Marketing as a business function will change with the movement of products and service from the producer to the user. Ability to sell at a profit is the critical test.
The marketing system that delivers out high standards of living consists of many large and small companies seeking success. Many factors contribute to making a company successful great strategy, dedicated employees, good information system and excellent implementation.
Many people’s minds are stereotyped fixed that large companies operating in highly developed economies use marketing involves with inside & outside the Organization Swat Analysis. Any large & small scale organization can build in.
Marketing has often been described as “the as of selling products”. But people are surprised when they hear that the most important part of marketing is not selling! Selling is only the tip of the marketing iceberg. Marketing is a societal process by which individuals and groups obtain what they need and want through creating, offering, and freely exchanging products and services of value with others.
Marketing is a “social and managerial process by which individuals and groups obtain what they need and want through creating and exchanging products and values with others.” It is an integrated process through which companies create value for customers and build strong customer relationships in order to capture value fro customers in return.
Marketing is used to create the customer, to keep the customer and to satisfy the customer. With the customer as the focus of its activities, it can be concluded that marketing management is one of the major components of business management. The evolution of marketing was caused due to mature markets and overcapacities in the last decades. Companies then shifted the focus from production more to the customer in order to stay profitable.
The term marketing concept holds that achieving organizational goals depends on knowing the needs and wants of target markets and delivering the desired satisfactions.[It proposes that in order to satisfy its organizational objectives, an organization should anticipate the needs and wants of consumers and satisfy these more effectively than competitors.
Marketing is the process of planning and executing the conception, pricing promotion, and distribution on ideas, goods, and services to create exchanges that satisfy individual and organizational goals.
Marketing management is a business discipline which is focused on the practical application of marketing techniques and the management of a firm’s marketing resources and activities. Marketing managers are often responsible for influencing the level, timing, and composition of customer demand accepted definition of the term. In part, this is because the role of a marketing manager can vary significantly based on a business’ size, corporate culture, and industry context. For example, in a large consumer products company, the marketing manager may act as the overall general manager of his or her assigned product.
From this prospect it consists of 5 steps, beginning with the market & environment research. After fixing the targets and setting the strategies, they will be realized by the marketing mix in step 4. The last step in the process is the marketing controlling. Marketing management design effective, cost-efficient implementation programs, firms must possess a detailed, objective understanding of their own business and the market in which they operate. In analyzing these issues, the discipline of marketing management often overlaps with the related discipline of strategic planning.
“A market consists of all the potential customers sharing a particular need or want to might be willing and able to engage in exchange to satisfy that need or want”.
The term Marketing has been defined in various ways by different marketing management experts. These definitions can be group in two major categories namely classical or old definitions and modern definitions.
“Marketing is the performance of business activities that directs the flow of goods and services from produces to consumers or users”.
“Marketing is social and managerial process by which individuals and group obtain what they need and what through creating, offering and exchanging the products of value with orders”.
Marketing is defined by the American Marketing Association as “the activity, set of institutions, and processes for creating, communicating, delivering, and exchanging offerings that have value for customers, clients, partners, and society at large.” The term developed from the original meaning which referred literally to going to a market to buy or sell goods or services. Seen from a systems point of view, sales process engineering views marketing as “a set of processes that are interconnected and interdependent with other functions, whose methods can be improved using a variety of relatively new Approaches
“Marketing management is the process of planning and executing the conception, pricing, promotion and distribution of ideal goods and services to create exchanges that satisfy individual and organizational objectives”.
Most producers do not sell their products directly to the final users between them stands a set of intermediaries performing a variety of functions. These intermediaries constitute a marketing channel (also called a Trade channel and Distribution channel).
Marketing channel are sets interdependent organizations involved in the process of making a product or service available for use or consumption. Marketing channel decisions are among the most critical decisions. The company’s prices depend on whether it uses mass merchandisers or high quality boutiques. The firm’s sales force and advertising decisions dependent on how much training and motivation dealers need.
Marketing. Several definitions have been proposed for the term marketing. Each tends to emphasize different issues. Memorizing a definition is unlikely to be useful; ultimately, it makes more sense to thinking of ways to benefit from creating customer value in the most effective way, subject to ethical and other constraints that one may have. The 2006 and 2007 definitions offered by the American Marketing Association are relatively similar, with the 2007 appearing a bit more concise. Note that the definitions make several points:
Processes involved include “creating, communicating, delivering, and exchanging offerings.”
The central idea behind marketing is the idea that a firm or other entity will create something of value to one or more customers who, in turn, are willing to pay enough (or contribute other forms of value) to make the venture worthwhile considering opportunity costs. Value can be created in a number of different ways. Some firms manufacture basic products (e.g., bricks) but provide relatively little value above that. Other firms make products whose tangible value is supplemented by services (e.g., a computer manufacturer provides a computer loaded with software and provides a warranty, technical support, and software updates).
