Renewable Energy 181 (2022) 39e50

Contents lists available at ScienceDirect

Renewable Energy
journal homepage: www.elsevier.com/locate/renene

Competitive business model of photovoltaic solar energy installers in

Brazil
Paula D. Rigo a, *, Julio Cezar M. Siluk a, Daniel P. Lacerda b, Júlia P. Spellmeier a
a
Federal University of Santa Maria -UFSM, Department of Production and Systems Engineering, Av. Roraima, 1000, Bairro Camobi, Santa Maria, RS, 97.105-
900, Brazil
b ~o
Universidade do Vale do Rio dos Sinos - UNISINOS, Research Group on Modeling for Learning - GMAP | UNISINOS, Av. Unisinos, 950, Bairro Cristo Rei, Sa
Leopoldo, RS, 93.022-000, Brazil

a r t i c l e i n f o a b s t r a c t

Article history: In the last three years, the number of active photovoltaic installers in Brazil has increased from
Received 30 March 2021 approximately 1,600 to 14,200. These installers are promoting the photovoltaic growth in distributed
Received in revised form generation. However, the Net Metering practiced in Brazil will reduce benefits, impacting the future
3 August 2021
success of photovoltaic installers' businesses. Also, many of these companies have few years of experi-
Accepted 6 September 2021
Available online 9 September 2021
ence, and are still adjusting technical operations. So, this article aims to develop a competitive business
model for evaluating the photovoltaic installers' performance in the Brazilian energy market. We select
72 business items and surveyed 548 photovoltaic installers in Brazil. We organized and discussed the
Keywords:
Canvas
information into the Business Model Canvas. We observed that some companies are not competitive in
Competitiveness large-scale photovoltaic plants compared to foreign companies operating in Brazil. However, the market
PV Installers trends we found point to future business opportunities for large photovoltaic plants in condominiums,
Renewable energy business cooperatives, or the free market. The competitive Business Model Canvas helps installers look at their
business, positioning themselves more assertively in the Brazilian market. Besides, the Business Model
Canvas can serve as a benchmarking tool for comparing businesses among installers of different coun-
tries, promoting the company's processes evolution. Consequently, it contributes to the photovoltaic
customers' satisfaction.
© 2021 Elsevier Ltd. All rights reserved.

1. Introduction generations and are sold at auctions promoted by National Electric

The electric energy matrix expansion through renewable and
sustainable sources is essential to support Brazil's future energy
demand. Among the renewables, solar photovoltaic (PV) presents
exponential growth [1,2]. It occurs due to the high level of solar
irradiation, reductions in the PV systems costs, and government
incentives, such as the energy compensation system for distributed
generation and the taxes exemption for renewable sources in the
free market [3,4]. In this sense, solar PV generation concentrates the
highest growth rates among renewable energy sources in Brazil
[5,6].
In Brazil, PV plants are installed according to two possible
generation modalities, Centralized Generation (CG) and Distributed
Generation (DG). In CG, the plants usually have large-scale
* Corresponding author.
E-mail address: paula.rigo@acad.ufsm.br (P.D. Rigo).
Energy Agency (Age ^ncia Nacional de Energia Ele trica e ANEEL). In
CG, photovoltaic solar energy has been growing in smaller steps
than DG due to hydroelectric plants’ competitiveness potential,
which tends to win energy auctions. However, exclusive auctions
for solar PV generation are being held [7]. In August 2021, 1.92% of
the Brazilian electrical matrix in operation came from the solar PV
source, but considering the PV plants in construction, this per-
centage increases to 18.99% [2]. In DG, the systems are connected to
the distribution grid, enabling electricity exchange with the local
utility energy company. In DG, the PV source stands out signifi-
cantly compared to other sources (biomass, biogas, hydroelectric,
and wind), having a 97.2% share in August 2021. This success is due
to the linear generation characteristic, ease of installation, low
maintenance requirements, and equipment costs reduction [6].
The PV characteristics we presented above are not enough for
PV growth in a Country. It is necessary to have a supply and logistics
chain and professionals in the area. For this reason, photovoltaic
installer companies emerged in Brazil. These companies link the

https://doi.org/10.1016/j.renene.2021.09.031
0960-1481/© 2021 Elsevier Ltd. All rights reserved.
P.D. Rigo, J.C.M. Siluk, D.P. Lacerda et al.
production chain to the final consumer, as they are responsible for
the sale, design, installation, and support of the PV systems [8].
Therefore, they are essential intermediate diffusers of photovoltaic
technology [9,10]. Between June 2017 and June 2020, the number of
PV installers active in Brazil has increased from approximately
1,600 to 14,200 companies [11]. They grew in all Brazil's regions,
and some installers act in the same local, consequently generating
competition among them. Many of them are small, have few years
of experience, and are still adjusting management and technical
operations. Consequently, PV installers need research to continue
meeting the growing demand for PV systems and establishing
themselves as consolidated companies, and gaining market share
towards their competitors.
Literature has little-explored photovoltaic energy installers.
Studies often analyze business models in the energy market as a
whole, not focusing on the perspective of renewable energy in-
stallers. Karakaya, Nuur, and Hidalgo [10] discuss the challenge of a
solar company's business model at the decline solar diffusion stage
due to the diminishing feed-in tariff for PV installations. Their study
showed how businesses in the energy sector are bound to the
policy. Gabriel and Kirkwood [12] use Business Model Canvas
(BMC) to analyze the business of renewable energy entrepreneurs.
They find that consultants, distributors, and integrators are the
main business models used in developing countries. Horv ath and
Szabo  [13] use BMC to analyze the evolution of PV business models
faced with distributed generation barriers. Zanjirchi et al. [14] use
BMC to present the key factor of developing renewable energies in
Iran. They claim that companies to achieve stable revenues in the
renewable energy market must observe the customer segments
and the government's support actions. Karami and Madlener [15]
developed a BMC benchmark for electricity retailers to find new
business models. They concluded that new business models enable
customers to become more self-sufficient and sustainable.
In this paper, we develop a competitive business model for
photovoltaic installers operating in Brazil. To this end, we use a
combination of techniques: systematic literature review, gray
literature review, a survey on online installers' catalogs, and a
survey on the PV installers’ websites. The installers catalogs are
online platforms where PV installers can show themselves to offer
their services. We organized the information from the techniques
into the Business Model Canvas (BMC) categories: customer
segment, value propositions, channels, customer relationships,
revenue streams, key resources, key activities, key partners, and
cost structures. The main contributions of this study are: (1) pro-
posal for a competitive business model for PV installers; (2) Dis-
cussion of BMC components in the Brazilian scenario; (3)
Characterization of the current business model of Brazilian PV in-
stallers; (4) Discussion of market trends for PV installers; and (5)
The BMC facilitate the potential benchmarks among PV installers.
We divided this paper into six sections. Section 2 presents the
business model concept and the electricity market in Brazil,
considering the PV systems' perspective. Section 3 explains the
method. Section 4 comprises the results: the BMC and the char-
acterization of PV installers in Brazil. Section 5 discusses the trends
in the sector. Finally, section 6 presents the paper's conclusions.
2. The business model and Brazil PV market
The PV market is new in many countries. Accordingly, to facili-
tate the diffusion of renewables, especially in developing countries,
it is crucial developing a well-thought-out business model opti-
mized for its reality because business model characteristics are
related to the country and regional conditions [12]. A business
model demonstrates how a company creates economic value,
explaining the factors associated with the offering, market,
40
Renewable Energy 181 (2022) 39e50
strategy, internal capability, competition, and investor [16]. The
business model that can arbitrate between technology innovation
and economic value creation is successful [16]. The most used
business model is the Business Model Canvas (BMC). BMC is a
methodology that aims to analyze a new business idea and
conceptualize it in the context of a company [17]. Nine components
constitute the BMC, and Table 1 presents the guiding questions for
the BMC's thinking process. The BMC development must follow the
sequence of the components.
The thinking process regarding the issues in Table 1 promotes
the development of a competitive BMC. Usually, the business model
of the energy sector is dependent on the policy [10]. In Brazil, policy
dependence also occurs. Therefore, before developing any business
model that connects with the electricity sector, it is necessary to
understand how Brazil's electricity market works. Consumers can
contract electricity in two forms: in the Regulated Contracting
Environment (Ambiente de Contrataça ~o Regulado e ACR) or captive
market; and the Free Contracting Environment (Ambiente de
Contrataça ~o Livre e ACL) or the free market. Consumers purchase
energy from distribution utilities in the first environment, with
tariffs regulated by the government [18]. In the free market, the
consumer negotiates energy directly from the generators or
traders, negotiating prices, volumes, and terms [18]. The companies
responsible for producing and transmitting power comprise the
National Interconnected System (Sistema Interligado Nacional e
SIN), formed predominantly of hydroelectric plants with multiple
owners [18]. In SIN, negotiations for the purchase and sale of energy
occur, which means that once a market agent becomes a SIN
member (distributor, generator, trader, free or special consumer),
they can negotiate energy with any other agent, regardless of
physical generation and transmission restrictions [18]. The SIN has
96.5% of all electricity production capacity in the country,
composed of plants, transmission lines, and grid distribution [19].
Given the ACR and ACL environments, the Centralized Genera-
tion (CG) photovoltaic plants are connected to the SIN and can sell
their energy in the captive or free market. Before 2012, CG could
connect only at the SIN, and due to the competitiveness of the
hydroelectric in regulated market auctions, PV plants were not
contracted. The photovoltaic source starts to become more
competitive in auctions in mid-2017 [19]. From 2012, it was
possible to connect the Distributed Generation (DG) micro and
mini-plants to the SIN distribution networks [20]. From that year
on, the PV installers companies started their activities more
intensively and ongoing to develop their first perspectives of
innovative business models in the photovoltaic energy area. For DG,
the photovoltaic source proved to be competitive, and the growth
of this market surpassed the projection surveys [19].
Considering the rapid growth of PV systems in DG modality, this
is the sale's focus of most Brazilian PV installers [21]. According to
Table 2, in December 2020, the DG customers are characterized
mainly by residential and commercial investors [1]. The systems'
average power goes from 6.33 kW for residential to 45.71 kW for
industrial [1]. The 385,615 generating units required the services of
an installer.
Most of the 14,200 PV installers are small and medium-sized
enterprises (SMEs). Their conversion rate of budgets in sales was
16.9% in 2020 [22]. This rate demonstrates that Brazilian consumers
are interested in acquiring solar PV systems, but the sale is still
challenging for the installers [23]. This low rate for PV installers can
occur for different reasons: many customers are only curious about
budgeting the PV system but do not want to buy; the customer's
lack of interest in the economic viability of the system or the lack of
capital to buy; or the high competitiveness among PV installers, as
they all offer the same product. This last reason shows that a
competitive BMC can reflect a gain in market share since many
P.D. Rigo, J.C.M. Siluk, D.P. Lacerda et al. Renewable Energy 181 (2022) 39e50

