BIGPAWER: Turning Electrical and Electronic Accumulation into Understandable Energy Storage Solutions

01 Facts & context

From soft starters to energy storage: How technical narrative builds initial trust

Dali Electric's official website presents soft starters, power electronics, and vanadium battery energy storage systems side by side, and showcases its production, R&D, and marketing layout. This narrative first introduces the company’s technical background and then its present business scope. Soft starters and power electronics belong to power control technology, which is technically related to converters and battery management in energy storage systems, so this background introduction is not far-fetched.

However, the relevance of technical background does not imply direct transferability of capabilities. Soft starters address motor starting issues, whereas all-vanadium flow battery energy storage involves electrochemistry, electrolyte circulation, system integration, and other distinct fields. The website descriptions used here place energy storage in the context of an existing technical business. They do not establish how specific R&D resources transfer to an individual solution or replace verification of that product’s capabilities. Therefore, after initial trust, customers still need to verify actual capabilities through technical exchanges.

GSP analysis believes that the value of this narrative strategy lies in reducing unfamiliarity and making customers willing to enter the next stage of communication. However, procurement decisions cannot remain at the level of brand storytelling; instead, they should require verifiable technical documents, test reports, and reference projects. Public information can only serve as a starting point, not an endpoint.

02 GSP analysis

Customer tasks and solution matching: The real contradiction in energy storage procurement

The core contradiction in energy storage procurement is that customers often do not clearly understand their specific needs, or their needs are expressed too vaguely. For example, power supply side customers may focus on peak shaving capability, grid side customers on frequency response, and user side customers may care about peak-valley arbitrage or power supply reliability. Dali Energy Storage's official website categorizes by application side precisely to help customers map their tasks to system solutions.

But categorization itself does not solve the matching problem. Customers need to understand whether the characteristics of all-vanadium flow batteries, such as discharge duration, cycle life, and energy density, are suitable for their scenarios. For instance, all-vanadium flow batteries are suitable for long-duration storage, but if a customer needs short-duration high power, they may not be appropriate. The official website does not provide selection guides or technical parameter comparisons, so customers still rely on professional advisors or their own knowledge.

GSP analysis suggests that equipment manufacturers should offer more detailed task-to-solution mapping tools, such as configuration examples for typical scenarios or decision trees. This helps customers self-diagnose and reduces ineffective communication. Additionally, sales teams should be trained to extract key parameters from customer descriptions rather than rushing to promote products. The matching process requires collaboration; companies should design structured communication templates to ensure accurate recording of requirements.

03 GSP analysis

Steps for value creation: From technical parameters to customer-perceivable benefits

From a brand management perspective, presenting the existing technical background, system composition, and application scenarios in a continuous narrative helps reduce the customer's comprehension distance for a new business. This can be understood as a proof path from corporate history to specific capabilities: first explain why the company entered, then what it does, and finally where it is used. Procurement trust still must be built on specific proposals, tests, project conditions, and service responsibilities. Public introductions can be used to analyze positioning and expression, but they cannot guarantee project returns, nor can they automatically infer that a certain storage technology is more suitable in all environments. The credibility of a technology brand comes from consistency between expression and actual verification.

However, this narrative logic has a potential uncertainty: it may lead customers to mistakenly believe that the relevance of technical background equates to the reliability of product performance. For example, the power electronics experience accumulated from soft starters is related to storage converters, but the core of all-vanadium flow batteries lies in the electrochemical system, including electrolyte stability, ion exchange membrane selection, stack sealing, and flow channel design. If the company lacks deep accumulation in these areas, brand narrative alone cannot sustain long-term trust. Therefore, after initial contact, customers should request specific electrochemical performance test data, third-party certification reports, and operational records of commissioned projects.

Furthermore, although application scenario categorization is clear, the specific operating conditions under each scenario vary greatly. For instance, thermal power flexibility retrofits on the power supply side may require frequent power regulation, while user-side peak-valley arbitrage focuses more on cycle life and energy efficiency. Dali Energy Storage's official website does not provide typical configurations and performance indicators for different scenarios, which may necessitate extensive customization communication after initial matching. GSP analysis suggests that companies should proactively publish white papers on typical scenario solutions, including system topology, control strategies, expected benefits, and boundary conditions, to help customers conduct preliminary screening. At the same time, they should clarify the boundaries of technical validation, such as how system performance changes under different temperatures, altitudes, and humidity conditions, to avoid expectation deviations when customers use the system in extreme environments.

Going further, companies should establish a feedback loop to convert customer operational issues into inputs for product improvement. For example, if electrolyte precipitation occurs in high-temperature regions, adjustments to the formulation or additional temperature control measures are needed. Through continuous iteration, a technology brand can transform from static narrative to dynamic capability proof. Adopters should recognize that public information is only a starting point; true trust is built through successful deliveries and problem-solving time and again.

