阳雪兵：差异化战略重塑兴蓝风电核心竞争力

Core Viewpoint - Hunan Xinglan Wind Power Co., Ltd. adopts a differentiated strategy to navigate the challenges of technological convergence and price wars in the wind power industry, focusing on "value co-existence" to enhance customer advantages and address pain points [3][6]. Group 1: Technological Differentiation - The company maintains a consistent core business and technological accumulation despite undergoing several name changes, leveraging a comprehensive solution called "one base, two machines" developed over ten years in deep-sea wind power [5]. - The "one base, two machines" solution is not a conceptual product but a strategic layout based on deep technical accumulation, validated through engineering applications in Europe [5]. - The company integrates European engineering experience with China's complete industrial chain capabilities to commercialize its solutions, moving from single equipment sales to providing a full-stack wind power generation system [5]. Group 2: Business Model Innovation - The company addresses the imbalance in value distribution within the wind power industry by innovating its business model around "deep binding and value co-existence," focusing on early project planning and customized configurations [6]. - This deep cooperation model breaks down traditional barriers of information and trust, allowing for objective and fair value distribution throughout the project lifecycle [6]. - The company extends value realization beyond equipment sales to include project development, customized design, and smart operations, creating a more resilient and profitable business ecosystem [6]. Group 3: Long-term Vision and Strategy - The company emphasizes that the essence of differentiation lies in the underlying technological logic and corporate values, which guide its strategic decisions [8]. - The establishment of a national key laboratory for offshore wind power equipment and efficient utilization of wind energy enhances the company's research capabilities and supports its long-term vision [8]. - The company adopts a stable growth strategy, focusing on core product layouts in various regions, including promoting 5.X-7.X MW distributed wind power in the central and southern regions and 9-11 MW centralized wind power in the "Three North" regions [9]. Group 4: Industry Challenges and Future Outlook - The company acknowledges the dual nature of opportunities and challenges in the wind power industry, advocating for a shift from traditional extensive development to a more refined approach [11]. - The company has developed a digital intelligent operation and maintenance platform to enhance operational efficiency and reduce maintenance costs, marking a transition to predictive maintenance [11]. - The company warns of potential risks in offshore wind power, including large component failures and unforeseen uncertainties, emphasizing the need for a proactive risk management approach [11]. Group 5: Quality Development and Execution - The company identifies the gaps in the industry as stemming from information, cognitive, and execution disparities, stressing the importance of aligning knowledge with action for high-quality development [12]. - The future of the industry is predicted to be driven by the integration of physical and data layers, with a focus on understanding the physical mechanisms behind failures to enhance predictive maintenance capabilities [12].