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The indicator of energyGDP (gross domestic product) elasticity, that is, the ratio of growth rate of energy to the growth rate GDP, captures both the structure of the economy as well as the efficiency. The energyGDP elasticity during 19532001 has been above unity. However, the elasticity for primary commercial energy consumption for 19912000 was less than unity (Planning Commission 2002). This could be attributed to several factors, some of them being demographic shifts from rural to urban areas, structural economic changes towards lesser energy industry, impressive growth of services, improvement in efficiency of energy use, and inter-fuel substitution. The energy sector in India has been receiving high priority in the planning process. The total outlay on energy in the Tenth Five-year Plan has been projected to be 4.03 trillion rupees at 2001/02 prices, which is 26.7% of the total outlay. An increase of 84.2% is projected over the Ninth Five-year Plan in terms of the total plan outlay on energy sector. The Government of India in the mid-term review of the Tenth Plan recognized the fact that under-performance of the
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energy sector can be a major constraint in delivering a growth rate of 8% GDP during the plan period. It has, therefore, called for acceleration of the reforms process and adoption of an integrated energy policy. In the recent years, the government has rightly recognized the energy security concerns of the nation and more importance is being placed on energy independence. On the eve of the 59th Independence Day (on 14 August 2005), the President of India emphasized that energy independence has to be the nations first and highest priority, and India must be determined to achieve this within the next 25 years.
Resource augmentation and growth in energy supply has not kept pace with increasing demand and, therefore, India continues to face serious energy shortages. This has led to increased reliance on imports to meet the energy demand.
1.2.1 COAL
India now ranks third amongst the coal producing countries in the world. Being the most abundant fossil fuel in India till date, it continues to be one of the most important sources for meeting the domestic energy needs. It accounts for 55% of the countrys total energy supplies. Through sustained increase in investment, production of coal increased from about 70 MT (million tons) (MoC 2005) in early 1970s to 382 MT in 2004/05. Most of the coal production in India comes from open pit mines contributing to over 81% of the total production while underground mining accounts for rest of the national output (MoC 2005). Despite this increase in production, the existing demand exceeds the supply. India currently faces coal shortage of 23.96 MT. This shortage is likely to be met through imports mainly by steel, power, and cement sector (MoC 2005). India exports insignificant quantity of coal to the neighboring countries. The traditional buyers of Indian coal are Bangladesh, Bhutan, and Nepal.
The development of core infrastructure sectors like power, steel, and cement are dependent on coal. About 75% of the coal in the country is consumed in the power sector (MoC 2005).
1.2.2 POWER
Access to affordable and reliable electricity is critical to a countrys growth and prosperity. The country has made significant progress towards the augmentation of its power infrastructure. In absolute terms, the installed power capacity has increased from only 1713 MW (megawatts) as on 31 December 1950 to 118 419 MW as on March 2005 (CEA 2005). The all India gross electricity generation, excluding that from the captive generating plants, was 5107 GWh (gig watt-hours) in 1950 and increased to 565 102 GWh in 2003/04 (CEA 2005). Energy requirement increased from 390 BkWh (billion kilowatt-hours) during 1995/96 to 591 BkWh (energy) by the year 2004/05, and peak demand increased from 61 GW (gigawatts) to 88
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GW over the same time period. The country experienced energy shortage of 7.3% and peak shortage of 11.7% during 2003/04. Though, the growth in electricity consumption over the past decade has been slower than the GDPs growth, this increase could be due to high growth of the service sector and efficient use of electricity. Per capita electricity consumption rose from merely 15.6 kWh (kilowatt-hours) in 1950 to 592 kWh in 2003/04 (CEA 2005). However, it is a matter of concern that per capita consumption of electricity is among the lowest in the world. Moreover, poor quality of power supply and frequent power cuts and shortages impose a heavy burden on Indias fast-growing trade and industry.
Terminal of 5 MTPA (million tons per annum) at Dahej, and (2) LNG import terminal at Hazira. In addition, an in-principle agreement has been reached with Iran for import of 5 MTPA of LNG.
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The International Energy Outlook 2005 (EIA 2005b) projects Indias gas consumption to grow at an average annual rate of 5.1%, thereby reaching 2.8 trillion cubic feet by 2025 with the share of electric power sector being of 71% by that time. Coal consumption is expected to increase to 315 MT over the forecast period. In India, slightly less than 60% of the projected growth in coal consumption is attributed to the increased demand of coal in the electricity sector while the industrial sector accounts for most of the remaining increase. The use of coal for electricity generation in India is expected to increase by 2.2% per annum during 200225, thus requiring an additional 59 000 MW of coal-fired capacity. Oil demand in India is expected to increase by 3.5% per annum during the same time. It is quite apparent that coal will continue to be the predominant form of energy in future. However, imports of petroleum and gas would continue to increase substantially in absolute terms, involving a large energy import bill. There is, therefore, an urgent need to conserve energy and reduce energy requirements by demand-side management and by adopting more efficient technologies in all sectors.
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has increased to 26 per cent from 25.7 per cent of the fossil fuel supplies; there is delivery constraint with respect to gas. A number of gas plants today are running at sub-optimal plant load factor (PLF) levels due to shortages. The government has decided not to embark on new projects that rely on gas. It is feared that supply shortages can disturb the capacity addition plans, reduce PLFs, as the rising crude prices have led to firmer naphtha and natural gas prices.Emerging environmental concerns have led to an increasing interest in renewable. Captive power plants (CPPs) also make a major contribution, which is more than one-fifth of the total installed capacity. In the last three years, captive capacity has grown at an average of 1,600 MW per year. The introduction of ABTs (Availability Based Tariffs) has changed the thinking of discoms. They have to pay huge prices as they have to source power from the grid during low frequency periods. During this time the CPP power comes in handy at a much lower tariff. The reform process in the power sector continues. Thirteen states have unbundled SEBs into separate entities for transmission, distribution and generation. Two states have privatized distribution. Regulatory authorities have been set up in 24 states. These authorities are applying commercial principles to tariff setting, monitoring the performance of state utilities and paying attention to areas such as demand side management and grid discipline.
1.4.2 GENERATION
Over the years, the fuel mix has changed. Growing environmental concerns have led to an interest in renewable sources of energy (comprising wind energy, solar photovoltaic energy, biomass power and mini hydro plants). But despite great potential, renewable sources contribute only a little over 6,000 MW at present. The PLF of generating plants has improved consistently over the last few years.
GROWTH DOMESTIC
With the world population nearly doubling in the past three decades, the present surge in
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electricity demand, and the projected increase of the global population, the importance of available energy cannot be underestimated. In India, the burning of coal accounts for approximately one half of all electricity generation, nuclear energy approximately one fourth of all electricity generation, and hydro, and gas roughly ten percent of the total electricity generation. Globally, India is presently positioned as the eleventh largest manufacturer of energy, representing roughly 2.4% of the overall energy output per annum. Usually energy, especially electricity, has a major contribution in speeding up the economic development of the country. The existing production of per capita electricity in India is around 600 kWh per annum. Ever since 1990s, Indias gross domestic product (GDP) has been increasing very rapidly and it is estimated that it will maintain the pace in the next couple of decades. As per CEA (Central Electricity Authority) contribution of power sector in GDP is 6.25% to 6.65%. The rise in GDP should be followed by an increase in the expenditure of key energy other than electricity.
