Aarkstore announce a new report  “Evolving Enterprise Applications 2009 – Increasing the Business Value of Investments in ERP and CRM” through its vast collection of market research report.

Enterprise applications like ERP and CRM systems provide the DNA for successful organisations but their scope and impact is so extensive, and the cost and risk of change can be so high, that they are often viewed as static transactional engines that are altered only when absolutely necessary. Although understandable, this approach has negative repercussions for the business and prevents the full value of these expensive, strategic and under-utilised assets from being realised. At a time when budgets are frozen or shrinking it pays to have a range of strategies and programmes that can be put in place to maximise the business value of existing investments.

These should cover optimisation of the existing implementation, and evolving and improving it via intelligent additions. We should also bear in mind that the current tough times will come to an end, at which point systems will have to be fit and healthy in order to cope with the upswing, so paying attention to the basics now will pay extra dividends later.

KEY FINDINGS

• Enterprise applications are an easy target for cost-cutting initiatives but inappropriate cost cutting of the core applications that run the business undermines value and increases risk.

• Breaking down organisational silos, particularly between IT and business units, is fundamental to exploiting the innate value of enterprise systems but requires a collaborative culture and enterprise architecture approach.

• Applications are in a state of change – restructuring around a series of platforms and tasked with delivering process standardisation.

• Application extension is not just about adding new functionality but providing tools for insight, analysis, and collaboration.

• The Software-as-a-Service (SaaS) model brings its disruptive influence to bear on the integration, ERP, and application development areas.

• Under-utilisation of existing systems is a significant issue – 50% of standard functionality regularly goes unused.

• Standardisation is a major contributor to unlocking value and reducing costs.

• Strategic maintenance management can improve operational costs and release resources for value-generating initiatives.

• The next round of upgrades will be more challenging than normal technical or functional upgrades but is necessary in order to support the quest for business agility.

• Stability and flexibility appear to be mutually exclusive, but architectural change is starting to provide a solution, thereby providing a business case for additional investment.

• Service Oriented Architecture (SOA) and Business Process Management (BPM) are edging systems towards the much sought after alignment between applications and business objectives and application agility.

This Report reveals:

• How to make the most of existing financial and intellectual property investments in enterprise applications.

• What steps organisations can take to control the cost of maintenance and assess its real value to the business.

• The impact of Software-as-a-Service on delivery and payment models, and key technology and integration considerations.

• Where to direct investment in application extensions in order to secure the most effective returns.

• How technology change around SOA and BPM is impacting the way applications are constructed, accessed, and managed.

• The role of portfolio management and application consolidation in managing for business value and cost effectiveness.

• Why increased utilisation of standard components reduces cost and risk to the business.

• Why enterprise application upgrades are still so challenging and what can be done to ease the pain.

Additional Information

CATALYST

Enterprise applications are functionally mature at the core but remain immature in the value generation area. Technology changes are opening up more opportunities for value maximisation at the business level but are also increasing complexity so that, more than ever, enterprise applications need to be viewed and managed from the multiple perspectives of architecture, process ability, and delivery, under the banner of cost and value to the business.

ANALYSIS

Introduction

Enterprise applications – integrated suites of applications used to run a large part of an organisation’s core business – are highly mature in terms of functionality, with some aspects qualifying as commodity operations because there is little differentiation between the various offerings. They are far from being commodity items in their entirety however because of their role in automating, standardising, and executing the critical operations needed to run a business. Investment in enterprise applications is a consistently high priority for organisations but the unfortunate aspects of their cost and complexity make them a prime target for cost cutting during recessionary times.

While constant evolution could be interpreted as a sign of weakness, it is more an indication of their strategic value and a reflection of the cost and intellectual capital tied up in them. Indiscriminate cutting will undermine value and increase risk to the business; strategic investments to improve efficiency or better manage interactions can release the value from existing investments, and generate new opportunities.

Business Issues

Business has a dynamic and momentum that sometimes defies logic but cannot be ignored and IT plays a critical role in enabling organisations to function effectively. While applications contribute through their transaction, data management, and automated process execution abilities, the key to unlocking their value lies in aligning them with business goals and being able to rapidly and cost-effectively change them in line with business change.

While technology plays a vital part in enabling this, an integrated mindset is also an important consideration, whereby applications, processes, infrastructure, management, people, and business objectives are viewed as inter-related components not siloed projects. A collaborative approach supported by formal methodologies and frameworks such as Enterprise Architecture, Business Management Modelling, Value Management, and benchmarking for health and fitness for purpose are routes towards a better understanding of both costs and value-generation opportunities, and towards enabling more proactive use of IT and enterprise applications to improve the business.