Table 1
Guiding questions of BMC's thinking process for each component.

BMC Component Questions that underlie a BMC

Customer segment Who are we creating value for? Who are our most important consumers?
Value propositions What value do we deliver to the customer? What problem are we helping to solve? What needs are we helping to address? What set of products and
services are we offering for each customer segment?
Channels Through which channels do our customer segments want to be contacted? How do we reach them now? How do our channels integrate? Which one
works best? Which are the most cost-effective? How are they integrated into the customers' routine?
Customer What type of relationship does each of our customer segments expect us to establish with them? Which ones have we already established? How
relationships much does each cost? How do they integrate with the rest of our business model?
Revenue streams What amounts are our customers really willing to pay? What do they currently pay for? How would they prefer to pay? How much does each source
of revenue contribute to the total revenue?
Key resources What key resources does our value proposition require?
Key activities What key activities does our value proposition require?
Key partners Who are our main partners? Who are our main suppliers? What key resources are we getting from partners? What key activities do partners
perform?
Cost structures What are the most important costs in our business model? Which key features are most expensive? Which key activities are most expensive?

Source: Adapted from [17].

Table 2
Class of the DG facilities in Brazil.

Class Installed Power (kW) Number of generating units Mean (Installed Power/Number of generating units)

Commercial 1,838,381.76 64,334 28.57 kW

Residential 1,792,042.20 283,132 6.33 kW
Rural 645,015.19 27,121 23.78 kW
Industrial 431,339.38 9,436 45.71 kW
Public power 57,089.29 1,455 39.24 kW
Public service 3,317.69 111 29.89 kW
Public illumination 823.89 26 31.69 kW

Total 4,768,015.40 385,615 12.36 kW

Source: Adapted from [1].

companies compete to sell PV systems.
3. Method
This research method is based on the Business Model Canvas
(BMC). For BMC development, we use a combination of techniques:
Systematic literature review; Gray literature review; A survey in
online PV installers' catalogs; A survey on the PV installers' web-
sites. Appendix shows the reviews’ results.
installers of these energy sources in any way? (Yes/No). If at least
one of the answers to these questions was “No”, the article was
excluded from the sample. This process resulted in 58 articles. So,
we applied the second filtering. We read the 58 articles in full,
searching for discussions and conclusions about business factors
that impact the energy installer. The final list of articles after the
second filter was 17. These 17 articles allowed the BMC develop-
ment. References associated with the BMC item are in Table 5
(Appendix).

3.1. Systematic literature review (SLR)

The systematic literature review protocol corresponds to the
exploration of scientific studies about PV installers. We started the
SLR by developing the research question: What are the business
components for installers of photovoltaic power generation sys-
tems? We select two databases of relevant scientific articles:
SCOPUS and Web of Science. Initial readings allowed us to select the
keywords which resulted in the following search phrase: TITLE-
ABS-KEY ((“renewable” OR “sustainable” OR “clean” OR “solar”
OR “photovoltaic”) AND (“energy”) AND (“installer” AND “in-
termediaries “AND” solar companies”)). The search strategy we
employed in the databases comprehended the “Title”, “Abstract”,
and “Keywords” metadata without restricting the period and
considering articles published in journals and conferences. Next,
we performed the review protocol on the databases, resulting in
the first article filtering. The string in Web of Science and Scopus
resulted in 228, without duplicate articles. The first filter consisted
of reading all articles’ titles and abstracts to separate articles
aspiring to present some business component for photovoltaic
energy installers. We answered the following filtering questions:
Does the article address renewable/sustainable/clean energy or,
more specifically, solar PV? (Yes/No); Does the article address the
41
3.2. Survey in Gray literature and PV installers’ catalogs and
websites
The gray literature survey corresponds to the investigation of
information on the sector, such as studies by the research and
consulting company Greener [22], statistics by the Energy Research
Company (Empresa de Pesquisa Energe tica e EPE) [19], and data
from the National Electric Energy Agency (Age ^ncia Nacional de
Energia Eletrica e ANEEL) [1,2]. The survey in online PV installers
catalogs and PV installers' websites allowed us to understand
Brazilian installers’ current characteristics. Besides, catalog data
from PV installers platforms also presented business information.
The catalogs we queried were:

List of integrating companies, consultants, projects, and photo-
voltaic installations on Portal Solar [24];

List of the Brazilian Solar Photovoltaic Energy Association
(ABSOLAR) members [25];

Guide to integrating companies, consulting companies, projects,
and photovoltaic installations from FotoVolt Magazine [21]; and

International catalog of ENF Solar, in the category Solar System
Installers in Brazil [26].
P.D. Rigo, J.C.M. Siluk, D.P. Lacerda et al.
The catalog of FotoVolt Magazine [21] presented relevant in-
formation about the installers, such as installers' specialty, history
of installations, services offered, and customers. The data was
published in February 2020 and had the following observation:
“The installers data contained in this guide were provided by them-
selves, totaling 2,752 companies”. We collected the information from
this platform, checking on the companies’ websites. Thus, the study
sample was 548 PV installers operating in Brazil. Fig. 1 shows the
548 installers distributed by Brazilian State.
4. Results and discussion
This chapter is divided into two sections. The first maps the
characteristics of Brazilian PV installers. The second presents the
Business Model Canvas and a discussion about the Brazilian
scenario.
4.1. Mapping of Brazilian PV installers
The catalogs and websites’ surveys allowed us to analyze the
most recurrent type of specialization in PV installers. PV installers
can declare themselves specialized in designing and installing On-
grid, Off-grid, and Power Plant systems. Even though On-grid sys-
tems and Off-grid systems are also Plants, the division established
for market analysis is:

On-grid Systems: Company specialized in developing projects
and installing systems connected to the distribution grid, clas-
sified as Micro and Mini of Distributed Generation.