1.5 FUTURE PLANS OF CAPACITY ADDITION 1.5.1 PLAN FOR CAPACITY ADDITION DURING XITH FIVE YEAR PLAN (2007-2012)
The power generation capacity added during the last five years is a lowly 21,280 Mw, which is about half the original target of 41,110 MW set for the Tenth Plan. This is also 2000 Mw less than the 23,250 Mw capacity addition projected by the government in last few days of fifth five year plan. (March 2007). An ambitious target of 78,577 Mw has been set by the government for the eleventh plan period (2007 -2012). Of this, the hydropowers share would be 16,553 MW, the thermal power would constitute 58,644 MW and the nuclear powers share would be 3,380 MW. Capacity addition plan from different sources during Sixth five year plan (2007-2012).
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Plan for capacity addition from various sources during 11th plan
Year wise Capacity addition plan during Sixth five year plan (2007-2012)
Year 2007-08 2008-09 2009-2010 2010 -2011 2011-2012 Total capacity addition Capacity addition (Mw) 16,785 7272 15,198 16,970 22,352 78577
The orders for these capacity additions are likely to be placed by December 2007 so that they can be implemented during the Plan itself.
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approvals/clearances for speedy implementation of hydroelectric projects. The Central Government will support the State Governments for expeditious development of their hydroelectric projects by offering services of Central Public Sector Undertakings like National Hydroelectric Power Corporation (NHPC). Proper implementation of National Policy on Rehabilitation and Resettlement (R&R) would be essential in this regard so as to ensure that the concerns of project-affected families are addressed adequately. Adequate safeguards for environmental protection with suitable mechanism for monitoring of implementation of Environmental Action Plan and R&R Schemes will be put in place.
addressed by the Union and state Governments. Impetus is being given to Rural Electrification. In order to achieve this objective, synergy is to be evolved where distributed Power Generation supplements (or makes up for the limitation) of electric supply through grid. Besides this mission, initiatives for environmental conservation are propelling utilities to generate more of Green Power. Decentralized Power Generation and Distribution has the power to adequately make up for the limitation of the Electric supply through Grid, and is considered a potential means to provide Power to all by 2012 DPG technologies such as Small Hydro Power help in producing power at the point of consumption. In India, small hydro schemes are further classified by the Central Electric Authority as follows: Type Micro Mini Small Station Capacity Up to 100 KW 101 KW to 2000 KW 2001 KW to 25000 KW Unit rating Up to 100 KW 101 KW to 1000 KW 1001 KW to 5000 KW
which currently accounts for about 10 per cent of total capacity. Power sector consumes about 40per cent of the total gas in the country. New power generation capacity could come up based on indigenous gas findings, which can emerge as a major source of power generation if prices are reasonable. A national gas grid covering various parts of the country could facilitate development of such capacities. Imported LNG based power plants are also a potential source of electricity and the pace of their development would depend on their commercial viability. The existing power plants using liquid fuels should shift to use of Natural Gas/LNG at the earliest to reduce the cost of generation. For thermal power, economics of generation and supply of electricity should be the basis for choice of fuel from among the options available. It would be economical for new generating stations to be located either near the fuel sources e.g. pithead locations or load centers. Generating companies may enter into medium to long-term fuel supply agreements especially with respect to imported fuels for commercial viability and security of supply.
years. The capital cost per megawatt in the case of nuclear plant is Rs 50 million, which is higher than the average cost of the thermal plants (Rs 40 million or less). However, with the fuel cost being much lower than the thermal plants, nuclear power becomes an appealing option.
end, non- conventional energy sources including co-generation could also play a role. Appropriate commercial arrangements would need to be instituted between licensees and the captive generators for harnessing of spare capacity energy from captive power plants. The appropriate Regulatory Commission shall exercise regulatory oversight on such commercial arrangements between captive generators and licensees and determine tariffs when a licensee is the off-taker of power from captive plant.
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Subsequent to enactment of the Legislation on establishment of a regulatory authority, an institution called the Central Electricity Regulatory Commission (CERC) has been set up for rationalization of bulk and retail tariff for generation and transmission utilities involved in interstate operations. It also regulates at intra-state level. Each state has set up a State Electricity Regulatory Commission.
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1.7.4
MAJOR
POLICIES
NOTIFIED
UNDER
THE
model PPA for long term procurement of power from projects having specified site and location.
procedure would reduce numerous risks associated with the construction and operation and maintenance (O&M) of hydro projects. New Hydel Policy announced with an objective of making investment in hydro projects more attractive. The government has prepared plan for creation of National Grid by 2012 and infrastructure to facilitate inter-regional exchange of 30,000 MW of electricity by 2012.
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countries, including the UAE, Malaysia, Saudi Arabia, Kuwait and Algeria. It has also undertaken projects in power plant / utility operations and management in Saudi Arabia, Liberia, Iran, Sierra Leone and Algeria. o Setting up independent power plants (lPPs) and captive power plants (CPPs), and executing power transmission and distribution projects o Operation and maintenance services o Remnant life assessment and performance evaluation services of power plant equ o In overseas projects, erection, testing, commissioning and trial operations. o In power plant / utility operations, management and plant operators training projects.
REL has significant presence in the field of execution of the Power projects on EPC basis with a strong track record of the execution and commissioning of projects on time. REL has received wide acclaim for the initiatives in corporate governance. These awards and recognition's greatly motivates and encourage the REL team to set fresh benchmarks in corporate governance, particularly in the Indian Power Sector.
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o Business Activities
NTPCs core business is engineering, construction and operation of power generating plants. It also provides consultancy in the area of power plant constructions and power generation to companies in India and abroad. As on date the installed capacity of NTPC is 27,404 MW through its 14 coal based (22,395 MW), 7 gas based (3,955 MW) and 4 Joint Venture Projects (1,054 MW). NTPC acquired 50per cent equity of the SAIL Power Supply Corporation Ltd. (SPSCL). This JV company operates the captive power plants of Durgapur (120 MW), Rourkela (120 MW) and Bhilai (74 MW). NTPC also has 28.33per cent stake in Ratnagiri Gas & Power Private Limited (RGPPL) a joint venture company between NTPC, GAIL, Indian Financial Institutions and Maharashtra SEB Holding Co. Ltd.
1.8.4
ANDHRA
PRADESH
POWER
GENERATION
1999. This was a sequel to Governments reforms in Power Sector to unbundle the activities relating to Generation, Transmission and Distribution of Power. All the Generating Stations owned by erstwhile Andhra Pradesh State electricity Board (APSEB) were transferred to the control of APGENCO.
sources of energy like Geothermal, Tidal, and Wind etc. At present, NHPC is a schedule 'A' Enterprise of the Govt. of India with an authorized share capital of Rs. 1,50,000 Million . With an investment base of over Rs. 2.2 Lakh Million approx. and NHPC is among the TOP TEN companies in the country in terms of investment.
wind turbines.
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2.1.2 INTRODUCTION
The Business Plan is initiated based on a review of what is on the Companys current operations, operational performance and organization structure. The formulation of strategies is driven by the consideration of the vision, mission and values that the Company holds and cherishes. The existing profile of the Company, its strengths and weaknesses, its policies, and the emerging legal and business environment plays an important role in the formulation of the plan. The approach and methodology adopted for preparation of Business plan of DGVCL is as follows: The business plan is prepared for the projection period FY 2012 to FY 2016.
