Professional Documents
Culture Documents
Approach
Market
Analysis
Target
Segment
Competition
Macroeconomi
cs
Regulations
VRIO
Risks
Competitive
landscape
Macro-economic
outlook
Internal SWOT
Regulatory
environment
Internal assets /
Technology
Summary
Approach
Market
Analysis
Target
Segment
Macroeconomi
cs
Competition
Regulations
VRIO
Risks
Summary
Market Analysis
Market Assessment
The market for LEED-rated green buildings in India is projected
to increase to 3.7 billion by 2012
The total market for green building materials and equipment in
India is estimated to be more than 10 times the size of the
LEED-rated green building market in India.
Indias green building footprint has grown from 20,000 sq. ft. in
2005, to projects covering 914.33 million sq. ft. by end-2011
The projected market potential for green building material and
technologies is estimated to be 73.4 billion by the year
2012.
Source: IGBC
The graph shows the tremendous rise in the green buildings with a
rapid growth rate in the recent years in India
Cost in INR2003
Cost in INR2011
Waterless Urinals
15,000 per
unit
CO2 Sensors
50,000 per
unit
Certified Wood
Sharp decline in
High Performance
costs
500
per sq. ft.
Approach
Market
Analysis
Target
Segment
Competition
Macroeconomi
cs
Regulations
VRIO
Risks
Summary
3%
60%
Public Sector
Contribution of Buildings in
India:
20%
10%
10%
97%
important?
Factory related pollution is the number one source
Management indicator
Preventing
Global Warming
Supporting a
recyclingoriented society
Material
Conserva
tion
Aspects of a
Green
Factory
After 2010
Integrating each
Approach and Aiming
for
comprehensively
environmentally
Energy
Conserva
tion
Innovatio
n
Indoor
environm
ent
Quality
Water
Conserva
tion
Site
Selection
and
Planning
Approach
Market
Analysis
Target
Segment
Competition
Macroeconomi
cs
Regulations
VRIO
Risks
Summary
Competitive Landscape
Mahindra EPC is currently present in the
Solar EPC Market
SOLAR EPC LANDSCAPE
DOMESTIC PLAYERS
The three biggest domestic Solar EPC Players include Mahindra Solar,
Larsen and Toubro, and Sterling & Wilson
INTERNATIONAL PLAYERS
International players like Juwi, Martifer, and Conergy are entering the
sector due to its burgeoning opportunities
JOINT VENTURES
The major joint ventures in India include Enfinity-Titan, VikramsolarProener, and Greenforce-Gehrlicher Solar.
IVRCL
IVRCL is top Engineering, procurement and Construction Company which
executes various types of projects such as civil construction, power,
irrigation, industrial structure and mining. IVRCL has a long client list
which includes top government sector companies like ONGC, BHEL,
Power
grid corporation of India, IOCL.
TATA PROJECTS
Tata Projects established in the year 1979 is a part of the prestigious
Tata Group. It is amongst best EPC companies in India, which delivers
the project on time without compromising quality.
Approach
Market
Analysis
Target
Segment
Competition
Macroeconomi
cs
Regulations
VRIO
Risks
Summary
Competitive Landscape
Major Real Estate Developers Energy Efficiency Activities
Developer
Building Type
Hiranandani Group
K Raheja Corp
Omaxe Ltd.
Parsvnath Developers
Sobha Developers
Unitech Group
Supply
The past few
years has seen a
substantial
increase in the
number of
contractors and
builders but still
the supply is low
LOW
Location
Efficiency Actions
and residential
Developing 15 townships and 10 hotels
Residential, commercial (malls, office spaces,
IT parks)
Residential, IT park, commercial and SEZ
Mumbai focus
Developments in Bangalore, Ahmedabad, Goa,
Pune, & Hyderabad
North India focus, active in 40 cities, 12 states
Demand
Barriers to entry
Demand exceeds
supply by a large
margin
HIGH
NO entry barriers
for existing
developers in
offering green
solutions.
