After several years of rapid expansion and homogeneous development of the whole industry, the market competition of photovoltaic industry continues to be in a "white-hot" state, the dividends brought by scale expansion have already peaked, and the leading edge of technology iteration has gradually disappeared. So how can enterprises find new ways to build new barriers to competition? On June 2
, 2026, during Shanghai SNEC Photovoltaic Exhibition, JA Jingao released its own comprehensive brand renewal plan, which has become one of the most concerned enterprise actions in this SNEC exhibition , and also gives its own answer to solve the current competitive dilemma in the photovoltaic industry.
In an interview with the Digital New Energy DataBM. Com, Liu Shuo, president of Jingao Brand and Marketing Center, said that the brand renewal campaign was a deep "remodeling" of Jingao's business structure.
In the communication with Liu Shuo, we learned that the core motivation of Jingao's brand renewal is not only the renewal of the surface visual image, but also the systematic remodeling of the underlying business positioning of the enterprise.
As the first generation of veteran photovoltaic enterprises that have been deeply cultivated in the industry for more than 20 years, Jingao has been adapting to the needs and rhythm of the times for many years, gradually expanding more sectors from the photovoltaic manufacturing business. "Over the past 20 years, Jingao has followed the same path as the vast majority of its peers, that is, its core business revolves around hardware manufacturing such as photovoltaic modules and energy storage equipment. We take products as the first interface to dock the market, and customers buy pieces of components and sets of energy storage equipment, so we were essentially standardized product suppliers at that time."
However, with the development of the industry, users'demand for new energy products has become more and more multi-dimensional, and a single hardware product has been unable to meet the needs of users.
Based on the research and judgment on the development of the global new energy industry, Jingao relies on this brand renewal, integrates all business sectors into the unified brand system with the unified brand structure of "One Jingao", and completes the role transition through the "JAx" communication platform: from green energy products to system solutions. Until the complete closed-loop capability of project and ecological cooperation, so as to realize the service capability of one-stop integrated energy solutions. That is, from "companies selling goods" to "companies providing capabilities" to provide corresponding energy capabilities for different green energy needs.
"You can understand that we have changed from a supplier to a green energy partner," Liu Shuo explained the transformation logic of Jingao to digital new energy, "We hope to integrate more than 20 years of service experience and business ecological layout in the whole industry, and provide different solutions for thousands of industries. Enable them to make a better green transformation.
Strategic Transformation: Reconstruction
of Competitive Logic From a single supplier of manufacturing and sales products to a green energy partner with overall integrated energy solution delivery capability, Jingao brand renewal is not only a role change, but also a transformation of the company's top-level strategic positioning. Behind
this is the biggest pain point brought about by the fierce competition in the current industry:
after experiencing the triple extreme competition of high-speed expansion of scale, superimposed technology, products and costs. The photovoltaic industry has fallen into a dilemma of "inefficient internal friction": in the short term, if enterprises want to rely solely on scale competition, technological upgrading and product price reduction, it has been difficult to widen the gap, and the continuous vicious competition is no different from drinking poison to quench thirst . Undoubtedly, if we want to continue to operate and develop steadily, we must jump out of the strange circle of homogeneous low-price competition, open up a new path and go out of the differentiated development path.
And Jingao has obviously anchored the core competition angle of the market in the second half of the photovoltaic industry: deep cultivation of scenario-based landing strength and provision of integrated energy solution delivery capability.
In the exchange, Liu Shuo took the AIDC application scenario as an example, even if the same application scenario, but it is located around the city, or in the Shago wasteland area, different working conditions correspond to each link of product design are different, which tests the enterprise's "customized" solution capabilities.
Liu Shuo emphasized that the solution of scenario-based special components is only a small part of the transformation of Jingao, and that "the real differentiation is the solution of the integrated system of optical storage and intelligence"-matching the special components according to the lighting, climate and land attributes of the site, followed by matching the energy storage equipment with adaptive power. Finally, relying on self-developed AI algorithm and intelligent energy management system, the dynamic scheduling of source network load storage is realized, "every part of the whole scheme is customized."
Postscript
With the help of this brand renewal and upgrade, Jingao has clearly conveyed its new strategic positioning in the future to the industry and users:
to reshape its whole chain business with "one Jingao", and to reposition itself as a "global reliable green energy partner". Anchoring the systematic delivery of the whole life cycle of energy is not only a pragmatic solution to the current dilemma, but also a long-term layout in line with the general trend of energy change.
Through the transformation of photovoltaic leaders such as Jingao, it is not difficult to see that the photovoltaic industry has entered the transition period of new and old formats. It has entered a new competitive cycle of " scenario segmentation, ecological synergy and value service ".
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