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The assumptions like investment plan, load forecast, loss reduction plan, power procurement plan etc. are maintained as provided in MYT petition for second control period FY 2011-12 to 2015-16
2.1.5.1 VISION
Customer satisfaction through service excellence
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2.1.5.2 MISSION
1. To provide reliable and quality power at competitive cost 2. To reach global standards in reducing distribution losses
Category
No. of
%age-
Consumers Consumers
Residential Commercial Industrial LT PWW Agriculture Street Light 1653882 233697 51756 9733 88625 4300 80.91% 11.43% 2.53% 0.48% 4.36% 0.21% 0.11% 0.0002% 1436 554 2563 97 570 30 3437 272 16.03% 6.18% 28.61% 1.08% 6.36% 0.33% 38.36% 3.04%
Total
2044219
100.00%
8959
100.00%
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DGVCL has a consumer base of 20 lacs; Residential category consists of the largest consumer base followed by Commercial & then Agriculture. The industrial consumption is around 66% which is a source of revenue for DGVCL and 6% is agriculture consumption which is the subsidized category.
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(Source: CEA report on Monthly power supply position) Power Purchase cost: The Power Purchase cost has been showing an increasing trend in last five years, however there was a decrease in the power purchase cost per unit in FY 09-10 due to reduction in gas prices which were too high in FY 08- 09. Past 5 Years Power purchase cost of Power Purchase Cost/ Unit
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The total amount of agricultural subsidy released each year by GoG is capped at Rs 1100 Cr. It is allocated to each Discom in proportion to its respective percentage share in agricultural consumption to compensate for the revenue loss due to subsidized category of consumers as well as for unmetered consumption. The reliability of the distribution system on the basis of number and duration of sustained interruptions in a year, using the indices such as SAIFI, SAIDI & MAIFI indicates that system reliability has improved a lot in the past 3 years. Reliability Indices SAIFI SAIDI MAIFI FY 2007-08 20.31 33.07 17.61 FY 2008-09 7.87 7.19 18.35 FY 2009-10 7.80 7.12 17.34
(Source: CEA report on Monthly power supply position) There is a reduction in the distribution transformer failure rate over the last 5 years and it has reduced to 12.90% for the year 2009-10. This is mainly due to vigorous transformer maintenance. Past 5 years DTR Failure Rate
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Employee expense is around 3.8% of the total revenue earned and is Rs 0.19/unit sold; which is quiet under control & rational. Revenue realized from sale of power is slowly coming closer to the average cost of supply. For FY 2009-10, revenue realized from sale of power has increased to 97% of the average cost of supply from 92% in FY 2005-06.
(Source: CEA report on Monthly power supply position) Under Demand Side Management (DSM) measures DGVCL has taken tremendous and remarkable steps to reduce energy consumption by increasing end use efficiency. Load forecasting along with load management is done by the DSM cell, generation control and load control measures are also in place.
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In the past, there has been a consistent gap in the peak demand and peak met as well as in energy terms in the State. Considering the performance in past few years, Gujarat Power Sector has improved a lot with no energy deficit within the State and having a per capital consumption of more than 1000 units which is the target of Indian Government to achieve it by 2012 for India as a whole. The following table shows the actual power supply situation in the state for the past few years.
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Period Peak Peak Peak Demand Met Deficit/ Surplus (MW) (MW) (MW) 2002-03 8641 7336 -1305 2003-04 9820 7204 -2616 2004-05 10162 7578 -2584 2005-06 9783 7610 -2173 2006-07 11619 8110 -3509 2007-08 12119 8885 -3234 2008-09 11841 8960 -2881 2009-10 10406 9515 -891
Peak Deficit/ Surplus (%) -15.1 -26.6 -25.4 -22.2 -30.2 -26.7 -24.3 -8.6
Energy Energy Peak Requirement Availability Deficit/ Surplus (MU) (MU) (MU) 60175 53316 -6859 57171 50292 -6879 59681 52724 -6957 57137 52436 -4701 62464 54083 -8381 68747 57614 -11133 67516 60885 -6631 70412 67263 -3149
Peak Deficit/ Surplus (%) -11.4 -12 -11.7 -8.2 -13.4 -16.2 -9.8 -4.5
(Source: CEA report on Monthly power supply position) The negligible deficit in the State will be eliminated within the immediate future by contracting the additional capacity for the Company by GUVNL.
The provisions of the EA2003 mentioned above, have far reaching implications for the power sector. It is evident from the above provisions that the EA2003 intends to create a competitive power sector in the long term and has left no choice for the state utilities but to improve their performance to face the competition from other players entering into the market. Also, in line with Electricity Act 2003, the National Electricity Policy outlines a plan for rural electrification, increased generation capacity, generation mix to be adopted for clean environment, improvement in grid for better transmission and distribution of power. India also seeks to create a more competitive energy sector to increase private sector participation. Finally, the Policy emphasizes the need for conservation and demand-side management including a national awareness campaign. In line with the above policy, the distribution company has to undertake activities to be more competitive as well as to abide by the policy guidelines. The policy aims at improving efficiency, financial availability of the sector, availability of power and protection of customer interest. Also, the National Tariff Policy deals with various parameters with respect to the fixation of tariffs, like providing adequate return on investment to the power generator and supplier and ensuring reasonable user charges for the consumers. It provides uniform guidelines to the SERC for the fixation of tariffs for their respective entities. The policy states that the distribution licensee should, in future, procure power solely through competitive bidding which as per the recent guidelines from Ministry of Power will be in effect from 5th January 2011. At the National level, many initiatives have been considered by MoP, GoI and CERC with a view to develop the power sector. The initiatives described in the report are as follows: Rural Electrification Policy, 2006 R-APDRP (Restructured Accelerated Power Development & Reform Program) Renewable Purchase obligation with Renewable Energy Certificate Mechanism National Action Plan for Climate Change (NAPCC) National Solar Mission National Mission for Enhanced Energy Efficiency
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2. Parallel License As per the Act, a parallel licensee is possible to be operated whereby two licensees are supplying power in the same specified area. Currently, due to recent clarification from MoP and Ministry of Commerce, SEZ became the Distribution Licensee for the SEZ area whereby Discom is supplying power. Also, other companies may get an approval of being a distribution licensee to supply power in the specified area of DGVCL which is more prevalent in urban areas due to low losses and are marked by the nonexistence of agriculture consumers. 3. ABT implementation UI at intra-state level due to deviation in schedule and actual will make each DISCOM accountable. A proper planning and scheduling of power along with implementation of SCADA is required to have efficient distribution system; 4. Regulatory provisions Being into a regulated environment, have to follow the regulatory framework and directions by the appropriate commission. 5. Industry Risk and Competition A competition from the other private sector player due to opening of power sector will result into a risk of losing of subsiding consumers. 6. Renewable Power Purchase Obligation SERC mandates the distribution licensee to purchase of electricity from renewable sources, a percentage of the total consumption of electricity in the area of a distribution licensee. This step is considered to promote the generation from such renewable sources and can have a minimum impact on the environment. 7. Impact of DSM measures - Demand Side Management (DSM) is described as the planning, implementation and monitoring of utilities activities designed to encourage customers to amend their electricity consumption patterns, both with respect to timing and level of electricity demand so as to help the customers to use electricity more efficiently. Every Distribution Licensee has to implement the DSM measures as an integral part of their day-today operations. Many SERCs and Discoms have already introduced some DSM programs. Experience suggests that the skills of discom staff, and the priority accorded to it by discom management, are important for its success. DSM incentives need to be carefully designed and targeted so that the appropriate load curve changes are realized.