04 GSP analysis

Information and responsibility flow: Key handover points in technical communication

In energy storage project procurement, customers typically involve multiple internal roles: technical departments evaluate performance, finance departments analyze investments, and operations departments focus on maintenance convenience. Dali Energy Storage's official website information is primarily aimed at technical readers, but the sales process requires communication with different roles. For example, technical departments may care about stack life, while finance departments care about levelized cost of energy.

A key handover point occurs between the preliminary proposal and detailed design. After the sales team collects customer requirements, they must transfer them to the engineering team for system design. If requirements are misunderstood, it may lead to design mismatches. For instance, a customer may not specify discharge duration, resulting in insufficient system capacity. Therefore, companies should establish standardized requirement documents to ensure lossless information transfer.

Another handover point is between project delivery and O&M services. Dali Energy Storage provides O&M technical services, but customers may self-maintain or commission third parties. Responsibility boundaries must be clearly defined in contracts. For example, if battery performance degrades, how is responsibility assigned? GSP analysis suggests that companies should design clear interface processes, including technical disclosure, acceptance criteria, and fault response mechanisms. The smoothness of information flow directly impacts project success rates and customer satisfaction.

05 GSP analysis

Scheme economics requires explaining both customer costs and supplier inputs

For adopting companies, the economics of an energy storage scheme should first distinguish between the customer's and supplier's accounts. Customers need to evaluate installation, supporting conditions, auxiliary operations, maintenance, and downtime impacts beyond the equipment itself; suppliers need to bear pre-sales design, scheme adjustments, project delivery, and subsequent support. A scheme may be attractive to customers, but that does not mean suppliers can sustain delivery at current prices; seemingly sufficient equipment margins may be eroded by repeated design and on-site service. Analysis should map these efforts to specific project stages and clarify who bears them, rather than just comparing equipment prices.

Comparisons between schemes need to use the same service boundaries. If one quote includes operation and maintenance support and another leaves it to the customer, direct comparison of total prices will confuse differences. Adopters can first list the tasks that must be completed, then evaluate self-building, purchasing a complete scheme, or combining specialized suppliers. Combined schemes may preserve choice but increase interface coordination; complete schemes may reduce customer coordination but require suppliers to have sufficient integration capability. The choice depends on the customer's existing personnel and management capabilities, not solely on a particular technology route or equipment brand.

For project benefits, usage hours, operating patterns, and local commercial conditions all affect judgment, and public business introductions are insufficient to provide universal return conclusions. A more executable approach is to require customers and scheme teams to jointly confirm key assumptions and test whether the scheme remains viable under scenarios of underutilization, increased maintenance investment, or changes in delivery conditions. If conclusions rely heavily on a single optimistic condition, commitments should be narrowed or additional validation added. Suppliers should also record which pre-sales work can be reused and which is project-specific, to decide whether to standardize promotion or retain more substantial custom design.

06 GSP analysis

Alternative explanations: Possible drivers beyond technical accumulation

Dali Electric's energy storage business may not be driven solely by technical accumulation. Market opportunities, policy incentives, or competitive pressures could all prompt a company to enter the energy storage field. For example, China has proposed carbon peak and carbon neutrality goals, with energy storage seen as a key support, and policy support may attract companies to enter. Additionally, power market reforms have widened peak-valley price differences, improving the economics of storage, which may also attract companies.

Another explanation is customer demand pull. Dali Electric's existing customers may have raised energy storage needs, prompting the company to provide supporting solutions. For instance, soft starter customers may come from the power industry and need storage to optimize generation or consumption. This demand-driven approach may be more direct than technology-driven. Suppose one of Dali Electric's customers is a thermal power plant facing flexibility retrofit requirements and needing to add frequency regulation or peak shaving capabilities; Dali Electric might provide an energy storage system accordingly. If such demand exists in the customer base, the storage business may be a response to customer needs rather than a pure technical extension.

Furthermore, the company may have acquired technology through mergers, acquisitions, or partnerships rather than internal R&D. The official website does not disclose the technology source, but the early start of R&D suggests long-term investment, yet actual product maturity is unknown. For example, if Dali Electric obtained stack manufacturing capabilities through importing foreign technology or collaborating with universities, its technical accumulation may be limited. GSP analysis suggests that observers should distinguish between corporate narrative and actual drivers. If market opportunity is the main driver, technical capability may be insufficient; if customer demand is the main driver, market fit may be higher. More data is needed to judge. For instance, one could examine its patent count, R&D personnel backgrounds, and project cases to verify technology sources and actual capabilities.

07 Suggested actions

Application scenarios for adopters: How to validate technology transfer assumptions

Suppose a power equipment company plans to enter the energy storage field. It can learn from Dali Electric's narrative approach but must design a validation sequence. First, conduct a technology gap analysis to assess the relevance of existing technologies to various components of an energy storage system. For example, if the company excels in power electronics, it might consider converters or EMS. Second, select target customer segments and conduct interviews to understand their storage needs, pain points, and procurement criteria. Third, develop a minimum viable product, such as a demonstration project, and collect operational data.

