our employees through care and respect and have several structured processes including employee mentoring and grievance management programmes which are intended to facilitate a friendly and cohesive organizational culture. Off-site activities are encouraged to improve inter-personal relationships and also acknowledge the efforts exerted by our employees by organizing an annual celebration called "Sumilan" where were cognize employees who have shown exceptional talent, sincerity and dedication. For employees forming part of our operations and maintenance teams and who

are based in remote wind farm sites, we provide residential, medical, and recreational and communications facilities as part of the wind farm infrastructure. Compensation and Performance Management Suzlons compensation policy is performance based and we believe it is competitive with industry standards in India. Their compensation packages are adjusted annually based on industry salary correction, compensation surveys and individual performance. From time to time, employees who have met or exceeded performance standards are awarded bonuses and also award long-service bonuses to employees who have completed at least five years and ten years of service with suzlon. Other than this strike, they have never experienced a work stoppage as a result of labour disagreements. Other than the employees at their operations and maintenance centre at vankusawade, none of their employees belong to a union. In an environment where professional skills hold great relevance and need to be sustainable over a time continuum, the human resource function acquires significant importance. Today, manufacturing a wind-mill requires professional hands on involvement and could challenge such basic human resource elements like teamwork, technical skills, troubleshooting and integrity.

Strengths Importance to their employees more and full autonomy provided to them. Employee turnover ratio is 6% compared to industry turnover ratio of nearly 11% which shows their strength of retaining their employees. The company is not having union. Suzlons cost advantage. Weakness: While evaluating the performance, company doesnt consider the external factors affecting the performance, so if employees have tried but due to external factors if he cant perform, he wont be evaluated Research and development Suzlon has world-class design and R&D teams and state-of-the-art facilities in Germany, Netherlands and India. Comprising some of the worlds most renowned wind energy experts, our R&D team combines global experience of varied wind regimes with in-depth knowledge of available turbine technologies. Their strong R&D focus and ability to find the best

technology for every situation demonstrates their commitment to develop world-class wind turbines. It enables them to produce some of the most efficient, robust and reliable wind turbines available in the world today. Combining ever increasing high levels of wind energy conversion and transmission efficiency with high power quality and long-term, low maintenance operation, they offer tangible competitive benefits to their customers, ensuring them maximum return on investment. Has also taken the development of the v3 blades a new of it kind and got succeeded and its test was also succeeded and fitted in many wind mills in different parts of the world. Research and Development Subsidiaries Because the concept of, and technical expertise relating to, wind energy originated from Europe and major WTG certification agencies are also located in Europe, they have established a rotor blade technology development centre in the Netherlands through AE Rotor Holding B.V. and a WTG technology development centre in Germany through Suzlon Energy GmbH. Suzlon Energy or SEG It is a wholly-owned subsidiary engaged in developing and launching new WTG models, as well as in upgrading and increasing the cost-efficiency of our existing WTG models. SEG focuses on increasing energy generation at lower cost without sacrificing product quality. Through the efforts of SEG, they have been able to develop and commercially manufacture our 1.00 MW, 1.25 MW and 2.00 MW WTG models. Our research and development team at SEG is currently engaged in developing higher capacity, direct drive WTGs. SEG is also involved in customising the various WTG components to suit the Indian climate. For example, the entire electronic control circuits have been designed with higher thermal tolerances in order to cope with Indias high ambient temperatures, while electrical and electronic systems have been upgraded to withstand surges and power fluctuations. AE Rotor Holding B.V or AERH It is a wholly-owned subsidiary of AERH engaged in research and development activities relating to rotor blade technology, a critical component of WTGs, including the development of moulds and tooling used for rotor blade construction. Their team at AERT has developed designs for rotor blades for our 1.25 MW and2.00 MW WTGs and coordinates its activities with suzlons rotor blade manufacturing team in India. Moulds and prototypes for rotor blades are designed by AERT, which are then built by our engineering teams in India and used in our manufacturing facilities.

