The suzlon energy Essay Example
The suzlon energy Essay Example

The suzlon energy Essay Example

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  • Pages: 12 (3102 words)
  • Published: August 23, 2017
  • Type: Research Paper
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Suzlon Energy, a major player in the energy sector, has a workforce of 14,000 employees spread across 21 states. The company operates in Asia, Americas, Australia, and Europe and has manufacturing facilities on three continents as well as research and development centers located in Denmark, Germany, India, and the Netherlands.

Suzlon is a dominant force in Asia and ranks as the third biggest wind turbine manufacturer worldwide. With a notable 12.3% surge in market prices, Suzlon has secured its place as a major player in the global energy sector.

Reasons for Selecting Suzlon Energy

The primary justification for selecting Suzlon Energy lies in its prominent standing within the energy industry. The company's policies have been instrumental in establishing it as a pivotal figure in the field.

The philosophy and strategic approach of Suzlon are what set them apart. These aspects are outlined below:

Ethics and beliefs of Suzlon

Suzlon is committed to providin

...

g sustainable wind energy on a large scale, with an emphasis on improving efficiency and reliability for better wind energy production. The company's strategy revolves around building strong customer relationships, ultimately leading to overall customer satisfaction (Suzlon, 2009). This enables Suzlon to maintain and expand its market share in the energy sector, ensuring long-term sustainability. Additionally, Suzlon prioritizes maintaining high standards of quality, particularly regarding workplace safety. They also consider the environmental impact of their operations on local communities and society as a whole.

Suzlon places great importance on establishing relationships with both internal and external parties. They prioritize maintaining strong connections with stakeholders, employees, suppliers and service providers, government entities, the local community, and most importantly their customers. Suzlon's company philosophy emphasizes the significance of nurturing these relationships. I

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line with this philosophy, Suzlon actively engages in building and sustaining relations with all relevant parties (Suzlon, 2009). To contribute to a more sustainable energy source for society, Suzlon leads the way in producing environmentally-friendly wind energy. With their operations being fuel-free, they also minimize resource wastage.

Strategic Factors of Suzlon


Turnkey Solutions

One key aspect for Suzlon is their ability to provide customers with comprehensive services that span from development to construction.

The supply chain system of the manufacturing process and the strength of this chain provide global recognition among the customers, offering top-quality services. Suzlon is the best in assisting clients with overall wind power project delivery.

Vertical Integration


The number of industries in the supply chain pose a critical challenge.

The Wind Industry's supply chain faces the obstacle of a long production lead time for key components such as Bearings, Gearboxes, Forging materials, etc. However, Suzlon has a critical competitive advantage, which includes:

  • Suzlon focuses on time, cost, and superior quality.
  • The company provides long-term support to its customers after delivery.
  • They integrate turbine technology.
  • They have the easiest production system and work division.


Global Integration

Suzlon Energy's growth can be attributed to its global integration. The company has global experience and a skilled workforce that operates in 23 countries.

Decision: The Suzlon company's overall development is driven by its comprehensive scheme, which has gained it a global reputation in the energy sector. This reputation attracts stakeholders and contributes to the subject at hand.

Stakeholders of the organisation and their involvement in developing the direction scheme: Internal and external stakeholders are crucial for any limited organization as they play a vital role in achieving strategic goals.

Definition: A stakeholder is an individual or group with an interest in

ensuring the success of an organization by delivering intended results and maintaining product and service viability.

Stakeholders have an influence on plans, merchandise, and services. ( Online )

Suzlon Energy's Stakeholders:


Suzlon stakeholders are divided into two parts: Indian stakeholders and foreign stakeholders.

Indian Stakeholder Support Groups

  1. Individual Hindu undivided households: - This category of shareholders holds the majority of Suzlon Energy's shares, accounting for 43% of the total shares of the company.
  2. Bodies Corporations are the second group of shareholders with 6 corporate bodies holding 9.50% of the total shares.

No foreign establishments or individuals are involved in the company's shareholding.

Public Shareholding

In public shareholding, Common Fund (UTI) is the major stakeholder with 6.44% of the total shares. Financial bank institutes are the second investors in Suzlon's shares, holding 0.63%. Some foreign establishments have invested approximately 235,783,372 shares, which is 15% of the total.

Stakeholders' Involvement in Developing Management Strategy

Stakeholders play an important role in any organization.