LOW
Bargaining Power
off Suppliers
Due to the rapid
increase in the
number of
contractors and
construction
service providers
MODERATE
Bargaining power
of customers
The country still
is less prone to
green factories
LOW
Competition
There has been
significant
increase in
number of green
construction
companies
HIGH
Approach
Market
Analysis
Target
Segment
Competition
Macroeconomi
cs
Regulations
VRIO
Risks
Summary
Macro-economic Outlook
MACROECONOMIC SCENARIO
The national GDP expected to grow at about 7%
The contribution of the manufacturing sector
to the national GDP being quite significant at 25%
Therefore, more and more factories would be
set up in the country.
Due to rise in standard of living economic activities are increasingly becoming energy and
technology intensive
The rising fossil fuel demand has evoked a fear of running out of fuel reserves in the future and
fear of huge imports
Industries
And
Water
Efficiency
Buildings consume Agriculture,
significant amount
of energy, of
which
there is
a potential to save 30 to 40%.
Agriculture is the main stay of Indian population and economy which sustains on water resources
70 percent of Indias irrigation needs and 80 percent of its domestic needs are met by
groundwater
Water demand is expected to rise with the expanding urbanization and industrialization thus
Effective water management strategies need to address the crisis
Rising industrial needs demand greater use of materials for various activities.
Use of non renewable, virgin materials would pose a risk of depleting the available natural
resources.
With expanding industrialization and urbanization, the quantity of waste generated is increasing.
In the present waste management scenario, almost 90% of the waste generated requires around
1,200 hectares of land per year for disposal.
The waste is either dumped or burnt, producing hazardous gases and leeching of toxins into the
soil thereby affecting the productivity of our land
ideal
opportunity for Mahindra EPC
to enter into this segment
This
would
present
an
Approach
Market
Analysis
Target
Segment
Competition
Macroeconomi
cs
Regulations
VRIO
Risks
Summary
Policy Environment
Policy and Regulatory Environment in India
India has a number of policy initiatives to mainstream energy
efficiency and
green buildings as control and regulatory instruments:
Rating Systems
LEED
GRIHA
CONCLUSION
We can say that:
The Policy and regulatory environment in India is very friendly to
promotion of green construction
The policy environment is ideal for Mahindra EPC to enter into
this market segment
Approach
Market
Analysis
Target
Segment
Competition
Macroeconomi
cs
Regulations
VRIO
Risks
Summary
mework explains the Resources & Capabilities of MEPC which are giving it Sustainable Competitive Advantage
Costly
to
Valuabl Rar Imitate Exploite
e?
e?
?
d?
Y
Competitive
Advantage?
Temporary
Advantage
Sustained
Advantage
Sustained
Advantage
Parity
Y
Y
N
N
N
N
N
Y
Parity
Parity
Parity
Parity
Temporary
Advantage
Temporary
Advantage
Sustained
Advantage
Sustained
Advantage
Sustained
Advantage
Sustained
Advantage
Parity
Sustained
Advantage
Engineering
Contracting Expertise
Marketing
Y
Y
Y
N
Y
N
Y
Y
Expertise
Finance
Rationale
leverage same vendor as used by Mahindra Lifespaces
Leverage capability of Mahindra Water Utilities
Patented Low thermal conductivity - High Volume Fly ash Concrete by
Mahindra Splendrour
Though capability not present, this category is commodity hence should
be outsourced.
Though capability not present, this category is commodity hence should
be outsourced.
Leverage capability of Mahindra Engineering Services
Leverage capability of Mahindra Engineering Services
Process steel but not aluminium. Leverage VOC content paints &
adhesives by Mahindra Life
New to Green Factory Construction
New to Green Factory Construction
Leader in India with more than 2.5 MW Solar Rooftop projects
Partner - Mahindra Consulting Engineers & Mahindra Engineering Services
Mahindra Logistics and warehousing can be leveraged.
Long experience of contracting vendors for big projects. Reduces search
cost
Since it is a B2B scenario, branding activity is not very costly.
Mahindra Finance has network of financers and investors for project
financing.