With the world economy scaling down, 2009 may not be the time for wholesale new investment, but strategic spending is advisable to maintain the value of existing enterprise application investments, streamline and improve business operations, and enable organisations to take advantage of fresh opportunities. This can be achieved through application extension; not by loading up on transactional-type functions, but by focusing on “intelligent” extensions – those geared towards providing insight and analysis; enabling group, enterprise, and partner-wide collaboration; improving customer interactions; or driving more efficient processes which can directly affect the amount of business that can be done, or the margins achieved.

Small, focused investments that leverage existing implementations can deliver substantial benefits. Improvements in production planning that reduce waste by a few percentage points can deliver significant financial returns for example; abandoned online shopping carts could be indicative of a poor process – reducing the number of clicks needed to complete an online purchase may increase the number of sales and any improvement can be readily measured. At a deeper level, providing analytics as a shared service across the enterprise and feeding insight into operational activities is a prime example of a value-generation strategy.

Every system has a limit in terms of modification and top-down extension, and when the cost and complexity of change starts to hold the business back a more radical approach is needed that may involve an upgrade. Always more difficult than they should be, the next round of upgrades will be even more taxing because they will include an architectural change to a SOA and need to be committed to on a “spend now, benefit later” basis. Once there, organisations are being offered the prize of applications with modularity, application flexibility to support business agility, and better business management plus shorter and easier upgrades, but to achieve these benefits a major upgrade initiative is required. While vendors are providing tools to make upgrading easier, they generally only apply to the modern versions of their applications.

Spending in strategic areas can be offset by savings in others. The cost of maintenance is a drain on budgets but there are strategies for managing costs. While the cost of maintenance fees paid to vendors is rightly an area of concern and there are ways to reduce the cost, internal maintenance costs tend to be higher and provide more scope for reduction from increased use of standard components to application consolidation.

Opting for an alternative application model such as SaaS can be an effective way of managing the cost of applications and improving business operational efficiency. The online delivery and subscription payment aspects are important because they describe a low-cost, rapid-deployment scenario, which can be all important for organisations looking for a rapid return on investment and the ability to alter business operations to enable them to quickly act on a business opportunity. However, the key to uncovering its full value is to understand its capacity for flexibility and how that flexibility complements each organisation’s need for an adaptable, agile, business.

Technology Issues

Change is always a difficult time and the degree of current change at both the application and underlying architecture levels is compounding the issue. All architecture roads seem to lead to SOA: vendors are rearchitecting their applications around SOA, the framework is altering the way applications are constructed, SaaS providers are building to a SOA model, and organisations are under pressure to make the transition. Yet that transition is no minor matter and the implications stretch beyond the technology sphere.

SOA is a response to the lack of agility in previous generations of applications that locked business into a rigid way of working because process knowledge and business rules were hardcoded within the applications. By delivering functionality as a series of services aligned with identifiable business operations and able to be loosely coupled together to create processes and applications, it is changing the way applications are constructed and provides an architectural approach to enabling the application agility needed to adapt to changes in the business environment.

Understanding where SOA fits with existing architectures and implementations, and how it can add value, is one of the major challenges facing organisations. It can be retrofitted into existing environments, playing a role in integration, extending their capability and providing access to new types of technology and functionality that existing systems are unable to support. As such it can extend the life and value of existing systems while providing a bridge to a new generation. However, it is an inherently more complex environment so it demands strict governance. As with anything new, it resolves some existing problems but presents a different set of challenges.

The application environment is also being redefined through the use of BPM, which plays an important part in opening up locked-away functionality and carrying out integration across disparate applications. Another of its value dimensions is its ability to focus on the external, providing an architecture for inter-company operation. BPM can also contribute to Master Data Management (MDM) initiatives, which provide another approach to management and integration across and outside the enterprise and play to the business need for an integrated mindset and architectural base.

The other dominant technology change is around SaaS of course. SaaS has expanded beyond CRM. Platform-as-a-Service has delivered highly accessible development, customisation, and integration capabilities within the context, and with the cost and usability benefits, of a service-based model. SaaS no longer means having to take what you are given.