It is not necessary for a firm to physically handle a product to add value-e.g., online airline reservation systems add value by compiling information about available flight connections and fares, allowing the customer to buy a ticket, forwarding billing information to the airline, and forwarding reservation information to the customer.
It should be noted that value must be examined from the point of view of the customer. Some customer segments value certain product attributes more than others. A very expensive product-relative to others in the category-may, in fact, represent great value to a particular customer segment because the benefits received are seen as even greater than the sacrifice made (usually in terms of money). Some segments have very unique and specific desires, and may value what-to some individuals-may seem a “lower quality” item-very highly.
Some forms of customer value. The marketing process involves ways that value can be created for the customer. Form utility involves the idea that the product is made available to the consumer in some form that is more useful than any commodities that are used to create it. A customer buys a chair, for example, rather than the wood and other components used to create the chair. Thus, the customer benefits from the specialization that allows the manufacturer to more efficiently create a chair than the customer could do him or herself.
Place utility refers to the idea that a product made available to the customer at a preferred location is worth more than one at the place of manufacture. It is much more convenient for the customer to be able to buy food items in a supermarket in his or her neighborhood than it is to pick up these from the farmer. Time utility involves the idea of having the product made available when needed by the customer.
The customer may buy a turkey a few days before Thanksgiving without having to plan to have it available. Intermediaries take care of the logistics to have the turkeys-which are easily perishable and bulky to store in a freezer-available when customers demand them. Possession utility involves the idea that the consumer can go to one store and obtain a large assortment of goods from different manufacturers during one shopping occasion. Supermarkets combine food and other household items from a number of different suppliers in one place. Certain “superstores” such as the European hypermarkets and the Wal-Mart “super centers” combine even more items into one setting.
Once the company has obtained an adequate understanding of the customer base and its own competitive position in the industry, marketing managers are able to make key strategic decisions and develop a marketing strategy designed to maximize the revenues and profits of the firm. The selected strategy may aim for any of a variety of specific objectives, including optimizing short-term unit margins, revenue growth, market share, long-term profitability, or other goals.
To achieve the desired objectives, marketers typically identify one or more target customer segments which they intend to pursue. Customer segments are often selected as targets because they score highly on two dimensions: The segment is attractive to serve because it is large, growing, makes frequent purchases, is not price sensitive (i.e. is willing to pay high prices), or other factors; and The company has the resources and capabilities to compete for the segment’s business, can meet their needs better than the competition, and can do so profitably. In fact, a commonly cited definition of marketing is simply “meeting needs profitably.”
The term marketing environment relates to all of the factors (whether internal, external, direct or indirect) that affects a firm’s marketing decision-making or planning and is subject of the marketing research. A firm’s marketing environment consists of two main areas, which are:
On the macro environment a firm holds only little control. It consists of a variety of external factors that manifest on a large (or macro) scale. These are typically economic, social, political or technological phenomena. A common method of assessing a firm’s macro-environment is via a PESTLE (Political, Economic, Social, Technological, Legal, and Ecological) analysis. Within a PESTLE analysis, a firm would analyze national political issues, culture and climate, key macroeconomic conditions, health and indicators (such as economic growth, inflation, unemployment, etc.), social trends/attitudes, and the nature of technology’s impact on its society and the business processes within the society.
A firm holds a greater amount (though not necessarily total) control of the micro environment. It comprises factors pertinent to the firm itself, or stakeholders closely connected with the firm or company. A firm’s micro environment typically spans:
Customers/consumers, Employees, Suppliers, The Media. By contrast to the macro environment, an organization holds a greater degree of control over these factors.
The marketing environment involves factors that, for the most part, are beyond the control of the company. Thus, the company must adapt to these factors. It is important to observe how the environment changes so that a firm can adapt its strategies appropriately. Consider these environmental forces:
Competitors often “creep” in and threaten to take away markets from firms. For example, Japanese auto manufacturers became a serious threat to American car makers in the late 1970s and early 1980s. Similarly, the Lotus Corporation, maker of one of the first commercially successful spreadsheets, soon faced competition from other software firms. Note that while competition may be frustrating for the firm, it is good for consumers. (In fact, we will come back to this point when we consider the legal environment).Note that competition today is increasingly global in scope.
It is important to recognize that competition can happen at different “levels.” At the brand level, two firms compete in providing a very similar product or service. Coca Cola and Pepsi, for example, compete for the cola drink market, and United and American Airlines compete for the passenger air transportation market. Firms also face less direct-but frequently very serious-competition at the product level.
