SWIMMING UPSTREAM
Creating Market Influence Against the Trend

Things were moving in the wrong direction.  Although the Solar Energy market was growing, demand had shifted to a low-cost vs. quality mindset.  Under pressure, module manufacturers substituted the client’s proven materials with cheaper & unproven ones. Quality issues began to grow.

Faced with challenges to both their business & the industry as a whole, client leadership set out to change the industry mindset.   In the fragmented global market, the US Military – with its big solar goals – stood out as a key stakeholder.  I was brought in to bring influence there.

The order was a tall one for three reasons:

  • The client had no knowledge of US Military programs & limited access to other agencies
  • The US military had no awareness of the science of Solar or the client’s value proposition
  • The client expertise for US Military engagement in Renewable Energy was non-existent

GAME PLAN:
Collaborating with the client’s US regional team, we took a “whole of government” approach that:

  • Identified the relevant market & targeted opportunities across the DOD, DOE & commercial spaces
  • Create market access and built relationships & relevance with key individuals
  • Customized a targeted marketing plan for the USG audience

OUTCOMES:
In less than 2 years, the tide began to change with lasting impacts:

  • Relationships focused on module quality were established, built & maintained with all (25) relevant offices across the USG
  • New value chain relationships were built with the goal of improving quality
  • DOD & DOE Programs were enhanced to expand focus on quality vs. price only
  • New military specifications for Solar were adopted & leveraged commercially
  • Pull-through purchases raised the client’s market share & top-line growth potential
  • >$500K in DOE grants were captured to fund reliability & next generation technologies

PROGRAM HIGHLIGHTS:

  • Relationships focused on module quality were established, built & maintained with all (25) relevant offices across the USG
  • New value chain relationships were built with the goal of improving quality
  • DOD & DOE Programs were enhanced to expand focus on quality vs. price only
  • New military specifications for Solar were adopted & leveraged commercially
  • Pull-through purchases raised the client’s market share & top-line growth potential
  • >$500K in DOE grants were captured to fund reliability & next generation technologies

DEFINING COMPETENCIES:

  • Strategic Planning
  • Leadership
  • Relationship Management
  • Stakeholder Engagement
  • Marketing
  • Business  Management