SYSTEM Suzlon has its own system for managers and employees and great opportunity given to everybody for growth. Management is following concurrent engineering for their work. All departments are working together to achieve goal. Company allows their employee to share

their view and idea. Company is arranging meeting with the managers, MD and top level management on the regular basis so employees have a change to discuss their problem, topics or any feedback. Suzlon has very good HR practices so every member of the company get all the opportunity and fulfil their requirements. Suzlon has different offices at different places and have management information system. So they are connected with every offices or centres. Company has employed ROI as a performance evaluation measure for the production department, because in this sector company has to invest a huge amount of capital, thus it wants effective use of resources. While for finance department, company has employed WC management as a performance evaluation measure, as currently they are facing problems because of poor WC management. Company has employed revenue center for the marketing department because company generally doesnt go for much promotional activities

STYLE The style of management is of course professional in nature. Anyone can directly meet or write to top level management if he has any query or some kind of problem. The management of suzlon is informal and the director of Suzlon is aggressive in taking fresh moves. Company is trying to become totally self-dependent Company. So it is going for vertical integration for raw material which is required. It is also gone for merger and acquisition of companies. It had acquired Hansen which is supplier of Gearbox so due that it does not have to rely on any supplier. It had also acquired RE power which is having good market in Europe and Suzlon is not having the excess of that market. So it had acquired RE power to cover that market. Suzlon had done this acquisition with heavy debt funding and taking a risk of heavy interest burden.Suzlon remains saddled with debt from a rapid expansion begun two years ago. Suzlon founder Tulsi Tanti sought to build a global wind-turbine manufacturer that could take advantage of India's low-cost labour. A major plank of that expansion was taking on debt to finance the 2007 deal to acquire RE power for $1.7 billion and to build new factories in the U.S, China and India.

STAFF Suzlon has lively, vibrant and challenging work culture, which is attributed to his young and dynamic team of committed professionals. The work environment is excellent and everyone has great commitment to succeed. The attitude encourages employee to become creative and innovative. It recruits the staff with technical background only. The total staff is 10000 out of which 86% are male and 24% are female

The entire employee is having good skills because all are technical employees. There is no any kind of union is exist in suzlon. Company is giving the appraisal according to employee need. It means it is giving stocks to employees under the stock ownership plan in year 200506 to motivate the employee.

SHARED VALUE This is companys corporate values that determine the organization itself. Company has its own belief that defines corporate philosophy. Company is following ethical principles that govern its operations. Company shows outside and inside standards of behaviour. Company shares its value by conducting meeting and conferences. Long-term vision of Suzlon makes it safer, preferred energy solution and eco friendly in the field of renewable energy sources. Company believes to deliver something better to the society by product, systems and services.

SKILLS Suzlon has experience in windmill manufacturing over a decade. It has expertise in O&M, design, project implementation. The company has offices in many part of the world. It has experience and skill on both technical and commercial issues. Company has already sets the high standard of health, safety and environment. Customer service is core strength of Suzlon. Company believes in feedback from the customer, it also provides different type of services such as installation, supply,maintenance etc. STRATEGY It separates suzlon from its competitors. Suzlons strategy based on its long-term goals. It then divides the long-term goal in few short-term goals and builds the strategy accordingly to achieve these short-term goals. They set the system which is favouring the individual goals

by filling up the form by which they can judge what the employees want. The main focus area of the company is to provide power at the cheaper cost. Also need to consider environmental benefits which help society. They are into the business of renewable energy source. There will be huge demand of wind energy resource in the world. Constantly company is working for the feasibility of the project because windmill installation required huge amount of capital investment. Company has different policy than its competitors. Company has expert team, new technology, ethics and policy which create value for company. Improving cost efficiency: The main goal of the suzlon is to reduce the cost of production and due to this it can attract more customers as well as create differentiation and due to that only it is going for the integration so that it does not have to depend on the other companies and due to this the bargaining power of supplier is less affecting to the company. Growth acceleration: suzlon is growing unstoppably and having tremendous growth it has started from 33mw in 1995 to 14000 mw in 2008Growth of last 5 years was at 35% cagr and it is the only company having tremendous growth with less or no promotion and become number 1 India and number 5 in world in short span of time. Focus on high growth market: Targeting those countries where there is the availability of tremendous growth and could earn good profit through it thats why it is now concentrating on Europe and has done acquisition in Europe and America. And also concentrate on china for setting up a wind mills over there. R&D and Innovation: Has taken steps for Research and development and open R&Dcenters in many part of the world like in Europe, India, China and USA from where it is getting the benefits. And due the cost of production also reduces Vertical integration: Has done vertical integration so that it does not has to dependent on the other suppliers and by FY 2009 it would be completely self-dependent because there is a short supply of components in the market but due to this vertical integration it would able to fulfil the customer requirement on time.

Strategic focus on customer needs:

Now suzlon has slowly shift to customization and try to fulfil the requirement of the customer needs and try to set up accordingly and try to locate the site according to the requirement of the customers. End to End solution: it is the first companies which is concentrating on end to end solution and try to give all the facilities from starting to the end of the set-up which include site selection to operation and maintenance

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