Off-grid systems: Company specialized in developing projects
and installing isolated systems (not connected to the distribu-
tion grid). These systems differ significantly from the previous
one by using batteries to store energy and the system's di-
mensions. The system dimensioning is different because it is
necessary to optimize the energy generation even in the months
with the lowest levels of solar irradiation.

Power Plants: Company specialized in designing and building
large-scale photovoltaic power generation plants, classified as
Centralized Generation. The plants are different from the pre-
vious systems because they are systems with high generation
capacity connected first to substation and transmission lines.
Fig. 1. Number of Brazilian PV installers by State considered in the survey.
42
Renewable Energy 181 (2022) 39e50
We developed a Venn Diagram listing the installers that cite
their specialties in Fig. 2. Concerning the 548 companies, nine
claims to work only with large-scale plants and, six works only with
Off-grid systems. Eight companies did not specify any specialty. On-
grid is the most cited specialty, with 522 PV installers (95%).
Interestingly, this means that 26 companies do not consider
themselves specialists in installing On-grid systems. In sequence,
235 (43%) PV installers declare specialty in designing and installing
Off-grid systems. Finally, 233 (42%) claims to be specialists in
designing and constructing PV plants. Then, we observed that 126
(23%) companies are specialists in the three categories.
Table 3 shows the number of PV installers by service type
offered to clients. Regarding “Consultancy, feasibility studies”, we
identified 462 PV installers, representing 84.3% of the total com-
panies analyzed. “Basic and executive project” obtained a total of
498 (90.9%). The “Integrator (project, supplements, and construc-
tion)” obtained 509 PV installers (92.9%), the higher percentage
because it is an essential service for PV installation. “After-sales
technical assistance” obtained 431 companies (78.6%), a value
below expectations, since after-sales technical assistance is essen-
tial for the solar system to have the desired functioning. Concerning
“Shading analysis”, 409 companies (74.6%), a not very substantial
value considering that PV systems’ performance may not be enough
with the presence of shadow on the solar panels. “Registration with
the local utility” presented a total of 488 PV installers (89.1%).
Finally, “Advice on obtaining financing” with a total of 376 com-
panies (68.6%), the lowest value measured about the services
offered.
We analyzed the installations history that indicates the com-
panies’ experience. From the 548 companies in the initial sample,
530 presented this information. Table 4 shows the number of in-
stallers by installed power class and by system type.
The number of PV installers that installed more than 10,000 MW
of power was 36, the lowest class about the number of companies.
In other words, 7% of installers have the highest volumes of
installed power, leading the sector. In the installed power between
100 kW and 999.99 kW, we identified 220 companies as the most
common class. The companies that installed less than 99.99 kW
were 171.
As expected by the characteristics of the Brazilian photovoltaic
market, the analysis resulted in the On-grid system as the most
P.D. Rigo, J.C.M. Siluk, D.P. Lacerda et al. Renewable Energy 181 (2022) 39e50

Fig. 2. Installers' Specialty. Source: FotoVolt Magazine database 2020 [21].

Table 3
Services offered by installers.

Services Offered Number of Companies Percent

Consulting, feasibility studies 462 84.3%

Basic and executive projects 498 90.9%
Integrator (design, supplements and construction) 509 92.9%
After-sales technical assistance 431 78.6%
Shading analysis 409 74.6%
Registration with the local utility 488 89.1%
Advice on obtaining financing 376 68.6%

Source: FotoVolt Magazine database (2020) [21].

Table 4
Installed systems history.

Installed Power Number of Installers System Type Number of Installers Sum of power (kW)

More than 10,000 MW 36 Power Plants 116 142,987,743

Between 1 MW and 9,999.99 MW 103 On-grid 462 21,948,972
Between 100 kW and 999.99 kW 220 Off-grid 211 31,669
Less than 99.99 kW 171

Source: FotoVolt Magazine database (2020) [21].