Different SaaS architecture models have emerged and this impacts issues such as security, performance, and interoperability. The ability to integrate SaaS applications with each other and with on-premise applications has been key in raising the value proposition of the model and making it attractive to larger enterprises as well as small and medium-sized businesses. The SaaS model encourages organisations to subscribe to multiple services from multiple vendors, and even to become a provider of whole or component services. While this can pay dividends in enabling flexibility and business innovation it opens up new areas of risk to the business, both technically and legally, necessitating the need for management policies, strict governance, and stringent security.

Market Issues

The enterprise applications market has passed through its phase of febrile acquisition activity and settled into a consolidation and development mode. That has done nothing to lessen the dynamism within the sector as the vendors work on updating architectures and application structures, and integrating their acquisitions. Although acquisitions will never cease, it looks like most of the major ones have been completed. The next round will revolve around the Web 2.0 vendors and the specialist SaaS providers.

The economic situation has changed the balance of power in the vendor-customer relationship with customers in a stronger position than during the boom years. Vendors’ heavy investments in acquisitions and developments mean they are under pressure to recoup their costs via increased sales, but with budgets being cut or remaining static they are struggling. As a result customers are being offered rather more in the way of carrots than sticks as indicated by vendors’ willingness to offer substantial licence discounts, defer increased maintenance charges, and engage with user groups to start tying maintenance to value and deliverables.

There is also an increased focus on providing highly focused productivity and application modules that can be implemented rapidly for a quick ROI, something that fell by the wayside in recent years as vendors concentrated on architectural developments. Some of the new modules are actually components stripped out of larger existing modules that have been repackaged and tweaked to address a specific operation. While there is an element of buyer beware – check that you don’t already have the function – it is an indication of the potential value that can be delivered through fine-grained modules.

Economics, customer power, new architectural models, and disruptive delivery models, have opened up the market and shown that there are alternatives to the traditional enterprise application format. However, there is a risk of vendor lock-in (in a strategic more than a technical sense), as a result of each of the major providers offering both applications and middleware, and in some cases the data infrastructure and hardware too. Taking advantage of end-to-end stacks can be beneficial for harmonisation across global operations but it has to be a conscious and strategic decision.

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Cake Stands: A ceramic project by Maitai School in Nelson, New Zealand Showing the students making the clay cake stands and process of firing to the finished product

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Aarkstore Enterprise is a leading provider of business and financial information and solutions worldwide. We specialize in providing online market business information on market research reports, books, magazines, conference at competitive prices, and strive to provide excellent and innovative service to our customers. Our customers include more than 700 leading financial institutions, professional service firms, consulting, law and accounting firms and other corporations throughout the world.

Summary

Sun Resources NL (Sun Resources) is an oil and gas exploration and investment company. The company has interest in the Flour Bluff Gas project on the southern outskirts of Corpus Christi, Gulf Coast, Texas and Margarita Project located Onshore Gulf Coast, Texas. The company also has interests in Eagle Oil/Gas Development in the San Joaquin basin in California and a joint venture project in southern Maltese waters abutting Tunisia and Libya.

Sun Resources – Financial Analysis Review is an in-depth business, financial analysis of Sun Resources. The report provides a comprehensive insight into the company, including business structure and operations, executive biographies and key competitors. The hallmark of the report is the detailed financial ratios of the company

Scope

- Provides key company information for business intelligence needs
The report contains critical company information – business structure and operations, the company history, major products and services, key competitors, key employees and executive biographies, different locations and important subsidiaries.
- The report provides detailed financial ratios for the past five years as well as interim ratios for the last four quarters.
- Financial ratios include profitability, margins and returns, liquidity and leverage, financial position and efficiency ratios.

Reasons to buy

- A quick “one-stop-shop” to understand the company.
- Enhance business/sales activities by understanding customers’ businesses better.
- Get detailed information and financial analysis on companies operating in your industry.
- Identify prospective partners and suppliers – with key data on their businesses and locations.
- Compare your company’s financial trends with those of your peers / competitors.
- Scout for potential acquisition targets, with detailed insight into the companies’ financial and operational performance.

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www.globis.ethz.ch An interactive art installation was realised as part of the 150 year jubilee of ETH Zurich and presented to a wide public for two and a half weeks in the Welten des Wissens exhibition at Platzspitz Zurich. The Generosa Enterprise installation provides information about Monte Generoso, a mountain located in the southern part of Switzerland. The visitors of the exhibition are taken along a journey where they can experience the world of Monte Generoso combining art, science …

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Aarkstore Enterprise is a leading provider of business and financial information and solutions worldwide. We specialize in providing online market business information on market research reports, books, magazines, conference at competitive prices, and strive to provide excellent and innovative service to our customers. Our customers include more than 700 leading financial institutions, professional service firms, consulting, law and accounting firms and other corporations throughout the world.

