Background Information

Global Wind Industry Overview

Today wind power is the most competitively priced technology in many if not
most markets worldwide. The emergence of wind/solar hybrids, more
sophisticated grid management and increasingly affordable storage begin to paint
a picture of what a fully commercial fossil-free power sector will look like. There
was record investment through public as well as private investors in renewable
energy sector due to reduced capital cost in setting Solar and Wind Power Plants.
Investments in clean energy solutions was $330 billion in calendar year 2017
(Suzlon Annual report 2017-2018) which shows the growth opportunity in
renewable energy sector. More than 60 percent of new investments in Global
Power Sector is from renewable sector.

In terms of the global onshore wind power installations in 2018, nearly half of the
new installations were conducted in China. Followed by USA, Germany, India
and Spain, China has nearly 36% of the cumulative installations. Table 1
comprises the top wind energy producing countries globally, highlighted are the
top five countries that are further analyzed in this project.

Ranking Country

NO.1 21,200 | 206,804

NO.2 7,588 | 96,635

NO.3 2,403 | 53,180

NO.4 2,191 | 35,129

NO.5 324 | 23,494

 Enablers and Disablers of top five countries producing wind energy
(excluding India)

Enablers Disablers
• High demand for renewable • Lower turbine quality
energy • High curtailment rate
• Inexpensive transmission costs • Higher costs than traditional
• Decreasing wind energy costs energy
China
• Renewable portfolio standard • Uneconomic long-distance
• High feed-in-tariff (2014-2018) transmission
• Uneven population and wind
power distribution
• Tax incentives • Insufficient transmission capacity
• Renewable portfolio standard • State and regional competitions
• Improvements in wind power • Challenges with development on
technologies lands
USA
• Customer demand for green • Misinformation and negative
power opinions regarding wind energy
• Utility resource planning • Restricted access to capital
requirements
• Government-sponsored loans • Grid connection problems
• Integrated policy for the • Project halt due to red tape
transformation for the energy • Communities oppositions
Germany system • Uncertain among operators
• Government subsidies regarding the new auction system
• Direct investments in R&D of
wind power
• A high index of energy • Storage difficulties for wind
consumption energy
• Green energy frameworks • Prior economic recession
Spain • No newer licenses for oil & gas • Challenges for organizational
exploration changes
• 100% renewable energy by • Too many stakeholders involved
2050
Wind Energy – Indian Scenario

In the early 1980’s, the Department of Non-conventional Energy Sources (DNES)

came into existence with the aim to reduce the dependence of primary energy
sources like coal, oil etc. in view of the Country’s energy security. The DNES
became Ministry of Non-conventional Energy Sources (MNES) in the year 1992
and now from 2006, the Ministry was renamed as Ministry of New & Renewable
Energy (MNRE).

The growth of Renewable Energy in India is enormous and Wind Energy proves
to be the most effective solution to the problem of depleting fossil fuels,
importing of coal, greenhouse gas emission, environmental pollution etc. Wind
energy as a renewable, non-polluting and affordable source directly avoids
dependency of fuel and transport, can lead to green and clean electricity.
The country currently has the fourth highest wind installed capacity in the world
with total installed capacity of 34.98 GW as on October, 2018 against a target of
60 GW by 2022. Further, around 9.4 GW capacity is under implementation or
have been tendered out.

The Ministry plans to bid out 10 GW wind power capacity each year for 2018-19
and 2019-20, so that bidding gets completed for entire 60 GW capacity additions
by March 2020, leaving two years’ time for execution of projects. The recent
assessment conducted by National Institute of Wind Energy (NIWE) indicates a
gross wind power potential of 302 GW in the country at 100 meter above ground
level.

The capacity additions till 2017 were through Feed in Tariff (FiT) mechanism.
Subsequently, the tariff regime has been shifted from Feed-in-Tariff (FiT) to
bidding route. The Government has issued ‘Guidelines for Tariff Based
Competitive Bidding Process for Procurement of Power from Grid Connected
Wind Power Projects’, vide Resolution notified on 8th December, 2017, with an
objective to provide a framework for procurement of wind power through a
transparent process of bidding. This has resulted in discovery of lowest ever tariff
for wind power.