For example, cola drinks compete against bottled water. Products or services can serve as substitutes for each other even though they are very different in form. Teleconferencing facilities, for example, are very different from airline passenger transportation, but both can “bring together” people for a “meeting.” At the budget level, different products or services provide very different benefits, but buyers have to make choices as to what they will buy when they cannot afford-or are unwilling to spend on-both. For example, a family may decide between buying a new car or a high definition television set.
The family may also have to choose between going on a foreign vacation or remodeling its kitchen. Firms, too, may have to make choices. The firm has the cash flow either to remodel its offices or install a more energy efficient climate control system; or the firm can choose either to invest in new product development or in a promotional campaign to increase awareness of its brand among consumers.
In the early 1960s, Professor Neil Borden at Harvard Business School identified a number of company performance actions that can influence the consumer decision to purchase goods or services. Borden suggested that all those actions of the company represented a “Marketing Mix”. Professor E. Jerome McCarthy, at the Michigan State University in the early 1960s, suggested that the Marketing Mix contained 4 elements
The product aspects of marketing deal with the specifications of the actual goods or services, and how it relates to the end-user’s needs and wants. The scope of a product generally includes supporting elements such as warranties, guarantees, and support.
This refers to the process of setting a price for a product, including discounts. The price need not be monetary; it can simply be what is exchanged for the product or services, e.g. time, energy, or attention. Methods of setting prices optimally are in the domain of pricing science. A number of modes of pricing techniques exist, which span:
Elasticities (whether Price Elasticity of Demand, Cross Elasticity of Demand, or Income Elasticity of Demand)
Market skimming pricing
Market penetration pricing
This refers to how the product gets to the customer; for example, point-of-sale placement or retailing. This third P has also sometimes been called Place, referring to the channel by which a product or service is sold (e.g. online vs. retail), which geographic region or industry, to which segment (young adults, families, business people), etc. also referring to how the environment in which the product is sold in can affect sales.
This includes advertising, sales promotion, including promotional education, publicity, and personal selling. Branding refers to the various methods of promoting the product, brand, or company.
These four elements are often referred to as the marketing mix, which a marketer can use to craft a marketing plan. The four Ps model is most useful when marketing low value consumer products. Industrial products, services, high value consumer products require adjustments to this model. Services marketing must account for the unique nature of services.
A feasibility study looks at the viability of an idea with an emphasis on identifying potential problems and attempts to answer one main question: Will the idea work and should you proceed with it?
Before you begin writing your business plan you need to identify how, where, and to whom you intend to sell a service or product. You also need to assess your competition and figure out how much money you need to start your business and keep it running until it is established. Feasibility studies address things like where and how the business will operate. They provide in-depth details about the business to determine if and how it can succeed, and serve as a valuable tool for developing a winning business plan.
Even if you have a great business idea you still have to find a cost-effective way to market and sell your products and services. This is especially important for store-front retail businesses where location could make or break your business.
For example, most commercial space leases place restrictions on businesses that can have a dramatic impact on income. A lease may limit business hours/days, parking spaces, restrict the product or service you can offer, and in some cases, even limit the number of customers a business can receive each day.
The product or services to be offered and how they will be delivered.
Includes a description of the industry, current market, anticipated future market potential, competition, sales projections, potential buyers, etc.
Details how you will deliver a product or service (i.e., materials, labor, transportation, where your business will be located, technology needed, etc.).
Projects how much start-up capital is needed, sources of capital, returns on investment, etc.
Defines the legal and corporate structure of the business (may also include professional background information about the founders and what skills they can contribute to the business)
Includes a description of the industry, current market, anticipated future market potential, competition, sales projections, potential buyers, etc.
Discusses how the business can succeed. Be honest in your assessment because investors won’t just look at your conclusions they will also look at the data and will question your conclusions if they are unrealistic. Feasibility studies contain comprehensive, detailed information about your business structure, your products and services, the market, logistics of how you will actually deliver a product or service, the resources you need to make the business run efficiently, as well as other information about the business.
The purpose of the Marketing Feasibility Study is to determine the suitability of this property for profitable development, and to define optimal products and amenities in accordance with projected market demand, and to project sales absorption and annual revenues from development of this property.
The research design is mainly exploratory in nature as it involves researching the demand potential for the existing product.
The method for data collection was primarily by way of survey conducted in industries and big organization using an appropriate questionnaire.
No secondary data is interpreted, since the survey it’s self enough to find the market potential. Since the product is not in the survey region and other region data will not suitable for a wind generator.
Sample size was required to be a size of 50 respondents in and around Hyderabad, Other districts of A.P.
As the consumers were mainly industries and big organization consumers, method of convenient sampling was chosen.
