Aspen Business & Society Contest 2011 The Finals. Trina Solar from The Power behind the Panel to

Transcription

1 Aspen Business & Society Contest 2011 The Finals Trina Solar from The Power behind the Panel to

2 Innovation Passion Quality Integrity Team Work Accountability

3 The Trina Solar Challenges Consolidate as a Global Company Expand its presence in the U.S. Get financial support in the U.S. REACH thru partnering downstream Become a recognized BRAND Influence and contribute to the segment growth

4 Consolidate as a Global Company Corporate Strategy Grow Globally by focusing in the US market Goals 20% of revenues will come for the U.S. by end of 2011 Become a segment leader Strategies Sustain growing capacity including new operations in the U.S. Win big with customers and create strong partnerships Brand Building in the U.S. (Awareness) Build a network of influencers and experts on clean energy

5 Solar Energy Demand Drivers Government incentive programs (RPS ad RECs in the U.S.) Local electricity rates (Grid Parity) PV U.S. Demand Geographical location (Solar resources) Overall economics Delivery infrastructure Market Share Trina Share 13 % 15 % 17 % 19 % 21 %

6 Expansion Plan to the U.S. California State: 1 Place in Attractiveness 2011: 9. 1 Demand/Population Rate/Volatility of Electricity Regulations, interconnection, net meetering Culture/Politics RPS Access to Western Grid 2014: 9. 4 Recommendation: 350 MW facility by 2011 and allocation of funds for a plant expansion of extra 500 MV by 2012 This complies the company expectation of 1.9 GV globally by end of 2011.

7 Customer Integration: Analysis Facts Partner Downstream Trina has near term aggressive business goals Trina has been generating a positive cash flow in the recent years Saturated market of developers High market entry barriers Pros Cons Improve financial structure Direct competition of other developers Access to tax benefits Risk of projects in the pipeline Bigger opportunities for branding Modules allocation Developer knowledge Bankability

8 Customer Integration: Plan Partner Downstream Time 0 6 months 6 12 months 1 3 years 3+years KEY ACTIVITIES Identify key developers Due diligence process, including financial mean for the acquisition Complete the acquisition Go through revision of all projects allocated resources of Trina to deliver modules on projections Implementation Plan Developer working as subcompany of Trina with independence. Developer maintains Brand. The idea is to co brand with Trina to create brand awareness and position the brand Trina in control of new developments and negotiations. Trina takes completely over the company, behind a strong brand and migrates just to Trina.

9 Consumer Landscape Marketing Strategy Target segment: Residential Sector Consumer Purchase Drivers Purchase Barriers Environmental Concerns Initial Price / Complexity Financial Support Program Product Quality (Reliability)

10 Communication Strategy Marketing Strategy CONSUMER CUSTOMER BRAND BUILDING 1 Environmental Friendly 2 Value Oriented 3 Competitive Differentiation TRINA SOLAR

11 Commercial Action Plan Marketing Strategy Phase 1 Prepara/on Attract influencer clients in large public services (i.e. schools,hospitals) Identify and partner with: Environmental Organizations for credentialing Bank to sponsor industry loans Key Developers for better integration down stream Commercial Ac/on Plan (Key Ac/vi/es) Phase 2 Execu/on Launch commercial campaign via radio, online marketing and print media Exploit commercially industry financed loans as key enabler for universal access to solar energy Deploy print media across key channels: home improvement, real estate magazines and major events (i.e. sports) Leverage Co Branding for advertising trough developers

12 The Campaign Everyday Reliability to enjoy life

13 The Campaign Call or visit for Trina Solar financial aid program

14 Advisability of political developments Renewable Por9olio Standards (RPS) Buy American Provision public interest waiver for job creaeon Federal government restrictions on purchased solar modules to those produced in the United States. U.S. State Incentives: Renewable Portfolio Standards.

15 Advisability of political developments How company could influence U.S. policy towards solar energy? Job creation Key Congress Representatives Solar Alliance 10,000 full time jobs in ,000 full time jobs in 2010* Cost effective solar policies and programs Working with state administrators, legislators and utilities *Solar Energy Industries AssociaEon. U.S. Solar Industry. Year in Review April, 2010

16 Q&A

17 Back Ups

18 Target Segment Volume Share by Sector Residential Sector Consumer Backups Residential Commercial Industrial Utilities

19 Marketing Mix (4Ps) Marketing Strategy PRODUCT PRICE PLACE PROMOTION Superior quality Highest efficiency Parity pricing Cost effective vertical integrated Best in class consumer financial aid programs Strong Relationship with key Customers: local utilities, solar distributors and developers Special focus on developers (Co Branding) Differentiation vs. competition trough Brand Equity PODs

20 Backups SEPA Consumer Data