frequent specialty in the sale and installation. A total of 462 com-
panies installed these systems summing up a power of
21,948,972 kW. However, the 116 companies installed power plants
with a total of 142,987,743 kW. Considering that the companies’
earnings are related to the number of Watts they install, PV in-
stallers specializing in Power Plants have more significant gains.
The scenario where few companies lead the market. Regarding the
Off-grid system, as they are isolated systems and storage systems
make these systems less economically viable, the sum of power is
lower than the others where 211 companies installed 31,669 kW.
4.2. Business model of PV installers in Brazil
This section presents the competitive BMC for PV installers and
discusses the nine PV market components in Brazil. Even if a
company does not have all the characteristics discussed in this
section, it must include some of its characteristics in their business
models. Fig. 3 shows the BMC, and the following subsections
explain each one of its components. The subsections follow the
sequence of BMC's thinking process.
43
4.2.1. Customer segments
Photovoltaic systems’ end customers can be individuals and/or
legal entities with little or much knowledge about PV technology
[6]. It means there is a diversity of customers whom the installer
can serve. According to BMC, customers of off-grid and on-grid
systems are different from customers of power plants. Systems
above 1 MW are usually sold to large businesses, industries [21],
electric utilities, or free-market entrepreneurs. These clients have
different characteristics since they deal with high investment
capital, seek to minimize business risks, and negotiate with many
stakeholders. The system design is also different. Most of them are
installed on the ground, high-power inverters, and have a lower
price per kW due to their size. The regulatory process is also
different because PV plants can be DG if they do not exceed 5 MW
[20]. Otherwise, it must be of Centralized Generation (CG).
Distributed Generation customers (On-grid systems) can belong
to seven different classes. In December 2020, DG reached
4,768,015.40 kW of PV installed power, dispersed as follows: 38.5%
to Commercial, 37.9% to residential, 13.2% to rural, 8.9% to industrial,
and the remaining three of power/service/public lighting [1].
P.D. Rigo, J.C.M. Siluk, D.P. Lacerda et al.
Fig. 3. Competitive Business Model Canvas for PV installers in Brazil.
ANEEL data shows that in DG, customers' largest share is residen-
tials and commercials, reaching approximately 80%. It is interesting
to observe rural customers’ participation, which surpasses indus-
trial customers [1]. Despite having lower tariffs on energy, the last
months have shown a growth in the rural class interest in PV sys-
tems. Lower energy tariffs make the PV systems less viable for the
rural class [1].
According to Greener's study, until 2017, most customers were
over 50 years old [11]. However, in 2020, 55% of customers are
under 50 years old [11]. In the same study, in 2017, only customers
belonging to economic classes A, B, and C, purchased the systems.
Nevertheless, in 2020 persons of class D also became customers
with 15% participation. According to Gastaldo et al. [27], most cli-
ents have an ecocentric profile and are concerned with the envi-
ronment. The PV installer company needs to understand its
customer and which customer niches want to reach. It is possible to
identify which approaches should be taken with different cus-
tomers and define targeted marketing strategies through customer
prospecting.
Off-grid systems, i.e., systems that use batteries for storage, are
not counted by Brazilian agencies since they are not connected to
the SIN. Due to the high cost of batteries, these systems do not yet
have significant volume in the Brazilian market. Also, off-grid sys-
tems usually have low power [21].
44
Renewable Energy 181 (2022) 39e50
4.2.2. Value propositions
Value propositions are the services set offered by PV installer,
seeking to answer the following question “What value do we
deliver to the customer?” [17]. Besides the expertise in designing
and installing On-grid, Off-grid, and large-scale PV plants, the value
proposal also integrates many other services. The clients’ needs the
company can attend are: (1) Complete integration, with design,
equipment purchasing, and installation; (2) Consulting, feasibility
studies; (3) Electrical project development (fundamental and ex-
ecutive), with equipment prospecting, shading analysis, and gen-
eration forecast; (4) After-sales services, not only the warranty, but
cleaning, monitoring, preventive and corrective maintenance
packages; (5) System registration process with the concessionaire
for On-grid systems, and legal and project advice for Power Plants;
and (6) Financial advice for obtaining financing, or offering its
financing lines.
In addition, PV installers can provide services for the photo-
voltaic energy chain, such as (1) Manufacture of fixing structures,
(2) Projects’ development for other installers, (3) Also acts as an
equipment distributor for smaller PV installers in the region, (4)
Develop training courses regarding the installing process to other
PV installers, and (5) Open their business model and brand as a
franchise.
4.2.3. Channels
Channels are the way to connect the customer to the value
P.D. Rigo, J.C.M. Siluk, D.P. Lacerda et al.
proposition through distribution and information methods. It is
related to the customer's meeting with the company, which it offers
as sales. The company can bet on its location, franchises, repre-
sentatives, partnerships, and websites to serve the customer.
Greener's study states that more than 50% of the sales occur in
itself's commercial team, approximately 19% of the sales with
representatives, 10% of the sales with partnerships between com-
panies, and 10% with E-commerce/marketplace [22]. Regardless of
the strategy, the customer needs to receive the company's com-
mercial team's attention, as it is a high-value purchase that gen-
erates many doubts. Customers tend to quote the system in more
than one PV installer, and the lowest values are not always chosen
[28]. Trust in the PV installer is an order winner and the channels
that promote this relationship.
Due to the systematic review, we identified three more relevant
channels to the diffusion of PV technology. Registering in installer
company catalogs is a way to introduce itself to customers. Another
possibility is creating showroom events in systems already
installed. For example, call the neighborhood to know a PV system.
It can also be interesting for the company to participate in business
exhibition celebrations, where both customers and other partner
companies participate.
4.2.4. Customer relationships
The PV installer needs to define the relationship to its customer.
Also, the PV installer requests to define the procedures according to
different customer segments. The relationship can occur with
personal and online interactions. Suppose the relationship in these
two environments is positive for the client. Then, the chances of
maintaining interaction with the company are good, and conse-
quently, the customer's satisfaction promotes word-of-mouth.
According to surveys, actions that promote trust for the
customer are essential to winning the buying order, such as: Inform
the customer about the technology properly, explaining in detail
how each system's component works, mainly modules, inverters,
and security systems; Deliver a clear warranty contract; and
develop an easy-to-understand project, with explanations of in-
vestment return, the equipment's brand, cables, and fixing
structure.
In the after-sales relationship, it is recommended that the PV
installer keep the channels open, answering all customers' ques-
tions, delivering the system with a detailed explanation of how it
works, and assisting them in monitoring generation in the first
months. These attitudes and reaching the planned deadlines for
installation promote good grades on customer review sites. After-
sales, the customers’ biggest complaint regards the system gener-
ation below expectations, i.e., when the system does not generate
what the company promised [11]. For this reason, teaching the
customer about how the system operates is required, permitting
him to identify the reasons for a possible reduction in generation.
4.2.5. Revenue streams
The PV installers’ revenue streams comprehend: the sales of PV
systems, including design, equipment, and installation; only the
projects sale; and Operation and Maintenance (O&M) services.
Profit margins vary depending on the facility size. Ground in-
stallations are usually more expensive than roof installations.
Larger installations have lower costs per W than smaller in-
stallations [11]. It is up to the company to define its pricing policy.
The company can also invoice from franchising, sale of fastening
systems, equipment distribution, sale of installation courses, and as
a manager of cooperative plants.
4.2.6. Key resources
A company that integrates photovoltaic energy, where its main
45
Renewable Energy 181 (2022) 39e50
value proposition is integrating the system, needs people and their
various skills. The commercial team needs technical knowledge and
a proactive and didactic attitude to explain PV systems to cus-
tomers. The engineering team needs to develop qualified projects
with technical and economic feasibility. The engineering team in-
stalls the systems safely and reliably to ensure the system's proper
functioning. These two teams need to maintain a close relationship
to promote the equipment and the technology updating.
PV installers can choose to have part of the company's people
and another part subcontracted, and this will depend on the
workforce availability and the company's organizational model. In a
Greener study, 60.4% of the companies have their engineering
team, 26.3% have subcontracted people, and 13.3% have a mixture
of their own and outsourced. The same study informs that 30.3% of
PV installers subcontract the installation team [22]. The organiza-
tional and human capital of a company that provides services is
essential, so investing in training is an option to reduce key people's
turnover and valorize the team. Other essential resources are: the
software design, infrastructure for people; storage of the installa-
tion equipment and fixing structures; and the PV system's equip-
ment (PV modules, inverters, cabling, batteries for Off-grid systems,
safety devices, and string box).
4.2.7. Key activities
The key activities correspond to the PV installers' internal pro-
cesses directly related to the services mentioned in Value Propo-
sitions. The main macro processes are managing sales/customers,
designing PV plants, budgeting PV systems to customers, managing
equipment purchases, and installing. Therefore, the development
of managers’ skills in project and people management is essential
for company development, so employee training is also a key
activity.
Installers are highly dependent on suppliers and other partners,
so a key activity is balancing the main stakeholders. The company's
management group must promote good relations with government
officials, local utility companies, and equipment distributors.
Another critical activity to the company's success is adequate pur-
chasing management. Suppose the company keeps a reasonable
prospect of distributors and manufacturers, brands, and technolo-
gies. In that case, it may be ahead of its competitors for negotia-
tions, and good purchases can reduce costs.
Project development is also a critical activity. The installation
quality is dependent on the project quality. The PV installers’ core is
the installation process. The company must ensure the proper
equipment functioning and a solid structure to withstand climatic
phenomena. For both the project and the installation, the PV
installer must permanently reduce the resource time, maintaining
quality. Customers will always prefer quick installations as long as
they maintain quality.
When the company offers maintenance and operation services,
this becomes an essential company's activity, requiring teams for
maintenance procedures. Maintenance procedures require the
team's knowledge since they must operate measuring equipment
and suggest equipment replacement when they fail without
compromising the system's quality and safety.
Finally, research and development (R&D) activities can make the
company more competitive. R&D is not a common practice in PV
installers. However, innovation can occur in any activity. Installing
companies can be partners of research institutions (universities,
research centers) in different areas, such as PV diffusion forecasting
methods, efficiency analysis of PV modules under different condi-
tions, searching for different materials for the modules’ fixing
structure, among several possibilities.
P.D. Rigo, J.C.M. Siluk, D.P. Lacerda et al.
4.2.8. Key partners
The PV installers’ key partners are: (1) international, national
and regional associations (such as ABSOLAR, ABGD, ABINEE,
ABESCO, AGSOLAR, among others); (2) equipment distributors; (3)
equipment manufacturers; (4) customer catalog companies; (5)
partner installers companies, offering different services or in
different regions; (6) brokers; (7) outsourced engineering, instal-
lation and construction teams; (8) Local utility energy, and (9)
Satisfied customers. Satisfied customers can serve as systems dif-
fusers with their friends and neighbors. Companies can promote
technical visits to partner customers to show equipment in oper-
ation to future customers.
In 2020, Greener appointed the 10 leading distributors of the
installers: Aldo, Bluesun, Brassury, Ecori, Genyx, PHB, Renovigi, Sices,
Sou Energy, and Weg [11]. Suppliers are vital partners, and the
integration business is entirely dependent on the equipment dis-
tribution chain, often imported from other countries. In 2020, by a
Greener's study, the 10 module manufacturers most used in Bra-
zilian installers were: Bluesun, BYD, Canadian, DAH Solar, JA Solar,
Jinko, Q-Cells, Risen, Trina, and Ulica; The 10 most used inverter
manufacturers were: ABB, AP Systems, Fronius, Growatt, Hoymiles,
