Lily Li
CEIBS Global EMBA 2020
Founder and Chairman, ALILY ENERGY GMBH

Chart your own course by choosing a smaller boat instead of boarding the big ship

Prior to embarking on my entrepreneurial journey, I accumulated 20 years of experience in the PV industry, working for prominent energy companies like JinkoSolar and Znshine. During this period, I witnessed the evolution of🔸快乐10分玩法说明’s PV industry and its rapid rise despite a challenging global landscape. The industry’s continuous technological advancements inspired me to delve deeper into this field, reinforcing my determination to contribute to its growth.

In 2020, when the pandemic brought everything to a halt, I had the opportunity to reflect on the future of the PV industry and my personal aspirations. In June 2020, I made the decision to establish ALILY ENERGY GMBH, a company registered in Freiburg, Germany. Our primary focus is on various solar power panels and energy storage products. Our current product line-up includes portable solar chargers, solar charging backpacks, high-efficiency solar power panels (ranging from 330W to 670W), BIPV solar PV building materials, grid-connected and off-grid solar PV power generation systems, portable energy storage batteries, and home energy storage products.

My decision to enter the 2C (consumer) field stemmed from my desire to offer unique products and tap into new markets within the PV industry. I aimed to deviate from the conventional path followed by established giants in this fiercely competitive arena – this has been the driving force behind my entrepreneurial journey. Consequently, when developing products today, we prioritise those that are user-friendly and have a direct impact on people’s daily lives. In terms of our marketing strategy, we have disrupted the traditional approach reliant on exhibition promotions, actively embracing new online media platforms instead. Presently, our company has six online stores, including TikTok’s sister app Douyin, Little Red Book (aka Xiaohongshu), and Chinese e-commerce platform Pinduoduo. For instance, we have six PV application products available on Douyin (such as the 30W portable solar charger) which have been well-received from distributors and are performing well in online sales.

Our objective is to demonstrate to ordinary individuals that solar PV technology is accessible and not as complex as it may seem. It has a broad range of applications in our everyday lives. Not only can our products facilitate charging cell phones and laptops during outdoor activities, they also provide essential power support and aid in unexpected emergencies like earthquakes and floods.

I’m proud of how this differentiation has made us stand out against the traditional PV offering line up. We have gradually earned recognition from both the market and our customers by doing something notably different in a crowded environment. The demand for our products is steadily increasing, indicating a positive trajectory for our business.

Striking a balance between global and local markets

As a startup, we understand that it is not feasible to cater to all clients in terms of volume. Therefore, alongside our focus on the 2C market and selective engagements with larger customers, we also aim to expand our reach by targeting small and medium-sized enterprises overseas.

In my previous experience working for large energy companies, small and medium-sized PV distributors and installers were often overlooked and left to primary distributors handling their needs. Consequently, these customers received poor technical service at higher prices, and were unable to get equal access to information, let alone professional training and support.

Recognising these issues, we implemented targeted measures. For instance, when we explored the German market, we established our own warehouse, marketing team, and after-sales team, so that local customers can have the access to the complete PV system equipment on-site and make purchase decisions directly. Whether they are looking for modules, inverters, or brackets, we can assist customers to find suitable matches, deliver door-to-door services, guide the installation, and offer after-sales services. If there is anything wrong with the equipment, we replace it immediately to ensure uninterrupted operation and electricity generation for the customer’s project.

Our approach provides an all-round and attentive experience for local small and medium-sized customers. We procure products at wholesale prices and charge an extra operating fee within a reasonable range, while ensuring that our support is a valued resource for them. A customer once shook my hand and expressed their heartfelt gratitude, saying, “I’m deeply moved that you guys are able to provide such thoughtful support. I’ve been in the PV industry for so many years, and there are hardly any major PV companies that offer this level of care!”

We have established four distribution channels in Germany, Brazil, India, and Australia, along with dedicated teams to serve each local market. This localisation strategy represents a significant advantage in expanding our global footprint.