A wind turbine is a machine for converting the kinetic energy in wind into mechanical energy. It the mechanical energy is used directly by machinery, such as a pump or grinding stones, the machine is usually called a windmill. If the mechanical energy is then converted to electricity, the machine is called a wind generator.
Wind machines were used for grinding grain in Persia as early as 200 B.C. This type of machine spread throughout the Islamic world and were introduced by Crusaders into Europe in the 13th century. By the 14th century Dutch windmills were in use to drain areas of the Rhine River delta. In Denmark by 1900 there were about 2500 windmills for mechanical loads such as pumps and mills, producing an estimated combined peak power of about 30 MW. The first windmill for electricity production was built in Denmark in 1890. and in 1908 there were 72 wind-driven electric generators from 5 kW. The largest machines were on 24 m towers with four-bladed 23m diameter rotors.
By the 1930s windmills were mainly used to generate electricity on farms, mostly in the United States where distribution systems had not yet been installed. In this period, high tensile steel was cheap, and windmills were placed atop pre-fabricated open steel lattice towers. A forerunner of modern horizontal-axis wind generators was in service at Yalta, USSR in 1931. This was a 100 kW generator on a 30 m tower, connected to the local 6.3 kV distribution system. It was reported to have an annual load factor of 32 percent, not much different from current wind machines.
In 1941 the world’s first megawatt-size wind turbine was connected to the local electrical distribution system on Grandpa’s Knob in Castleton, Vermont, USA. This 1.25 MW Smith-Putnam turbine operated for 1100 hours before a blade failed at a known weak point, which had not been reinforced due to war-time material shortages. In the 1940, the U.S. had a rural electrification project that killed the natural market for wind-generated power, since network power distribution provided a farm with more dependable usable energy for a given amount of capital investment.
In the 1970s many people began to desire a self-style. Solar cells were too expensive for small-scale electrical generation, so practical people turned to windmills. At first they built ad-hoc designs using wood and automobile parts. Most people discovered that a reliable wind generator is a moderately complex engineering project, well beyond the ability of most romantics. Practical people began to search for and rebuild farm wind-generators from the 1930s. Jacobs wind generators were especially sought after.
Later, in the 1980s, California provided tax rebates for ecologically harmless power. These rebates funded the first major use of wind power for utility electricity. These machines, gathered in large wind parks such as at Altamont pass would be considered small and un-economic by modern wind power development standard.
In the 1990s, as aesthetics and durability became more important, turbines were placed a top steel or reinforced concrete towers. Small generators are connected to the tower on the ground, and then the tower is raised into position. Larger generators are hoisted into position atop the tower and there is a ladder or staircase inside the tower to allow technicians to reach and maintain the generator.
Originally wind generators were built right next to where their power was needed. With the availability of long distance electric power transmission, wind generators are now often on wind farms in windy locations and huge ones are being built offshore, sometimes transmitting power back to land using high voltage submarine cable. Since wind turbines are a renewable means of generating electricity, they are being widely deployed, but their cost is often subsidized by taxpayers, either directly or through renewable energy credits. Much depends on the cost of alternative sources of electricity. Wind generator cost per unit.
Power generation from wind has emerged as one of the most successful programmes in the renewable energy sector, and has started making meaningful contributions to the overall power requirements of some States.
Energy is a major input for overall socio-economic development. Use of fossil fuels is expected to fuel the economic development process of a majority of the world population during the next two decades. However, at some time during the period 2020-2050, fossil fuels are likely to reach their maximum potential, and their price will become higher than other renewable energy options on account of increasingly constrained production and availability. Therefore, renewable are expected to play a key role in accelerating development and sustainable growth in the second half of the next century, accounting then to 50 to 60% of the total global energy supply.
After the creation of a separate Ministry in 1992, special emphasis was given in the Eighth Plan to generation of grid quality power from renewable. The total installed capacity of power from renewables today stands at nearly 1350 MW with contribution from wind power of nearly 1000 MW.
Wind power installations worldwide have crossed 8500 MW producing about 14 billion KWh of energy annually. A total capacity of about 5500 MW has been installed in Europe, 1700 MW in USA, and 992 MW in India. India is now the fourth largest wind power generator in the world after Germany, USA and Denmark.
The State of the World 1998, a world-watch Institute Report on progress toward a sustainable society, released earlier this year, has noted that renewable energy production in the world is expanding rapidly. Wind generation is the fastest growing energy source in this decade and is expanding at 25% per year. The Report recognizes India as a new “Wind Superpower”. With declining trend of cost and increase in the scale of wind turbine manufacturing, wind promises to become a major power source globally in the first few decades of the new millennium.