The concern's activities are influenced by stakeholders who have a direct or indirect interest and remain consistently connected to it. In Suzlon Energy, stakeholders play a crucial role in developing the management strategy.

Company responsibility towards stakeholders:

Stockholders:

Stockholders are the primary investors of the company, investing money for good returns. Therefore, the company's strategy should focus on generating profits and growth. When the company earns more profits, stockholders also receive significant rewards. Thus, a strong management strategy is necessary to provide a good return on investment.

Management and employees:
The management

and employees are vital assets for the organization. The success of the company depends on their effective operations. Hence, the company has a responsibility towards its employees to provide fair wages and create favorable working conditions.


Customers and providers

The Suzlon Energy company has a duty to solve customer problems and provide good services. They should also encourage customers to increase sales by offering fair prices and quality products. Additionally, the company needs to build long-term relationships with their suppliers by implementing the Just-in-Time (JIT) production system.

Banks and other fiscal administrations

The company should encourage banks and other financial organizations to provide sufficient funds as and when needed, but this can only happen if the company develops a sound business strategy.

Government

The company should comply with government regulations and participate in various government schemes to take advantage of subsidies and relief.

Local community - Suzlon Foundation organisation develops several undertakings for local community development. They build schools and colleges to promote education in the surrounding community. Additionally, they organize wellness awareness programs for the area.

Introduction - A scheme is a long-term planning approach that guides the organization towards achieving its goals.

In this competitive market, effective strategic planning helps organizations develop their resources and meet market needs, ultimately satisfying stakeholder expectations.

Definition: -

According to Johnson ; Scholes, strategy is the long-term direction and scope of an organization that achieves advantage through its allocation of resources within a challenging environment, in order to meet market demands and fulfill stakeholder expectations.

Strategy development to resolve an issue.

Corporate-Level Strategy of Suzlon Energy

The corporate-level strategy of Suzlon Energy encompasses five main areas:

growth, stability, end game, defensive, and combination strategies. The company evaluates and selects from various strategic options.

Generic Business Unit Strategies

Generic business unit strategies address the important issue of how a firm can compete in this industry. These strategies are most suitable for business units that focus on cost leadership, differentiation, or niche markets.

This chapter examines the significance of engineering in establishing competitiveness in an industry. It also assesses the progress of the strategy unit in developing a suitable dynamic theory of strategy.

Functional Strategy

Focuses on the strategic decisions made within each of the business functions that help enhance and support the competitive advantages pursued by the business overall. This chapter investigates functional strategies in the areas of purchasing and materials management, production/operations, marketing, finance, research and development, human resources, and information systems.

Introduction
The integration and analysis of functional schemes are crucial in understanding how organizations can fulfill their ethical, societal, and cultural duties towards society. These objectives have a positive impact on the organization. Suzlon Foundation takes the lead in corporate societal duty enterprises for the Suzlon group of companies. Suzlon is dedicated to sustainable development in order to "Power a Greener Tomorrow." The Foundation ensures that business policies and practices align with the principle of sustainability.

Suzlon Foundation is registered under Section 25 of the Companies Act.

Work civilization at Suzlon

The work civilization at Suzlon is based on three pillars: corporate values, brand nucleus, and the doctrine of planetary assimilation. Suzlon's work civilization is characterized by agility, creativeness, adding value, committedness, and unity. The induction process into Suzlon's brand nucleus of sustainable development involves assimilating these values and blending the best qualities

of individuals with those of the organization. Suzlon's workforce of 14,000 employees has elevated standards in professionalism, opportunity, responsibility, belongingness, and achievement.

With a focus on our people and a global perspective, Suzlon offers an extensive worldwide presence with over 1000 clients and projects spanning from The Americas to Asia, Europe to Asia Pacific. We have utilized the expertise of the world's top wind power technology to actively work towards a greener future.

Social goals of Suzlon

At Suzlon, our Corporate Social Responsibility division ensures that all stakeholders are engaged through workshops, meetings, and written communication. The Foundation shares information, raises awareness, initiates dialogues, and encourages stakeholder participation in fostering a culture of sustainable development within and outside of the Company.

Suzlon Energy has a number of societal goals that it prioritizes:

  • Community support: Suzlon has implemented various initiatives for the local community's advancement, including education, healthcare, environmental awareness, and more.
  • Job creation: Suzlon aims to offer employment opportunities and generate more jobs to combat unemployment.

