Solar energy can play an important role in meeting global energy needs in a sustainable and environmentally friendly manner. However, despite solar energy's accelerated growth in recent years, its level of diffusion is highly uneven when looked at on a global scale. The solar photovoltaic (PV) companies involved in the sales of PV systems are central to fostering diffusion. A company's ability to devise and deliver value offerings that match cu. Solar energy can play an important role in meeting global energy needs in a sustainable and environmentally friendly manner. However, despite solar energy's accelerated growth in recent years, its level of diffusion is highly uneven when looked at on a global scale. The solar photovoltaic (PV) companies involved in the sales of PV systems are central to fostering diffusion. A company's ability to devise and deliver value offerings that match customers' needs is vital in encouraging the adoption of solar PV technology. The extent to which a company can address market needs and deliver value often depends on the business model it has adopted. The extant research has explored business models based on ownership structures, financing options, the effect of regulatory regimes and policies, industry practices, alliances, and business models for distributed generation and large-scale utility companies. However, the research to date, has mostly neglected the business models of solar companies involved in the sales and installation of solar PV. This qualitative study based on twenty semi-structured interviews contributes to the existing knowledge by exploring how sales and installation companies can enhance solar photovoltaic adoption by transforming customer interactions and engagement practices, which is a key element of a company's business model. Companies' ability to communicate value offerings and address consumer concerns is important in enhancing diffusion. The study highlights that transfor. ••Adoption of solar PV is influenced by a number of socio-economic, technical and regulatory factors.••Solar PV companies, involved in interaction with consumers, dissemination and sales become an important actor in this regard.••Transforming customer interaction and engagement element of business models can play an important role in enhancing diffusion.••It can aid companies to broaden customer reach and improve the dissemination of information.••Solar PVBusiness modelsCustomer interaction and engagementAdoptionRenewable energy technologies (RETs) can play an important role in meeting global energy needs in a sustainable and environmentally friendly manner. Countries across the globe are looking to adopt measures and ways to support their development and increase their share of the energy mix. Solar energy, in particular, has the potential to be used in large-scale commercial facilities, as well as serving needs at the household level. Its improved efficiency, decreasing price and supportive policy regime have made solar one of the leading forms of renewable energy in the world,. However, it is widely believed that this growth is far lower than its potential in most regions, and efforts should be made by all stakeholders to foster its development,. The widespread adoption and use of RETs is a complex and multifarious process influenced by a number of personal, socioeconomic, technical, market-related and regulatory factors,,,. The process is particularly challenging as the technology is disruptive in nature, and its successful diffusion requires changes in the existing structure and approaches as well as a change in mindset,.Solar Photovoltaic (PV) companies, directly involved in interaction with consumers, dissemination and sales, become an important actor in this regard,,. Companies' ability to devise and deliver value offerings that mat. 2.1. Understanding value creation logic by using the concept of business modelsFirms' success often hinges upon the value they create and the perception of this value by the outside world,. Organisations strive to optimise their internal processes and interactions with external partners to create and disseminate a value offering – in the form of a product, service or a combination of the two – to consumers in a manner that can generate revenue,,,. However, channelling resources, operations and partnerships in an optimal manner and enticing customers to pay for the companies' offering may not be as straightforward as it sounds. The literature is overwhelmed with evidence of inventions that fail to make an impact on the market due to the strategies pursued by companies,. Business models can serve as a tool to effectively commercialise new ideas and technologies. Chesbrough suggests that taking an invention to market through different business models yield different outcomes. Margretta and Chesbrough affirm that mediocre technology accompanied by a good business model is likely to generate more value than excellent technology with a mediocre business model. It is, therefore, important for firms to study the internal and external environment and frame core activities and tasks in a manner that can achieve.