Summary

Gaon Agro Industries Ltd. (Gaon Agro) is an engineering services providing company. The company is a subsidiary of B. Gaon Holdings Ltd. It is primarily engaged in offering wide range of engineering services for diverse sectors. Gaon Agro principally focused on planning, building and managing various projects in the field of water infrastructure and various uses of water systems. The service portfolio of the company includes planning, designing, construction, management of the projects. The company’s main operation includes: Desalination, Recycling, Conduction, Waste water treatment, Improvement of wells, Water purification plants.

Gaon Agro Industries Ltd. – Financial Analysis Review is an in-depth business, financial analysis of Gaon Agro Industries Ltd.. The report provides a comprehensive insight into the company, including business structure and operations, executive biographies and key competitors. The hallmark of the report is the detailed financial ratios of the company

Scope

– Provides key company information for business intelligence needs
The report contains critical company information – business structure and operations, the company history, major products and services, key competitors, key employees and executive biographies, different locations and important subsidiaries.
– The report provides detailed financial ratios for the past five years as well as interim ratios for the last four quarters.
– Financial ratios include profitability, margins and returns, liquidity and leverage, financial position and efficiency ratios.

Reasons to buy

– A quick “one-stop-shop” to understand the company.
– Enhance business/sales activities by understanding customers’ businesses better.
– Get detailed information and financial analysis on companies operating in your industry.
– Identify prospective partners and suppliers – with key data on their businesses and locations.
– Compare your company’s financial trends with those of your peers / competitors.
– Scout for potential acquisition targets, with detailed insight into the companies’ financial and operational performance.

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Aarkstore Enterprise is a leading provider of business and financial information and solutions worldwide. We specialize in providing online market business information on market research reports, books, magazines, conference at competitive prices, and strive to provide excellent and innovative service to our customers. Our customers include more than 700 leading financial institutions, professional service firms, consulting, law and accounting firms and other corporations throughout the world.

Construction industry in India is highly fragmented. There are number of unorganised players in the industry which work on the subcontracting basis. Construction activity being labour intensive, construction companies have been focusing on mechanisation over past few years. Consequently, growth in quantum of labourers required has declined from 1.6% in FY 04 to 0.9% in FY 08. Mostly all projects in Construction industry are working capital intensive.

Construction industry expected to witness effective investment over Rs. 10,000 bn during the 11th five year plan Construction is the second largest economic activity in the country next to agriculture. With its backward and forward linkages, Construction industry has generated employment for 33 mn people in the country. In FY 08, Construction sector contributed about 8.5% to the country’s GDP. Over past 3 years, construction as a percentage of GDP has increased from 8.0% in FY 06 to 8.5% in FY 08. The multiplier factor between growth rates of construction and GDP has been about 1.5X-1.6X.

Construction project can be materialised through number of small contracts which mainly depend upon size of the project and diversified nature of activities to be carried out in the project. As a result, subcontracting is a common phenomenon in the construction industry. Some complex infrastructure and industrial projects call for specific expertise which a single contractor may be inept to execute. As a result, industry is witnessing rising joint ventures which help contractors to share professional and technological expertise.

Cost structure of the construction industry is dominated by raw material cost and subcontracting cost. Raw material cost which is the major cost accounts for 30-50% of the total cost and subcontracting cost accounts for about 20-40%. Cost structure of a particular construction company also depends on its order mix. This is because construction projects from different sectors require varied level of raw materials and subcontracting work. Major raw materials consumed by construction industry mainly include cement and steel. Almost all domestic cement consumption is attributed to the construction industry.  Steel requirements of the construction industry prominently includes long products like reinforcement bars/rods, structurals and galvasnized steel. Consumption of steel by construction industry has grown of 16.1% over past 5 years whereas cement consumption has registered  of 9.6%. Unprecedented rise in prices of these two raw materials has a direct impact on the cost of the project and in turn margins of construction companies. Profitability also depends upon the diversity of the projects a company can execute. Companies having strong presence in segments like power and industrial segment which are complex to execute, tend to enjoy higher margins.