The Environmental Commitment of Suzlon

All major corporations have an impact on the resources surrounding them. In recent years, there has been a growing awareness of environmental degradation in industrialized nations. That is why the Suzlon Foundation has identified the environment as one of its primary areas of focus.

Suzlon Energy is an environmental enterprise that is committed to achieving the 7th Millennium Development Goal of ensuring environmental sustainability. Through their transformative program, they continuously improve business practices to minimize harm to various resources. This program aims to reduce negative impacts and maximize positive influences on the environment. Furthermore, Suzlon Energy also addresses

global development issues and promotes sustainability beyond their business boundaries through proactive programs.Taking into account the current business and economic climate, various factors are influenced. These factors include social aspects such as consumer behavior, family dynamics, and community beliefs. This can involve shifts in attitudes towards health or demographic changes like an increase in retirees.

Legal considerations also play a role as societal legislation impacts businesses. For example, adjustments in employment laws regarding working hours can have implications.

Economic factors are connected to how the overall economy affects businesses. This includes taxation policies, government spending patterns, demand levels, fluctuations in interest rates, and movements in exchange rates. Additionally, European and global economic influences come into play.

Political factors focus on the effects of governmental policy changes on businesses.

Translating strategies and plans into actionable steps for successful business performance can be challenging for organizations. Inspiring collaboration among employees towards shared objectives is commonly encountered as companies strive to overcome this challenge.Many companies understand their businesses and the strategies needed for success; however, they often face challenges in developing action plans that effectively implement these concepts. This struggle is particularly evident in larger corporations.

Here are some effective methods for successful strategic corporate execution provided by the Farsight Leadership organization. We gratefully acknowledge this valuable information.

Strategy execution timetable

This Strategic Planner is suitable for significant start-ups, established businesses, and strategic business units within large corporations. The following is the timetable for executing a strategy.

Organization Name: - Suzlon Energy Ltd.


Purpose of concern program

The implementation of a written concern program is not the final outcome of the planning process. The achievement of that plan is

the ultimate objective. However, the creation of the plan is an important intermediate step - failure to plan can result in plan failure. For an established business, it demonstrates that thorough thought has been given to the business's growth, and for a start-up it shows that the entrepreneur has done their preparation.

Vision and Mission


Vision

The first step is to create a realistic Vision for the business. This should be presented as a mental image of the business in three or more years in terms of its likely physical appearance, size, activities, etc. Answer the question: "if someone from Mars visited the business, what would they see or feel?"

Mission

The nature of a business is often expressed in terms of its Mission, which indicates the purposes of the business, for example, "to design, develop, manufacture and market specific product lines for sale based on certain features to meet the identified needs of specified customer groups through certain distribution channels in particular geographic areas". A statement like this indicates what the business is about and is much clearer than saying, for instance, "we're in electronics" or worse still, "we are in business to make money" (assuming that the business is not a charity!). Additionally, some people confuse mission statements with value statements (see below) - the former should be very practical while the latter can address 'softer' issues surrounding the business.

Corporate Value The following component is to address the Values regulating the operation of the concern and its behavior or relationships with society, clients, employees etc. Business aims The third key component is to explicitly

state the concern's Aims in terms of the results it needs/wants to achieve in the medium/long term. Aside from presumably indicating a necessity to achieve regular profits (expressed as return on shareholders' funds), aims should relate to the expectations and needs of all the major stakeholders, including employees, and should reflect the underlying reasons for running the concern. Key strategy Following are the Strategies - the rules and guidelines by which the mission, objectives etc. may be achieved. They can cover the concern as a whole including such matters as diversification, organic growth, or acquisition plans, or they can relate to primary matters in key functional areas, for example: How might the dissemination process be used to help an organization increase commitment to its strategy and the implementation of this?

Introduction:

Grant application priorities vary in their emphasis on dissemination as a necessary part of a successful proposed scope-of-work.

Often, nevertheless, the consequences and impact of your grant attempts remainder in the effectivity of your airing activities. With effectual airing, the consciousness, acknowledgment, and possible usage of your grant results may be greater than expected. Sound planning can assist accomplish this consequence.

