| Summary: | 碩士 === 國立中央大學 === 財務金融學系碩士在職專班 === 99 === After the financial crisis in the end of the 2008, main countries engaged in solar energy industries adopt policies of shrinking rewards or subsidies, which results in the decrease of the downstream solar power system installment. Many medium and small sized battery companies exit the market one by one and even some traditional solar power battery companies in Europe, US or Japan suffer a loss and the average selling prices of solar batteries and modules continue to drop. However, the ranks of top 10 global leading companies in solar power industries across the straits in 2010– Motech Industries, Inc., and SunTech Power have showed a magnificent difference.
This article adopts a case study method to cite examples of SunTech Power and Motech Industries, Inc. whose business models are compared and analyzed. First, we make an analysis of five forces for the present global solar energy industry and find opportunities and threats in the industry. Then we use nine composition of the Business Model Canvas offered by Alexander Osterwalder and Yves Pigneur as a model in order to discuss similarities and differences of two companies. Moreover, we try to find comparative advantage and disadvantage for MoTech Industries, Inc. and provide strategic recommendation and evaluate the corporate value.
This paper finds the solar energy industry at present has changed from Europe, American and Japanese companies which drive the industry by leading technology to a low cost competitive model of Chinese companies. SunTech Power is sponsored by the Chinese government and IPO in the US to get lots of funds. It expands its production capacity and integrates vertically the upstream and downstream and enhances its strength by the economic scale and low cost strategy. On the other hand, the business model of MoTech Industries Inc. is to engage in specialization, enhance its technology skills, increase yield and improve product quality.
At last, we provide future strategic development recommendation for Motech Industries, Inc. with SWOT analysis and by way of the corporate evaluation we find that if Motech can change its strategy it still has a chance to make progresses in the operating revenue and profit. In summary, we find that the increase of market share, technology improvement, the reduction of material cost, and the expansion of production capability contribute to the corporate value of Motech the most.
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