Approach
Market
Analysis
Target
Segment
Competition
Macroeconomi
cs
Regulations
VRIO
Risks
Summary
1. Regulatory Risks
Removal of Incentives currently provided by government.
This could de incentivize the clients from moving towards green factories
Failure to
Combat the
myth of higher
cost of green
buildings
Regulatory
Risks
Strategic
Risks
Capital
Investment
Risks
Offerings of full turn key solutions would require third party outsourcing
or strategic partnerships for certain product offerings
This might correlate our risk to the partners risk, thereby affecting our
performance
Product
Development
Risks
Third
Party/Partnersh
ip Risks
Approach
Market
Analysis
Target
Segment
Competition
Macroeconomi
cs
Regulations
VRIO
Risks
Summary
COMPETITIVE LANDSCAPE
Number of solar EPC and construction EPCs in the market but
no one is targeting the turnkey market in the green factory
segment
Mahindra EPC would have a 1st mover advantage and
competitive analysis is favorable based on porters forces
MACROECONOMIC OUTLOOK
The current GDP growth is also fuelled by the industrial growth
which demands for factory settlements
The green factory offers the most viable and sustainable
solution to the national environmental and energy concerns
POLICY ENVIRONMENT
The government offers number of incentives to the owners of
green buildings and factories, thereby promoting it
There are numerous financial schemes and two rating systems
to develop the green factory environment in India
STRATEGIC RISKS
There are certain strategic risks which is involved with venturing
into green construction segment, but these risks can be
mitigated
The market opportunity of entering into the Green factory construction segment is favorable for
MAHINDRA EPC
Offering the end to end turn key product solutions mitigates the cyclic risk associated with
its current solar EPC model
Competitive
landscape
Macro-economic
outlook
Regulatory
environment
Internal SWOT
Internal assets /
Technology
Methodolo
gy
Vision
STP
Business
Model
Offering
Partnershi
p
Innovation
CVM
Pricing
Research Methodology
Primary research
Secondary research
Databases: NSO, CRISIL, MNRE, IEA, Labour Bureau, UNIDO, IGBC, LEED US, GRIHATERI
Annual reports: Mahindra Group companies
Sales
Methodolo
gy
Vision
Business
Model
STP
Offering
Partnershi
p
Innovation
CVM
Pricing
Mission
Objectives
Develop sustainable building techniques that minimize
construction waste, build healthier indoor environments, and
reduce energy use while conserving natural resources.
Reduce, Recycle: Promote resource conservation and renewable
energy.
Create economic, environmental and social value through green
construction.
Communicate the economic, environmental and social benefits of
green construction to the public, industry, and government.
Develop partnership with realtors and other stakeholders for
research and understand green building features and benefits.
Develop green construction professionals by equipping them with
required tools through well directed training programs.
Sales
Methodolo
gy
Vision
STP
Business
Model
Offering
Partnershi
p
Innovation
CVM
Pricing
Sales
State/Union
Territory
Number of Factories
2009-10 (Source:
Labour Beaureau)
Average annual
rainfall (in mm)
(Source: IMD)
Andhra Pradesh
Arunachal Pradesh
Assam
Bihar
Chhattisgarh