MNES (Ministry of Non-conventional Energy Sources) are implementing the world’s largest wind resource assessment programme, which forms the backbone of their wind exploitation efforts. Preliminary estimates indicate a potential of about 20,000 MW. Scientific surveys are being intensified to identify specific viable and potential sites. A recent study undertaken to re-assess the potential, places it at about 45,000 MW. Assuming a grid penetration of 20%, a technical potential of about 9,000 MW is already available for exploitation in the potential States. 160 sites have so far been identified in 13 States. Survey work is in progress in 24 States / UTs. The States of Rajasthan and West Bengal have also shown wind potential recently.
Today, we have a wind power installed capacity of 992 MW in the country, out of which about 940 MW is accounted for by commercial installations. About 3.5 billion units of electricity have been fed to the grid so far. A good local production base for wind turbines now exists in the country, with 15 manufacturing companies active in this sector.
Today, the capital cost of wind power projects range Rs. 6.5 crores per MW on turnkey basis .The government has introduced a package of incentives which includes tax concessions such as 100% accelerated depreciation, tax holidays for power generation projects, soft loans, customs and excise duty relief’s, liberalized foreign investment procedures, etc. IREDA is playing a significant role in promoting Renewable Energy Projects, in general and Wind Energy Projects in particular Process
Suzlon Energy is Asia’s fully integrated wind power generator company and ranks amongst the top ten in the world. Suzlon integrates consultancy, design, manufacturing, operation and maintenance services to provide customers with total wind power solutions.
Suzlon has a subsidiary in Germany for technology development, an R&D facility in the Netherlands for rotor blade molding and tooling, and Wind Turbine and rotor blade manufacturing facilities in India.
Suzlon Energy also has the distinction of introducing the concept of large wing parks in Asia and has gone on to build some of the largest wind parks in Asia including the world’s largest wind park of its kind.
“Be amongst the top five wind power companies in the world by leveraging technological leadership and commercial acumen to exceed customer expectations.”
Suzlon Wind Park is innovative concept that develops a wind-farm with all necessary infrastructure, including land, civil work electrical work, wind Turbines, transmission lines, approach roads, etc. coupled with financial assistance for the third part/parties.
The work culture at Suzlon hinges on the three pillars of corporate values, brand core and philosophy of global assimilation. Agility, creativity, adding value, commitment and integrity are the base values of Suzlon’s work culture. Inducting people into Suzlon’s brand core of sustainable development is a process that involves imbibing these values and blending the best qualities of the individual with those of the organization.
Suzlon’s 14,000 employees have helped raise the performance bar in professionalism, opportunity, responsibility, belongingness and accomplishment. With our vision cast high and focus on our people, we offer a truly global exposure with more than 1000 clients worldwide and projects from The Americas to Asia, Europe to Asia Pacific.
Suzlon has leveraged the rich operational experience of the world’s finest wind power technology to industriously harness an individual towards a powerful ‘greener tomorrow’.
Suzlon’s new international business headquarters in Denmark, where the subsidiaries in the US, Australia ,China and Europe will benefit from extensive management experience complemented by competences in specific wind engineering disciplines, project execution, operations, service and maintenance and financial engineering.
Suzlon Energy GmbH carries out research and development with its focus on innovation, to design world class wind turbines. The designing team’s prime objective is to provide technological leadership to Suzlon in collaboration with our manufacturing, installation and maintenance teams around the world.
Suzlon’s R&D centre in the Netherlands is responsible for design and development of rotor blades.
To leverage maximum advantage from China’s expanding markets, Suzlon has its presence in Beijing-its headquarters for Chinese operations.
Suzlon has a large presence in India and has been the undisputed market leader in the world’s fifth largest market, for past eight years in row. India is the largest market in Asia; it is also where the Suzlon group’s head quarters are located. Suzlon has manufacturing facilities, state-of-the-art R&D centers and training campuses in India. Manufacturing facilities in pondicherry, India.
Suzlon’s office in Melbourne is responsible for sales, marketing, project implementation and service support for the emerging Asia pacific Market.
Suzlon has world-class design and R&D teams and state-of-art facilities in Germany, Netherlands and India. Comprising some of the world’s most renowned wind energy experts, our R&D team combines global experience of varied wind regimes with in-depth knowledge of available turbine technologies.
At Suzlon we are committed to quality – be it person, process or product. The philosophy of Total Quality Management (TQM) is a fundamental goal of all processes, procedures and deliverables at Suzlon, enabling us to build world-class products that exceed customer expectations at every level. The number of repeat orders and the long-term customer relationships enjoyed by Suzlon demonstrate the success of this philosophy.
The Suzlon Quality Management system is constantly reviewed by both internal and external audit to ensure ongoing adherence to the highest international standards of quality control and assurance. The quality systems are certified as compliant with the requirements of ISO 9001 (2000) by Dot Norse Verities (DNV), one of the leading global registrars of Quality Management systems.
