When control cable manufacturers enter the new energy field, how do they conduct market research and positioning?

To enter the new energy field, control cable manufacturers need to build a systematic market research and positioning system, and achieve precise entry through a "three-dimensional market penetration + four-level positioning strategy". The following provides a practical methodological framework based on industry data and real-world cases:

I. Market Research: Three-dimensional Penetration of the New Energy Industry Chain

(1) Research on policies and technological trends

Capture of policy dividends

We will closely follow State Grid's 2025 investment plan of 650 billion yuan, focusing on areas such as ultra-high voltage, smart grid, and distributed photovoltaic power. For instance, the market size of ultra-high voltage cables is expected to grow by 15% in 2025, and the demand for ultra-high voltage cables for offshore wind power is projected to increase by 30%.

Pay attention to local policies. For instance, the "Three-Year Action Plan for Upgrading and Transforming Shanghai's Distribution Network" clearly stipulates the demand for overhead lines to be undergrounded, which drives the replacement market for medium and low voltage cables.

Utilize industry standard tools such as the "Design and Procurement Manual for Cables for New Energy" 4 to lay out products that comply with European VDE 0276 and American UL certifications in advance.

Analysis of technological trends

Material innovation: Focusing on replacing pure copper with aluminum alloy conductors (reducing costs by 20%) and silicone rubber insulating materials (resistant to 150℃ high temperatures) 8. For instance, the cold-resistant and twisted aluminum alloy cables developed by Jinlong Group have been applied in offshore wind power 11.

Intelligence: Develop intelligent cables with built-in sensors to monitor temperature and insulation status in real time. The low-temperature resistant cables of Aipuda Cable have been applied in the aerospace field.

Environmental protection: Halogen-free flame-retardant materials (such as XLPE) are adopted, meeting the EU RoHS directive. The "spray tower + activated carbon adsorption" system of Anhui Shangwei Cable has achieved the standard discharge of VOCs.

(II) Research on Market demand segmentation

The photovoltaic field

Scene requirements: Large-scale photovoltaic storage projects need cables that are UV-resistant, moisture-proof and cold-proof. For instance, the H1Z2Z2-K photovoltaic cable customized by the Three Gorges Cable Group for the 2.61 million kilowatt project in Dali, Yunnan.

Data support: Global photovoltaic installations are expected to exceed 1,000 GW by 2027, corresponding to a cable demand of over 500,000 kilometers.

The field of wind power

The offshore wind power industry requires cables that are resistant to salt spray corrosion and have a dynamic bending life of over 100,000 times. The TPU sheathed cables of Shanghai Jiarou Cable are suitable for the Arctic Wind Power Project 1.

Data support: By 2025, the installed capacity of offshore wind power in Europe, the United States and China will reach 160GW, 30GW and 150GW respectively.

Energy storage and charging facilities

Scene requirements: The energy storage system needs acid-resistant and highly flame-retardant cables (UL94 V-0), such as the silicone rubber insulated battery connection cables of Far East Cable.

Data support: The global battery energy storage market size will reach 12.1 billion US dollars in 2025, and the demand for charging pile cables will increase by 25% annually.

(III) Research on the Competitive landscape

Analysis of Leading Enterprises

International giants: Prysmian builds a factory in Vietnam to avoid tariffs, and Hengtong Optoelectronics' copper recovery rate exceeds 95%.

Domestic leaders: Zhongtian Technology has strengthened its submarine cable business through the acquisition of Jiangdong Cable, and Jinbei Electric's flat wire motor products can withstand over 10 million bends.

Opportunities for Small and Medium-sized enterprises

Differentiated positioning: Ain Cable focuses on custom cables for open-pit mining, with a market share of 25%.

Regional deepening: Remote Cable focuses on the East China market. In 2023, the revenue of power cables increased by 8%.

Ii. Market Positioning: Four-level Construction of Competitive Barriers

(1) Strategic level: Anchor on high-growth tracks

Track selection model

Market capacity: The market size of new energy control cables is expected to reach 7.3 billion US dollars (high-voltage wiring harnesses for new energy vehicles) + 12.1 billion US dollars (energy storage cables) in 2025.

Technical barriers: Selecting special cables that are resistant to low temperatures (-60℃) and electromagnetic interference, the gross profit margin is 10 percentage points higher than that of the industry.

Policy support: Focus on areas related to the new power system during the 14th Five-Year Plan and the "dual carbon" goals, such as ultra-high voltage and smart grids.

