Impact of Global Trends on Power Utilities

Transformative Changes to Existing Utility Business Models to Generate Low-Carbon Power

USD 1,500

* Required Fields

USD 1,500

PAY BY INVOICE

Be the first to review this product

As global economies grow manifold, people's standards of living will rise, challenging traditional utilities' business models. Global Mega Trends are disruptive forces that have far-reaching impact on several industries including power utilities. As a result, it is essential for utility companies to adopt a well-balanced strategy, strengthen existing capabilities, and develop customer-focused offerings to penetrate new markets. The study details business opportunities for various participants in the value chain that would continue to grow, new utility business models that are likely to evolve, and regulations that would be revised to facilitate this transition.

Table of Contents

Impact of Global Trends on Power UtilitiesExecutive SummaryResearch Scope and MethodologyExpected Energy Landscape in 2035Energy Sector ChallengesGlobal Mega TrendsGlobal Mega Trends (continued)Key Questions This Study Will AnswerKey FindingsTraditional Utility Business ModelTraditional Utility ModelChallenges in the Traditional Model of UtilitiesChallenges in the Traditional Model of Utilities (continued)Evolving Utility ModelsEvolving Utility ModelsEvolving Utility Models (continued)Evolving Utility Models (continued)Role of the Future Utilities—Case Study 1Role of the Future Utilities—Case Study 2Utilities Business Model MappingUtility Business Models MappingUtility Business Models Mapping (continued)Utility Business Models Mapping (continued)Utility Business Models Mapping (continued)Utility Business Models Mapping (continued)Utility Business Models Mapping (continued)Strategic Options for ParticipantsStrategic Options for ParticipantsStrategic Options for Participants (continued)Strategic Options for Participants (continued)Strategic Options for Participants (continued)Strategic Options for Participants (continued)Policy EnablersCurrent Policy Disincentives for the ShiftPolicy 1: Subsidy Support for Distributed Generation—Renewable Energy Incentives ProgramPolicy 2: Removing Disincentive for EE Measures—Revenue DecouplingPolicy 3: Reward-enhancing Customer Value—Performance-based RegulationPolicy 4: Removing Incentives From Current Structure—Focus Shift From Cost of Service RegulationConclusionsConclusionsLegal DisclaimerThe Frost & Sullivan StoryThe Frost & Sullivan StoryValue Proposition—Future of Your Company & CareerGlobal PerspectiveIndustry Convergence360º Research PerspectiveImplementation ExcellenceOur Blue Ocean Strategy




Keyword1

Keyword2

Keyword3

Related Research

Release Date : 06-Jun-17

Region : Asia Pacific

Release Date : 16-May-17

Region : Asia Pacific

Release Date : 17-Apr-17

Region : Asia Pacific

Why Frost & Sullivan

Working with the CEO’s growth team to create a vision based on a transformation growth strategy

Creating content-based digital marketing strategies that leverage our research perspective to differentiate and “tell your story”

Tracking over 1000 emerging technologies and analyzing the impact by industry and application to reveal the companies to watch in each sector

The Frost & Sullivan team is based in our 45 global offices and have developed a powerful global understandings of how industries operate on a global level.