Effective airing procedure to derive organisation end

Undertaking summery: to do effectual airing program the initial measure is to do undertaking summery by depicting the current environment or context that provide the concern motion for the research.

To achieve organizational goals and facilitate further development in the business, it is important to have a singular long-term goal, as well as a comprehensive business policy, practices, and event culture. Effective planning is crucial for every project, as it enables the organization to meet its goals. This entails making

effective plans for the overall process and for the specific project. Research and development also play a role in planning as it is essential to make informed decisions about products and their demand.

To ensure that the organization achieves its goals, it is important to maintain coordination among the sections and management. Coordination makes work easier and helps resolve problems. Group work, which includes coordination, has always been effective in solving organizational issues. In order to make informed decisions and set appropriate targets for organizational activities, it is necessary for a company to have a clear understanding of its objectives. A destination statement provides a detailed description of how the organization should ideally be in the future (Senge 1990, Kotter 1995). This statement is often built upon existing plans and documents, although it is rare to find a preexisting document that fully serves this purpose with the necessary clarity and certainty within an organization (Olve et al 1999 and Shulver et al 2000).

The strategic aims are essential for an organization as they provide a clear vision of its future. However, they do not serve as an appropriate focus for management attention in the present. To address this, the organization agrees upon objectives or priorities to be accomplished in the short term to successfully achieve its future goals. These selected objectives are represented on a strategic linkage model, which encourages the design team to utilize systems thinking to identify cause-and-effect relationships between the objectives. This approach ensures that the chosen objectives are mutually supportive and reflect the collective understanding of the team's high-level perception of the business model (Senge 1990; Senge et al. 1999).

Strategic Linkage Model and

Positions: The strategic aims are divided into four perspectives. The bottom two positions focus on the most important activities in terms of business processes, time, productivity, etc. (Internal Processes) and what needs to happen for these processes to be sustained and further developed in terms of people, product, and process development (Learning & Growth). The top two positions contain objectives related to the desired outcomes of the undertaken activities.

The passage emphasizes the desire for external stakeholders to understand the organization and its goals, as well as the potential financial implications. After establishing goals, measures and initiatives can be implemented to help management monitor the organization's progress towards achieving these goals (Olve et al., 1999).

Enterprises are specific endeavors with a finite start and end date. They are aligned with strategic objectives to provide an indication of the tasks or actions required to achieve these objectives (Niven 2002).

Mentions

  1. http://www.researchutilization.org/matrix/resources/dedp/#introduction
  2. http://www.chsrf.ca/knowledge_transfer/pdf/dissemination_plan_e.pdf
  3. http://en.wikibooks.org/wiki/Business_Intelligence/Create_and_disseminate_scorecard
  4. http://www.globusz.com/ebooks/Business21/00000018.htm
  5. Suzlon Energy, 2009. "Philosophy and Strategy," (Online)
  6. http://www.suzlon.com/about_suzlon/l3.aspx?l1=1;A;l2=1;A;l3=10
  7. (Accessed on 08/12/2009): http://www.suzlon.com/key_differentiators/l2.aspx?l1=4;A;The list of hypertext transfer protocol links below contain various resources:

    1.

  8. hypertext transfer protocol: //www.businessballs.com/businessstrategyimplementation.htm
  9. 2.

  10. hypertext transfer protocol: //www.planware.org/strategicplanner.htm # 2
  11. 3.

  12. hypertext transfer protocol: //www.planware.org/businessplan.htm # 1
  13. 4.

  14. hypertext transfer protocol: //www.globusz.com/ebooks/SmallBusiness/00000012.htm
  15. 5.

  16. hypertext transfer protocol: //www.suzlon.com/pdf/Suzlon_Final_PDF_Low_One_piece.pdf
  17. 6.

  18. hypertext transfer protocol: //www.philodialogue.com/10.html
  19. 7.

  20. hypertext transfer protocol: //tutor2u.net/business/gcse/external_environment_introduction.htm
  21. 8.

  22. hypertext transfer protocol: //www.suzlon.com/images/investor_shareholdings/1_SEL_Shareholdingpattern_30-09-09.pdf
  23. 9.

  24. hypertext transfer protocol: //tutor2u.net/business/gcse/organisation_stakeholders_ethics.htm
  25. 10.

  26. hypertext transfer protocol: //www.suzlon.com/careers/l2.aspx?l1=8 ;A ;l2=36
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