Along with increased competition from highly subsidized Chinese manufacturing companies, First Solar lost its pricing edge because of steep decrease in material costs for the competitive solar cell technology, c-Sci.
The 2008 global monetary disaster spurred a dramatic decline in demand from subsidy markets, further intensifying rivalry. Within First Solar, the management team was sharply split over what the business's core strategy should be and went through considerable turnover. Several crucial business model decisions and good fiscal discipline kept First Solar solvent.
Through acquisitions, the firm developed a competitive advantage in the systems business and pivoted away from subsidy marketplaces, pursuing more sustainable markets elsewhere. These shifts helped to restore confidence and place First Solar to resume a leadership role.
PUBLICATION DATE: October 12, 2013 PRODUCT #: SM190B-HCB-ENG
This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE
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