nanosolar: how can a small solar panel company compete globally? - all in one solar street light

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Nano solar is the only solar panel printed like a newspaper in the world, and it is easy to transport and install.
It is also the most efficient, with an efficiency of 17% to convert heat into energy.
This makes it possible for companies to move global.
However, it is also the latest player in the global market.
It has no reputation for other solar panel manufacturers such as Sunpower and Samsung.
Nano solar will increase the value of its products for all stakeholders by going global.
For the same manufacturing and R & D costs, it will be able to expand the market.
The best strategy is to break into a country where solar panel manufacturers are not fully developed.
By using the export model, Nano solar will be able to maximize current investment.
The mobility of its panels will make it easy to transport.
Nano solar energy may continue to produce products in its current location and ship them to the countries of choice.
Brief introduction: company background nano Solar is a revolutionary solar panel created by a startup that has received initial funding from Silicon Valley venture capitalists (VC).
Nano-Solar is very different from other solar panels such as Sunpower and Evergreen.
This solar panel is as thin as a newspaper, foldable, flexible and very light.
This makes it a non-
Invasive Technology
Other solar panels need to be incorporated into the construction of buildings or houses, or large buildings need to be installed.
The size, brightness and flexibility of the nano-solar make it easier to install.
Any existing homeowner can buy this solar panel and install it with a very small repair (
2008, 41).
The company originated in Chicago but expanded its business in the UK.
In fact, their first major contract was in Germany and not in the United States. S.
Nano-Solar continues to develop its technology to increase the heat it converts into energy, and to make solar costs as affordable as conventional electricity.
They are now officially the most affordable solar panel in the world, the most profitable product for the company's stakeholders, and an efficient product for the product consumers.
Its superior technology and superior market positioning also make it the potential of a truly global product.
This is the only solar panel on the market that can be delivered by traditional consumer express delivery.
It is this framework that makes it not only practical but logical for nano-solar to enter foreign markets.
It will maximize its current investment by occupying a larger market.
The biggest reason for international motivation is the value it promises to shareholders.
The most obvious is the additional revenue it will generate using existing resources (
Friedman 1970,32).
Nano solar energy is the only nano solar energy in the market that is easy to transport because of its flexibility.
It makes it unnecessary to build a manufacturing plant.
Companies that expand into foreign markets are forced to open a manufacturing plant in or near the market they want to penetrate.
This is equivalent to a larger investment, thus extending the return of the stakeholders (
Holrensen 2011,231).
Nano-Solar energy also benefits from the development of independent movements designed to give the world an idea of the benefits of using solar energy in economic and environmental aspects (
Johnson 2002,199).
Therefore, the government is providing rest for companies that enter their country with products that promise to help protect and restore the environment.
External constraints also exist in the market.
The competition is becoming more and more fierce, and many multinational companies have joined the industry (
Mohammed 2002,511).
Samsung and Panasonic are now producing their own solar panels.
Given that these companies are able to produce in bulk, they are also able to lower prices (
Carlson and others).
This makes it harder for small players like nano solar to compete.
Customers will naturally be attracted to brands that have existed for a longer time and have established high-quality products (
Muhlbacher No. 96).
At the same time, the market is also growing rapidly.
See Figures 1 and 2).
Increasing competition for limited customers has put tremendous pressure on profit margins and limited the cost outlook
Effective variation (
Birchall & Tovstiga 2005,239).
This is the case with many technical products. The U. S.
The estimated turnover rate rose from 20% in 1998 to 35% in 2001 (
Doole & lowwe 2008,251).
This expanding competition can only be dealt with through constant innovation, which has always been the trust of nano-solar energy (See Figure 2).
When it was launched in 2009, each panel was able to convert only 10% of the heat it collected into energy, but in early 2011 they had now reached 17%, this makes it an efficient system that can be used even at night (
Lockwood 2010,179).
The continuous development has enhanced the revenue potential of nano solar, which is very beneficial to all its shareholders.
90% of innovation is incremental, which means adding value on the basis of current value (
Wiedeman et al, number 59).
Technological innovation does two things in the pursuit of any risk-making (
Fuller 1999,382).
First, the upgrade of the product creates new market demand to drive the purchase.
Of course, this is a big risk, because this demand may not be immediate (
Brown and Valls 1998,43).
This reduces the company's profits.
If the new innovation cannot be supported by the market immediately, the investment will not be rewarded immediately (
Neely & Wynn number 79).
On the other hand, this is the opportunity for new players to enter the market, which is the opportunity that Nano solar is seizing.
The innovation of solar panels is one-dimensional (
Charter flight 1992 and 90.
Improving energy conversion efficiency has always been the focus of attention.
Nano-Solar energy is introducing a new material.
It is an existing technology that will increase its value to shareholders by providing it to a new market (Davis 1993, 28).
Barriers and risks to production capacity.
In 2007, Nano solar launched its products for the first time and promised to start commercial production at the end of the same year.
However, it was not until two years later that they actually made their products on a large scale, and they only produced a small part of the demand.
This has caused many investors and customers to question the real capacity of nano solar energy (
Coddington 1993,253).
Restrictions on proliferation and distribution routes.
According to the International Energy Agency, the pace of development of solar technology is not enough to meet at least 10% of the world's energy needs.
This makes solar panel technology a concept that many consumers are not familiar with, and it will also become the biggest obstacle to the entry of nano-solar energy.
What is even more frustrating is the decentralized efforts of different solar panel suppliers.
Many companies educate only the markets they sell (
Organization of Greenpeace; Abdul 2010, 93).
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