行家说储能·2026-03-13 09:10Core Viewpoint - The new energy storage industry is entering a critical transition period in 2026, shifting from "scale growth" to "value deepening," leading to a reshaping of survival rules for companies in the sector [2][4]. Group 1: Potential Risks in the New Energy Storage Industry - The industry is facing a complex risk landscape characterized by intertwined internal and external factors, with seven key dimensions of risk identified: policy and mechanism risk, price and revenue risk, supply chain and cost risk, quality/safety and delivery risk, overseas and trade risk, market competition and business rhythm risk, and regulatory and assessment risk [4][7]. - The most significant risks include uncertainties in project profitability due to policy adjustments and market competition, as well as rising costs from supply chain disruptions, such as the increase in lithium carbonate prices [7][10]. - Companies are adjusting their business strategies to enhance resilience, moving from single-scenario operations to comprehensive solutions, and from component suppliers to system integrators [8][9]. Group 2: Resilience Building for Energy Storage Companies - Companies are focusing on building resilience through various capabilities, including technological agility, market diversification, and maintaining stable strategic rhythms amid market fluctuations [12][15]. - Key factors for resilience include product safety, quality reliability, and the ability to translate technical capabilities into long-term value for customers [14][20]. - The survival threshold for companies is shifting towards providing safe and reliable products, while the growth potential is determined by their ability to create value through technology and innovative business models [20][24]. Group 3: Insights from Representative Companies - Companies like 弘正储能 emphasize the need for collaboration and ecosystem building to address complex system challenges and maximize the lifecycle value of energy storage [18]. - 融和元储 advocates for a data-driven, scenario-based approach to create a sustainable operational ecosystem, highlighting the importance of collective efforts in the industry [19]. - 鹏辉能源 stresses the importance of crossing the gap from merely selling products to creating value, focusing on technology integration and understanding customer needs [20][21]. Group 4: Key Transition Points for Companies - The transition from equipment manufacturers to system operators is crucial, requiring companies to develop capabilities that align with complex systems and business models [30]. - Companies must balance investments in new opportunities with the maintenance of core business operations, focusing on strategic agility and resource allocation [22][23]. - The ability to understand customer energy structures and operational logic is vital for long-term success, as companies navigate the evolving landscape of the energy storage market [27][28].