REFU, Renovigi, Saj, Solar Edge, and Weg. The three leading fixing
structures suppliers were: K2, Solar Group, and Romagnoli [11].
4.2.9. Cost structures
According to the previous BMC items, the PV installer must
understand the most expensive essential resources and critical
activities. Employees costs are relevant since this market requires
knowledge and training. As for the most appropriate equipment,
modules and inverters have their costs dependent on the dollar.
The cost of PV systems is falling over the years. However, due to the
exchange rate impact caused by the COVID-19 pandemic, in 2020,
installers reduced their margin to keep prices competitive and not
risk influencing the heated market [11].
Another relevant cost item to the company's activity is travel
and logistics since its routine operation is to reach customers in
several regions. These trips can generally occur three times per
project: salespeople first, designers second, and installers third.
Rent, water, and electricity are costs associated with the offices and
warehouses infrastructure. Finally, marketing costs must be well
allocated. Therefore, the efficiency of advertising must be assessed,
thus optimizing costs with future advertisements.
5. Business trends in the Brazilian PV market
Worldwide the electricity sector is transforming the Bulk Grid
(BG) to the Distributed Generation and Storage (DGS) model [29]. In
Brazil, the rapid growth of solar photovoltaic energy through DG
conducts ANEEL to revise the Electric Energy Compensation System
to balance the electricity grid costs for DG participants and non-
participants. Besides, the insertion of DG in the Brazilian elec-
tricity grid concerned Electrical utility companies and their mo-
nopoly. They have faced the perspective that customers will reduce
their electricity purchases as they adopt solar PV generation and
enter a positive feedback loop (spiral of death) [30,31].
Accordingly, through public consultations in 2019 and 2020,
ANEEL developed a new compensation rule for DG, which adds the
Distribution System Use Tariff (TUSD) costs to DG users' energy
utilities [32]. This pricing policy can occur through five alternatives
and, if it is approved, utilities can implement it from 2022 onwards.
The entry of TUSD costs for DG systems shows a trend in reducing
benefits to renewable energies in Brazil. Because with the norma-
tive revision, the payback time for investors increases. A study
point to a 50% increase in payback time for applying 5th ANEEL's
alternative, the worst-case scenario [33].
46
Renewable Energy 181 (2022) 39e50
Some European countries suffered damages caused by the
reduction of Feed-In-Tariff incentives. This fact conducted the
market to a cycle of expansion and contraction, requiring a high
installation volume before the incentive's end and a high contrac-
tion after the incentive's end [34]. The same market scenario can
happen in Brazil after the review by ANEEL. Even with the conti-
nuity of economic viability, the increase in payback time may force
some investors not to install the DG modality's photovoltaic sys-
tem. If there is a downturn in the sale of photovoltaic systems for
DG, PV installers should be ahead of prospecting for new customers
and stand out from their competitors. Therefore, it is a trend that
reinforces the importance of adopting a business model like the one
we propose in this work.
In 2015, ANEEL revised a DG regulation, allowing more two
connection modalities to the grid [35]: (1) Enterprise with multiple
Consumer Units (CU): allowing the use of electric power inde-
pendently with DG for condominiums; and (2) Shared Generation:
allowing a consortium or cooperative and it is composed either for
the individual or legal entity. Even though these modalities exist in
the regulation since 2015, this business became more evident in the
last few years. Until 2019, the number of plants with these con-
nections was 52 to enterprise with multiple CU and 427 to shared
Generation. In 2020 the number grew to 191 and 812, respectively
[1]. The increase in the number of condominiums with the DG in-
creases the possibility of selling these PV systems and selling
Operation & Maintenance, and financial management services. The
creation and management of PV plant cooperatives for customers
who do not have a place to install the system at their consumption
sites (such as businesses in city centers and apartments) allow a
new way of selling DG systems. In 2021 was created a digital
platform in Minas Gerais State to negotiate subscriptions for the use
of distributed solar generation compensation credits [36].
One of the options to increase PV diffusion is to invest in PV
power plants to sell electricity in the free market. The electricity
sale in the free market is already consolidated in Brazil [37]. The
greater the energy supply in the free market, the greater compe-
tition among participants, creating a trend to reduce prices and
attract free consumers [37]. The migration of consumers from the
captive to the free market is happening at a quick step. In January
2021, this market had 8,475 consumers, representing 33% of all the
country's electricity. In that same month, 11% of the photovoltaic
energy generated in Brazil was sold on the free market. In the same
month of the previous year, this percentage was only 1% [38],
demonstrating solar PV growth in the free market. PV installers can
prospect customers interested in generating energy through the
solar source to commercialize in this market. According to a
Greener study, 42% of the PV installers received at least one free-
market customer interested in photovoltaic solar energy in 2020
[11].
Energy trading through the Power Purchase Agreement (PPA)
has expanded in Brazil. The PPA is a long-term energy purchase and
sale agreement between a generator/trader and a consumer. There
is a relevant acceleration in free consumers' interest in contracting
renewable energy through PPA's [39]. The Atlas Renewable Energy
Company of the British fund Actis was considered the largest
developer of clean energy projects for corporate buyers in Latin
America in 2020. It has contracts with Brazil corresponding to 70%
of the total contracts with Latin America [40]. The highlight was the
long-term PPA (15 years) deal in 2020 with the Mining company's
Anglo American, supplying 9 TWh from the Casablanca solar
photovoltaic plant [40]. Braskem made a partnership in March
2020 with the French multinational Voltalia to purchase solar en-
ergy for 20 years [39]. Most PPAs in Brazil were signed with foreign
companies. It is up to Brazilian companies to increase their
competitiveness to sell high-scale energy like foreign companies.
P.D. Rigo, J.C.M. Siluk, D.P. Lacerda et al.
One of the main trends PV installers can explore is the energy
storage market. Electrical energy storage can take place “in-front-
of-the-meter” or “Behind-of-the-meter”, i.e., next to the genera-
tion, transmission, and distribution system or with the consumer
[41]. The storage near the generation allows to absorb the peaks of
generation and transfers them to high load moments [41]. The
storage near transmission and distribution allows greater efficiency
in the grid when installed at strategic points [42]. Consumer stor-
age allows servers such as energy backup, energy autonomy, and
the application of off-grid systems. Considering that lithium bat-
teries’ price has fallen 89% since 2010, with the increase in their
energy density [42], this technology is increasingly close to reach-
ing attractive economic viability rates for significant investments
[43]. Hybrid design systems already exist within the photovoltaic
DG market, where the backup functionality has been integrated
into the generating unit. This new market is expected to grow over
the decade of 2020 [42]. According to a Greener study, 85% of the
surveyed PV installers received at least one customer interested in
storage systems in 2020 [11].
The advancement of storage technologies also helps in the
electric car market [44]. Storages are a key input into the global
electric car industry [44]. In this scenario, PV installers can promote
sales of PV carports. Buresh, Apperley, and Booysen [45] declare
that solar PV carports at the workplace will reduce the grid's
impact, save costs, and decrease the carbon footprint. Large com-
panies may be interested in promoting a green footprint and
installing PV carports for their employees. Photovoltaic installers
must stay ahead of market trends to ensure their competitive
power.
6. Conclusion
Literature has little-explored photovoltaic energy installers,
even though they are considered intermediate diffusers of photo-
voltaic technology [46]. This work's main contribution compre-
hends the Business Model Canvas development. It measures the
photovoltaic energy installers' competitive performance in Brazil
and it is composed by 72 items. The surveys in installers' catalogs
and in installers' websites enabled mapping 548 PV installers that
reinforced the BMC. We observed that most Brazilian PV installers
are specialized in the design and installation of On-grid systems. So,
the most common PV systems Brazilian PV installers sell are small-
scale in Distributed Generation. However, the Net Metering prac-
tice in Brazil will reduce benefits, impacting the success of PV in-
stallers' businesses. When considering large-scale power plants,
some Brazilian companies are not competitive compared to foreign
companies that operate in Brazil. Consequently, 7% of installers we
surveyed have the highest volumes of installed power, pointing to a
discrepancy in market share among installers. However, the market
trends we deduced point to future business opportunities for large
PV plants in condominiums, cooperatives, or the free market.
The main advantage of the competitive BMC we developed in
this study is that it aids installers look at their internal process and
promote themselves more assertively in the Brazilian market. From
our discussion about the BMC's items, the PV installers can reflect
on efficient strategies aligned with their business model and ach-
ieve their business success. It is crucial to develop a well-thought-
out business model for their reality because business model char-
acteristics are related to the country and regional conditions [12].
Besides, the BMC is relevant for PV development in emerging
markets worldwide, especially in BRICS countries and those with
energy regulation similar to Brazil, such as Net Metering System for
Distributed Generation. Hence, in this context, it is a possible study
which BMC items are most favorable for each one of the BRICS
countries, and this analysis can be compared to G7 countries.
47
Renewable Energy 181 (2022) 39e50
Therefore, our BMC can serve as a benchmarking tool for comparing
businesses among installers of different countries. The bench-
marking and self-reflection practice about their business promotes
the company's processes evolution. If the installer reaches optimal
levels of management and operation, investors in photovoltaic
systems benefit directly from more qualified, agile companies and,
perhaps, with more competitive prices.
Our BMC main disadvantage is inherent from the BMC meth-
odology. Unlike a complete business plan, the BMC is more super-
ficial because it does not require cost detailing, business risk
detection, documentation to detail internal processes, and a time-
table to get the business up and running. To alleviate this disad-
vantage, we discussed each BMC item, including surveys on
Brazilian installers in operation. One challenge is to predict the
photovoltaic market's prospects once it depends on the policy and
technological advances.
Taking into account this challenge, we identified which are the
main business trends for PV installers in Brazil, such as: (1) The
regulatory changes in the energy compensation system for DG
which can cause a market contraction due to the expected increase
in payback time; (2) The increase in the number of condominiums
with DG, increasing the possibility of selling these PV systems and
selling Operation & Maintenance and financial management ser-
vices; (3) The creation and management of PV plant cooperatives
for customers who do not have a place to install the system at their
consumption site, such as commercial buildings in city centers and
apartments, allowing for a new way of selling energy; (4) The in-
crease in the number of interested parties in the free energy market
and in the number of PPAs deal with PV plants; (5) The beginning of
the development of an energy storage market in Brazil, which al-
lows the off-grid systems market development, as well as the entry
of electric cars in the market, raising the interest of investors in
solar carport.
As future work, we recommend investigating the business
models companies operate in other countries and discuss other
possible trends. Observing the market must be a constant activity of
PV market stakeholders, mainly due to the technological advances
that can happen, which modifies business models at any time.
Funding
This work was supported by the National Institute of Science
and Technology in Distributed Generation (INCTGD), and the
financing agencies (CNPq process 465640/2014-1, CAPES process
No. 23038.000776/2017-54 and FAPERGS 17/2551-0000517-1).
Siluk and Lacerda were supported by a research grant of CNPq e
Brazil (CNPq process Siluk No. 311926/2017-7 and CNPq process
Lacerda No. 308694/2017-1).
CRediT authorship contribution statement
Paula D. Rigo: Writing, Systematic Literature Review, Survey in
Gray literature and PV installers’ catalogs and websites, Business
Model Canvas, Business Trends. Julio Cezar M. Siluk: Writing e
review & editing, Business Model Canvas. Daniel P. Lacerda:
Writing e review & editing, Business Trends. Júlia P. Spellmeier:
Survey in Gray literature and PV installers' catalogs and websites,
Business Model Canvas.
Declaration of competing interest
The authors declare that they have no known competing
financial interests or personal relationships that could have
appeared to influence the work reported in this paper.
P.D. Rigo, J.C.M. Siluk, D.P. Lacerda et al. Renewable Energy 181 (2022) 39e50