The expansion of the wind industry has resulted in a strong ecosystem, project
operation capabilities and a manufacturing base. State-of-the-art technologies are
now available in the country for the manufacture of wind turbines. All the major
global players in this field have their presence in the country. Over 24 different
models of wind turbines are being manufactured by more than 12 different
companies in India. Wind turbines and components are being exported to the US,
Australia, Europe, Brazil and other Asian countries. Around 70-80%
indigenization has been achieved with strong domestic manufacturing in the wind
sector.

As Suzlon is based in India, India’s progression in wind energy and enablers and
disablers have been analysed separately from the other top five countries (India
is ranked 4th globally).

Cumulative Installed Capacity

40,000
Installed Capacity (MW)

35,000
30,000
25,000
20,000
15,000
10,000
5,000
0
2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
Years

Installed Capacity Annual Installed Capacity

Changing contexts in India

In India, the wind energy sector has been very dynamic, following table outlines
a timeline from 2002 – present day highlighting major events and changes that
have affected the industry.

Year Events and major change

2002 – 2006 India’s economy starts to perk up
Electricity Act 2003
Tariffs for wind energy
2006 - 2009 Economy slows down and hit by economic crisis 2008
2009 - 2011 General Based Incentive (GBI)
2011 - 2012 Renewable Energy Certificate (REC)
2013 - 2014 Feed-in tariff
 2015 - 2017 Repowering Policy in August 2016
Wind-Solar Hybrid Policy
2017 - present Reverse bidding

India’s Enablers and Disablers

Enabler Disabler
 Government’s initiative to  Debt and interest pressure
generate 75GW wind and expenses
energy by 2022  Finite suitable land
 Increase in FDI in wind resources
energy sector  Delayed payments
 Repowering policy  Reverse bidding (comparing
 Hybrid solar & wind energy to previous policy)
policy
 Newer and more models of
WTGs
Suzlon Group

Suzlon Group is one of the leading renewable energy solutions providers in the
world with an international presence across 18 countries in Asia, Australia,
Europe, Africa and Americas. With over two decades of operational track record,
the Group has a cumulative installation of over 17.5 GW of wind energy capacity,
over 7,600 employees with diverse nationalities and world-class manufacturing
facilities. Suzlon is the only Indian wind energy company with a large in-house
Research and Development (R&D) set-up in Germany, the Netherlands, Denmark
and India. Over 11.9 GW of the Group’s installation is in India, which makes up
for ~35% of the country’s wind installations, making Suzlon the largest player in
this sector. The company has also forayed into the solar space. The Group,
headquartered at Suzlon One Earth in Pune, India, is comprised of Suzlon Energy
Limited and its subsidiaries.

History

Suzlon was established in the year 1995 by Mr. Tulsi Tanti, who is currently the
Chairman and Managing Director of Suzlon .And since its establishment in the
year 1995, Energy Limited slowly started gaining prominence as a provider of
complete wind energy solutions .During the period of 2001-2005 Suzlon
expanded their business internationally by commencing operations in USA and
Germany through wholly owned subsidiaries in Suzlon Wind Energy Corp, and
Suzlon energy GmbH respectively.
Business model of Suzlon

The Suzlon Group aims to make renewable energy both simple and cost effective
for customers. In fact, Suzlon pioneered the ‘Concept to Commissioning’ model
in wind energy, enabling it to meet the breadth and depth of customer
requirements across the renewable energy value chain.

Concept to Commissioning Model

Feasibility Studies
The first stage is a feasibility study, utilizes Suzlon’s extensive research and
development and cutting-edge technology. During this stage, Suzlon installs
monitoring equipment to measure the feasibly of potential wind turbine sites,
ensuring the investment is valuable and advisable.

Complex Engineering Design

In the second stage, Suzlon engineers a complex design for the given project if
required, incorporating the location requirements and other possible factors.
Suzlon’s wind turbine generators are designed to operate in any climatic zone or
condition from 50 degrees Celsius to -35 degrees Celsius.

Manufacturing of Wind Turbines and Components

The third stage of the model is manufacturing of wind turbines where Suzlon is
one of the most vertically integrated manufacturers in the world. With
manufacturing facilities in India and China for almost components of the turbines
including blades, nacelles, control panels, hubs and tubular towers, this ensures
reliability and consistency for all products and enabling them to cater to global
markets.

Installation
The following stage is installation, where Suzlon’s highly skilled technicians
install the turbines. All technicians have extensive experience and are used to
working under extreme climatic conditions and difficult terrain. Critical
inspections are undertaken at every stage to ensure compliance with the different
location requirements.