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8. Universal Service Obligation DGVCL is obliged to supply power to each consumer under USO. New connections to remote areas are expensive and maintaining reliable supply levels are difficult. These features tend to increase technical losses and the costs of O&M. 9. Power Purchase Responsibility To meet RPO and get a low cost power, DGVCL may go for direct procurement of power from the generator. 10. Market Penetration and Service Area - The widespread distribution network and the retail reach of such infrastructure would be key discriminators of a licensees market position. 11. Cost to Serve against realization The tariff of the consumers needs to progressively move towards the cost of supply of electricity and reduces the cross subsidies within the category of consumers. This has to be achieved by all the Distribution Utilities in India which is considered to be a major challenge for SERC and Utilities. 12. Rationalization of Tariffs to retain HT and Large consumers Currently, the Tariff is calculated based on cost of the supply at consumer end, the capacity of the consumer to pay and the socio economic policy of the government. The rationalization of tariffs is required simplify the structure and introducing cost reflective tariff by way of retaining the high end customers. Understanding these core issues & risks of the power sector help in identifying the opportunities that lie ahead
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2.1.21.1 Sales Projections: It has been observed from past experience that the
historical trend method has proved to be a reasonably accurate and well accepted method for estimating the load, number of consumers and energy consumption. In light of the above, DGVCL has estimated the above for various customer categories primarily based on the CAGR trends during past years. Following table shows the 5 year as well as 3 year CAGR for the category wise sales: CAGR of Sales Sales (MU) Low Tension Consumers Residential Commercial Industrial LT Public Water Works Agriculture Street Light LT Total High Tension Consumers Industrial HT Railway Traction HT Total TOTAL 5 years CAGR FY 10 over 06 9.83% 11.69% 6.72% 9.29% 2.22% 6.87% 7.49% 4.26% 4.97% 4.31% 6.12% 3 years CAGR FY 10 over 08 7.66% 10.96% 5.27% 7.46% 3.70% 5.41% 6.34% 5.57% 3.89% 5.44% 5.96% FY 10 over FY 09 6.7% 13.8% 12.4% 9.0% 6.9% 3.4% 10.2% 4.8% 4.6% 4.7% 7.9%
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Considering the above growth rates annually the category wise sales have been projected as shown on the following table: Sales Projection FY 2011-12 to 2015-16 Sales (MU) FY 1112 Low Tension Consumers Residential Commercial Industrial LT Public Water Works Agriculture Street Light LT Total High Tension Consumers Industrial HT Railway Traction HT Total TOTAL FY 1213 Projection FY 13FY 1414 15 FY 1516
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275
281
325
372
13672
14529
15423
16380
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11126
11793
22919
1203
1275
700
3177
21016
12473
13233
25705
1451
1540
800
3791
23454
13902
13850
27752
1713
1706
900
4319
25139
18356
13702
21059
2358
1760
100
5119
28700
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Distribution Transformers of 11 km at Ahmedabad, Gandhinagar and Surat. The company's subsidiary, Torrent Power Grid Ltd, a joint venture with PGCIL, commissioned the first phase of evacuation arrangement by construction of 26 km Jhanor-Vapi LILO line. The company also installed and commissioned transmission lines to connect SUGEN plant with 220 km Kim substation of GETCO. During the year, the company was awarded the Distribution Franchise to Agra and Kanpur Distribution Circles for a period of 20 years. In September 2008, the company formed Torrent Power Bhiwandi Ltd (formerly known as Torrent Power Distribution Services Ltd) as a subsidiary company for providing infrastructural and manpower support for Bhiwandi operations of the company. In October 2008, the company entered into a Power Purchase Agreement with Gujarat Paguthan Energy Corporation PVT Ltd for supply of 49.6 MW wind power. Simultaneously, the company is also evaluating the establishment of their own wind and solar power generation. In March 2009, Torrent Energy Ltd became a subsidiary of the company, which is formed for setting up a 1500 MW gas based combined cycle power plant in Dahej SEZ. The company signed Fuel Supply Agreement (FSA) with South Eastern Coalfields Ltd; a subsidiary of Coal India Ltd, for meeting requirements of their coal based generating station at Sabarmati. The FSA is effective for a period of 5 years from April 1, 2009. In May 2009, the Uttar Pradesh Power Corporation Ltd (UPPCL) has entered into an agreement with the company for power distribution in Kanpur and Agra. During the year 2009-10, the company signed the shareholders' agreement with Gujarat Power Corporation Ltd for implementation of the 1000+ MW Coal-Based Power Project at Pipavav, Dist. Amreli, and Gujarat. Torrent Power Grid Ltd, a subsidiary company commissioned the second phase of power transmission line (80 km. double circuit 400 kV transmission lines) i.e. Gandhar-Dehgam Loop in Loop out (LILO) at SUGEN to facilitate power supply from SUGEN to Ahmedabad. In August 15, 2009, the company fully commissioned their ambitious SUGEN Mega Power Project. In September 30, 2009, the company commissioned 1147.5 MW SUGEN Mega Power Project and was dedicated to the nation. The company was awarded the distribution franchise for Agra and Kanpur distribution circles for a period of 20 years. They commenced distribution operations at Agra from April 1, 2010.Torrent Energy Limited (TEL) became the Distribution Licensee for Dahej SEZ and in April 4, 2010, they commenced the distribution of power. The company is in the process of setting up a 400 KV transmission system for evacuating power generated at their SUGEN plant
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to the various off take centers. The project being implemented in a phased manner is nearing completion and is expected to be fully functional during the financial year 2010-11. The company is currently implementing a 1200 MW gas based power project at Dahej in South Gujarat. The project, called the DGEN Power Project, is being implemented in a phased manner starting with a 400 MW first phase. They are also considering addition of one more unit of 382.5 MW at SUGEN. The EPC contract is on the verge of being finalized.
2.2.2 HISTORY
Torrent Power Limited was originally incorporated on April 29, 2004 under the Companies Act, 1956 as Torrent Power Trading Private Limited. The name of the Company was, thereafter, changed to Torrent Power Private Limited on January 25, 2006. The Company was converted into Public Limited Company on February 08, 2006 and the name of the Company was thus changed to its present name Torrent Power Limited. Pursuant to the Composite Scheme of Arrangement including Amalgamation sanctioned by the order of the Honble High Court of Gujarat at Ahmedabad dated July 12, 2006, the undertakings of Torrent Power AEC Limited, Torrent Power SEC Limited and Torrent Power Generation Limited as a going concern are transferred to and vested in TPL on and from the Appointed Date, i.e., April 1, 2005. Thus, TPL shall undertake the consolidated operations of the transferor companies of the Torrent Group in the power sector. The main object for which the Company has been established is set out in its Memorandum of Association as hereunder: To generate, transmit, distribute, purchase, procure, sell, trade, import, export or accumulate or otherwise deal in all forms of electrical power in all aspects, to own, promote, set up, establish, develop, maintain, run, operate, manage and acquire generating company, generating station or stations of every kind and description, and to own, promote, set up, establish, develop, maintain, run, operate and manage transmission and distribution networks or systems and to acquire, in any manner, these networks or systems and to act as agent or representative of any person engaged in the planning, development, generation, transmission, distribution, supply, trading or financing of
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power and to investigate, research, design and prepare feasibility, appraisal or project reports and to build and execute projects for generation, transmission, distribution, supply, purchase, sale, trading, import, export, storage and accumulation of all forms of electrical power and to engage in all activities incidental thereto.