Typical case

A certain enterprise in Shaanxi Province: Through a price prediction model and hedging strategy, the impact of raw material cost fluctuations was reduced from ±8% to ±3%. 1.

Huiyang Cable: After digital transformation, the order delivery cycle has been shortened by 15%, and the first-time product qualification rate has increased by 10%.

(2) Product Layer: Build a technological moat

Breakthroughs in core technologies

Material breakthrough: Develop photovoltaic cables that are resistant to ultraviolet rays (UV) and high and low temperatures (-40℃ to 120℃), such as the H1Z2Z2-K product of Guda Cable Group.

Structural innovation: Design detachable modular cables for easy maintenance and recycling. For example, low-temperature resistant cables support Arctic oil exploration.

Process optimization: The introduction of AI visual inspection has reduced the missed detection rate to below 0.1%. Huiyang Cable achieves full-process digitalization through the OnePower platform.

Construction of the Certification System

Domestically: Apply for the "Specialized, Refined, Unique and Innovative" certification and obtain research and development subsidies. Guda Cable Group has accelerated technological transformation through CNAS laboratory certification.

International: Laying out TUV and UL certifications, seizing the 75GW of new photovoltaic installed capacity share in Europe.

(3) Customer Layer: Hierarchical operation and In-depth value exploration

Customer classification matrix

Customer type, demand characteristics, service strategy

Specialized teams are established to handle customized solutions and long-term services for large energy groups

Engineering general contractors can achieve rapid delivery and high cost performance by establishing VMI inventory management

Develop an online procurement platform for standardized products and flexible payment for small and medium-sized enterprises

Value extension

"Product + Service" model: Provide predictive maintenance services, such as real-time temperature monitoring of smart cables with built-in sensors.

Ecological cooperation: Jointly develop dedicated cables suitable for inverters with Huawei and Sungrow Power Supply.

(4) Supply Chain Layer: Building resilient networks

Global production capacity layout

Southeast Asia base: Circumvent tariff barriers, such as Prysmian building a factory in Vietnam to reduce costs.

Domestic bases: Focus on high-end products. For instance, enterprises in Shaanxi control costs through price prediction models.

Supplier collaboration

Strategic procurement: Long-term contracts were signed with suppliers of copper rods and plastic particles, reducing the impact of price fluctuations to ±3%.

Technical cooperation: Collaborate with universities to develop alternative materials, such as aluminum alloy conductors, to reduce costs by 20%.

Iii. Implementation Path: Five-stage Promotion Strategy

Typical cases of key actions in the stage

1. The pilot project will enter the photovoltaic or energy storage field, develop 1-2 types of special cables, and verify market demand through small-batch orders. Jingwei Cable will customize high-voltage cables for Xiaomi cars

2. Capacity expansion: Invest in dedicated production lines for new energy, introduce intelligent manufacturing equipment, and increase capacity utilization to over 90%. Remote cable construction: Build dedicated production lines for photovoltaic cables

3. Brand Breakthrough: Participated in the formulation of industry standards, released technical white papers, and strengthened the image of "Expert in New Energy Cables". Yunnan Duobao Cable was awarded the title of "Top Ten Brands of New Energy Cables"

4. Ecological integration: Join the photovoltaic/wind power industry association, establish joint laboratories with leading enterprises, and share technical resources. Ruiyang Group supports the wind storage project in Inner Mongolia

5. The global layout has set up overseas warehouses in Southeast Asia and the Middle East, radiating the "Belt and Road" market, and the proportion of overseas revenue has increased to 30%. Far East Cable has won the bid for the photovoltaic project in Uzbekistan

Iv. Risk Early Warning and Dynamic Adjustment

Policy risks: Pay attention to the reduction of subsidies (such as distributed photovoltaic grid parity), and make early preparations for overseas markets.

Technical risk: Establish a mechanism of "pre-researching one generation and mass-producing one generation", and invest 5% of the annual revenue in research and development.

Competition risk: Build barriers through layout (such as low-temperature resistant cables) and apply for the qualification of "technology enterprise".

Supply chain risk: By adopting the "dual supplier" strategy, the inventory cycle of key materials has been extended to 90 days.

Conclusion

Market research and positioning in the new energy sector should be centered on "data insight + technological positioning + ecological synergy". Through penetrating research, high-value tracks should be identified, and competitive barriers should be built with differentiated products to achieve the transformation from a traditional cable manufacturer to a new energy solution service provider. Enterprises should seize the policy dividend window period of 2025, establish technological discourse power in niche markets, and occupy strategic nodes in the global supply chain, so as to achieve leapfrog development in the industry reshuffle.