Commissioning
The fifth stage, commission of the wind farm is a series of tests in confirming that
the turbine has been installed correctly and is ready for energy production. Once
the tests are completed and pass the turbine will be connected to the substation
and grid to begin production.

24/7 Operations, Maintenance Services

The final stage of the Concept to Commission model is 24/7 operations,
maintenance and services that are supplied for the 25-year lifecycle of the wind
turbines, with option of a possible extension. Throughout this a range of services
are provided to support the customer, ensuring the turbines efficiency and
profitability throughout its lifecycle.

Products

 S111: 2.1MW (Increased rotor diameter of 111.8 meters with a wider

swept area of 9,852 square meters, Suitable for low wind sites like IEC III
A / ICE S, Enhanced performance with 140-meter hub-height.)
 S120: 2.1MW (wider rotor diameter of 120m with swept area of 11225 sq.
meters, Suitable for low wind sites IEC Class S, Next –generation controls
with state-of-the art software)
 S128: 2.6 to 2.8MW (129m rotor diameter with swept area of more than
13070 sq. meters, New 6 pole generator, Large single rotor blade
measuring 63 meter)
Operations and Maintenance Services

Since its inception, Suzlon has had a clear focus on providing sustainable
Operations and Maintenance Services (OMS) for the entire life-cycle of each of
its Wind Turbine Generators. The guiding principle for this approach was to
ensure the best Return on Investment (ROI) for investors and not be limited to
designing the best turbine or erecting the same on the best site.
Suzlon Global Operations and Maintenance Services (GOMS) team maintains a
fleet of more than 10,100 wind turbines across 17 countries in six continents.
With rich experience of over two decades, Suzlon has scripted OMS best
practices that enable it to operate WTGs across any climatic zone or condition:
from 50 degree Celsius to -35 degree Celsius.
With Suzlon’s Operation and Maintenance Services (OMS), customers are
ensured of turbine efficiency throughout its lifecycle. These services ensure that
the profitability of the wind turbine is maintained consistently throughout the
lifecycle of the project. Suzlon looks into all aspects of maintenance of the turbine
through its proactive and reactive maintenance activities.
Suzlon’s range of services supports customers in all stages of the project to ensure
smooth functioning of all turbines installed and includes the following practices:
 Repair of damage caused by extenuating conditions
 Service of equipment to counter the regular wear and tear of parts
 Stocking of spares, including those for WTGs no longer manufactured but
only maintained, at pivotal locations
 Recalls in case of any grievance
 Regular services and enhanced services during peak seasons

Value Added Products

Suzlon constantly works towards increasing efficiency, yield and return of

investment (ROI) for its clients through technology and innovation. Suzlon’s
promise of excellence is delivered on its range of services as with its range of
wind turbines. Suzlon, therefore, offers the following solutions that redefine the
benchmarks of services in the renewable energy sector.
1. Climbing System: Quick climb is an assisted climbing tool OMS engineers
to enable hurdle-free climbing of turbine towers. It ensures a safer and
faster way for technicians to reach the nacelle of the wind turbine and
facilitates carrying of tools, thus significantly reducing human effort and
risk.
Key Features:
 A new lifting system in tower
 Reduces technician fatigue, enhances performance
 Can be installed without changing the existing tower structure
 2. Quick Sense: Quick sense is a sensor that identifies the wind direction. The
new wind vane, once deployed, endures enhanced resolution and accuracy
of the wind direction. This leads to better alignment of the nacelle to the
wind direction resulting in an increase in the Annual Energy production
(AEP).
Key Features:
 More accurate wind direction sensor and early actuation of yaw
command
 Better nacelle alignment to wind direction
 Provides better Annual Energy Production (AEP)
3. SC-Trinity: Suzlon’s advanced, in-house developed and User-friendly
SCADA application, SC Trinity enhances the asset production. This best
in-class fleet performance analysis tool is the next generation SCADA
platform that enables a user to view the real-time performance of WTGs.
Key Features:
 Client based application for SCADA
 Enhanced SCADA version with improved look and feel
 Enables client access to various MIS

Keys markets of Suzlon

Over two decades since its inception, Suzlon has steadily spread its reach across
18 countries to become a force to be reckoned with. Today, Suzlon is not only the
number one renewable energy company in India but also a formidable player in
other countries. In North America, Suzlon has a presence across 18 states, and 2
countries. In Europe, the company provides end-to-end wind energy solutions in
11 countries. In Australia, it has successfully captured 17% of the wind energy
market. And in China, the company has installed 671 turbines. Besides
establishing its business in the above countries, Suzlon is rapidly expanding its
presence in other regions too. Suzlon’s manufacturing units located in India and
China are supported by eight R&D facilities in Germany, India, Denmark and the
Netherlands.
Suzlon’s presence in India

