Suzlon Energy Company
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Introduction
Energy is a conserved quantity that can be converted in form. It’s a huge company that has employed over 6500 employees and has been praised for reducing more than 39 million tonnes of carbon dioxide emissions every year. Because fossil fuels are gradually depleting, many have turned to renewable energy. It’s a renewable resource that can be used over time. It offers a wide range of solar solutions from the supply chain, land acquisition approval, and solar irradiance assessments. It is a global participant in terms of products and markets and wind turbine manufacturing. ( Mushtaq, 2008).
Organizational analysis
As the company aspires to be a technology leader globally, it’s vital to have a concrete leadership system. The company is lead under strict rules and regulations with a good rapport between the employer and the employees. The company provides for talent management to its employees to identify, train, and retain such individuals. Due to the expansion and increase in demand over time, the company needed to strategize. (Pradhan, 2012.)
Operation management
The success of Suzlon has been the supply chain and its incorporation with manufacturing facilities like control panels, tubular towers, and rotor blades in the wind sector. (Barad & Sapovadia, 2010).The company also offers a wide range of solar solutions from the supply chain, solar irradiance assessments, and land acquisition approval. Together with other associating companies, procure sites that are suitable for wind turbine installation and projects. Its main agenda is efficiency and reliability and maintaining a good relationship with customers.
Market and finance.
Overtime, Suzlon has expanded its operation to other countries like America, China, Europe, and Australia. Kumar et al. (2009.) The company promotes its products through advertising in high profiled journals, magazines and attending national and international energy forums. It has well developed and organized sales and services from small scale companies to large ones. In foreign markets, its products are sold by its branch offices.The company has a marketing team that explains to the customer what their services are and their benefits. The marketing team is tasked with follow-ups with the customer to ensure the product they purchased is serving them well.
Environment regulatory
The company believes in the safety of the environment by providing a free non-pollutant product to the environment. It is estimated that Suzlon has reduced millions of tonnes of carbon dioxide emissions every year. Suzlon is committed to the well-being of its employees as well as its customers.
Achievements and challenges.
Having had a positive mark in the global market, Suzlon company has won many awards and recognition over time. For instance. In 2007-2008, Suzlon was awarded the best TIMES Heroes Environment Award for its champion on climate change. Its global expansion and success are attributed to various factors like comprehensive and concrete management and leadership team, provision of a stable global market, belief in efficiency and reliability, and efficient and adequate production resources. Menanteau, (2003). Some of its key achievements include: achieving the 10000 MW of wind energy in India, being awarded the Golden Peacock Eco Innovation award in wind turbines and its breakthrough to the international market. Ovais % Singh, (2016).
Just like any other company, Suzlon also has its fair share of problems. According to Michalena & Angeon, (2009). The high cost of installation is a major setback, lack of valid information and awareness about the benefits of renewable resources to the public and power availability in terms of the amount and the in energy production. The company has however set up strategies to combat these setbacks. Sensitization and public awareness by the Indian government has helping in understanding this concept. According to Pradhan, (2009). The company is also looking into ways of reducing the cost of installation to attract more customers.
Investment potential.
The high debt acquisition by Suzlon is a crucial factor that needs to be looked at as its stock rate has been falling. Blanco, (2009). The company funded its machinery acquisition through loans from banks and has been a been a challenge to pay back due to high interest rate. This system therefore needs to be restricted to avoid future problems.
The company has time and space to keep growing should it conduct it business with the required high standard of ethics. To maintain good working relationship with its worker and customers. To improve the quality, efficiency and safety in production as well as building long term partnership will spearhead the company to massive growth and development
Recommendation
Even though the renewable energy industries have gradually developed, there is need for more public awareness especially its benefits to the safety of the environment. Efficiency of the product needs to be increased across the production and supply chain. Tara et al (2015). A friendly and well laid out regulations to promote investor and partnership conviction on the product. Employees incentives and positive reinforcement at work will positively encourage the workers therefore increasing work production as well as quality.
References
Barad, K. B., & Sapovadia, V. K. (2010). Milching the Winds: The Suzlon Way. Available at SSRN 1725640.
Blanco, M. I. (2009). The economics of wind energy. Renewable and sustainable energy reviews, 13(6-7), 1372-1382.
Kumar, N., Mohapatra, P. K., & Chandrasekhar, S. (2009). India’s global powerhouses. Harvard Business School Press, Boston, MA, March.
Menanteau, P., Finon, D., & Lamy, M. L. (2003). Prices versus quantities: choosing policies for promoting the development of renewable energy. Energy policy, 31(8), 799-812.e Macmillan, London.
Michalena, E., & Angeon, V. (2009). Local challenges in the promotion of renewable energy sources: the case of Crete. Energy Policy, 37(5), 2018-2026.
Mushtaq, A. (2008). Suzlon Energy. In Emerging Multinationals Conference, Copenhagen Business School.
Ovais, D., & Singh, A. P. (2016). Leveraging the 2% A Case Study on Drawing Maximum Benefits from CSR Spending, Especially when Trouble is Brewing: with Special Reference to BHEL. International Journal of Engineering and Management Research (IJEMR), 6(2), 372-384.
Pradhan, D. (2012). Suzlon Energy Ltd: Making Foray Abroad. In India: acquiring its way to a global footprint (pp. 61-75).
Pradhan, J. P. (2009). The global economic crisis: impact on Indian outward investment. Available at SSRN 1515678.
Tara, K., Singh, S., & Kumar, R. (2015). Green banking for environmental management: a paradigm shift. Current World Environment, 10(3), 1029-1038.