2.2.3.2 Transmission
Torrent Power is in the process of setting up a 400 KV transmission system for evacuating power generated at its SUGEN plant to the various off take centers. The project being implemented in a phased manner is nearing completion and is expected to be fully functional during FY 2010-11.
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2.2.3.3 Distribution
Torrent Power transmits and distributes more than 12 billion units of power to around 2.2 million customers in the cities of Ahmedabad, Gandhinagar, Surat and Bhiwandi spanning an area of 408 Sq. Km. and franchise area of 721 sq. km. These cities are major industrial and commercial hubs. The T&D losses in Gujarat at 7.6% are amongst the lowest in the country. A testimony of Torrent Powers operational efficiency is the drastic reduction in T&D losses in Bhiwandi from 48% in January 2007 to the present 19.33%.
In terms of prescription share, Torrent Pharmaceuticals Ltd. is the sixth largest company in the Indian pharmaceuticals arena and growing 3 times faster than the prescription share market. With 1000 product registrations and exports to more than 50 countries, Torrent is already in the big league of global branded generic products business.
Possibility of taking up new distribution areas Undertaking franchisee from existing SEBs/ New Discoms The group may also venture as second licensee in urban areas Explore alternative source of procuring reliable and cheap power from other generating companies
2.2.6 MILESTONES
1) 1989-90 Mahendra Electricals taken over and renamed as Torrent Cables Ltd.' - Torrents initial foray into power
2) 1996-97 Foundation stone for GTEC laid and Zero date announced Torrent acquires management control of Surat Electricity Company
3) 1998-99 Torrent acquires management control of The Ahmedabad Electricity Company Combined Cycle operations of GTEC commissioned in mid-December 1998
4) 1999-00 Sale of equity stake in GTEC to Powergen India Pvt. Ltd. (Indias largest M & A transaction of the 20th century) The Ahmedabad Electricity Companys customer base crosses 1 million mark
5) 2001-02 The Ahmedabad Electricity Company's turnover crosses the Rs. 10 billion mark
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6) 2002-03 Work on 1147.5 MW combined cycle mega power project near Surat commenced
7) 2004-05 Torrent brings together three of its group companies Torrent Power AEC unified brand Torrent Power Torrent Power Generation Limited achieves financial closure Limited,
Torrent Power SEC Limited and Torrent Power Generation Limited under a single,
8) 2005-06 Torrent Power Generation Ltd. awards EPC contract for its upcoming SUGEN 1147.5 MW CCPP to a consortium of Siemens AG and Siemens Ltd. India; commences construction of its first power block Torrent Power Generation Ltd. and Siemens creates a 50:50 JV to provide O&M services to its SUGEN 1147.5 MW CCPP
9) 2006-07 Torrent Power bags MoPs Gold Shield award for two years for outstanding performance in power distribution Torrent Power commences distribution operations in Bhiwandi, Maharashtra
10) 2007-08 Torrent Power Grid Ltd. obtains license from CERC to setup the 400kV transmission line Torrent Power signs MOU with GPCL for setting up the 1000+ MW coal based power project at Pipavav in Gujarat
11) 2008-09
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Phase I of Torrent Power Grid Ltd.s transmission system commissioned i.e. LILO of Vapi-Jhanor
12) 2009-10 All three units of SUGEN Power Plant commissioned; commences commercial production Phase II of Torrent Power Grid Ltd.s transmission system commissioned i.e. LILO of Dehgam-Jhanor Torrent Power signs distribution franchise agreement with UPPCL for Agra and Kanpur Torrent Power signs SHA with GPCL for setting up 1000+ MW coal based plant at Pipavav, district Amreli, Gujarat
13) 2010-11 Phase III of Torrent Power Grid Ltd.s transmission system commissioned i.e. 141 km line connecting phase II with the Pirana substation of PGCIL Torrent Power commences distribution operations in Agra, Uttar Pradesh effective from 1st April, 2010 Torrent Power and its subsidiary, Torrent Energy Ltd., awards EPC contract to Siemens for implementing UNOSUGEN (stand-alone 382.5 MW generation plant at its existing SUGEN plant location) and DGEN (1200 MW generation plant at Dahej SEZ) projects Torrent Energy Ltd., subsidiary of Torrent Power Ltd., commenced distribution operations in Dahej SEZ effective from 4th April, 2010.
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2.2.6.2 Weakness
Lack of disclosure in the annual report on key items. For example, there is no break up of revenues between generation, transmission and distribution The Kanpur franchisee has still not started functioning as the local state electricity board is creating issues in the light of Torrent having won the distribution contract Fuel ties up and financial closure for the near-term pipeline (1.5GW or ~96% of current installed capacity) is yet to take place
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2.2.6.3 Opportunities
There is a huge opportunity for private sector power utilities in India (particularly for those utilities that have Torrents battle hardened execution capabilities) Private distribution franchisees is a big (and relatively untapped) opportunity in India given the poor financial position of the state electricity boards Given Torrents presence in the T&D segment, the growing scope for private sector participation in this space offers a huge opportunity particularly as the Governments focus switches from power generation to power T&D
2.2.6.4 Threats
The 5x increase in private sector generation capacity by FY13 could result in merchant power rates getting compressed. Difficult to replicate the success of Bhiwandi in other private distribution franchisees as opposition from the local SEBs (who do not want to see private sector distributors in their area) is very strong Given that the KG Basin gas does not seem to be ramping up and infrastructure bottlenecks in the transportation of imported LNG (and the resultant crunch in the supply of gas) can be a negative for Torrent as 75% of its incremental capacity is gas based, which does not have fuel tie-up. Any delays in the construction of the Dahej SEZ will also delay the upcoming 1.2GW project in Dahej (will account for 37% of Torrents total capacity)
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Textbooks on this form of study were beginning to appear by the 1880s, but its rise to extreme popularity began after World War II. There are numerous reasons that comparative research has come to take a place of honors in the toolbox of the social scientist. Globalization has been a major factor, increasing the desire and possibility for educational exchanges and intellectual curiosity about other cultures. Information technology has enabled greater production of quantitative data for comparison, and international communications technology has facilitated this information to be easily spread.
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combination of class coalitions and mobilization, and regime legacy. Here, Esping-Andersen is using comparative research: he takes many western countries and compares their level of de commodification, then develops a theory of the divergence based on his findings. Comparative research can take many forms. Two key factors are space and time. Spatially, crossnational comparisons are by far the most common, although comparisons within countries, contrasting different areas, cultures or governments also subsist and are very constructive, especially in a country like New Zealand, where policy often changes depending on which race it pertains to. Recurrent interregional studies include comparing similar or different countries or sets of countries, comparing one's own country to others or to the whole world. The historical comparative research involves comparing different time-frames. The two main choices within this model are comparing two stages in time (either snapshots or time-series), or just comparing the same thing over time, to see if a policy's effects differ over a stretch of time.[7] When it comes to subject matter of comparative inquiries, many contend there is none unique to it. This may indeed be true, but a brief perusal of comparative endeavors reveals there are some topics more recurrent than others. Determining whether socioeconomic or political factors are more important in explaining government action is a familiar theme. In general, however, the only thing that is certain in comparative research issues is the existence of differences to be analyzed.
