China is a world leader in the global solar photovoltaic industry, and has rapidly expanded its distributed solar photovoltaic (DSPV) power in recent years. However, China’s DSPV power is still in its infancy. As such, its business model is still in the exploratory stage, and faces many developmental obstacles.
No pilots as of yet have resulted from this project and the results of the study are not yet available to the public. The Department of Energy (DOE) is currently supporting the Solar Electric Power Association (SEPA) to develop new PV utility business model concepts via working groups. The results from the working group are expected in early 2008.
The business model can be operated and administered by several different organizations, including utilities, non-profit organizations, and solar project developers , , . Customers can subscribe to these projects and own PV panels in solar farms or gardens.
To date, the research has overlooked customer interaction and engagement practices in the business models of conventional solar PV companies involved in the sales and installation of solar systems , , , . Customer interaction and engagement is an essential element of a company's business model , , , .
Huijben and Verbong identified that business models providing different ownership structures facilitated the development and growth of distributed solar PV. Amus suggested that adopting a community business model addressed infrastructural hindrances, making it cost-efficient for consumers to utilise solar PV.
A company’s ability to devise and deliver value offerings that match customers’ needs is vital in encouraging the adoption of solar PV technology. The extent to which a company can address market needs and deliver value often depends on the business model it has adopted.