Changes
/* Strategic Position */
{|border="2" cellspacing="0" cellpadding="4" width="55%" align="center"
|align = "center" bgcolor = "#CCCCFF538ED5"|<font color="#000000">'''Head Office'''</font>
|One Earth , Opp. Magarpatta City<br>Hadapsar<br>Pune 411 028<br>India
|-
|align = "center" bgcolor = "#CCCCFF538ED5"|<font color="#000000">'''Phone'''</font>
|91 20 4012 2000
|-
|align = "center" bgcolor = "#CCCCFF538ED5"|<font color="#000000">'''Fax'''</font>
|91 20 4012 2100
|-
|align = "center" bgcolor = "#CCCCFF538ED5"|<font color="#000000">'''Web Address'''</font>
|[http://www.suzlon.com/ http://www.suzlon.com]
|-
|align = "center" bgcolor = "#CCCCFF538ED5"|<font color="#000000">'''<nowiki> </nowiki> Employees'''</font>
|16000
|-
|align = "center" bgcolor = "#CCCCFF538ED5"|<font color="#000000">'''Turnover (US $M)'''</font>
|4330
|-
|align = "center" bgcolor = "#CCCCFF538ED5"|<font color="#000000">'''Financial Year End'''</font>
|March
|-
|}
===Key Financials===
Source: [http://www.ismcapital.com/images/news/ISM%20Capital_Suzlon_Tilting%20at%20Windmills.pdf IMS Capital Report]
===Revenue Distribution===
The following table gives the geographical break-up of revenue distribution of Suzlon Wind Turbine Generator (not Suzlon Group) for the year 2010:
<br>
{|border="2" cellspacing="0" cellpadding="4" width="50%" align="center"
|align = "center" bgcolor = "#538ED5"|'''Geography'''
|align = "center" bgcolor = "#538ED5"|'''Revenue (INR Crore)'''
|align = "center" bgcolor = "#538ED5"|'''% of Total Revenue'''
|-
|India
|align = "center"|4,094
|align = "center"|42%
|-
|USA
|align = "center"|2,483
|align = "center"|26%
|-
|China
|align = "center"|813
|align = "center"|8%
|-
|ANZ
|align = "center"|1,192
|align = "center"|12%
|-
|Europe & ROW
|align = "center"|1053
|align = "center"|11%
|-
|'''Total'''
|align = "center"|'''9,635'''
|align = "center"|'''100%'''
|-
|}
<br>
==Business Overview==
===Organization Structure===
[[Image:Org chartchart1.jpgpng|Centercenter|thumb|1000 px]]
<br>
===Mergers & Acquisitions===
<br>
===Order Book===
<br>'''Source: Factiva News Articles, Analyst Reports'''
<br>
===Client Base in Key Markets===
{|border="2" cellspacing="0" cellpadding="4" width="100%"
|align = "center" bgcolor = "#C5D9F1538ED5"|'''India'''|align = "center" bgcolor = "#C5D9F1538ED5"|'''USA'''|align = "center" bgcolor = "#C5D9F1538ED5"|'''China'''|align = "center" bgcolor = "#C5D9F1538ED5"|'''Australia/NewZealand'''|align = "center" bgcolor = "#C5D9F1538ED5"|'''Europe & South America'''
|-
|Tata Power<br>Bajaj Auto<br>Essel Mining<br>MSPL<br>ONGC
==Market Overview==
===Market Share===
[[Image:Market Position1.jpg|700px600px|center]]
(*Suzlon 6.9% plus RE Power 2%)<br>
'''Source:BTM Consult'''<br>
*Market Share of Suzlon Wind Energy for 3 years from different sources (Excluding RE Power)
{|border="2" cellspacing="0" cellpadding="4" width="47%" align = "center"
|align = "center" bgcolor = "#C5D9F1538ED5"|'''Source'''|align = "rightcenter" bgcolor = "#C5D9F1538ED5"|'''2010'''|align = "rightcenter" bgcolor = "#C5D9F1538ED5"|'''2009'''|align = "rightcenter" bgcolor = "#C5D9F1538ED5"|'''2008'''
|-
|'''BTM Consult'''
|align = "rightcenter"|6.9%|align = "rightcenter"|6.4%|align = "rightcenter"|7%
|-
|'''Make Consulting'''
|align = "rightcenter"|6%|align = "rightcenter"|5.8%|align = "rightcenter"|7%
|-
|}
companies have long term supply agreements in place. Hansen is also developing a customised gearbox for RePower. If Suzlon
sells its stake in Hansen, some of this advantage may be eroded.<br>
[[Image:CompetenciesCompetitive advantage.jpg|center]]
'''Source:Analyst Reports'''
<br>
===Strategic Position===
[[Image:Strategic positionposition1.jpg|center]]
'''Source:Analyst Reports'''
===SWOT Analysis===
{|border="2" cellspacing="0" cellpadding="4" width="55%" align = "center"
|align = "center" bgcolor = "#CCCCFF538ED5"|<font color="#000000">'''Strengths'''</font>|align = "center" bgcolor = "#CCCCFF538ED5"|<font color="#000000">'''Weaknesses'''</font>
|-
|1. Integrated business model<br>2. In house technology and design capabilities<br>3. Market leadership in India and global presence<br>4. Prudent acquisitions and alliances<br>5. Global production<br>6. Pricing power<br>7. Diversified product line
|1. Operational risk<br>2. Growth in assets diminishing growth in profits<br>3. Unsupportive stock prices<br>4. Unfavorable ratings<br>5. Improper working capital management<br>6. Weak strategic financial management<br>
|-
|align = "center" bgcolor = "#CCCCFF538ED5"|<font color="#000000">'''Opportunities'''</font>|align = "center" bgcolor = "#CCCCFF538ED5"|<font color="#000000">'''Threats'''</font>
|-
|1. Environmental awareness<br>2. Government initiatives<br>3. Untapped offshore market<br>4. Steady growth in demand<br>5. Vast coastlines of India and low cost
==Recent Developments==
{|border="2" cellspacing="0" cellpadding="4" width="90%" align = "center"
|align = "center" bgcolor = "#C5D9F1538ED5"|'''S.No'''|align = "center" bgcolor = "#C5D9F1538ED5"|'''Date'''|align = "center" bgcolor = "#C5D9F1538ED5"|'''Details'''|align = "center" bgcolor = "#C5D9F1538ED5"|'''Source'''
|-
|align = "center"|1
==Key Executives==
{|border="2" cellspacing="0" cellpadding="4" width="70%" align="center"
|bgcolor = "#CCCCFF538ED5" align = "center"|<font color="#000000">'''Name'''</font>|bgcolor = "#CCCCFF538ED5" align = "center"|<font color="#000000">'''Designation'''</font>
|-
|Tulsi Tanti