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首页> 外文期刊>International journal of green economics >Fleet, prey, plough: exploiting economies of experience from the large WEG sector to sustain the small wind industry
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Fleet, prey, plough: exploiting economies of experience from the large WEG sector to sustain the small wind industry

机译：舰队，猎物，耕pl：利用大型WEG部门的经验经济来维持小型风能产业

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摘要

The wind energy generator (WEG) manufacturing industry has split into large (above, say, 300 kW) and small (under about 100 kW in rated capacity) sectors, with their respective technology packages, research, design, assembly, logistics, clientele, marketing channels and, consequently, respective reputations. The large WEG sector is an oligopoly of about ten firms sub-categorised into 'innovators', the 'fast followers', and 'followers'. The small WEG sector, however, comprises over 300 rival firms - and an additional 300 component suppliers - mostly enthusiast-founded, funded and managed. These firms work in isolation, at very low average sales volumes, and remain acutely dependent on incentive schemes for their survival. The sector boasts no clear technology leader(s) even after 40 years of progression. The small WEG sector has remained fragile and unviable owing to the lack of scale, the dispersion in research expenditure and engineering resources, and the consequent inability to supply market-responsive products. Licensing designs and engineering from the large WEG players, co-branding and offering energy services, could help build consumer confidence and scale up sales volumes.
机译：风能发电机（WEG）制造业分为大型（例如300 kW以上）和小型（额定容量在100 kW以下）领域，并具有各自的技术包，研究，设计，组装，物流，客户，营销渠道以及相应的声誉。 WEG领域庞大，是大约十家公司的寡头，这些子公司分为“创新者”，“快速追随者”和“追随者”。但是，小型WEG部门包括300多家竞争对手的公司-以及另外300个零部件供应商-大多由爱好者创立，资助和管理。这些公司孤立地工作，平均销售额非常低，并且仍然严重依赖激励计划来生存。即使经过40年的发展，该领域也没有明显的技术领导者。由于规模小，研究费用和工程资源分散以及因此无法提供对市场敏感的产品，小型WEG部门仍然脆弱且无法生存。从大型WEG参与者处获得设计和工程许可，联合品牌和提供能源服务，可以帮助建立消费者信心并扩大销售量。

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