States Market share (%)

Maharashtra 44

Tamil Nadu 27.18

Karnataka 28

Gujarat 46

Madhya Pradesh 17.79

Kerala 77

Telangana 77.70

Andhra Pradesh 29.30

Rajasthan 46
Source: www.suzlon.com (Brochure July 2017)
Suzlon’s growth in the market

Suzlon’s Operation, Maintenance and Services (OMS) are ranked best-in-class

across the global. In India, Suzlon has a 100% customer retention rate. Suzlon’s
OMS provides physical, on-ground monitoring, maintenance and services for all
customers and remote monitoring for 10,100 of their turbines worldwide through
this SCADA (Supervisory, Control and Data Acquisition) System, allowing
Suzlon to manage uninterrupted operations and reliability of power generation
for its customers which in result has helped suzlon in their continuous growth and
helped them to be market leaders in India and among the top competitors
worldwide. The continuous growth along the years can be seen with the figure
below which shows how the have grown during different phases.

Source: Suzlon energy limited investors report (2017)

Suzlon Group Customers

For two decades Suzlon has steadily increased, reaching across 18 countries. In
India, Suzlon is the number one renewable energy company and a competitive
player in other countries. In Europe, Suzlon provides end to end wind energy
solutions in 11 countries, has captured 17% of the wind energy market in
Australia, has over 671 turbines installed in China and is present in two countries
and 18 states in North America.
Suzlon’s customers comprise of four segments:
 Retail (MW<=25MW)
 Large Corporate (MW>25MW)
 Government and
 Independent Power Purchaser (IPP) who buy and sell energy.

Eco-friendly Suzlon

Suzlon 18000+MW is equivalent to:

 3 Billion trees absorbing CO2 per year
 6 Million cars taken off from road
 9 Million households powered
 27 Million tonnes of coal saved
 21 Million tonnes of CO2 emission prevented
 200 million desktop computers powered

Suzlon Corporate Social Responsibility - Suzlon Foundation

Suzlon Foundation was launched in small village in Maharashtra and has

completed its 10 years. Suzlon Foundation has now reached to over 800 villages
across the country. Suzlon Foundation has worked towards empowering
innumerable lives by providing with clean drinking water and medical facilities
for the needy people and also helped in education of girl child.
Some of the keys highlights that Suzlon has achieved over the last 10 years are:
 Improved livelihood of 1,83,308 families
 Reached over 12,32,250 population across 800 villages
 Treated over 6,86,926 animals treated
 Lit up homes with more than 8047 solar systems
 4,24,75,684 cubic meters of water conserved
 4,26,681kgs of waste recycled
 Provided education to 1,36,323 students
 Supported 1,368 especially abled person
 Eye sight restored of 5,654 cataract patients

Main Business Issues

By September 2019, a total of 750 MW of Suzlon’s wind projects will be faced

with expiring power purchase agreement (PPA). After that, new feed-in-tariff will
be applied, while DISCOMs are paying obviously lower price than the one during
previous PPA.
Since 2018, all states in India have launched its regulations regarding forecasting
& scheduling. Enhancing requirements of forecasting & scheduling are one of the
solutions to the high curtailment rate, which are beneficial for the grid integration.
However, deviation settlement will bring additional costs.

In the coming years, over 100 MW of WTGs erected prior to 2000 will be subject
to technical changes due to completing contracts.
Operations and Maintenance Services

Since its inception, Suzlon has had a clear focus on providing sustainable
Operations and Maintenance Services (OMS) for the entire life-cycle of each of
its Wind Turbine Generators. The guiding principle for this approach was to
ensure the best Return on Investment (ROI) for investors and not be limited to
designing the best turbine or erecting the same on the best site.
Suzlon Global Operations and Maintenance Services (GOMS) team maintains a
fleet of more than 10,100 wind turbines across 17 countries in six continents.
With rich experience of over two decades, Suzlon has scripted OMS best
practices that enable it to operate WTGs across any climatic zone or condition:
from 50 degree Celsius to -35 degree Celsius.
With Suzlon’s Operation and Maintenance Services (OMS), customers are
ensured of turbine efficiency throughout its lifecycle. These services ensure that
the profitability of the wind turbine is maintained consistently throughout the
lifecycle of the project. Suzlon looks into all aspects of maintenance of the turbine
through its proactive and reactive maintenance activities.
Suzlon’s range of services supports customers in all stages of the project to ensure
smooth functioning of all turbines installed and includes the following practices:
 Repair of damage caused by extenuating conditions
 Service of equipment to counter the regular wear and tear of parts
 Stocking of spares, including those for WTGs no longer manufactured but
only maintained, at pivotal locations
 Recalls in case of any grievance
 Regular services and enhanced services during peak seasons

