Reference no: EM133052565

1.Analyze the competitive environment of the global wind power industry.

You can use Porter's five forces model to assess the competitive environment. Please be reminded that you should analyze the 'global' and not only a 'single-country' wind power industry, although discussing some differences in the wind power industry across different locations (such as India and Europe) will be helpful and needed.

2. Discuss the temporal variations in wind power industry competition. You may use the establishment of a 'dominant design' in the wind turbines as the differentiating point in time between the nascent phase (when several firms enter with different product designs) and the mature phase (when surviving designs/firms lead to a dominant design). When should a firm from an emerging market (EM), with limited technological knowledge, enter the industry? What are some of the challenges for an EM firm to enter new emerging industries such as the wind power industry? What could be some advantages offered by new emerging industries for EM entry?

3. Discuss Suzlon's competitive positioning at the following time points:

1. From its entry in 1995 to 1999

2. After it became the Indian market leader in 1999

Was there an alternate strategy available to Suzlon to achieve its global ambitions?

4.Discuss Suzlon's competitive positioning at the following time points:

1 .After its IPO in 2005

2.Circa 2008, after initiating the REpower acquisition

3.In 2014

5.Why did Suzlon's acquisition of REpower not go as planned? What were the key roadblocks? Please highlight some key differences between an EM multinational and a developed market multinational in terms of knowledge sharing within the multinational enterprise. How should Tanti deal with the issues that face him at the end of the case?

Case: Balancing the Power Equation: Suzlon Energy Limited