Abstract 2012 is a difficult year for the global photovoltaic industry. Double-anti-sanctions, financial crisis... The price of photovoltaic modules continues to fall at a rate of 10% to 15% per quarter. And in 2010, the capacity building almost completely solved the capacity building in 2015...
2012 is a difficult year for the global PV industry. Double-anti-sanctions, financial crisis... The price of photovoltaic modules continues to fall at a rate of 10% to 15% per quarter. Moreover, in 2010, the capacity building was almost completed in 2015. 
During the adjustment period, many PV companies began to extend their reach to the downstream, trying to digest the capacity of PV modules internally.
In Bavaria, Germany, there is a photovoltaic power station built and operated by Jiangsu Zhongsheng Optoelectronics. This photovoltaic power plant has an installed capacity of 1,500 kW and is not a big project in Germany. At present, in the context of the general loss of the whole industry, Zhongsheng Optoelectronics has not suffered losses and has been relatively stable.
Zhongsheng Optoelectronics is positioned as a “one-stop solar power solution providerâ€. Infiltrate downstream, build self-built power station projects, digest its own production capacity, effectively avoid price competition and enhance the company's competitiveness.
In addition to the traditional manufacturing business, Zhongsheng Optoelectronics' downstream power station service sector accounts for two-thirds, covering project development, EPC ("design, procurement, construction", similar project general contracting) and power plant investment and financing services. And “making a 3 MW power station is equivalent to selling 15 MW of components, and the profit margin is significantly higher than simply selling components.â€
Just to get involved in the downstream of the industrial chain should also pay attention to methods and risks. After the completion of the power station, it will also face the problem of power station operation.
If an investment station is to sell electricity for a living, it usually takes 8 to 12 years to recover the cost. It is not profitable in the short term and additional investment is required. This is obviously not suitable for companies with tight financial conditions. Under the BOT (construction-operation-transfer) model, the power station will undergo numerous procedures such as approval, construction, inspection, etc., both domestically and internationally, and it takes more than two years to realize revenue.
Zhongsheng Optoelectronics is familiar with European and American markets and policies, looking for investors and building trust, and further expansion. After Germany, Zhongsheng Optoelectronics has built 52 sets of photovoltaic systems in France, Italy and other places, with a total installed capacity of 200,000 kilowatts. The more hidden barriers go to the downstream, the more sustainable the companies are able to form their core competitiveness.
Avoid double reverse
The stock competition in the photovoltaic industry is not overcapacity, but overproduction. In 2010, the international market demand increased by 139%, and the capacity expansion was completely "invisible hand" in command, and it was beyond reproach. After that, Europe and the United States cut subsidies and doubled against China. It was a "tangible hand" that led to "excess".
The anti-double of Europe and the United States, the purpose is not to reverse the entire industrial chain, but to anti-individual product links, enterprises in the photovoltaic industry only need to take the European and American anti-links to go abroad to produce can avoid risks. The sanctions can be taken to a third-party country to invest, or directly to the United States and Europe to invest, to penetrate the industry, making it wantless. Therefore, it is necessary not only to develop new foreign application markets, but also to develop foreign investment markets.
In China, the application market is now starting, but there are still many problems that need to be solved. It is not feasible to establish a distributed energy system in the eastern market, but it is not irrational to establish a power station to digest production capacity in the west. The reason for the lack of electricity in the east is that a large number of high-energy-consuming industries are here, and high-energy-consuming industries can shift to the west and chase solar energy resources to migrate to the west. The vast western desert resources and abundant solar energy resources are conducive to the construction and survival of photovoltaic power plants.
Technology guides industry differentiation
In addition to the market, the future development of the photovoltaic industry depends on technology. Diversify photovoltaic materials, seek better materials, reduce costs, and improve conversion efficiency. Do not mention that photovoltaic is crystalline silicon. In the case of saturated or even surplus production, investing in technology research and development and improving product quality is an inevitable path for long-term development.
The cost of photovoltaics will continue to decline, and it will be affordable for everyone. The key to reducing costs and expanding the market is technological change, rather than the squeeze of profit margins that some people say.
Yingli's large-capacity magnetic suspension flywheel energy storage technology can help Yingli find a new market. Intelligent communication and smart grid are becoming the entry point for the industrialization of large energy storage projects, and Yingli can industrialize large energy storage projects.
It should be noted that not only solar energy, but all new energy needs to develop energy storage technology. In the future, the new energy market will not be dominated by marketers and manufacturers, but the owner of energy storage technology. In the future, mastering practical energy storage technology is equivalent to mastering resources.
In addition, solar energy has great advantages. In addition to building power stations for scale applications, it can also develop portable civilian product lines, which have wider application fields. At this point, thermal power and hydropower can't be done, and wind power can't do it. Solar energy can do it at will. This fits another direction of adjustment under the scope of stock competition: broadening the application field, realizing industrial differentiation, and searching for “new blue sea†within the Red Sea. The downturn in the photovoltaic industry is characterized by a downturn in the manufacturing industry. If we look forward to the recovery along this line of thinking, it will be difficult to jump out of the industry.
Advance and retreat in the "chain"
The current problems in the photovoltaic industry cannot be solved by expanding the market volume. Because the amount of expansion is still far from the current capacity and inventory in the industry. Moreover, the current overproduction of the industry is not simply a dilemma caused by supply and demand.
There are deep-seated reasons behind overcapacity. In the supply chain of the photovoltaic industry, the main body should be the system integrator. The market should be dominated by the system integrators, but now it is guided by the component manufacturing enterprises. This is the wrong way, and it is an unhealthy development model.
Driven by strong market demand, upstream raw material manufacturers occupy the initiative in the supply chain, and system integrators cannot afford the market. This misplaced supply chain has caused manufacturing companies to have blind spots in market judgment. Capacity expansion has certain blindness, which has led to the inevitability of the crisis. The industry must enter a "strategic adjustment period."
For PV companies, extending to the downstream of the supply chain is an active exploration and an active adaptation to the market. However, this adaptation must also be supported by factors such as technology and capital.
If it is a transformation to system integration, but the system integrator after the transformation is not only taking the project, but must have strong system innovation design ability, capable of developing multi-level photovoltaic application forms and application products, if the previous few The system integrator road is dead.
If you retreat to "OEM" - it is said that the Sun has gone this road, you must also be involved in the development and manufacture of equipment, or you will starve to death.
Proper merger and reorganization
In the current situation, proper mergers and acquisitions are necessary. This is a strategy adopted by oil companies more than 10 years ago in the face of shrinking demand in the Asian market. At that time, the merger and reorganization of oil companies affected the political, economic, and even regional security of countries around the world. The merger and reorganization of the photovoltaic industry today is equally significant and will inevitably affect the strategic choices of countries for the development model in the coming decades. When the two giant companies such as Exxon and Mobil were able to merge, who else in the photovoltaic industry could not merge?
2013 is the year of merger and reorganization of the photovoltaic industry, which will inevitably usher in the tide of mergers and acquisitions. Reorganization must be early, who will get started early, who has a large share of the global market, and then suffered.
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