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group to a marketer will depend on whether the customers previous relationship was considered satisfactory to the customer or the marketer. For instance, a Former Customer who felt they were not treated well by the marketer will be more difficult to persuade to buy again compared to a Former Customer who liked the marketer but decided to buy from someone else who had a similar product that was priced lower. 3) Potential Customers The third category of customers includes those who have yet to purchase but possess what the marketer believes are the requirements to eventually become Existing Customers. As we will see in the Targeting Markets Tutorial, the requirements to become a customer include such issues as having a need for a product, possessing the financial means to buy, and having the authority to make a buying decision. Locating Potential Customers is an ongoing process for two reasons. First, Existing Customers may become Former Customers (e.g., decide to buy from a competitor) and, thus, must be replaced by new customers. Second, while we noted above that Existing Customers are the best source for future sales, it is new customers that are needed in order for a business to significantly expand. For example, a company that sells only in its own country may see less room for sales growth if a high percentage of people in the country are already Existing Customers. In order to realize stronger growth the company may seek to sell their products in other countries where Potential Customers may be quite high.
satisfaction is seen as a key differentiator and increasingly has become a key element of business strategy. "Within organizations, customer satisfaction ratings can have powerful effects. They focus employees on the importance of fulfilling customers expectations. Furthermore, when these ratings dip, they warn of problems that can affect sales and profitability. . . . These metrics quantify an important dynamic. When a brand has loyal customers, it gains positive word-ofmouth marketing, which is both free and highly effective." Therefore, it is essential for businesses to effectively manage customer satisfaction. To be able do this, firms need reliable and representative measures of satisfaction. "In researching satisfaction, firms generally ask customers whether their product or service has met or exceeded expectations. Thus, expectations are a key factor behind satisfaction. When customers have high expectations and the reality falls short, they will be disappointed and will likely rate their experience as less than satisfying. For this reason, a luxury resort, for example, might receive a lower satisfaction rating than a budget moteleven though its facilities and service would be deemed superior in 'absolute' terms." The importance of customer satisfaction diminishes when a firm has increased bargaining power. For example, cell phone plan providers, such as AT&T and Verizon, participate in an industry that is an oligopoly, where only a few suppliers of a certain product or service exist. As such, many cell phone plan contracts have a lot of fine print with provisions that they would never get away if there were, say, a hundred cell phone plan providers, because customer satisfaction would be way too low, and customers would easily have the option of leaving for a better contract offer. There is a substantial body of empirical literature that establishes the benefits of customer satisfaction for firms.
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3.2.1.1 PURPOSE
Customer satisfaction provides a leading indicator of consumer purchase intentions and loyalty." "Customer satisfaction data are among the most frequently collected indicators of market perceptions. Their principal use is twofold:" "Within organizations, the collection, analysis and dissemination of these data send a message about the importance of tending to customers and ensuring that they have a positive experience with the companys goods and services." "Although sales or market share can indicate how well a firm is performing currently, satisfaction is perhaps the best indicator of how likely it is that the firms customers will make further purchases in the future. Much research has focused on the relationship between customer satisfaction and retention. Studies indicate that the ramifications of satisfaction are most strongly realized at the extremes." On a five-point scale, "individuals who rate their satisfaction level as '5' are likely to become return customers and might even evangelize for the firm. (A second important metric related to satisfaction is willingness to recommend. This metric is defined as "The percentage of surveyed customers who indicate that they would recommend a brand to friends." When a customer is satisfied with a product, he or she might recommend it to friends, relatives and colleagues. This can be a powerful marketing advantage.) "Individuals who rate their satisfaction level as '1,' by contrast, are unlikely to return. Further, they can hurt the firm by making negative comments about it to prospective customers. Willingness to recommend is a key metric relating to customer satisfaction."
3.2.1.2 CONSTRUCTION
Organizations need to retain existing customers while targeting non-customers. Measuring customer satisfaction provides an indication of how successful the organization is at providing products and/or services to the marketplace. "Customer satisfaction is measured at the individual level, but it is almost always reported at an aggregate level. It can be, and often is, measured along various dimensions. A hotel, for example, might ask customers to rate their experience with its front desk and check-in service,
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with the room, with the amenities in the room, with the restaurants, and so on. Additionally, in a holistic sense, the hotel might ask about overall satisfaction 'with your stay.'" As research on consumption experiences grows, evidence suggests that consumers purchase goods and services for a combination of two types of benefits: hedonic and utilitarian. Hedonic benefits are associated with the sensory and experiential attributes of the product. Utilitarian benefits of a product are associated with the more instrumental and functional attributes of the product (Batra and Athola 1990). Customer satisfaction is an ambiguous and abstract concept and the actual manifestation of the state of satisfaction will vary from person to person and product/service to product/service. The state of satisfaction depends on a number of both psychological and physical variables which correlate with satisfaction behaviors such as return and recommend rate. The level of satisfaction can also vary depending on other options the customer may have and other products against which the customer can compare the organization's products. Work done by Parasuraman, Zeithaml and Berry (Leonard L) between 1985 and 1988 provides the basis for the measurement of customer satisfaction with a service by using the gap between the customer's expectation of performance and their perceived experience of performance. This provides the measurer with a satisfaction "gap" which is objective and quantitative in nature. Work done by Cronin and Taylor propose the "confirmation/disconfirmation" theory of combining the "gap" described by Parasuraman, Zeithaml and Berry as two different measures (perception and expectation of performance) into a single measurement of performance according to expectation. The usual measures of customer satisfaction involve a survey with a set of statements using a Likert Technique or scale. The customer is asked to evaluate each statement and in term of their perception and expectation of performance of the organization being measured. Their satisfaction is generally measured on a five-point scale.
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"Customer satisfaction data can also be collected on a 10-point scale." "Regardless of the scale used, the objective is to measure customers perceived satisfaction with their experience of a firms offerings." It is essential for firms to effectively manage customer satisfaction. To be able do this, we need accurate measurement of satisfaction. Good quality measures need to have high satisfaction loadings, good reliability, and low error variances. In an empirical study comparing commonly used satisfaction measures it was found that two multi-item semantic differential scales performed best across both hedonic and utilitarian service consumption contexts. According to studies by Wirtz & Lee (2003), they identified a six-item 7-point semantic differential scale (e.g., Oliver and Swan 1983), which is a six-item 7-point bipolar scale, that consistently performed best across both hedonic and utilitarian services. It loaded most highly on satisfaction, had the highest item reliability, and had by far the lowest error variance across both studies. In the study, the six items asked respondents evaluation of their most recent experience with ATM services and ice cream restaurant, along seven points within these six items: please me to displeased me, contented with to disgusted with, very satisfied with to very dissatisfied with, did a good job for me to did a poor job for me, wise choice to poor choice and happy with to unhappy with. A semantic differential (4 items) scale (e.g., Eroglu and Machleit 1990), which is a four-item 7point bipolar scale, was the second best performing measure, which was again consistent across both contexts. In the study, respondents were asked to evaluate their experience with both products, along seven points within these four items: satisfied to dissatisfied, favorable to unfavorable, pleasant to unpleasant and I like it very much to I didnt like it at all The third best scale was single-item percentage measure, a one-item 7-point bipolar scale (e.g., Westbrook 1980). Again, the respondents were asked to evaluate their experience on both ATM services and ice cream restaurants, along seven points within delighted to terrible. It seems that dependent on a trade-off between length of the questionnaire and quality of satisfaction measure, these scales seem to be good options for measuring customer satisfaction in academic and applied studies research alike. All other measures tested consistently performed worse than the top three measures, and/or their performance varied significantly across the two
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service contexts in their study. These results suggest that more careful pretesting would be prudent should these measures be used. Finally, all measures captured both affective and cognitive aspects of satisfaction, independent of their scale anchors. Affective measures capture a consumers attitude (liking/disliking) towards a product, which can result from any product information or experience. On the other hand, cognitive element is defined as an appraisal or conclusion on how the products performance compared against expectations (or exceeded or fell short of expectations), was useful (or not useful), fit the situation (or did not fit), exceeded the requirements of the situation (or did not exceed).
