Developers, EPC, and owners enter in parallel from shows, website, and channels; the same plant is worked by multiple reps.
01 Industry judgment
Plant project sales · New energy
New-energy and PV deals hinge on complete plant relationships: owner, EPC, and finance must share one project record
Grid connection, filing, and financing windows run in months. If capacity changes but the quote stays on the prior version, the project dies inside the window; after legal entity or contact changes, old card files point nowhere.
New-energy and PV sales orgs that combine plant development, equipment supply, and channel filings — and must manage owner, EPC, and financing parties together.
New energy · How the business hangs together
Into leads
- Plant inquiry form
- Show / channel filing
- Qianying business card
Project ledger
- Plant file
- Owner / EPC / finance
- Capacity and grid date
Follow-up actions
- Proposal quote versions
- Filing and financing nodes
- Calls write to plant
Manager board
- Duplicate filings
- Node overdue, no action
- Post-grid without revisit
02 Process diagnosis
After the plant-project judgment, split the deal into six process checks. One plant = one project. Confirm capacity, grid date, and roles on intake; filing, financing, and grid each have node dates. Capacity change must create a new quote version. Post-grid warranty and O&M revisits follow the grid date — do not close the plant file after signing.
Grid, filing, and financing nodes span quarters. Proposal capacity already changed; the quote still sits on the prior version.
Hard to convert
After the project company legal entity changes, sales still chases the old card. Regional leads cannot find projects stuck in filing.
Hard to manage
Module delivery promises disagree with site progress; regional reputation and later plant access both suffer.
Hard to trust
Ops meetings only report signed MW. Structure stuck in financing or grid-without-revisit cannot drive territory staffing.
Hard to decide
You need people with plant-development experience and a system that writes three-party roles on one project. Spreadsheets and generic CRM cannot carry node management.
Hard to solve
03 Matching management actions
01 · Hard to acquire
One plant, one project
Forms capture capacity, grid date, and roles. Cards and channel filings dedupe by plant name, then assign an owner.
02 · Hard to convert
Write filing, financing, and grid as node dates
Capacity change issues a new quote-version email. Overdue nodes without action must not remain at Quoted.
03 · Hard to manage
Keep legal-entity and contact changes on the project
Owner, EPC, and finance listed apart. When owners change, the plant file stays.
04 · Hard to trust
Reconcile delivery promises with site progress on the project
Expedite and complaint inbound via call center attach to that plant. Warranty and O&M revisits follow the grid date.
05 · Hard to decide
Evaluate territory spend by node structure
Financing stuck, post-grid without revisit, and duplicate channel filings listed apart — replace single signed-MW metrics.
06 · Hard to solve
Build the plant ledger before screening
Forms, cards, and email close plants and versions. Enable outbound once dormant-reserve screening demand is clear.
Business architecture
New energy and PV as plant projects. Owner, EPC, finance, and grid nodes sit on one plant file.
Into leads
Plant inquiry form
Show / channel filing
Qianying business card
Project ledger
Plant file
Owner / EPC / finance
Capacity and grid date
Follow-up actions
Proposal quote versions
Filing and financing nodes
Calls write to plant
Manager board
Duplicate filings
Node overdue, no action
Post-grid without revisit
Product role on this path
solutions.capabilitiesLead
Three questions before go-live
Sales will not fill forms, it fights the current stack, data will not migrate — almost every team asks these three.
PV relationships are complex — can the system hold them?
Record owner, EPC, and investor by project; email by role. You store relationships and material versions — not plant design.
How does it coexist with our internal project library?
Show forms carry site and roles; align place names with the library, then set one owner — do not create parallel records.
Sales only wants meetings, not system entry?
A visit without a conclusion did not happen. Managers watch projects inside a window with no next action — not visit counts.