OR

Suzlon’s Operation, Maintenance and Services (OMS) are ranked best-in-class

across the global. In India, Suzlon has a 100% customer retention rate. Since its
inception, Suzlon has had a clear focus on providing sustainable Operations and
Maintenance Service (OMS) for the entire life cycle of each of its Wind Turbine
Generators (WTGs). The guiding principle for this approach was to ensure the
best Return on investment (ROI) for investors and not be limited to designing the
best turbine or erecting the same on the best site. Suzlon is the custodian of its
customer’s assets for the entire project life-cycle and is committed to ensure the
best service for them through its world-class OMS team.
 Maintains a fleet of more than 10,100 wind turbines across 17 countries in
six continents.
 With rich experience of over two decades, Suzlon has scripted OMS best
practices that enable it to operate WTGs across any climatic zone or
condition: from 50 degree Celsius to -35 degree Celsius.
 With Suzlon’s operations and maintenance services (OMS), customers are
ensured of turbine efficiency throughout its lifecycle.
Research Problem

Green energy has gained significant research attention across the globe due to its
ability to reduce environmental damage. However, for complete acceptance of
green energy only government regulations are not enough; the willingness to use
green energy and contribute to the wellbeing of the environment should spring
from within consumers. Such willingness may be developed by enhancing
consumers’ perceived value of green energy.

The growth of Renewable Energy in India is enormous and Wind Energy proves
to be the most effective solution to the problem of depleting fossil fuels,
importing of coal, greenhouse gas emission, environmental pollution etc. Suzlon
as a pioneer in this industry in India will have to come up with a better and more
effective strategy to maintain their business which can only be possible if the
company gets good profits and the payment on time from the consumers.

Research Objectives

Primary objective
 To identify the factors influencing prompt payments.

Secondary objectives
 To examine the financial Viability of Projects.
 To influence the customers to make the payments on time.
Primary Research

Identified OMS offered by Suzlon and

Global Competitors
Research all global competitors offering
OMS
Create Spreadsheet on the various
services offered by competitors for
comparison

Divide the service parameters into six

categories
Categories are based on Suzlon OMS Value
Chain
Including: HOTO, Project Performance,
Infrastructure Maintenance, Insurance Claim
Management, Value Added Products,
Metering and Billing and Realization

Identify a Model to Base Questionnaire On

Researched various customer satisfaction
models (e.g. ICSI)
Selected the Kano Model
OMS offered by Competitors

Inox Siemens
No. Category Services Enercon GE Goldwind
wind Gamesa
Predictive and condition
1 √
based maintenance
24/7 on-site maintenance to
2 √
service wind power plant
Guarantee stock of all spare
parts and consumables on
site. Including those for
WTGs
3 √ √
which are no longer
manufactured but only
maintained, at pivotal
locations
4 Guaranteed repair services √
Refurbishment and repair
5 √
of all wind turbine parts
No additional costs for
maintenance on main
components or spare parts
(with a
√
standard machinery
6 breakdown / downtime
insurance covering general
remaining risks)
Financial provisions for
large repairs are not √
required
Insurance provides
7 complete coverage against √
unforeseeable events
Local point of contact √
8 Prompt reaction due to
decentralized service √
9 network
Operations

10 Automatic software update √

11 Remote monitoring and
√
12 management
 Condition monitoring
√ √
system
13
Repairment of damage
from extenuating conditions
Regular monitoring and
14 maintenance to counter-act
the expected wear and tear

This table is a section to demonstrate the research that was conducted on Suzlon’s
Global Competitors. The entire table had 70+ services. The list of services was
then validated to confirm which services are provided by Suzlon.
Kano Model

Noriaki Kano, a Japanese researcher and consultant, published a paper in 1984

with a set of ideas and techniques that help us determine our customers’ (and
prospects) satisfaction with product features. These ideas are commonly called
the Kano Model and are based upon the following premises:
- Customers’ Satisfaction with our product’s features depends on the level of
Functionality that is provided (how much or how well they’re implemented);
-Features can be classified into four categories;
-You can determine how customers feel about a feature through a questionnaire.