Goa
Gujarat
Haryana
Himachal Pradesh
Jammu & Kashmir
Jharkhand
Karnataka
Kerala
Madhya Pradesh
Maharashtra
Manipur
Meghalaya
Nagaland
Odisha
Punjab
Rajasthan
Sikkim
Tamil Nadu
Tripura
UttaraKhand
Uttar Pradesh
West Bengal
A & N. Island
Chandigarh
Dadra & N Haveli
Daman & Diu
Delhi
Lakshadweep
Puducherry
17153
10
2247
1918
1976
520
15576
4640
1545
626
2032
8541
5907
3523
19457
85
100
90
2052
10262
6811
46
26790
407
2344
11015
6818
13
284
1103
1447
2878
2
671
900.7
2,935.90
2,255.80
1,230.80
1,368.40
3,045.20
716.3
558.6
1,323.80
1,232.70
1,320.70
1,145.80
3,097.40
1,093.70
1,147.00
1,370.80
7,281.30
1,910.80
1,472.60
648.8
460.8
3,090.50
910
2,400.20
1,582.60
979.4
1,734.50
3,001.70
1,077.70
2,212.00
625
794
1,584.70
1,363.20
Solar energy
potential (in
kWh) (Source:
NSO)
5.6
5.3
4.7
5.5
5.3
5.4
5.8
5.5
5.4
5.2
5.4
5.4
5.4
5.5
5.6
5.1
4.9
5.1
5.5
5.5
6.1
4.8
5.6
5.1
5.3
5.6
5.5
5.2
5.5
5.5
5.4
5.5
5.2
5.5
Rain water
harvesting
potential score
7.19
8.09
7.79
7.34
7.40
8.14
7.11
7.04
7.38
7.34
7.38
7.30
8.16
7.28
7.30
7.40
10.00
7.64
7.45
7.08
7.00
8.16
7.20
7.85
7.49
7.23
7.56
8.12
7.27
7.77
7.07
7.15
7.49
7.40
Solar
Energy
Potential
score
8.21
7.14
5.00
7.86
7.14
7.50
8.93
7.86
7.50
6.79
7.50
7.50
7.50
7.86
8.21
6.43
5.71
6.43
7.86
7.86
10.00
5.36
8.21
6.43
7.14
8.21
7.86
6.79
7.86
7.86
7.50
7.86
6.79
7.86
Market
potential
score
Overall score
6.76
1
1.75
1.64
1.66
1.17
6.23
2.56
1.52
1.21
1.68
3.87
2.98
2.18
7.54
1.03
1.03
1.03
1.69
4.45
3.29
1.01
10
1.14
1.79
4.7
3.29
1
1.09
1.37
1.49
1.97
1
1.22
7.39
5.41
4.85
5.61
5.40
5.60
7.42
5.82
5.47
5.11
5.52
6.22
6.21
5.77
7.69
4.95
5.58
5.03
5.66
6.46
6.76
4.84
8.47
5.14
5.48
6.71
6.24
5.30
5.41
5.67
5.35
5.66
5.09
5.49
Methodolo
gy
Vision
STP
Business
Model
Offering
Partnershi
p
Innovation
CVM
Pricing
Sales
Target Industry
The various industries in the manufacturing sector
were split on the basis of two dimensions:
Energy usage
Energy consumption as a % of total energy
consumption in the manufacturing segment
Higher energy usage industries will have higher
energy savings and hence, higher value can be
provided to these customers. More so, higher value
can be charged from these customers for the
offering.
High energy-consumption as a % of total energy
consumption reflects the market size in some sense
which is relevant for our purpose.
However, this might not be an accurate measure
because the solution provided would mainly include
energy savings in auxiliary domains. Energy savings
in the main production process, etc. might not be
that easily achievable. Also, fuel energy might not
be replaced by energy due to solar PV etc. in many
domains.
If we continue to target industries using this metric,
we should target industries like Chemical products,
basic metals, food products, refined petroleum in
Industry
Manufacture of textiles
Paper and paper products
Coke and refined petroleum
products
Chemical products
Non-metallic mineral products
Manufacture of basic metals
Food products and beverages
Wearing apparel; dressing and
dyeing
Manufacture of leather products
Wood and wood products
Printing and publishing
Rubber and plastic products
Fabricated metal products
Tobacco products
Machinery and equipment n.e.c.
Office, accounting and computing
machinery
Electrical machinery and apparatus
n.e.c.
