Recently, Grand Sunergy held its 2024 Annual Work Progress Meeting, conducting an in-depth analysis of the current business environment and setting the direction and plans for the next phase of work. Wu Jun, Chairman of Grand Sunergy, attended the meeting and delivered a speech, while Gao Fei, the General Manager, presided over the meeting.
In his speech, Wu Jun pointed out that, against the backdrop of the industry facing prices below cost, the company did not pursue blind expansion. Instead, it adopted a business strategy focused on comprehensive marketing efforts with a “orders-first” approach, successfully entering an increasing number of centralized procurement lists of state-owned enterprises and central enterprises. In terms of major project reserves, the company achieved a “long-term and short-term integration, complementing strengths” model of industrial cooperation. Regarding resource integration, Grand Sunergy led the establishment of the “740W+ High-Efficiency Heterojunction Club,” reaching consensus on pricing for tenders, unifying technical standards, and building a dedicated supply chain for HJT. The company remains committed to science and technology innovation, building a strong talent team, and leveraging the advantages of its research institute to shift the group’s focus from manufacturing to technology.
Faced with the current challenging situation in the photovoltaic industry, how can Grand Sunergy break through? Gao Fei emphasized that “to forge iron, one must be strong.” The company must vigorously promote technological innovation, expand the upstream industrial chain, and focus on cost reduction and efficiency improvement. It is important to develop steadily, invest cautiously, and maintain sufficient cash flow to weather the downturn. The company must firmly establish its own supply chain and adopt extreme cost-reduction measures to ensure sufficient resilience in challenging environments. Lastly, it must prioritize profit, using profits to reinvest in the company’s growth.