The model classifies features into four categories depending on how the customer
reacts to the level of satisfaction and function of the product or service, based on
the multiple-choice answers given in the questionnaire. A further analysis is then
completed to determine the level of customer satisfaction with each product or
service.

The feature categories are:

 Attractive:
If they exist, it’s better. But if they don’t exist, it doesn’t mean that the
customer will not be satisfied. They can help you attract more consumers
and differentiate your product or service, but they’re not essential to your
success.

Kano model examples: Attractive requirements:

A restaurant offering free parking on site.

A car with a 5-year warranty, instead of 1 year.
An airline that offers double miles.

 One-dimensional or Performance:
If they’re present, they satisfy the client, moreover, the more intense, the
greater the satisfaction. In other words, the higher their performance, the
more satisfied customers will be.

Kano model examples: One-dimensional requirements:

The tastier the food, the more satisfied the customer.

The more economical, the more satisfaction a car will bring to the
customer.
Comfort is directly proportional to customer satisfaction.

 Mandatory:
 Without them, the customer will certainly be dissatisfied. The customer
waits for them and demands that they be present. They are characteristics
intrinsic to the product or service, without which it will be considered
extremely unsatisfactory.

Kano model examples: Mandatory requirements:

Every restaurant has to be clean and hygienic, without this, no customer

will be satisfied.
An unsafe car, which poses a risk to its occupants, doesn’t present a
mandatory requirement that any consumer demands.
Would you take off on an airline’s plane if you saw its paint was peeling
off? While this may not affect its performance or safety, for an airline,
looking safe in every detail is a must. Although, if this was a bus you were
taking to the next town, it probably wouldn’t make any difference to you.

 Indifferent Quality:
Features that don’t affect the degree of user satisfaction and with
performance, whether present or not.

Kano model examples: Indifferent requirements:

Why would it matter to a restaurant customer if the restaurant’s inventory

management system is company A or B?
What is the difference for the driver of a car if the color of the internal
electrical cables he doesn’t see is blue or green?
Will a customer feel more satisfied with an airline based on its fuel
consumption?

 Reverse Quality:
In this case, their existence is perceived negatively by customers. So, they
have a reverse effect on customer satisfaction.

Kano model examples: Reverse requirements:

A restaurant so crowded that it generates huge queues, may be good for the
owner, but displeasing to customers.
In a similar way, the smaller the internal space, the lower the satisfaction
of vehicle owners.
The fewer options and variety on the menu of an airline, the lower the
satisfaction of its customers.
Questionnaire

The questionnaire is framed by providing a functional and dysfunctional

version of the same question. The participant is to respond by selecting one of
five multiple choice answers to each functional and dysfunctional questions.
Participants answered a total of 52 questions, 26 functional and 26
dysfunctional questions regarding Operation, Maintenance and Service
parameter.

Question example:

Functional – If refurbishment or retrofit services are provided to enhance the

technical life of WTGs, how would you feel?
Dysfunctional – If refurbishment or retrofit services are not provided to
enhance the technical life of WTGs, how would you feel?

Multiple choice answers examples:

i. I like it that way
ii. I take it for granted
iii. Neutral
iv. I don’t care for it
v. I dislike it

Dysfunctional (Negative) Questions

Customer
I take it
Requirements I like it I don’t I dislike
for Neutral
that way care for it it
granted
Functional (Positive) Questions

I like it that way Q A A A O

I take it for
R I I I M
granted

Neutral R I I I M

I don’t care for

R I I I M
it

I dislike it R R R R Q
Sampling method and Responses

The questionnaire was distributed in person and digitally to a total of 35 Key

Account Managers across India. There was a 70% response rate, with a total of
25 received responses from six states, with the most responses from Maharashtra
and Gujarat (48% and 20% respectively).
The questionnaire was distributed to Key Account Managers as they work
directly with the customers. Each Key Account Manager, manages 21 to 143
customers and have the best perspective of the customers needs and requests. The
questionnaire was not distributed to customers directly, due to time restriction for
the given project.
The 25 KAM manage over 1150 customers.