Suzlon has emerged as the 5th largest wind energy company in the world and the largest in India because of its dedication towards advanced technology, research and development and most importantly its consistent quality. You can download Suzlon’s quality policy by clicking on the link below.
At Suzlon, we relentlessly pursue superior quality. Quality, Environment and Safety (QES) management systems don’t just help us comply with environment, occupational health and safety norms – they are the foundation of our business. Timely and frequent auditing of our QES systems and vendors ensures that quality remains paramount at all times.
Our design, manufacture, operations and maintenance services have been certified as ISO 9001:2000 by Det Norse Veritas. Our wind turbine generator (WTG) models are accredited with type certification by Germanischer Lloyd or CWET.
S88-2.1 MW, S82-1.5 MW, S66-1.25 MW, S64-1.25 MW, S52-600 kW
9% of the world wind energy market, 5th largest wind power supplier*
Employees : 14000+ [23 nationalities]
BSE and NSE (India), part of S&P CNX Nifty Index
Suzlon operates across the wind energy supply chain, manufacturing Wind Turbine Generators and its components. Suzlon also has the experience and expertise to undertake services for wind farm projects across the globe.
Presence : 21 countries: Australia, Belgium, Brazil, Canada, China, Denmark, Germany, Greece, India, Italy, New Zealand, Nicaragua, Portugal, Romania, Spain, Sri Lanka, The Netherlands, Turkey, Ukraine, UK, USA
India: Maharashtra, Pondicherry, Gujarat, Daman, Padubidri, China: Tianjin, North America: Pipestone, Minnesota
Denmark, Germany, India, The Netherlands
At Suzlon the commitment to safety must extend not only to the employees, but also to all people who interact with them at any point of their value chain. Our commitment to safety extends beyond process and product, and branches out into education and awareness.
A unique help desk called [email protected]/* */ has been started as a communication channel for anyone who wishes to contribute in the journey of excellence in Quality Environment & Safety.
Apart from the world-class Suzlon Wind Turbines, the wind park package comprises of a service. They include:
Commitment to the cause and superior performance of its Wind Turbines based on strong R&D focus has RESULTED IN Suzlon reaching the top few in the wind energy markets world over, in a very short period of time.Today, Suzlon ranks amongst the top five in the world. Suzlon has to its credit the development of the world’s largest and one of its kind wind parks of 250 MW capacities.
Suzlon is the leader in Wind Energy in Asia since the inception of the operations maintained our market leadership in India and to day is the largest wind power company in Asia. Suzlon has acquired 40% of market share in Andhra Pradesh
Suzlon has recently acquired RE POWER German based company and it is third in position on the world map in regard to wind power installations.
The Kavdya Dongar Wind Park lies approximately 24 km southwest of Ahmednagar and 100 km northeast of Pune. It comprises of a group of five hills with maximum elevations of approximately 960 m. The site rises approximately 150 m above the surrounding relief of the undulating Western Ghats and is the highest terrain for several kilometers in all directions. The site has a mean annual wind speed of 22.08 kmph at 30 m height.
The Vankusawade Wind Park is located on a high mountain plateau at 1150 m amsl, running north to south above the Koyna Reservoir in the Satara district of Maharashtra state. It is approximately 40 km from the town of satara (200 km south-southeast of Mumbai), and approximately 80 km from India’s west coast. The site has a mean annual wind speed of 5.89 m/s.
Service at suzlon doesn’t end with providing with smooth machine operation. Our understanding of service is to help our customers optimize and improve the operational reliability and efficiency of the wind turbines over their entire lifetime.
Suzlon offers a comprehensive range of value-added services and solutions.
Suzlon ensures permanent energy yield optimization in accordance to the onsite climate and grid conditions.
Suzlon provides round-the-clock Operation and Maintenance support, assisted by a team of experienced engineers and equipped with critical equipment and spare parts.
They will ensure that the wind turbines installed are well taken care of, minimizing downtime and maximizing machine availability.
At Suzlon we strive to leverage the best technology to create products that deliver high performance and reliability in the toughest and the most diverse operating environments. With world-class design and R&D teams, and state-of-the-art facilities in Belgium, Germany, India and the Netherlands, our R&D team is a potent combination of global experience of varied wind regimes and geographies and an in-depth expertise of leading edge wind turbine technologies.
Technology is the key enabler for a company to be a market leader. Suzlon’s sophisticated R&D capabilities in the wind energy space have led to the development of a comprehensive product portfolio, ranging from 600 kW to 2.1 MW wind turbines. Though the dynamic increase in wind turbines ratings has slowed since 2006 wind turbine technology as such continues to be a dynamic field of research with the focus more on reliability, ease of operation and loads reduction which will enable weight and cost reductions of wind turbines.There is a strong focus on increasing the energy yield of wind turbines at a given rating by improving aerodynamics and applying larger rotors.