In each country, we have our own warehouses, inventory, local distribution channels, and teams. Currently, we have a global core team of around 30 people and over 300 factory employees. Different countries possess diverse cultures and different ways of living and working. Effectively managing a multinational enterprise requires placing trust in our local teams, as they possess a deeper understanding of local thinking and business practices, and know how to mitigate potential risks for local customers.

Moreover, motivation and empowerment also matter. For example, we grant our teams sufficient autonomy and opportunities to show initiative in market development and customer pricing. Naturally, as the founder, I understand the importance of a fair and competitive benefits package. Although our business is still growing, I am willing to share our rewards. This mindset instils hope in our staff and fosters their dedication to run the business successfully alongside us.

Master the art of Minimalism, embrace being a small yet agile company

As a startup team with limited core staff, we have adopted a development model that emphasises being asset-light, lean, service-oriented, quality-oriented, and trust-oriented. Our goal is to win over customers through our professionalism, integrity, and high-quality products.

However, building our business took time and effort. At the beginning of our business, we did a lot of things and tried to cover all aspects of the business, from product and supply to sales and customer development. Despite our efforts, we realised that this approach didn’t yield the expected results. Our online presence suffered as well, as our manufacturing background left us inexperienced in online marketing, resulting in a steep learning curve.

The turning point came when we started to embrace subtraction. We became more focused, going from doing everything in the business before to only doing what we felt we were capable of doing by considering our limited manpower and resources. I often use the analogy of fishing with my team: the river is teeming with fish, but we don’t have to catch every single one (nor can we). As a smaller and more agile company, our goal is simply to catch, consume, and digest the fish we are capable of catching because survival is the prerequisite for achieving further development.

This change in business philosophy has not only guided our company’s direction, but also empowered our team to work more effectively together. Gone are the days of blind investment in expansive (and expensive) endeavours. This year, our primary focus is Brazil. I see promising opportunities in the South American market, and Brazil, as a key economic player in the region, can offer sustainable value to our business.

When it comes to product development, we now prioritise honing specific products rather than trying to cover numerous countries with a wide array of over 30 products, as we did before. For example, we only promote a single all-black module with a capacity of 415 watts in Germany and across Europe. Its colour seamlessly blends with European rooftops, creating a beautiful aesthetic. We recognise that, for small companies, this focused approach brings profitability, differentiation, and customer recognition.

After navigating through challenging exams, I finally secured a spot in the CEIBS Global EMBA programme. Stepping onto campus, I soon found my knowledge gap. Despite my proficiency in negotiating business matters, I lacked in-depth understanding of subjects like financing, capital market operations, and systematic strategies and frameworks.

Studying at CEIBS became a transformative opportunity for me. The knowledge I acquired here instilled greater confidence in my ability to embark on my entrepreneurial journey. As a team leader, it is essential to be flexible and adept at laying out a strategic plan. CEIBS enhanced my entrepreneurial skills, making me more courageous and self-assured in decision-making.

After three years of trials and learning, our revenue has soared from less than $500,000 at the initial stage to $5 million last year, representing a nearly 20-fold increase from 2020. With our business gaining traction in Brazil, Australia, and India, I anticipate a further acceleration in growth this year, with revenues likely to increase at least tenfold.

In terms of future development, we have outlined a general plan. Within three years, we aim to establish ALILY as a globally recognised first-tier brand acknowledged by Bloomberg. Within five years, we aspire to be listed alongside other public companies or achieve independent listing. Personally, I favour being a small yet agile company that delivers stable and reliable services and products. Judging from the satisfaction of our customers, we’re confident that we can continue to achieve these goals.

Three years of entrepreneurship have taught me numerous lessons that were hard-won from a mix of regrets, setbacks, struggles, and sleepless nights. However, above all, they have fostered a deep sense of gratitude and accomplishment. The driving force behind my personal entrepreneurship lies in the power of belief – the belief that I can forge my own path. Today, my motivation stems not only from my personal drive but also from the collective motivation of my team. I am ever grateful to have a group of friends around me who are dedicated and always work hard, alongside fellow partners who give their all to embark on this entrepreneurial journey with me. Moving forward with them towards our shared goals brings me immense joy and fulfilment.