Competition amongst them has been institutionalized through creation of Performance Scorecards and its regular review and monitoring. The entire operational area is divided into 5 circles, 12 districts and 46 zones and senior officers have been appointed and empowered to run these as individual business units. Since inception, TPDDL has believed in the concept of “Distributed Leadership”. It was in July 2002 that the Government of Delhi, after unbundling and corporatization of the erstwhile Delhi Vidyut Board formed a 49%:51% Joint Venture Company, Tata Power Delhi Distribution Limited (TPDDL) (then known as North North West Delhi Distribution Company Limited which was subsequently renamed as North Delhi Power Limited), with the objective of improving quality of service to its consumers, making electricity available at competitive prices and improving operational efficiencies. Now let us analyze each of them in detail: It can be further categorized into Microenvironment (Forces close to the company that affects its ability to serve customers) and Macroenvironment (Larger societal forces that affect the whole economy). Tata Power Delhi Distribution Limited(TPDDL ) – Environment Analysisīasically, environment refers to all the actors and forces influencing the company’s ability to transact business effectively with its target market.

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