The 500-strong Technology Group, led from its R&D Headquarters in Hamburg, derives its technological success from a close collaboration between the development teams in Germany, Netherlands, Denmark and India, key technological partners such as Hansen Transmission and research centres experienced in Wind energy such as RisA¸ in Denmark, ECN and TU Delft in the Netherlands and Fraunhofer.
To outline our consolidated performance as a group for the first 9 months of the financial year 2008-2009, our revenue grew from 8,756 crores rupees to 17,277 crores of rupees, a growth of 97%.Our approach to technology is one of constant research, development and innovation. To create products that deliver high performance and reliability in varied operating environments, we employ the best in every field of development in the wind energy industry. With world-class design, R&D teams, and state-of-the-art facilities in Belgium, Germany, India and The Netherlands, our R&D team is a combination of the finest of global experience and in-depth expertise.
Suzlon, in joint venture partnership with REpower, has established the Renewable Energy Technology Center in Hamburg, and has acquired Hansen Transmissions International NV, Belgium to manufacture gearboxes
Suzlon is an integrated wind energy solutions provider. It offers the entire gamut of solutions starting from wind resource mapping, land acquisition, technology development, turbine manufacturing, EPC projects and completing the chain with operations & maintenance services.
Suzlon focuses on providing a complete range of efficient, cost effective wind energy solutions. Using the support and talent of our multi-cultural, multi-ethnic global workforce, we have successfully constructed and managed customized wind farms in varied geographic areas and climatic conditions.
Tulsi Tanti awarded Champion of the Earth Mr. Tulsi Tanti was honored with Champion of the Earth title for Entrepreneurial Vision by the United Nations Environment Program
Tulsi Tanti awarded Global Indian Award the Canada India Foundation for global entrepreneural vision had awarded Mr. Tulsi Tanti with the Global Indian Award
Operational Excellence Suzlon Energy Limit declared is one of the winners of India’s first Infrastructure awards – KPMG- Infrastructure Today Awards 2008. Suzlon bagged the ‘ The Most Admired Company – Power ( Non conventional) award under the Infrastructure Developers Category. The awards have been instituted by KPMG and ASAPP Media Group to recognize and felicitate exceptional work done in the Indian Infrastructure industry.
National operations Suzlon Energy Ltd bags the first prize for Best Manufacturer (2006-2008) and the second prize for the Best ServiceProvider among Manufacturers (2006-2008). The awards were presented under the aegis of Wind India 2008 awards and are awarded to stalwarts in the Indian Wind Energy industry for their efforts in shaping a Greener India.
Suzlon bags Golden Peacock National Training Award 2008. The award function was held at the 9th International Conference on Corporate Governance at London and the award was given through the hands of Dr Ola Ullsten, former PM of Sweden.
The wants of products and services produced in a country make our economy strong. Almost all the products which are available to customers have a number of alternative suppliers, that is substitute products are available to customers who make a decision to buy products. Therefore seller most of his time seeks customers and tries to please them.
More(or)less , after the second world war, the sellers makers have disappeared and buyer markets have come up .It means the manufacturer’s attention has switched over from the products to the customer and specially concentrated on the customer satisfaction .The manufactures possess no control over the customer. A modern marketer first tries to understand the customers and the response then he studies the basic characteristics of the satisfaction. It can be said that customer is the center around which the whole marketing system revolves. The selection or choice of product (or) Services by customers greatly determines the fate of the products.
As such the company must known the customer more and in order to manufacture the product. Which give them satisfaction, in the way the customer need the marketing programme , neglecting the customer satisfaction ,one will naturally invite future .A care ful study of customer satisfaction will facilitate the marketer in determining the size , Style, coverage.brandetc.
Today many companies are moving beyond the marketing concept to the customer concept, where as companies practicing the marketing concept work at the level of customer segments, a growing number of today’s compines are now shapping offers, services and message to individual customer’s part transation ,demographics.
The ability of a company to deal with customer at a time has become practical as result of advances in factory customization computers, the internet and database marketing software. Yet the practicing of a one-to-one marketing is not for every.
To understand why customer satisfaction is the most potent factor in sales marketing (provided distribution and other matters are attended to a liquate it), is necessary to recognize, first that customer fiends are commonly in the same social, income, vocational interest and are age group. A managing director who is instrumental is having a computer installed in his office has, as friends, other managing directors. Some of whom may be interested in his opinion of the computers as an office aid.
Needs are the basic forces that drive customer to take action and engage in exchanges. An unsatisfied need is a gap between a person’s action and desired states on some Physical (or) psychological dimension. We all have basic physical needs critical to our survival, such as food, drink, warmth, shelter and sleep. We also have social and emotional needs critical to our psychological well being such as security, belonging, love, esteem and self-fulfillment. Those needs that motivate the consumption behavior of Individuals then are few and basic.