Radio, TV and communication
equipment
Energy intensive
Overall energy
consumption (in
%)
High energy-intensive
High energy-intensive
7
1.3
High energy-intensive
High energy-intensive
High energy-intensive
High energy-intensive
Moderate-energy
intensive
Moderate-energy
intensive
Moderate-energy
intensive
Moderate-energy
intensive
Moderate-energy
intensive
Moderate-energy
intensive
Moderate-energy
intensive
Low energy-intensive
Low energy-intensive
16.6
12.4
2.6
13.7
Low energy-intensive
0.4
Low energy-intensive
3.6
Low energy-intensive
1.9
13.5
1.5
0.9
0.3
0.8
2.9
2.7
0.5
5
Methodolo
gy
Vision
STP
Business
Model
Partnershi
p
Offering
Innovation
CVM
Pricing
Resonance
Customer
relationshi
Relationships:
p
What about you
manageme
and me?
nt, account
managers
would play
a major
roleFeelings
Judgmen
Feeling of a
Brand
ts
quality product
Response:
can come if
ValueWhat about
Mahindra EPC
forcan get LEED,
you?
money
IGBC
image
certifications for
Reputation
its solutions.
essential
Performance
Brand
Meaning:
What are you?
Brand
Identity: Who
are you?
Reputation of
Mahindra EPC to be
stressed by
displaying past
achievements +
showcasing the first
of its kind provider
of gen-next
solutions
Salience
Flexibility,
customized
solutions, Quality
of products need
to be focused
while branding.
Sales
Methodolo
gy
Vision
Business
Model
STP
Offering
Partnershi
p
Innovation
CVM
Pricing
Sales
Business Model
EPC contract model- AVAILABLE OPTIONS
Owner
Specifies
PMC project
Consult,aims and
advice,objectives
supervise &
EPC
assist owner in
Contractor
defining the
scope,
contract
tendering etc.
Owner
Administer the
contract management
EPC Contractor
Single point of
responsibility,
communication and
coordination
Product
offerings
Vendors
Specialist
Consultan
ts
Owner
Administer the contract
management
The entire project is
separated
into
preagreed stages, which are
awarded on lump sum
basis within the scope of
contract
EPC Contractor
Single point of
responsibility,
communication &
coordination
Specialist
Consultan
ts
Vendors
EPC
Contractor
Single point of
responsibility,
communication
& coordination
Operation
&
maintena
nce
Product
Offerings
Owner
Administer the
contract
management
Operation
&
maintena
nce
Methodolo
gy
Vision
Business
Model
STP
Offering
Partnershi
p
Innovation
CVM
Pricing
Sales
Business Model
Recommended EPC Contract Model in Detail- SINGLE POINT CUM PLS STRUCTURE
Regulatory
Authority
Utility/PPA
Financing
Institutions/ Banks
Owner
Administer the contract
management
Project
Consultant
BoS Suppliers or
Partners
EPC Contractor
Single point of responsibility,
communication & coordination
Module/Equipment
Supplier or Partners
Vendors
Energy
Efficiency
Product
offerings
Water
Managem
ent
Specialist
Consultants
Waste
Managem
ent
Operation &
maintenanc
e
Indoor
Quality
Methodolo
gy
Vision
Business
Model
STP
Offering
Partnershi
p
Innovation
CVM
Pricing
Sales
Water
Conserv
ation
Energy
Conserv
ation
Material
Conserv
ation
Indoor
Environ
ment
Quality
&
Occupati
onal
Health
Innovati
on &
Design
Process
Site
Selectio
n&
Planning
Green Factory
Methodolo
gy
Vision
STP
Business
Model
Offering
Partnershi
p
Innovation
CVM
Pricing
Sales
Plan SITE
Selecting a
site where
regulations
compliance
is easy
Access to
Transport
System
Soil Erosion
prevention &
control
Contaminate
d Site
Remediation
Design for
Differently
Abled
Apply
DESIGN
STRATEGIES
Select
GREEN
MATERIALS
Orient
windows on
South and
North
faade
Provide
buffer
spaces on
East and
West
Provide
shading for
windows
(through
overhangs,
blinds,
vertical
fins)
Provide
sufficient
windows
for
daylighting
but restrict
extensive
glass to
avoid heat
Select
LOCAL
manufa
ctured
materia
ls
(within
800 km
radius)
Select
materia
ls with
RECYCL
ED
content
Give
prefere
nce to
RAPIDL
Y
RENEW
ABLE
MATERI
ALS like
Bambo
o
Implement
strategies for
ENERGY
CONSERVATION
Rooftop insulation
Occupancy sensors (in
restrooms)
Daylight sensors
Efficient lighting layout (use
T5 or LED lights)
Efficient HVAC system
(evaluate efficiencies and
design the system according
to the specific requirements)