Acknowledgements Appendix

The authors thank INCTGD, CAPES, CNPq and FAPERGS for the
financial support received for the development of this work.

Table 5
BMC components and references

BMC Category BMC Item SLR Gray

Reference Reference

Value Integration process (project, supplements, and installation) [28,46,47] [21,22]

Propositions Basic and Executive projects [28,46]; [21]
Consulting of Economic and Technical viability (advanced estimates of electricity generation, shading analysis, and [28,34,46] [21]
qualified assessment of the installation structure)
After-sales assistance and service guarantee [34,47e49] [21,22]
Obtain regulatory licenses (Utility registration of the PV system) [28,34,46,50] [21,22]
Operation and Maintenance services (cleaning, revision of fixing structures, and failures verification of cable, secure [12,34] [21,22]
systems, inverter, and modules)
Assistance in obtaining financing [28,34,46,50] [21]
Own financing line [12,28,48,51] e
Customer Homeowners e [1,21]
segments Commerce e [1,21]
Industry e [1,21]
Public buildings e [1,21]
Rural properties e [1,21]
Utility energy companies e [1,21]
Energy entrepreneur e [21]
Cooperatives e [21]
Big Commerce e [21]
Big Industry e [21]
Channels Headquarters' localization [28,34,50,52]; e
[53,54]
Branches [28,50] e
E-commerce e [22]
Salespeople e [22]
Website, Email, Telephone, WhatsApp e [22]
Installer catalog platforms [51]
Participation in conferences and showroom [28] [22]
Installed PV plants exhibitions for customers' neighboring prospects [28,49] e
Customer Direct interactions and online contact forms: e [22]
Relationships Word-of-mouth e [22]
Transparency of the process [28,47,51] e
Inform the customer about the technology properly [47,49] e
Written service guarantee [34,47e49] [22]
After-sales relationship [12] [22]
Knowledgeable project development [28,46,47]; e
Customer reviews [48] e
Complaints and reported failures of operating systems [48] [22]
Revenue Streams Installation services [48,51,54] [22]
Projects' sales (technical and economic analysis) [34,46,52,54,55] [22]
O&M services sales [12,34]; [22]
Products commission and equipment distribution e [22]
Sales of fixing structures e [22]
Sale of installation courses e e
Management of cooperative PV plants e e
Company brand franchises. e e
Key resources Installer business experience [12,34,46,51]; [21,22]
[52,54]
Company size and infrastructure quality [12,28,34,52]; e
[54,55]
Warehouse for installation equipment, fixing structures, and PV system equipment [12,28,34,52]; e
[54,55]
Qualified work teams (projects, installers, buyers, sales and management teams) [50,56e58] [22]
Management software [22]
Project software [22]
Installer company certification [34,50,56,57] e
Key activities Purchasing management: Technology, input suppliers, and logistics selection [12,34,46,48,55] e
Project development: advanced estimates, time, resources [28,46,48,59] [21]
PV Installation: time, resources, assessment of the installation structure or land [28] [21]
Operation and Maintenance services [12,34]; [22]
Balance of the interests of stakeholders [28,46] e
R&D activities [58] e
Employee training [50,56,58] e
Marketing and sales activities [12,34,46,49] [22]
Key partners Suppliers and distributors: inverter, modules, cabling, fixing structures, secure systems [12,46] [22]

48
P.D. Rigo, J.C.M. Siluk, D.P. Lacerda et al. Renewable Energy 181 (2022) 39e50

Table 5 (continued )

BMC Category BMC Item SLR Gray

Reference Reference

Engineering offices, architecture, contractors e [22]

Local utility energy company [28] e
Subcontractors' companies [34] [22]
Local governance [46] e
Other installers with different skills [12,51] e
Professional Broker [59] e
International and National Solar PV Associations e [22]
Satisfied Customers e [22]
Cost structures Team salaries and salespeople's commission [51] e
Office and warehouse infrastructure costs [51] e
Travel costs [51] e
Marketing [12,34,46,49] e
R&D expenses [58] e

References p. 15. www.nic-ufsm.org/solarmap. (Accessed 1 January 2021).