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From february to may ‘09 twelve art college students from Trento – Italy – imagined and created a theme-based shopping centre in the virtual world of Second Life. The video shows the tour of the four sided building (Air, Fire, Earth & Water), guided by the students. [Italian spoken - shot on june 5 2009]

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Aarkstore Enterprise is a leading provider of business and financial information and solutions worldwide. We specialize in providing online market business information on market research reports, books, magazines, conference at competitive prices, and strive to provide excellent and innovative service to our customers. Our customers include more than 700 leading financial institutions, professional service firms, consulting, law and accounting firms and other corporations throughout the world.

Summary

?sFeasibility Research Report on China C-Si Non C-Si Solar Cell and Module Project?t was a professional report focus on C-Si and Non C-Si Solar Cell and module project investment Feasibility,this report was completed after global finance risk and listed related conclusion or suggestion on new invested projects in China on solar cell and module. In the report, the following information was included:

Global and China PV demand and 2009-2013 PV demand forecast;
Global and China Solar Module Supply and 2009-2013 Solar Module Supply forecast;
Solar Module Supply Demand relationship and ASP Profit Margin Analysis;
50MW C-Si Solar Module Project Investment Return Analysis;
50MW Non C-Si Solar Module Project Investment Return Analysis;
C-Si Non C-Si Project Comparison and Conclusion;
Investment Suggestions and related conclusions;

Table of Contents :

Chapter One Global and China Solar Industry Overview 1
1.1 Definition of Solar Cell 1
1.2 C-Si and Non C-Si Module Demand 3
1.3 C-Si and Non C-Si Module Supply 21
1.4 China C-Si Solar Cell Supply 26
1.5 China C-Si Wafer Supply 27
1.6 Global and China Polysilicon Supply 29
1.7 Supply and Demand of C-Si Solar Cell and Module 35
1.8 Supply and Demand of Thin Film (Non C-Si) Solar Module 36

Chapter Two 50MW C-Si Project Investment Analysis 40
2.1 50MW C-Si Solar Cell+Module Project Equipment Investment 40
2.2 50MW C-Si Solar Cell+Module Project Fixed Assets Invesmtnet 53
2.3 50 MW C-Si Solar Cell+Module Project Raw Materials (Wafer Polysilicon etc) 53
2.4 50 MW C-Si Solar Cell+Module Project Investment Return Analysis 55
2.5 50 MW C-Si Solar Cell+Module Project Investment Return Rate Analysis 56
2.6 50 MW C-Si Solar Cell+Module Project Investment Feasibility Analysis 57

Chapter Three 50MW Non C-Si Solar Module Project Investment Analysis 58
3.1 50MW Thin Film Solar Module Project Equipment Investment 58
3.2 50MW Non C-Si Solar Cell+Module Project Fixed Assets Invesmtnet 77
3.3 50MW C-Si Solar Module Project Raw Materials (Substrate Gas etc) 77
3.4 50MW Non C-Si Solar Module Project Investment Return Analysis 101
3.5 50 MW Non C-Si Solar Module Project Investment Return Rate Analysis 102
3.6 50 MW Non C-Si Solar Module Project Investment Feasibility Analysis 103

Chapter Four C-Si Non C-Si Comparison and Conclusion 104
4.1 Investment Return Rate Comparison of 50MW C-Si and Non C-Si Project 104
4.2 Advantage and Disadvantage Comparison of 50MW C-Si and Non C-Si Project 105
4.3 Conclusions 107

