Research and Analysis on Key Situations of Photovoltaic Industry Differentiation Competition in Jiangsu Province

How to stand out and win the future in the fiercely competitive "Red Sea"? Many entrepreneurs who are determined to stick to the solar photovoltaic field are thinking about this issue.

Suntech will focus on consolidating the market structure of “40% in Europe, 25% in the United States, 10% in China, and 25% in other countries”. Shi Derong, head of Suntech, said that Suntech has always insisted on a globalized layout and does not rely solely on a certain market. The global photovoltaic market will grow next year and will fully recover by 2014.

As the market's demand for high-performance products increases, Suntech will continue to optimize the production of silicon wafers and photovoltaic modules and reduce costs. “We hope to solve this problem in the coming months and hope that the entire photovoltaic industry will return to our common goal, which is to provide low-cost solar energy.”

In response to the "double reaction," the company will take steps to resolve trade barriers through international operations. At present, it will mainly use international procurement. It is understood that Suntech has purchased a part of the Battery from Taiwan to fill the supply of the US market.

Entering domestic power plants and other downstream industries, Suntech is also pushing forward. On May 9th, Suntech signed a strategic cooperation agreement with Sumeida Phyron Solar Technology Co., Ltd. to jointly develop photovoltaic power plants in China. According to the contents of the agreement, the future cooperation projects between the two sides include the development and construction of domestic desert, beach solar power grid-connected power stations and rooftop power station projects, independent photovoltaic power generation projects in remote and non-electric regions, and development and construction of large-scale solar power grid-connected power stations abroad.

Shi Zhengrong acknowledged that the management of cash is very concerned: "The era of huge profits in the photovoltaic industry has passed forever, and now the market is becoming more and more mature. For any photovoltaic company, the main homework will be how to increase operational efficiency and make it more cost-effective. The government and banks continue to strengthen their support for leading companies."

Gao Jifan, president of Trina Solar, said that 120 countries have achieved “flat-rate Internet access” this year, and the electricity price is already flat or even lower than the residential electricity price. Undoubtedly, the photovoltaic market is developing faster and faster. "Although the US anti-primary ruling is not good for us, but the final ruling has not yet been decided, we must actively respond to the United States government to understand the real situation." He also pointed out that "the emerging markets are in good shape, Southeast Asia, India and other markets due to photovoltaic The cost has dropped substantially and it is expected to grow rapidly. At the same time, the nuclear market in Japan will also bring a lot of opportunities for photovoltaics."

For the next step in response, Gao Jifan revealed that it will adopt global production. “The standard for Tianhe’s selection of OEM locations is close to the market and close to cost advantage areas. The existing targets are the Taiwan region, as well as Canada and Malaysia.”

Mr. Ruan Xiaoyi, president of Artus, told reporters that last year, the US market accounted for 10%-15% of the overall sales of the company. For the "double reaction," Artes adopted a strategy to purchase solar cells from Taiwan. He disclosed that Atsushi currently buys 30% of its solar cells.

Xiaotao Xiao also stated that they are transforming from simple manufacturers to total solution providers. Last year, 10% of revenue was generated from the overall solution. This year it hopes to reach 25%, and 40% next year. “The photovoltaic industry can't make quick money, it's necessary to run a marathon. Mentality to do it."

Sumeida Huilun chose to form an alliance with Suntech and GCL-Poly. In response, Yu Muli, president of Sumida Group, said: "The photovoltaic companies should not be greedy for perfection, the professional division of the industrial chain and the mutually beneficial cooperation of superior enterprises is the long-term approach." He pointed out that all mature industries will eventually follow the market iron rule. Photovoltaic companies must allocate resources and complement each other based on market demand and their own market capabilities in order to cope with the difficult times and achieve a win-win situation.

In the future, PV companies must have “brands, resources, and products” to win the market. According to Li Xiaojiang, general manager assistant of Huilun, the result of in-depth integration of the industry must be that brand enterprises with a high degree of market influence have more advantages; financial resources are The core resource development capability determines the right of the company to speak in this fully competitive market. The product's advantages are reflected in the integrated level of technology, quality, and price.

"Differentiated" competition should be the winning way for future photovoltaic companies. Zhong Sheng, president of Zhongsheng Optoelectronics, took his own company as an example. When he entered the photovoltaic industry, he discovered that Suntech and Yingli have become the industry leaders. If they do the same product, they must incur a price war. The company made decisive decisions and became their downstream customers. The main direction of the project was on overseas power station projects. At present, more than 40 power stations have been built overseas and the power generation capacity exceeds 100 MW, which has achieved good economic benefits.