[19] EPE, Estatísticas, Empres. Pesqui. Energe tica, 2020. https://www.epe.gov.br/
~o Distribuida, Age ^ncia Nac, Energ. Eletrica, 2021. https://app. pt/areas-de-atuacao/estatisticas. (Accessed 1 January 2021).
[1] ANEEL, Geraça
[20] ANEEL, Resoluç~ o
ao Normativa n 482, de 17 de abril de 2012., Age ^ncia Nac,
powerbi.com/view?r¼eyJrIjoiZjM4NjM0OWYtN2IwZS00YjViLTllMjItN2E5
Energ. Ele trica, 2012, p. 12. http://www2.aneel.gov.br/cedoc/ren2012482.pdf.
MzBkN2ZlMzVkIiwidCI6IjQwZDZmOWI4LWVjYTctNDZhMi05MmQ0LWVhN
(Accessed 17 January 2018).
GU5YzAxNzBlMSIsImMiOjR9. (Accessed 22 June 2021).
[21] Revista FotoVolt, Empresas integradoras, de consultoria, projetos e instalaço ~ es
[2] ANEEL, Capacidade de Geraça ~o do Brasil, SIGA- Sist. Informaço ~ es Geraça
~o Da
^ncia Nac, Energ. Ele trica, 2021. https://app.powerbi.com/view?r¼eyJrIjo fotovoltaicas, 2020. https://www.arandanet.com.br/revista/fotovolt/guia/206-
Age
Empresas-integradoras,-de-consultoria,-projetos-e-instalacoes-fotovoltaicas.
iNjc4OGYyYjQtYWM2ZC00YjllLWJlYmEtYzdkNTQ1MTc1NjM2IiwidCI6IjQw
(Accessed 11 November 2020).
ZDZmOWI4LWVjYTctNDZhMi05MmQ0LWVhNGU5YzAxNzBlMSIsImMiOjR9.
[22] Greener, Estudos, 2020. https://www.greener.com.br/estudos/. (Accessed 11
(Accessed 1 March 2021).
November 2020).
[3] C. Gucciardi Garcez, C.G. Garcez, Distributed electricity generation in Brazil: an
[23] P.D. Rigo, J.C.M. Siluk, D.P. Lacerda, C.B. Rosa, G. Rediske, Is the success of
analysis of policy context, design and impact, Util. Pol. 49 (2017) 104e115,
small-scale photovoltaic solar energy generation achievable in Brazil? J. Clean.
https://doi.org/10.1016/j.jup.2017.06.005.
Prod. 240 (2019) https://doi.org/10.1016/j.jclepro.2019.118243.
[4] E.B. Pereira, F.R. Martins, A.R. Gonçalves, R.S. Costa, R. Rutter, S.L. Abreu,
[24] Portal Solar, Lista de empresas de energia solar fotovoltaica, 2020. https://
G.M. Tiepoldo, S.V. Pereira, J.G. de Souza, Atlas Brasileiro de Energia Solar,
www.portalsolar.com.br/fornecedores/empresas-de-energia-solar/. (Accessed
second ed., INPE, S~ ao Jose dos Campos, 2017.
11 November 2020).
[5] C.B. Rosa, J.F.M. Wendt, D.M.S. Chaves, V. Thomasi, L. Michels, J.C.M. Siluk,
[25] ABSOLAR, Associado, Assoc. Bras. Energ. Sol. Fotovoltaica, 2020. http://www.
Mathematical modeling for the measurement of the competitiveness index of
absolar.org.br/associado. (Accessed 11 November 2020).
Brazil south urban sectors for installation of photovoltaic systems, Energy Pol.
[26] ENF Solar, Solar System Installers in Brazil, 2020. https://www.enfsolar.com/
136 (2020), 111048, https://doi.org/10.1016/j.enpol.2019.111048.
directory/installer/Brazil. (Accessed 11 November 2020).
[6] P.D. Rigo, J.C.M. Siluk, D.P. Lacerda, G. Rediske, C.B. Rosa, A model for
[27] N. Gava Gastaldo, G. Rediske, P. Donaduzzi Rigo, C. Brum Rosa, L. Michels,
measuring the success of distributed small-scale photovoltaic systems pro-
J.C. Mairesse Siluk, What is the profile of the investor in household solar
jects, Sol. Energy 205 (2020) 241e253, https://doi.org/10.1016/
photovoltaic energy systems? Energies 12 (2019) https://doi.org/10.3390/
j.solener.2020.04.078.
en12234451.
[7] G. Rediske, J.C.M. Siluk, L. Michels, P.D. Rigo, C.B. Rosa, G. Cugler, Multi-criteria
[28] E. Sinitskaya, K.J. Gomez, Q. Bao, M.C. Yang, E.F. MacDonald, Designing linked
decision-making model for assessment of large photovoltaic farms in Brazil,
journey maps to understand the complexities of the residential solar energy
Energy 197 (2020), 117167, https://doi.org/10.1016/j.energy.2020.117167.
market, Renew. Energy 145 (2020) 1910e1922, https://doi.org/10.1016/
[8] P.D. Rigo, J.C.M. Siluk, D.P. Lacerda, V. Thomasi, G. Rediske, C.B. Rosa, Evalu-
j.renene.2019.06.018.
ation of the success of a small-scale photovoltaic energy system, IEEE Lat. Am.
[29] R.W. Houldin, B. Yang, Going viral: the impacts of covid19 on retail electricity,
Trans. 17 (2019) 1474e1481.
Electr. J. 34 (2021), 106903, https://doi.org/10.1016/j.tej.2020.106903.
[9] A. Bergek, Diffusion intermediaries: a taxonomy based on renewable elec-
[30] M. Muaafa, I. Adjali, P. Bean, R. Fuentes, S.O. Kimbrough, F.H. Murphy, Can
tricity technology in Sweden, Environ, Innov. Soc. Trans. 36 (2020) 378e392,
adoption of rooftop solar panels trigger a utility death spiral? A tale of two
https://doi.org/10.1016/j.eist.2019.11.004.
U.S. cities, Energy Res. Soc. Sci. 34 (2017) 154e162, https://doi.org/10.1016/
[10] E. Karakaya, C. Nuur, A. Hidalgo, Business model challenge: lessons from a
j.erss.2017.06.041.
local solar company, Renew. Energy 85 (2016) 1026e1035, https://doi.org/
[31] F.M. do Nascimento, J.C. Mairesse Siluk, F. de Souza Savian, T. Bisognin Garlet,
10.1016/j.renene.2015.07.069.
gico: Mercado Fotovoltaico de Geraç~ J. Renes Pinheiro, C. Ramos, Factors for measuring photovoltaic adoption from
[11] Greener, Estudo Estrate ao Distribuída 2
the perspective of operators, Sustainability 12 (2020) 3184, https://doi.org/
Semestre de 2020, 2021, p. 106. https://www.greener.com.br/estudo/estudo-
10.3390/su12083184.
estrategico-mercado-fotovoltaico-de-geracao-distribuida-2-semestre-de-
[32] ANEEL, Revisa ~o das regras aplic  micro e minigeraç~
aveis a ao distribuída -
2020/ (accessed January 1, 2021).
Resoluça ~o Normativa no 482/2012, Age ^ncia Nac, Energ. Eletrica., 2018, p. 60.
[12] C.-A. Gabriel, J. Kirkwood, Business models for model businesses: lessons from
https://www.aneel.gov.br/documents/656877/18485189/
renewable energy entrepreneurs in developing countries, Energy Pol. 95
6þModeloþdeþAIRþ-þSRDþ-þGeraçãoþDistribuida.pdf/
(2016) 336e349, https://doi.org/10.1016/j.enpol.2016.05.006.
th, R.Z. Szabo  , Evolution of photovoltaic business models: over- 769daa1c-51af-65e8-e4cf-24eba4f965c1. (Accessed 20 February 2021).
[13] D. Horva
[33] P.D. Rigo, J.R.G. dos Santos, C.V. Freitas, D.R. Rabenschlag, J.C.M. Siluk, Impacto
coming the main barriers of distributed energy deployment, Renew. Sustain.
da TUSD na viabilidade econo ^mica de sistemas fotovoltaicos no Brasil, in:
Energy Rev. 90 (2018) 623e635, https://doi.org/10.1016/j.rser.2018.03.101.
Enegep, Santos, 2019, pp. 1e14. http://www.abepro.org.br/biblioteca/TN_SD_
[14] S.M. Zanjirchi, S. Shojaei, A. Naser Sadrabadi, N. Jalilian, Promotion of solar
341_1750_39351.pdf.
energies usage in Iran: a scenario-based road map, Renew. Energy 150 (2020)
[34] R. Hanna, M. Leach, J. Torriti, Microgeneration: the installer perspective,
278e292, https://doi.org/10.1016/j.renene.2019.11.104.
Renew. Energy 116 (2018) 458e469, https://doi.org/10.1016/
[15] M. Karami, R. Madlener, Business model innovation for the energy market:
j.renene.2017.09.023.
joint value creation for electricity retailers and their customers, Energy Res.
[35] ANEEL, Resoluça ~o Normativa no687, de 24 de novembro de 2015., Age ^ncia
Soc. Sci. 73 (2021), 101878, https://doi.org/10.1016/j.erss.2020.101878.
Nac, Energ. Ele trica, 2015, p. 25. http://www2.aneel.gov.br/cedoc/
[16] H. Chesbrough, R.S. Rosenbloom, The role of the business model in capturing
ren2015687.pdf. (Accessed 30 January 2018).
value from innovation: evidence from Xerox Corporation's technology spin-
[36] Vagalume, Como Funciona, 2021. https://www.souvagalume.com.br/.
off companies, Ind. Corp. Change 11 (2002) 529e555, https://doi.org/10.1093/
(Accessed 2 February 2021).
icc/11.3.529.
cios com o modelo Canvas : guia pra tico de avaliaça~o [37] H.P. Burin, J.S.M. Siluk, G. Rediske, C.B. Rosa, Determining factors and sce-
[17] J. Dornelas, Plano de nego
cio, Empreende Ltda., Sa ~o Paulo, 2020. narios of influence on consumer migration from the regulated market to the
de ideias de nego
 rio deregulated electricity market, Energies 14 (2021), https://doi.org/10.3390/
[18] H.P. Burin, G. Rediske, P.D. Rigo, C.B. Rosa, L. Michels, J.C.M. Siluk, Relato
en14010065.
Trimestral Solarmap: 3o Trimestre de 2020, Nucl. Inovaç~ ao e Compet, 2020,
[38] ABRAACEEL, Boletim, Assoc. Bras. Dos Comer. Energ, 2021. https://abraceel.