Building management
System (BMS) to control
lighting and aircondition
requirements
Use double glazed windows
(for air-conditioned spaces)
Use building materials with
insulating properties like
AAC blocks, hollow brick
blocks
Use solar reflective paints
on the roof or implement a
green roof
Use a solar hot water
system
WATER
CONSERVATI
ON
Install
Rain
water
harvestin
g system
Use lowflush
toilets &
urinals
Select
low-flow
fixtures
Install a
sewage
treatmen
t plant
(STP)
Reuse
treated
water for
landscapi
ng
Design a
watereffi
cient
landscapi
ng
Install RENEWABLE
ENERGY
Install
photovoltai
c panels on
Rooftop
Use
groundsource
heat
pumps
Evaluate
the
installation
of a small
wind
turbine
Use
organic
waste to
operate a
biogas
plant
Methodolo
gy
Vision
STP
Business
Model
Offering
Partnershi
p
Innovation
CVM
Pricing
Sales
Short run
Long
run
Remarks
In-house
In-house
Outsource
In-house
Mahindra Water Utilities only provides waste water treatment utilities. In the long
run water harvesting capabilities can be developed as the technology is not very
difficult to learn.
In-house
In-house
Fly ash bricks are manufactured in-house. Patent for low thermal conductivity fly
ash bricks. Very high on value addition (useful for roads, walls, etc.), should be
continued in-house.
Outsource
Outsourc
e
Almost becoming a commodity and hence need not develop this expertise in the
long run.
Outsource
Outsourc
e
Commodity and hence can be avoided to be manufactured in-house in the long run.
Outsource
In-house
Essential for supporting HVAC systems and hence should be brought in-house in the
long run.
In-house
In-house
Mahindra Engineering Services has this expertise in the automotive sector. It can
easily be replicated in the green building domain with minor modifications.
Outsource
Outsourc
e
Aluminium manufacturing requires high capital expenditure and they dont have inhouse manufacturing capability currently.
Outsource
In-house
A great value addition can be provided through this. Has a lot of importance and
hence should be brought in-house. In short run, they have expertise only in solar
technology domain but not in other sectors.
Outsource
Outsourc
e
Not a very value adding product and hence should be kept outsourced even in the
long term. Lack of knowledge wont hurt them in long run.
Construction
equipment
Outsource
In-housegroup
Mahindra Construction Equipments product Earthmaster can be used. Many
*In-house means
manufactured
by one of Mahindra
(mainly)
construction equipments might have to be outsourced. Mahindra Conveyor systems
Methodolo
gy
Vision
Business
Model
STP
Offering
Partnershi
p
Innovation
CVM
Pricing
Sales
INSULATION
LIGHTING
Rationale: lighting eats up energy as well - somewhere between 10
and 30% of a building's total energy consumption.
LEDs: These require about one tenth of the energy of incandescent
light bulbs and roughly half of that of the compact fluorescent lights
(CFLs). They also last at least 40 times longer.
OLEDs(organic light emitting diode): These applications promise
to make a big dent in the amount of energy spent on lighting.
Therefore, these can be one of the product innovations to look into.
Approach to innovation:
Investment in R&D
Wind Energy:
Tall buildings and skyscrapers which has nearly
constant air currents at higher altitudes, turbines can generate a
considerable
portion of ainbuilding'sEarly
ownWarning
power requirements.
Partnerships
with other stakeholders
System for latest
value chain
developments across
Methodolo
gy
Vision
STP
Business
Model
Offering
Partnershi
p
Innovation
CVM
Pricing
Sales
Assumptions
Placeholders
Better
managerial
expertise
segment should clearly specify the elements: One-stop solution and Value-for-money in terms of energy
(+)
Methodolo
gy
Vision
STP
Business
Model
Offering
Partnershi
p
Innovation
CVM
Pricing
Sales
Pricing Strategy
Competitive parity pricing: This wont work in this scenario because there are no competitors who provide
flexible EPC Services solution hence, pricing an offering using this would be impossible.
