Since the beginning of 2025, although the global energy transition is accelerating, over 70000 Chinese energy storage companies are facing unprecedented opportunities and challenges. With the intensification of domestic market competition and the increasingly prominent problem of overcapacity, many enterprises have turned their attention to overseas markets to seek new growth points. However, the lack of systematic thinking, a mentality of seeking quick success and instant benefits, and insufficient understanding of overseas market demands and technical standards have caused many enterprises to encounter numerous difficulties in the process of going global.

Grassroots team style overseas strategy
An overseas energy storage distributor with 14 years of experience in Germany pointed out that many Chinese companies are eager to go global not because of strategic layout, but because they are forced to find a way out due to difficulties in maintaining profits in the domestic market. These companies often rush into the international market without sufficient preparation, attempting to quickly open up the situation through low price strategies. This approach not only failed to win the trust of customers, but also led to another price war, damaging the brand image of "Made in China".

The real demand and technological barriers in overseas markets
Taking the European market as an example, factors such as fluctuating electricity prices and complex grid structures require energy storage solutions to have higher flexibility and technological content. In addition, the product certification and project approval process is more stringent, which is undoubtedly a major challenge for enterprises accustomed to domestic operating modes. Many companies overlook these differences and simply replicate successful domestic cases to overseas markets, resulting in counterproductive outcomes.

The Importance of Brand Building and Service Guarantee
Zeng Yuqun once warned in his speech that battery companies should compete in an orderly manner when going global, and avoid repeating the mistakes of Chinese motorcycles in the Southeast Asian market. In the late 1990s, Chinese motorcycles once occupied 80% of the Southeast Asian market share with their low price strategy, but due to neglecting product quality and service guarantees, the market share ultimately plummeted to 1%. If the energy storage industry does not learn from its mistakes and continues to use short-sighted price war strategies, it may face the same fate in the future.

At a critical period of global energy transition, Chinese energy storage companies have ushered in rare development opportunities. However, in order to win in this high stakes gamble, one must abandon the mentality of seeking quick success and instant benefits, focus on improving product quality and service levels, and build a competitive brand image. Only in this way can 'Made in China' truly go global and establish a firm foothold in the international market.cibf2025