3.2.1.3 METHODOLOGIES
American Customer Satisfaction Index (ACSI) is a scientific standard of customer satisfaction. Academic research has shown that the national ACSI score is a strong predictor of Gross Domestic Product (GDP) growth, and an even stronger predictor of Personal Consumption Expenditure (PCE) growth. On the microeconomic level, academic studies have shown that ACSI data is related to a firm's financial performance in terms of return on investment (ROI), sales, long-term firm value (Tobin's q), cash flow, cash flow volatility, human capital performance, portfolio returns, debt financing, risk, and consumer spending. Increasing ACSI scores has been shown to predict loyalty, word-of-mouth recommendations, and purchase behavior. The ACSI measures customer satisfaction annually for more than 200 companies in 43 industries and 10 economic sectors. In addition to quarterly reports, the ACSI methodology can be applied to private sector companies and government agencies in order to improve loyalty and purchase intent. Two companies have been licensed to apply the methodology of the ACSI for both the private and public sector: CFI Group, Inc. and Foresee Results apply the ACSI to websites and other online initiatives. ASCI scores have also been calculated by independent researchers, for example, for the mobile phones sector, higher education, and electronic mail. The Kano model is a theory of product development and customer satisfaction developed in the 1980s by Professor Noriaki Kano that classifies customer preferences into five categories:
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Attractive, One-Dimensional, Must-Be, Indifferent, Reverse. The Kano model offers some insight into the product attributes which are perceived to be important to customers. SERVQUAL or RATER is a service-quality framework that has been incorporated into customer-satisfaction surveys (e.g., the revised Norwegian Customer Satisfaction Barometer) to indicate the gap between customer expectations and experience. J.D. Power and Associates provides another measure of customer satisfaction, known for its topbox approach and automotive industry rankings. J.D. Power and Associates' marketing research consists primarily of consumer surveys and is publicly known for the value of its product awards. Other research and consulting firms have customer satisfaction solutions as well. These include A.T. Kearney's Customer Satisfaction Audit process, which incorporates the Stages of Excellence framework and which helps define a companys status against eight critically identified dimensions. For Business to Business (B2B) surveys there is the InfoQuest box. This has been used internationally since 1989 on more than 110,000 surveys (Nov '09) with an average response rate of 72.74%. The box is targeted at "the most important" customers and avoids the need for a blanket survey. In the European Union member states, many methods for measuring impact and satisfaction of egovernment services are in use, which the eGovMoNet project sought to compare and harmonize. These customer satisfaction methodologies have not been independently audited by the Marketing Accountability Standards Board (MASB) according to MMAP (Marketing Metric Audit Protocol).
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Research Design
Exploratorystu dy
Descriptive Study
Causal Study
Litrature Search
Experince Survey
Focus Group
Longitudinal
Cross Section
Natural Ex.
Controlled Ex.
True Panel
Omnibus Panel
Sample Surver
Time Series
Descriptive research - Cross Sectional research design was taken by the researcher for The Study on Retailer Attitude towards CFL of the Ajanta Quartz With Reference To Surat City Because this, research design is focused on accurate descriptive of the variable present in the problem. A descriptive study is undertaken when the researcher wants to know the characteristics of certain groups such as age, sex, education level, income, occupations, etc.
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For the purpose of the study, primary data is collected by directly personal interview of the respondents to collect their view about DGVCL and Torrent power Ltd... This was flat necessary because people in gravel have a tendency in answering question. There are some secondary data collected from Internet, websites, magazine to collect the proper information and the industry details about DGVCL and Torrent power Ltd. And also power sector of India.
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1) Which power connection do you have? Option DGVCL Torrent Total Responses 33 95 128
26%
DGVCL Torrent
74%
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2) What is your type of area? Option Industrial Residential Total Responses 60 68 128
47% 53%
Industrial Residential
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3) What is your average amount of electricity bill per month? Option <1000 1000 - 5000 5000 - 10000 10000 - 25000 >25000 Total Responses 29 39 11 7 42 128
23% 33% <1000 1000 - 5000 5000 - 10000 10000 - 25000 5% 9% >25000 30%
Interpretation: - 23% get < 1000 ; 30% 1000 to 5000 ; 9% 5000 to 10000 ; 5%
10000 to 25000 ; 33% > 25000 .
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4) What is the rate of power cuts of electricity in a week? Option No Cut 1 - 2 Times 2 - 4 Times >4 Times Total Responses 93 19 12 4 128
3% 9%
15%
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5) If there is a power cut then, how much is the time period of power cut in a day? Option < 1 Hour 1 - 2 Hours 2 - 3 Hours >3 Hour Total Responses 10 13 11 2 36
36%
Interpretation: - 28% people have power cut for < 1 hour; 36% for 1- 2 hours; 31% for 2
hours; 5% for > 3 ours.
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6) Rate the following features of your power connection meter. 6.1) High rate Response (Fi) 36 62 16 8 6 Total = 128 WAM Wi 5 4 3 2 1 Fi Wi 180 248 48 16 6 498
60.00% 50.00% 40.00% 30.00% 48.44% 20.00% 28.13% 10.00% 12.50% 0.00% Excellent Good Average 6.25% Poor 4.69% Very Poor
Interpretation: - 28% people are rate excellent; 48.44% to good; 12.50% to average; 6.25% to
poor; 4.96 to very poor.
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6.2)
30.00% 25.00% 20.00% 15.00% 25.00% 10.00% 5.00% 0.00% Excellent Good Average Poor Very Poor 11.72% 19.53% 22.66% 21.09%
Interpretation: - 11.72% people are rate excellent; 25.00% to good; 19.53% to average;
22.66% to poor; 21.09% to very poor.
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6.3)
35.00% 30.00% 25.00% 20.00% 15.00% 25.78% 10.00% 5.00% 0.00% Excellent Good Average Poor Very Poor 9.38% 17.97% 17.19% 29.69%
Interpretation: - 9.38% people are rate excellent; 17.97% to good; 25.78% to average; 29.69%
to poor; 17.19% to very poor.
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6.4)
Quality of meter Response (Fi) 31 44 35 13 5 Total = 128 WAM Wi 5 4 3 2 1 Fi Wi 155 176 105 26 5 467
40.00% 35.00% 30.00% 25.00% 20.00% 15.00% 10.00% 5.00% 0.00% Excellent Good Average Poor 24.22% 34.38% 27.34%
Interpretation: - 24.22% people are rate excellent; 34.38% to good; 27.34% to average;
10.16% to poor; 3.91% to very poor.