The validation process should set clear metrics, such as system efficiency, failure rate, and customer satisfaction. The demonstration project should be in a representative scenario, such as an industrial park or wind farm. Through actual operational data, verify technical feasibility and economics. Fourth, adjust product design or business model based on data. For example, if O&M costs are found to be high, remote monitoring features could be developed.

GSP analysis emphasizes that validation should be phased to avoid premature large-scale investment. Each phase should have decision points; if expectations are not met, pause or pivot. Adopters should not directly copy Dali Electric's path but should formulate strategies based on their own resources and market positioning. The validation cycle may be long, but it reduces uncertainty.

Specifically, the technology gap analysis can be broken down into five dimensions: power electronics control, electrochemistry fundamentals, system integration, thermal management, and software development. For each dimension, assess existing team capabilities and patent reserves, and list gaps. Customer interviews should cover at least ten potential customers across different application scenarios, using structured questionnaires that include storage duration, power requirements, budget range, and grid connection conditions. The demonstration project site should consider grid access convenience, electricity pricing policies, load characteristics, and a tripartite agreement to clarify data sharing and intellectual property ownership. Operational data collection should last at least one full charge-discharge cycle, recording key parameters such as efficiency, temperature rise, and degradation. Economic analysis should calculate the levelized cost of storage and compare it with alternatives. If the demonstration project succeeds, consider scaling up, but reassess market capacity and competitive dynamics.

08 Suggested actions

Organizational division and decision authority: Management structure for the energy storage business

The energy storage business involves multiple departments such as R&D, production, sales, engineering, and O&M, so organizational division must be clear. Dali Electric may establish an independent subsidiary (such as Dali Energy Storage) to manage it, which helps focus and specialization. However, resource coordination, brand sharing, and technology transfer between the subsidiary and the parent company must be clearly defined. For example, the parent company may provide financial support, but the subsidiary must maintain independent accounting; brand sharing may bring reputational uncertainty, so brand usage guidelines should be established.

Regarding decision authority, major project investments and technology roadmap choices should be decided by senior management, while daily operations can be delegated to the subsidiary. For instance, sales contracts exceeding a certain threshold require parent company approval. R&D project initiation should assess synergy with existing businesses. For example, if developing a new electrolyte, support from the parent company's chemistry team may be needed. GSP analysis suggests that companies should establish a cross-departmental committee to regularly review business progress. For example, hold monthly meetings where R&D, sales, and engineering department heads report progress and coordinate resources.

Capability building is key. Energy storage technology evolves rapidly, so companies need continuous employee training. For example, regularly invite experts for lectures or send employees to industry conferences. Additionally, emergency response procedures should be designed for incidents such as battery thermal runaway or system failures. Contingency plans should be developed, specifying responsible persons and response times. For example, if a battery leak occurs, emergency procedures must be initiated immediately and environmental authorities notified. Adopters should establish a knowledge management system to record project lessons learned and avoid repeating mistakes. For instance, create a project retrospective database for team reference. The organizational structure should support quick decisions while ensuring uncertainty is controlled. For example, a technical committee could be established to review major technical changes.

09 Suggested actions

Measurement and adjustment: How to evaluate the real progress of the energy storage business

Evaluating the progress of an energy storage business requires selecting appropriate metrics and observation periods. Short-term metrics include order count, number of delivered projects, and customer feedback; long-term metrics include system operational efficiency, lifespan, and return on investment. The choice of denominator is important; for example, system efficiency calculations must account for auxiliary power consumption, not just stack efficiency. For instance, if stack efficiency is high but auxiliary systems (such as pumps and air conditioning) consume a significant portion of energy, system efficiency may be notably lower. Therefore, metric definitions should be clear to avoid misleading conclusions.

Leading signals may include technology test pass rates, quality of customer inquiries, and number of partners; outcome signals are actual revenue, profit, and customer renewal rates. The observation period should cover a full project cycle, such as more than one year, to capture seasonal factors. For example, charge-discharge strategies for storage systems may differ between summer and winter, affecting efficiency. If the observation period is too short, true performance may not be reflected.

Expansion or pause conditions should be set in advance. For example, if gross margins on several consecutive projects fall below targets, pricing or cost structures need adjustment. If the technical failure rate exceeds industry standards, pause sales and improve design. Applicability boundaries must be clear: all-vanadium flow batteries are not suitable for all scenarios; companies should identify the most fitting market segments. For instance, if a customer needs short-duration high power (such as frequency regulation), lithium batteries may be more appropriate; if long-duration storage is needed (such as peak shaving), flow batteries have advantages. GSP analysis suggests that measurement systems should be dynamically adjusted to avoid rigidity. Adopters should regularly review and convert data into action. For example, review key metrics quarterly and adjust strategies if anomalies are found.