Chapter Five Report Conclusion and Suggestion 107
 

Tables and Figures

Figure Crystal Silicon Solar Cell Industry Chain Structure 2
Figure Thin Film Solar Cell Industry Chian Structure 3
Table Germany etc 11 Countries PV Installation Demand (MW) and Global Total PV Installation Demand (MW) 2006-2013 3
Table Global Solar Module Demand(MW) 2006-2013 4
Figure 1993-2006 PV Installation (MW) by Grid-conneted Off-Grid Telecommunication etc Different Applications 5
Table 1996-2006 Global Grid-Connected PV Installation (MW) and Its Market Share 6
Figure Global 12 Type Renewable Energy 2000-2006 Average Growth Rate 6
Table 2005-2013 Global PV Power Module Demand (MW) 7
Table Germany Spain Italy France Greece Japan US South Korea etc Country Solar Subsidy Policies 7
Table China Solar Subsidy Policy(Published on Mar 26 2009) and Analysis 15
Table Some PV Power Station Projects (More than 100KW) in China 17
Table Global 39 Countries 2010 or 2016 Renewable Energy Targets 20
Table 2005-2013 Global Major CdTe Module Manufacturers Production (MW) and Global Total Production List 21
Table 2005-2013 Global Major CIS/CIGS Module Manufacturer Production (MW) and Global Total Production List 22
Table 2005-2013 Global Major Thin Film Silicon Solar Module Manufacturer Production (MW) and Global Total Production List 22
Table 2005-2013 Global CdTe CIS/CIGS Thin Film Silicon Solar Module Production (MW) and Global Non C-Si Solar Module Total Production List 24
Table 2005-2013 Global 34 C-Si Solar Module Manufacturers Production (MW) and Global Total Production List 24
Table 2005-2012 China 28 C-Si Solar Cell Manufacturers Solar Cell Production (MW) and China Total Solar Cell Production List 26
Table 2005-2012 China 21 C-Si Solar Wafer Manufacturers Solar Wafer Production (MW) and China Total Solar Wafer Production List 27
Table 2004-2012 Hemlock etc 7 Traditional Polysilicon Manufacturers Polysilicon Production (Ton) 29
Table 2004-2012 Hemlock etc 7 Traditional Polysilicon Manufacturers EG Polysilicon Production (Ton) 29
Table 2004-2012 Hemlock etc 7 Traditional Polysilicon Manufacturers SG Polysilicon Production (Ton) 30
Table 2004-2012 China Xinguang Emei SINO-SI GCL Polysilicon Production (Ton) 30
Table 2004-2012 China Xinguang Emei SINO-SI GCL EG Polysilicon Production (Ton) 31
Table 2004-2012 China Xinguang Emei SINO-SI GCL SG Polysilicon Production (Ton) 31
Table 2007-2012 DCC M.Setek etc New Comers Polysilicon Production (Ton) 31
Table 2007-2012 DCC M.Setek etc New Comers EG Polysilicon Production (Ton) 32
Table 2007-2012 DCC M.Setek etc New Comers SG Polysilicon Production (Ton) 32
Table 2008-2012 China Asia Silicon etc New Comers Polysilicon Production (Ton) 33
Table 2004-2012 Global Polysilicon Total Production (Ton) 33
Table 2004-2012 Global EG Polysilicon Total Production (Ton) 34
Table 2004-2012 Global SG Polysilicon Total Production (Ton) 34
Table 2005-2013 Global C-Si Solar Module Supply Demand Shortage (MW) 35
Table 2005-2013 Global C-Si Solar Cell Supply Demand Shortage (MW) 36
Table 2005-2013 Global Non C-Si Solar Module Supply Demand Shortage (MW) 36
Table C-Si Thin Film Solar Cell or Module Comparison 37
Table Solar Cell Manufacturing Process and Related Equipments 40
Table Some Solar Cell Equipment Suppliers and Their Market Position 41
Figure Solar Module Manufacturing Process and Related Equipments 42
Figure 2005-2012 China Monocrystalline Wafer ASP (USD/W) 54
Figure 2005-2012 China Multicrystalline Wafer ASP (USD/W) 54
Table 2010-2013 50MW C-Si Solar Cell+Module Project Raw Materials Cost Analysis 55
Table 2005-2012 China C-Si Solar Cell ASP (USD/W) 55
Table 2010-2013 50MW C-Si Project Solar Module Output (MW) and Revenue (Million$) 56
Table 2010-2013 50MW C-Si Solar Cell+Module Project Profit Margin and Investment Return Term 56
Figure Thin Film Silicon Solar Cell Manufacturing Process 58
Table China Thin Film Solar Cell Projects and Their Equipment Sources List 63
Table 2010-2013 50MW Non C-Si (Thin Film) Solar Module Project Raw Materials Cost Analysis 78
Table 2005-2012 Global Non C-Si (Thin Film) Solar Module ASP (USD/W) 101
Table 2010-2013 50MW Thin Film Solar Module Project Output (MW) and Revenue (Million$) 102
Table 2010-2013 50 MW Non C-Si Solar Module Project Profit Margin and Investment Return Term 102
Table 50MW C-Si Non C-Si Project Investment Return Rate Comparison 104
Table 50MW C-Si Non C-Si Project Advantage and Disadvantage Comparison 105

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Diploma and gold medal, to best enterprise project 2007 for OneGram salt pearls by Sator & Fata – Catalonia Spain

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Aarkstore Enterprise is a leading provider of business and financial information and solutions worldwide. We specialize in providing online market business information on market research reports, books, magazines, conference at competitive prices, and strive to provide excellent and innovative service to our customers. Our customers include more than 700 leading financial institutions, professional service firms, consulting, law and accounting firms and other corporations throughout the world.