Kano Model Analysis Methodology

Functional Dysfunctional

I like it I take it It It can I like it I take it It It can

I dislike I dislike
very for doesn’t be very for doesn’t be
it it
much granted matter tolerated much granted matter tolerated

4 2 0 -1 -2 Total Sum Average -2 -1 0 2 4 Total Sum Average

21 2 2 25 86 3.44 1 1 2 7 14 25 67 2.68

21 4 25 92 3.68 1 4 20 25 88 3.52

22 2 1 25 91 3.64 3 11 11 25 66 2.64

10 1 3 2 9 25 22 0.88 5 6 5 4 5 25 12 0.48

20 5 25 90 3.6 1 2 22 25 91 3.64

21 2 1 1 25 87 3.48 1 3 11 10 25 61 2.44

21 3 1 25 90 3.6 1 3 4 17 25 75 3

17 4 1 3 25 69 2.76 1 1 23 25 94 3.76

17 8 25 84 3.36 3 22 25 94 3.76

15 3 1 1 5 25 55 2.2 1 1 3 20 25 84 3.36

24 1 25 98 3.92 5 20 25 90 3.6

12 3 4 5 1 25 47 1.88 1 5 8 11 25 59 2.36

8 6 2 7 2 25 33 1.32 1 5 7 12 25 61 2.44

14 4 4 3 25 61 2.44 1 1 5 8 10 25 53 2.12

8 4 3 5 5 25 25 1 1 1 7 9 7 25 43 1.72

18 2 1 3 1 25 71 2.84 7 6 12 25 60 2.4

21 3 1 25 89 3.56 1 5 9 10 25 57 2.28

24 1 25 98 3.92 1 2 2 20 25 83 3.32

23 2 25 96 3.84 2 9 14 25 74 2.96

18 4 1 1 1 25 77 3.08 1 1 5 7 11 25 55 2.2

23 2 25 96 3.84 1 1 6 17 25 79 3.16

22 1 2 25 86 3.44 6 9 10 25 58 2.32

21 3 1 25 83 3.32 4 8 13 25 68 2.72

18 6 1 25 84 3.36 2 7 8 8 25 46 1.84

22 3 25 94 3.76 2 2 21 25 88 3.52

20 2 3 25 84 3.36 2 9 8 6 25 38 1.52

In order to plot the parameters on the Kano Model to determine the level of
satisfaction, each multiple-choice option is given a weight which is multiplied by
the (denoted by the row “Value” ranging from -2 to 4), then divided by the total
 number of responses for that question (25). The results from the Functional and
Dysfunctional questions are then plotted on the Kano Model.

Coefficient Analysis Methodology

Ques Category as Percent Satisfaction Dissatisfaction Average

tion Coefficient Coefficient Coefficient
A O M I
Q R (A+O)/(A+O+M+I) - (SI+DI)/2
(O+M)/(A+O+M+I)
1 28% 56% 0% 12% 0% 4% 0.88 -0.58 0.15
2 20% 64% 16% 0% 0% 0% 0.84 -0.80 0.02
3 52% 36% 8% 4% 0% 0% 0.88 -0.44 0.22
4 16% 20% 0% 16% 8% 40% 0.69 -0.38 0.15
5 12% 68% 20% 0% 0% 0% 0.80 -0.88 -0.04

The positive Satisfaction Coefficient ranges from zero to one. The nearer the
value is to one, the greater the impact of the meeting of the requirement on
customer satisfaction, but the closer the value is to zero, lesser the influence.
The negative Dissatisfaction Coefficient ranges from zero to minus one. The
closer the value is to minus one, the higher the influence of the not fulfilling of
requirements of customer satisfaction.
Summary, the higher the average coefficient the higher, the greater probability
of increasing customer satisfaction. The coefficients will be graphed for
comparison.
Results Analysis

Legend
Exciting
Quality
Normal
Quality
Expected
Quality
Reverse

All service parameters from the questionnaire are organized into the OMS
Value Chain and colour coded to its classification based on the Kano Model
Evaluation Table.
*Value added services (SC Trinity, Climbing System, Quick Sense, SC Trinity,
Fire Suppression System are combined under Value Added Products)
 Kano Model Analysis

