Approaching Adele，Opening JA blueprint of the international talent team in Latin America
During the 2018 annual meeting, there was an impressive scene where the JA Chairman personally presented a gift car to Adele, the then general manager of Latin America, to express his recognition of Adele and the work of the Latin America team. Adele, who took the stage to accept the award, was both honored and surprised because it was arranged by the Chairman only two days before the annual meeting. Even Adele did not know it.
Someone who gets the Chairman's "special attention" must have a more amazing story behind it than the prize. 
From 0 to 25%, the pioneer in Latin American market
Since 2013, due to the implementation of anti-dumping policy in Europe, the PV demand from Europe market was reduced a lot. At that time, Southern European sales director Adele began to travel frequently to Latin America to seek market opportunities. At this time, the economic development of Latin American countries required the government to develop more electric power support, but the national economic strength was not as strong as that of European countries, lacking capital to support the development of renewable energy industry.
At the early stage of developing the Latin American market, Adele went to Brazil, Chile, Mexico and other countries of stronger economic strength in Latin America, but still failed. What now? Despite the high traveling expenses, these emerging markets were too promising to be abandoned. If they were very willing to build PV projects, why not help them find investors instead? Adele actively pursued photovoltaic projects while contacting local banks to be investors, and the effect of this new strategy was immediately obvious. In 2014, JA signed a 96MW project in Guatemala, which was our first project in Latin America and the largest photovoltaic project in the region at that time.
With the opening of the Latin American market, the company focused on supporting sales in Latin America, reorganized the sales area, established "MEA and Latin America" team, and adjusted the sales strategy according to local conditions. Although the Latin American market was dominated by large projects at that time, the feedback from the front line of sales showed that there was huge potential for small and medium-sized projects, such as residential and distributed projects, so the company quickly introduced the distribution model and opened up distribution channels.
In response to the Brazil market preference for doing business with Brazilians, the company quickly set up a branch in Brazil and recruited local talents to act as legal representatives and carry out sales work. With precise marketing strategies, JA opened up the market in Chile, Brazil and Mexico with success, signing utility-scale photovoltaic projects with ACC, Enel and other companies, and the DG market share has soared from 0 to 25%. At the same time, the sales team in Latin America keeps expanding, and by the end of 2018, it has increased to 12 people. They do business globally with their work base in Beijing, Shanghai, Europe and Latin America.
Build an high-effeciency team with 24/7 communication time
With such a large "war zone", it is very important to keep communication in the team, because they are separated from each other in different time zones. With the time difference of 6 hours, 11 hours and 14 hours, in order to coordinate with each other's time and maximize efficiency, apart from daily email communication, early morning, late night and weekend phone calls are work routine. In September 2018, taking the opportunity of attending the SPI exhibition in the United States, the top management of the company approved a team building activity in the United States. Everyone was very happy.
It can be seen from the development history of JA that the internationalization of JA started after the Anti-Dumping situation ending in Europe in 2013. Along with the internationalization of JA, the pace of internationalization of JA talents has been accelerated obviously. The talent structure in Latin America can be used as a microcosm of the internationalization of JA: Claudio from Brazil, Pedro, Gonzalo and Cesar from Spain, Allan from Costa Rica, Daisy, Diana, Vicky and Thunder from China, Chiara and Adele from Italy. With team members from different regions and cultures, as the head of Latin America region, Adele insists on inclusive and open-minded management style, fully respects employees' personalities, and "all work depends on results", complying to the philosophy and system of JA. This also provides a certain reference for the management and construction of JA international talent team.
From single region to cross-region, opening a new journey of international sales
As JA keeps deepening its efforts in the international market, it gains more and more partners with the background of large multinational companies. Before, JA contacted with big customers according to the region, but there were some problems such as asymmetric information. To avoid these disadvantages, the company made the structure adjustment in 2019, setting up of Global Strategic Account department.
Adele has rich experience in this field, so the company put the responsibility to Adele team, and updated the team structure, where team members can be divided into three units: Pedro unit is in charge of Europe and American area, Yang Fang unit MEA and APAC, Sun Honggang unit domestic EPCs with overseas project. In the face of new roles and tasks, good team communication culture shows its advantages in dealing with new challenges: in June this year, GSA successfully signed a 296MW project.
At the beginning, Pedro unit led the negotiation with the EPC, and the project owner was connected by Yang Fang unit. The final EPC contract was jointly undertaken by the EPC connected by Pedro unit and Sun Honggang unit respectively. The cooperation of the three groups was perfect. Data shows that in the first half of this year, under the leadership of Adele, GSA has shipped nearly 1GW, and the gross margin is also very good. They made a good start.
Postscript: The internationalization of talents is one of the important measurement indicators of the internationalization of a company,and the team spirit contained in it is an important factor of the international competitiveness of the company.The talent structure of GSA and the team spirit embodied in it are the epitome of the internationalization of JA talents.
At present, JA products have been sold to over 120 countries and regions around the world. Behind this,JA industrial distribution, R&D innovation and talent team are keeping pace with the sales of products and continuously moving towards internationalization.This could be the major competitiveness of JA.
