Reborn in 2012, building a new energy empire

Chapter 139 Lin Miaomiao's Report

The tenth day of the Lunar New Year, in the afternoon.

The festive atmosphere of the New Year has not completely dissipated, but the peak of visiting relatives and friends has passed, and the town has returned to its usual rhythm.

Jiang Haoran was sitting in his study on the third floor, reviewing the latest due diligence summary of the three target companies sent by Chen Jingge.

The sunlight outside the window was lazy and made me feel a little drowsy.

The email icon in the lower right corner of my computer suddenly popped up, indicating that a new email had been received.

From: Lin Miaomiao.

Subject: Market Analysis Reference - Diamond Wire Saw Cutting

Jiang Haoran moved the mouse and clicked.

The email body contained only two short lines: "Haoran, I've compiled some materials during my vacation, which may be of reference value for your subsequent market expansion. This is just my personal opinion, for your reference only."

The full report is attached.

His words were as appropriate as ever, but Jiang Haoran could sense the effort behind his restraint.

He downloaded the attachment, which was a PDF file that was nearly 20MB in size.

File name: Analysis of the current market status, customer pain points and competitive landscape of diamond wire saws for cutting photovoltaic silicon wafers (2013 edition).

He double-clicked to open it.

The first thing that catches the eye is the extremely professional cover and table of contents structure.

Abstract, methodology, market overview, in-depth customer analysis, breakdown of the purchasing decision-making process, competitor assessment, risks and opportunities — it reads like an industry research report from a mature consulting firm.

He quickly skimmed the summary, his eyes immediately drawn to several key data points: "Currently, imported high-end diamond wire saws (mainly from Japanese manufacturers) occupy about 92% of the domestic market share, with an average selling price 3.2 to 4.5 times that of similar domestic products, and a delivery cycle of 8 to 12 weeks."

「主流硅片厂商（年产能>1GW）对此类耗材的年採购金额在1.5亿至4亿元人民币区间，占总硅片製造成本约8%—12%，成本敏感度高。」

"The core pain points in procurement decisions are ranked as follows: 1. Cutting stability and silicon wafer yield; 2. Overall operating costs (including line consumption and downtime); 3. Supply guarantee and supply chain security; 4. Technical service response speed."

Even in its summary, the market's outline, value, and customers' pain points are clearly depicted.

Jiang Haoran sat up straight, closed the other windows, and began to read carefully page by page.

The main body of the report is extremely information-dense.

The market overview not only cites publicly available data from industry associations, but also includes firsthand observations that are clearly from within companies, such as a case where a leading manufacturer experienced a sharp drop in yield in a certain month due to batch instability issues with imported wire saws.

In the customer analysis section, she even created a simple table listing the respective technology preferences, main suppliers, procurement volume trends in the past two years, and potential alternatives that are "believed" to be internally evaluated or tested by the top ten domestic silicon wafer manufacturers (including Wanhe Solar).

The value of this information far exceeds that of publicly available data.

The procurement decision-making process is also broken down in great detail.

She clearly outlined the entire chain from "on-site engineers raising requirements" to "headquarters making the final decision on procurement," identifying the key decision-makers at each stage, the basis for the decision (whether to look at technical parameters or overall costs), and potential influencing factors related to personnel relationships.

This is practically an internal procurement "guide" from Wanhe Solar.

In the competitor assessment section, she objectively listed several domestic manufacturers (none of which are large in scale) that are also trying to develop diamond wire, and analyzed the advantages and disadvantages of their respective technical routes, funding sources, and possible progress.

The conclusion is sobering: "It is unlikely to pose a substantial threat in the short term, but we need to be wary of the possibility that one or two of them may receive a strong injection of external capital."

The report concludes with "Risks and Opportunities" and "Preliminary Recommendations".

Risks include: deep-seated distrust of domestic products among customers, potential price wars or patent lawsuits initiated by imported brands, and the fact that the long-term reliability of their own products has not yet been proven.

The opportunities lie in: the urgent need for supply chain security at the national level, the enormous cost reduction pressure on downstream manufacturers, and the current industry downturn, where customers are more willing to try new solutions to seek breakthroughs.

In her "Initial Recommendations," she wrote: "Focus on benchmark clients: Select 1-2 leading clients that are highly technology-oriented and have clear pressure to reduce costs or ensure supply chain security as the first key targets for breakthroughs, and concentrate resources to create successful cases."

"Value quantification: Avoid empty talk about domestic substitution during communication," a clear TC0 (Total Cost of Ownership) comparison model needs to be prepared, using numbers to speak for themselves.

"Establish a supportive testing approach: For initial sample delivery, we recommend sending an engineer to provide on-site support, recording data throughout the process, and responding quickly to issues, using service to compensate for any lack of trust."

"Patent risk assessment: It is recommended to hire a professional intellectual property team to conduct FTO (Free Implementation) analysis on core technologies to prevent potential disputes."

At the end of the report, there was a line of small print in a different color, clearly a later addition: "Note: Some information sources involve internal company communications; please keep them confidential. Also, regarding the client C (i.e., Wanhe Solar) mentioned in the report, I can assist with follow-up communication, but this is contingent on the actual performance of the products."

Jiang Haoran read it all in one go, then leaned back in his chair and remained silent for a long time.

The sounds of children chasing and laughing could be heard outside the window, making the study even quieter.

The report on the screen, every word and sentence, embodied a level of effort and professional competence far exceeding his expectations.

This is not a simple compilation of data; it is the result of a deep understanding of the industry, extensive internal connections, and a rigorous business analysis framework.

He reopened the email, his gaze falling on the seemingly casual sentence at the end: "This is part of what I understand as the third path." Keep it up, my doer.

"The third path" was what he told her by Lugu Lake, about the photovoltaic industry's path to break through internal limitations and seek survival through technology.

She not only listened to his advice, but also took practical action to create the first detailed "map" of this road for him.

"My Doer". This title carries recognition, pride, and a commitment to walk side by side.

A complex warmth welled up in his heart.

I was moved because this weighty support far exceeded my expectations; I felt pressured because her expectations were so specific and earnest; and I felt a strange motivation, as if the road ahead was arduous, but I was not alone.

He replied to the email, revising and editing until he finally left only two lines: "Report received, invaluable. Miaomiao, you've worked hard. The road ahead is long, let's walk together."

Click send.

Jiang Haoran closed the PDF, his gaze falling on the setting sun outside the window. His mind, however, began to race, comparing and integrating the information in the report with his previous strategic plans.

This email made his planned customer pain points clearer, and provided a more definite basis for choosing a breakthrough point.

The details of the procurement process helped him understand where to focus his efforts, and the situation of competitors also gave him a more urgent understanding of the time window.

This report, like a searchlight, illuminated a large area of ​​the vague zone he had planned for called "market".

He reopened his strategic planning notebook, turned to the "Market Breakthrough" page, and began adding more specific annotations and action plans based on the report.

The pen tip made a scratching sound.

The afterglow of the setting sun stretched his shadow long, casting it onto the bookshelf behind him.

Night is approaching in the town, and with this crucial "intelligence support," his battle is becoming increasingly clear, and his steps will surely be more resolute.