49
P.D. Rigo, J.C.M. Siluk, D.P. Lacerda et al.
com.br/topico/biblioteca/boletim/ (accessed March 1, 2021).
[39] Greener, PPA's Solares para o Mercado Livre de Energia, 2020. https://www.
greener.com.br/greener_artigos/ppas-solares-para-o-mercado-livre-de-
energia/. (Accessed 2 January 2021). accessed.
[40] Revista FotoVolt, Atlas lidera ranking de PPAs corporativos na Ame rica Latina,
2021. https://www.arandanet.com.br/revista/fotovolt/noticia/1712-Atlas-
lidera-ranking-de-PPAs-corporativos-na-America-Latina.html. (Accessed 28
February 2021). accessed.
[41] S. Englberger, A. Jossen, H. Hesse, Unlocking the potential of battery storage
with the dynamic stacking of multiple applications, Cell Reports Phys. Sci. 1
(2020), 100238, https://doi.org/10.1016/j.xcrp.2020.100238.
[42] Greener, Estudo Estrate gico: Mercado de Armazenamento, 2021. https://
d335luupugsy2.cloudfront.net/cms/files/12882/1611676388Verso_Light_
LP_-_Estudo_Estratgico_do_Mercado_de_Armazenamento_de_Energia_no_
Brasil.pdf. (Accessed 1 January 2021).
[43] V. Trovato, B. Kantharaj, Energy storage behind-the-meter with renewable
generators: techno-economic value of optimal imbalance management, Int. J.
Electr. Power Energy Syst. 118 (2020), 105813, https://doi.org/10.1016/
j.ijepes.2019.105813.
[44] T.P. Narins, The battery business: lithium availability and the growth of the
global electric car industry, Extr, Ind. Soc. 4 (2017) 321e328, https://doi.org/
10.1016/j.exis.2017.01.013.
[45] K.M. Buresh, M.D. Apperley, M.J. Booysen, Three shades of green: perspectives
on at-work charging of electric vehicles using photovoltaic carports, Energy
Sustain. Dev. 57 (2020) 132e140, https://doi.org/10.1016/j.esd.2020.05.007.
[46] I. Mignon, A.E. Broughel, What interests do intermediaries prioritize during
wind- and solar project development? Environ. Innov. Soc. Transitions. (2020)
https://doi.org/10.1016/j.eist.2020.01.014.
[47] M. Wilde, The sustainable housing question: on the role of interpersonal,
impersonal and professional trust in low-carbon retrofit decisions by home-
owners, Energy Res. Soc. Sci. 51 (2019) 138e147, https://doi.org/10.1016/
j.erss.2019.01.004.
[48] Q. Bao, E. Sinitskaya, K.J. Gomez, E.F. MacDonald, M.C. Yang, A human-
centered design approach to evaluating factors in residential solar PV adop-
tion: a survey of homeowners in California and Massachusetts, Renew. Energy
(2019), https://doi.org/10.1016/j.renene.2019.11.047.
[49] K.S. Wolske, P.C. Stern, T. Dietz, Explaining interest in adopting residential
solar photovoltaic systems in the United States: toward an integration of
behavioral theories, Energy Res. Soc. Sci. 25 (2017) 134e151, https://doi.org/
50
Renewable Energy 181 (2022) 39e50
10.1016/j.erss.2016.12.023.
[50] T. Tsoutsos, S. Tournaki, Z. Gkouskos, G. Masson, J. Holden, A. Huidobro,
E. Stoykova, C. Rata, A. Bacan, C. Maxoulis, A. Charalambous, Training and
certification of PV installers in Europe: a transnational need for PV industry's
competitive growth, Energy Pol. 55 (2013) 593e601, https://doi.org/10.1016/
j.enpol.2012.12.048.
[51] E. O'Shaughnessy, G.F. Nemet, J. Pless, R. Margolis, Addressing the soft cost
challenge in US small-scale solar PV system pricing, Energy Pol. 134 (2019),
https://doi.org/10.1016/j.enpol.2019.110956.
[52] E. O'Shaughnessy, Non-monotonic effects of market concentration on prices
for residential solar photovoltaics in the United States, Energy Econ. 78 (2019)
182e191, https://doi.org/10.1016/j.eneco.2018.11.010.
[53] E. O'Shaughnessy, G.F. Nemet, N. Darghouth, The geography of solar energy in
the United States: market definition, industry structure, and choice in solar PV
adoption, Energy Res. Soc. Sci. 38 (2018) 1e8, https://doi.org/10.1016/
j.erss.2018.01.004.
[54] G.F. Nemet, E. O'Shaughnessy, R. Wiser, N. Darghouth, G. Barbose,
K. Gillingham, V. Rai, Characteristics of low-priced solar PV systems in the US,
Appl. Energy 187 (2017) 501e513, https://doi.org/10.1016/
j.apenergy.2016.11.056.
[55] D. Wang, Benchmarking the performance of solar installers and rooftop
photovoltaic installations in California, Sustainability 9 (2017) 1403, https://
doi.org/10.3390/su9081403.
[56] T. Tsoutsos, S. Tournaki, Z. Gkouskos, E. Despotou, G. Masson, Training and
certification of PV installers in Europe, Renew. Energy 49 (2013) 222e226,
https://doi.org/10.1016/j.renene.2012.01.027.
[57] E.M.D. Barbosa, C. Tiba, C.J.C. Salviano, A.M. Carvalho, M.F. Lyra, Photovoltaic
water pumping systems installer training: a partnership experience between
the university and Sao Francisco hydroelectric power plant, Renew. Energy 21
(2000) 187e205, https://doi.org/10.1016/S0960-1481(00)00007-0.
[58] C.-H. Wang, J.-J. Chuang, Integrating decision tree with back propagation
network to conduct business diagnosis and performance simulation for solar
companies, Decis. Support Syst. 81 (2016) 12e19, https://doi.org/10.1016/
J.DSS.2015.10.004.
[59] A. Black, Brokering for reducing costs and increasing customer satisfaction in
solar sales, in: Am. Sol. Energy Soc. - Sol. 2007 36th ASES Annu. Conf., 32nd
Natl. Passiv. Sol. Conf., 2nd Renew. Energy Policy Mark. Conf. Sustain. Energy
Puts Am. To Work, Cleveland, OH, 2007, pp. 862e867. https://ongrid.net/
papers/SolarBrokering.pdf.