Cost plus pricing: (Project cost + risk-free interest rate*cost) can be used to price an offering. This will get a
minimum threshold on the price
Value-based pricing: This will work in this scenario and this will give a maximum threshold on the possible price
on an offering.
Benefit = Energy saving/kWh consumed*price/kWh + Water saving (in l)*cost/litre of potable water
Cost = Maintenance cost/yr
=> Value-in-use (Mahindra EPC) = Energy saving/kWh consumed*price/kWh + Water saving (in l)*cost/litre of
potable water - Maintenance cost/yr Pmax
=> Value-in-use (NBA) = - Vendor Searchcost/project*Projects/yr Pmarket
=> Energy saving/kWh consumed*price/kWh + Water saving (in l)*cost/litre of potable water - Maintenance
cost/yr Pmax = - Extra Vendor Search cost (in status quo contracts)/project*Projects/yr P market
Pmax = Pmarket + Energy saving/kWh consumed*price/kWh + Water saving (in l)*cost/litre of potable
Price between
(Pmin,cost/yr
Pmax); +
Skimming
strategy:
nearer
to quo
Pmax,contracts)/project*Projects/yr
Market penetration
water
- Maintenance
Extra Vendor
Search Price
cost (in
status
Methodolo
gy
Vision
STP
Business
Model
Offering
Partnershi
p
Innovation
CVM
Pricing
Sales
Sales Model
SALES PROCESS TO BE FOLLOWED
Locating and prospecting for
customers
Pre-Approach
Initiate
Relationshi
p
Develop
Relationshi
p
The close:
Gaining Customer commitment to
contract
Post-Sale follow-up:
Relationship enhancement activities
sale:
The Approach
Handling Objections/Sales
Resistance:
Addressing Customer Concerns
Nature
of
ENTERPRISE SALE
Enhance
Relationship
Green
Factory
construction
contract
involves a long and complex sales cycle. This
requires an extensive investment in time and
relationship for the sale to go through
Methodolo
gy
Vision
Business
Model
STP
Partnershi
p
Offering
Innovation
CVM
Pricing
Sales
Sales Channel
Sales
Specializa
tion
Direct
Sales
Force
Full Line
Strategic
Accounts
Major
Accounts
New Business
Development(
Hunter)
Existing
Account
Management
(Farmer)
Specialized
Territory
Account
s
Consultative
(hunter)
Energy
Efficienc
y
Water
Manageme
nt
Waste
Manageme
nt
Indoor
Quality
Relationship
(Farmer)
The
process
involve three
stages:
Thesales
sales
andwould
distribution
Channel
Relationship
Initiation
The sales and
distribution Channel will be a direct sales
Relationship
force channelDevelopment
Relationship
Enhancement
The sales force
will be divided based on their specialization
of the products
Account Managers: These are the final customer touch
GreenFactory
construction
contract
long full
and turncomplex sales cycle. This requires an extensive investment in time and relationship for
The Full
Line: They
handle involves
accountsa with
points, and will manage specific client accounts to harvest the
the sale key
to go
through
solutions
relationship
Specialized: They handle product specific accounts.
Hunters: They will look for new company accounts
They will assist the full line sales force.
Farmers: They will maintain and look after the
current accounts
Methodolo
gy
Vision
STP
Business
Model
Offering
Partnershi
p
Innovation
CVM
Pricing
Sales
Customer Services
Operation and
maintenance
Preventive:
Routine
checks of the equipments
to prevent outages and
ensure
maximum
availability.
Corrective:
Fast
restoration of normalcy
after the detection of
failures.
Data
storage
and
Relationship
archiving services
Management
Provision of single point
of contacts to the clients
to ensure fast redressal of
issues.