Kano Model Parameters Rankings Based on Functional and Dysfunctional

4
Score
21

Satisfaction
18 11
19 25
3 7
17 2
6
22 5
26 24 1 9
23

20
16
8

14
10

Functionality
2
12

13

15
4

0
0 2 4

The rankings show whether the service parameter is received as Exciting Quality
(above the green line), Normal Quality (on either side of the purple line) or
Expected Quality (below the orange line).
Service Parameters relevant to Objective

Further analysis is conducted on the service parameters relating to customer

value proposition in a changing wind energy context.
The most relevant service parameters to Forecasting & Scheduling
(F&S)(20,21), Power Purchasing Agreements (PPA)(4,17,18,19), and changing
technical conditions(1,7,16) have been selected through team analysis.
So, the service parameters that are selected are as follows:

Question Number

1 Refurbishment or retrofit services are provided to enhance the

technical life of WTGs

4 Provide menu based services (compared to comprehensive service)

at a mutually agreed price

7 Influence the DISCOMs regarding changed technical requirements to

ensure minimal cost implications,

16 Predictive maintenance (conditional monitoring service) is provided

at the cost of 2 year payback

17 Proactive power sale options (PPA / open access)

18 Clarified information about the regulations of expiring PPA and

renewing PPA

19 Make efforts to influence governments for better power sale options

20 Suggesting Qualified Coordinating Agency (QCA) for Forecasting &

Scheduling

21 Monitor the performance of QCA in terms of minimizing penalties

Kano Model Analysis of relevant parameters

4
21

Satisfaction
18
19
17 7
1

20

16

Functionality
2

0
0 2 4

The rankings show whether the service parameter is received as Exciting Quality
(above the green line), Normal Quality (on either side of the purple line) or
Expected Quality (below the orange line).
 Coefficient Analysis of relevant parameters

Satisfaction and Dissatisfaction Coefficients of the

PPA and F&S Service Parameters
1.00
18
21 19
1
7 17

16 20
4

Satisfaction
0.50

0.00
-1.00 -0.50 0.00

Dissatisfaction

The positive Satisfaction Coefficient ranges from zero to one. The nearer the
value is to one, the greater the impact of the meeting of the requirement on
customer satisfaction, but the closer the value is to zero, lesser the influence.
The negative Dissatisfaction Coefficient ranges from zero to minus one. The
closer the value is to minus one, the higher the influence of the not fulfilling of
requirements of customer satisfaction.
Recommendations and Conclusion

Regarding the new context of Forecasting and Scheduling requirement, following

are the recommendations:

 Recommend good Qualified Coordinating Agencies to customers

Based on a Satisfaction Coefficient of .75, customers are highly interested
in this service.
 Monitor the performance of QCA as it has enough implications on the
customers
Based on a Satisfaction Coefficient of .92, customers are highly interested
in this service.

Regarding declining wind prices in the expiring PPA context, following are the
recommendations:

 Provide proactive power sale options

Based on 44% in Attractive categorization on Kano Model, customers
highly interested in this service.
 Make efforts to influence governments for better power sale options
Based on a Satisfaction Coefficient of .92, customers highly interested in
this service.

Regarding enhancing technical changes to existing wind turbine generators,

following are the recommendations:

 Refurbishment costs committed to customers

Based on a Satisfaction Coefficient of .75, customers are highly interested
in this service.
 Retrofit WTGs to enhance the lifetime of WTGs
Based on a Satisfaction Coefficient of .88, customers are highly interested
in this service.
Other Tasks given during the Internship

I was tasked with compiling data records of wind turbine generators over many
calendar years. The data was collected from various excel files which contained
sensitive information regarding the wind turbines and their relevant attributes
such as location, owner, installation capacity etc. I presented the data in a simple
format using graphs. Relations were drawn between:

 Turbines and the state in which they are located

 Second sales of turbines every year categorized by the states in which they
are located, installation capacity etc.

I was also tasked with finding (if any) relations between the “grid availability and
the machine availability of the turbines” and the “Percentage of Payment Done
and the Delay in Payment”. The average percentage of payment and payment
delay were taken so as to not over-complicate things. Unfortunately, too many
outliers and inconsistent behaviors were found when taking a look at the over-all
picture. Instead, individual relations were analyzed. I presented the data using
graphs which contained the scatter-plots of the actual data points and the
trendlines created by the data. Relations were drawn between:

 Machine Availability > 96% and Percentage of payment for each state
 Machine Availability > 96% and Delay in Payment for each state
 Grid Availability > 96% and Percentage of payment for each state
 Grid Availability > 96% and Delay in Payment for each state