Organization also must satisfy needs to assure their survival and well-being. Shaped by the organization’s strategic objectives, these needs relate to the resource inputs, capital equipment and services necessary to meet those objectives.
Wants reflects a person’s desires or preferences for specific ways of satisfying a basic need. Thus a person wants a particular products, brand or services to satisfy a need. A person is thirsty and wants a coke. A person as tired and wants a vocation in Florida. Different people then may have very different wants to satisfy the same need. Every one needs to keep warm on cold winter nights, for instance. But some people want electric Blankets while others prefer old fashioned down comforters.
This distinction between needs and wants helps put into perspective the charge that “Market creates needs” Marketers make people want things don’t need.
A multi product firm may need customer satisfaction measures for each of its different products even it they are sold to the same customer. This would be the case if the choice criteria varied substantially between products. Especially in terms of expectations regarding service delivery repairs and availability of spar parts. Also we should not that a firm needs to develop its own satisfaction measures with its various Intermediaries and major suppliers (advertising agencies)
Developing a meaningful measure of customer satisfaction requires the merging of two kinds of measures.
The expectation measure has to do with an understanding of the criteria used by customer to evaluate the quality of the firm’s relation ship with them. Knowing the product/service attributes that constitute the customer’s choice criteria used by customers to evaluate the quality of the firm’s relation ship with them. Knowing the product/services attribute that constitutes the customer’s choice criteria as well as the Relative importance of each should facilitate this task.
The performance measures, is concerned with how well the form is meeting the customers expectation on an individual attribute as well as an over all basis.
Thus, with the choice criteria of a cruise lines target market included such attributes as food, exercise facilities and entertainment then a performance measures would be developed for each.
In most cases the individual’s attributes on which satisfaction expectations are based multidimenonal. Thus it is necessary of obtain a measure for each dimension and then weigh the result by their relative importance to get an overall measure. Unless this is done, it is impossible to understand and the nature and scope of a consumer’s expectancy rating and take corrective action. This is certainly the case with the cruise line attributes cited above food (selection/type/size of portion).Exercise facilities (avilibity /hours Open / type equipment presence of instructors) and entertainment.
These are measures of how well the company has met the customers expectation on a given attribute of course overall performance measures are meaningless unless they are compared with the appropriate customers expectation measure the result can be negative, when performance is less than expected satisfactory when it is at least as good as expected and positive when performance is better than expected.
Performance measures come in a variety of forms. The two most common are absolute measures and scaled measures as discussed earlier in connection with exception measures. Some company has factual data about its performance on a given variable it needs a customer rating since in the final analysis this is the once that matter. Where the perceived performance rating less than the factual performance (or) is considered unreasonable the firm should make every effort to the customers perception of the Situation.
Peter ducker observed that a company’s first task is ‘to create customer’. How ever customers face a vast array of product and brand choice, price and suppliers.
We believe that customers estimate which offer will deliver the most value. Customers are value maximizes with in bound of search costs and limited knowledge, mobility and income. They form an expectation of value, and act on it. Weather (or) not offer lives up to the value expectation affects both satisfaction repurchase probability.
Today’s customers are becoming harder to please. They are smarter, more prices conscious, many more competitors approach more demand, less forgiving and them with equal better offers. The challenge, “according to Jeffery Gilmore is not to produce satisfied customers, several competitors can do this. The challenge is to produce Delighted loyal customers.
Companies seeking to expand their profits and sales have to spend considerable time and resources searching for new customers. To generate leads, the company develops ads and places them in media that will reach new prospect , its sends direct mail and make phone call to possible new prospects; its sales people participate in trade shows where there might find new leads; and so on. All this actives producer a list of suspect. The next task is to identify which suspect are really good prospect interviewing them, checking on their financial standing and so on. Then it is time to send Our sales people the customer centered firm seeks to create high.
The Study was conducted in the following segment of A.P. Industry to find out the interested of the customers to invest in wind power generation business.
Majority of the customers met were from Hyderabad as most of the corporate offices of various factories are located in Hyderabad. The focused segments are cement, pharma, chemical, metal, telecom, construction, electronics, food & beverages, plastic, paper industries.
Customer satisfaction that is not main goal if the company increases customer satisfaction by loweing its price as increasing its services, the present may be lower.
From the survey of 50 customer of SUZLON Infrastructure Service Limited, HYD. I conclude that SUZLON Products maintaining good quality and moderate price and good margin to its customers. T.V Advertisement and customers are suggested that new schemes will improve the sale these are measures the company should be taken to enhance customer satisfaction.
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