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6.5)
Incorrect reading of the meter Response (Fi) 5 24 23 47 29 Total = 128 WAM Wi 5 4 3 2 1 Fi Wi 25 96 69 94 29 313
40.00% 35.00% 30.00% 25.00% 20.00% 15.00% 10.00% 5.00% 0.00% 3.91% Excellent Good Average Poor Very Poor 18.75% 22.66% 17.97% 36.72%
Interpretation: - 3.91% people are rate excellent; 18.75% to good; 17.97% to average; 36.72%
to poor; 22.66% to very poor.
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6.6) Weighted Average Mean High rate Failures High maintenance required Quality of meter Incorrect reading of the meter 3.89 2.84 2.73 3.65 2.45
4.05 3.85 3.65 3.45 3.25 3.05 2.85 2.65 2.45 2.25 High rate Failures High maintenance required Quality of meter 2.84 2.73 2.45 Incorrect reading of the meter 3.89 3.65
Interpretation: - High rate and quality of meter are most affective features.
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7) Rate the following statements about your power supplier. 7.1) The charges of electricity are very high. Response (Fi) 55 55 13 0 5 Total = 128 Wi 5 4 3 2 1 Fi Wi 275 220 39 0 5 539
WAM
50.00% 45.00% 40.00% 35.00% 30.00% 25.00% 20.00% 15.00% 10.00% 5.00% 0.00% Excellent Good Average 10.16% 0.00% Poor 3.91% Very Poor 42.97% 42.97%
Interpretation: - 42.97% people are rate excellent; 42.97% to good; 10.16% to average; 3.91%
to very poor.
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7.2) The taxes imposed by government are very high Response (Fi) 53 54 15 2 4 Total = 128 Wi 5 4 3 2 1 Fi Wi 265 216 45 4 4 534
WAM
45.00% 40.00% 35.00% 30.00% 25.00% 20.00% 15.00% 10.00% 5.00% 0.00% Excellent Good Average 11.72% 1.56% Poor 3.13% Very Poor 41.41% 42.19%
Interpretation: - 41.41% people are rate excellent; 42.19% to good; 11.72% to average; 3.13%
to very poor.
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7.3) The bill paying facility is not proper. Response (Fi) 15 15 44 32 22 Total = 128 Wi 5 4 3 2 1 Fi Wi 75 60 132 64 22 353
WAM
40.00% 35.00% 30.00% 25.00% 20.00% 15.00% 10.00% 5.00% 0.00% Excellent Good Average Poor Very Poor 11.72% 11.72% 34.38% 25.00% 17.19%
Interpretation: - 11.72% people are rate excellent; 11.72% to good; 34.38% to average;
25.00% to poor: 17.19% to very poor.
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7.4) The complaints are not taken care. Response (Fi) 13 22 19 46 28 Total = 128 Wi 5 4 3 2 1 Fi Wi 65 88 57 92 28 330
WAM
40.00% 35.00% 30.00% 25.00% 20.00% 15.00% 10.00% 5.00% 0.00% Excellent Good Average Poor Very Poor 10.16% 21.88% 17.19% 14.84% 35.94%
Interpretation: - 10.16% people are rate excellent; 17.19% to good; 14.84% to average;
35.94% to poor: 21.88% to very poor.
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7.5) After due date billing charges are very high. Response (Fi) 15 21 21 38 33 Total = 128 Wi 5 4 3 2 1 Fi Wi 75 84 63 76 33 331
WAM
35.00% 30.00% 25.00% 20.00% 15.00% 10.00% 5.00% 0.00% Excellent Good Average Poor Very Poor 11.72% 29.69% 25.78% 16.41% 16.41%
Interpretation: - 11.72% people are rate excellent; 16.41% to good; 16.41% to average;
29.69% to poor: 25.78% to very poor.
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7.6) Weighted Average Mean The charges of electricity are very high. 4.21
The taxes imposed by government are very high 4.17 The bill paying facility is not proper. The complaints are not taken care. After due date billing charges are very high. 2.76 2.58 2.59
4.40 4.20 4.00 3.80 3.60 3.40 3.20 3.00 2.80 2.60 2.40
4.21
4.17
2.76
2.58
2.59
The charges of The taxes The bill paying The complaints After due date electricity are imposed by facility is not are not taken billing charges very high. government proper. care. are very high. are very high
Interpretation: - The charges of electricity and the taxes imposed by government are most
affective features.
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8) Are you satisfied with the paper quality of your electricity bill? Option Yes No Total Responses 96 32 128
25%
Yes No
75%
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9) Have you ever called to DGVCL or Torrent power? Option Yes No Total Responses 31 97 128
24%
Yes No
76%
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10) Is it safe to use your power connection? Option Yes No Total Responses 118 10 128
8%
Yes No
92%
Interpretation: - 92% are saying that use of electric power connection is safe.
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6.2 CONCLUSION
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CHAPTER 7 SUGGESTION
CHAPTER 7 SUGGESTION
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BIBLIOGRAPHY
o Books:
Name Marketing Research: Research Design Business Research Method Statistical Methods Author G.C. Beri Donald R. Cooper & Pamela S. Schindler S P Gupta Publication Tata McGraw-Hill
o Websites:
www.en.wikipedia.org http://www.dgvcl.com/ www.torrentpower.com http://www.torrentlimited.com/milestones_power.htm www.sebi.gov.in
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QUESTIONNAIRE
I, Alpesh Maniya, student of SPB College of Management (BBA), Surat, is conducting a survey Comparative study between DGVCL (Dakshin Gujarat Vij Company Limited) and Torrent power Ltd. with reference to Surat City. I will be thankful, if you give proper response to the questions. The information you share with me is only used for academic purpose. Your personal details will be kept secret.
Thank you for spending your valuable time. Alpesh Maniya
1) Which power connection do you have? DGVCL 2) What is your type of area? Industrial Residential Torrent power Ltd.
3) What is your average amount of electricity bill per month? Less than 1000 5000 to 10,000 More than 25,000 4) What is the rate of power cuts of electricity in a week? No Power cut 3 to 4 Times 1 to 2 Times More than 4 Times 1000 to 5000 10,000 to 25,000
5) If there is a power cut then, how much is the time period of power cut in a day? Less than an hour 2 to 3 hours 1 to 2 hours More than 3 hours
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6) Rate the following features of your power connection meter. Excellent High Rate Failures High Maintenance Required Quality of Meter Incorrect reading of the meter Good Average Poor Very Poor
7) Rate the following statements about your power supplier. Strongly Agree The charges of electricity are very high. The taxes imposed by government are very high. The bill paying facility is not proper. The complaints are not taken care. After due date billing charges are very high. Agree Neutral Disagree Strongly Disagree
8) Are you satisfied with the paper quality of your electricity bill? Yes No
10) If yes, then why do you call to DGVCL or Torrent power? ________________________________________________________________
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11) Is it safe to use your power connection? Yes 12) If no then please specify why? ________________________________________________________________ ________________________________________________________________ 13) Give your suggestions. ________________________________________________________________ ________________________________________________________________ ________________________________________________________________ No
Personal Details Name:Age: Phone No:Address:E-mail ID:______________________________________________ ___ ___________________________ ______________________________________________________ ___________________________
Employed Self employed
Occupation:
Student Household
__________THANK YOU_________
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