24X7 customer service
facility
Well-versed workforce in
customer
relationship
management
Annual maintenance
contract
Can
be undertaken for
first
2-3 years after
commissioning
and
performance
guarantee
tests.
On one hand it can be a
source
of
revenue
whereas on the other
hand it can guarantee
smooth transition.
Technological
upgradation
Provision
of technological
upgradation as well as
replacement
of
the
outdated equipments.
Control systems for solar
power system, effluent
treatment system and
rain harvesting system
may require upgradation
with the passage of time
Methodolo
gy
Vision
STP
Business
Model
Offering
Partnershi
p
Innovation
CVM
Pricing
Sales
Reputation
Local context
Financing aspect
The solution will be aimed to maximize LEED rating for factories so that the owners can earn
reputation in the industry and support from the Government. It will help them in building brand
image and hence bringing more business to MEPC.
Approach
Development Phase
Launch Phase
Way Forward
Competitive
landscape
Macro-economic
outlook
Regulatory
environment
Internal SWOT
Internal assets /
Technology
Approach
Development Phase
Launch Phase
Way Forward
Partnerships
Strategic Partnerships for products whose in-house capabilities is not there
Long term strategic partnerships are for product development in Lighting solutions, High performance glass, reflective materials and solid waste management
solutions
Short term partnerships in rain-water harvesting solutions, HVAC, green design and construction equipment
Leading the way itself - Key tactical Move for MEPC to launch the pilot project for a Mahindra
Group factory.
Why? To give a testimonial to the market of the capability and belief. This will not only build the brand image
Approach
Development Phase
Launch Phase
Way Forward
Launch Campaign
1. Conduct a Trade Show
inviting the major
customers, media and
government
representatives.
Demonstrate the offerings
and teach them about the
benefits of Green
Factories and impact to
the environment.
2. Target advertising using
trade magazines.
3. Align the communication
tone according the
addressed stakeholder
(e.g.
media,
PR client,
Campaign
government, etc.)
1. Calling Press conference
pre-launch and
announcing the Green
construction with a CSR
activity like making a
village self-energy
sufficient using Solar tech
2. Coordinating the activities
as thought leader with
media and government.
Since MEPC will have the first mover advantage in the Green Factory Construction segment, it has the
opportunity to establish itself as the thought leader in the industry. It should exercise its
1. Collaborating with The Indian Green Building Council (IGBC) to create a talent pool for the industry.
i.
Establishing Initial
Feedback Channel
Approach
Development Phase
Launch Phase
Way Forward
Extension of Offerings
In the long term, we will extend our product offerings beyond the factory segment to
Green Schools
Residential and Commercial buildings segment.
Business Parks
We will expand our product portfolio into new product features like wind energy. By this, we will also look for supplying the
surplus power to the grid.
THANK YOU!
Appendix
Favorable
Neutral/off-putting
Andhra Pradesh
The consumption of a Rural Electricity Supply Cooperative Society (RESCO) shall be taken into account
for calculating the consumption of a distribution
licensee for the purpose of these Regulations. There
shall be no separate Renewable Power Purchase
Obligation on the RESCOs.
The consumption of a Rural Electricity Supply Cooperative Society (RESCO) shall be taken into account
for calculating the consumption of a distribution
licensee for the purpose of these Regulations. There
shall be no separate Renewable Power Purchase
Obligation on the RESCOs.
Gujarat
Favorable
Neutral/off-putting
Tamil Nadu
The state have set a very low solar RPO target for 2012-13 i.e. 0.1%
The RPO targets set under TN Solar Policy 2012 and TNERC are
conflicting to each other.
The state has clarified that purchases made from co-generation units
irrespective of the fuel type would be considered for fulfilling their
RPO.
The APPC defined as per TNERC excludes short term as well as
purchases from liquid fuels for computation of APPC.
Also according to draft amendment published by TNERC, the APPC
should not exceed 75% of
Maharashtra
The state has set a RPO target of 0.25% in line with Tariff policy but it
has set a flat target of 0.5% till 2015-16.
Favorable
Neutral/off-putting
West Bengal