New and Future Business Models for Energy Utilities

New and Future Business Models for Energy Utilities

Distributed Generation, Smart Technology, and Renewable Energy Drive Business Model Innovation

RELEASE DATE
09-Sep-2015
REGION
Global
Research Code: MA5B-01-00-00-00
SKU: EG00123-GL-MT_00618
$4,950.00
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$4,950.00
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Description

The traditional utility business model of a pure-play centralised power producer and provider will soon be extinct. Distributed generation (DG) will increasingly feature in new utility value propositions as utilities try to capture more downstream opportunities. These will include several models, from an aggregator of DG to providing complete energy solutions for prosumers. The transformative effects of technology-enabled change will be seen in new models such as virtual power plants, demand response, cloud solutions, and energy-as-a-service. The supply-driven business models of the past will make way for customer-centric business models and utilities that fail to innovate and adapt will face the Utility Death Spiral in the next 10 years.

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Table of Contents

Key Findings

Key Findings (continued)

CEO’s 360–Degree Perspective on Growth

Predictions for the Future

Associated Research and Multimedia

Global Mega Trends

Global Mega Trends and their Impact on Energy

Global Mega Trends

Global Mega Trends (continued)

Global Mega Trends (continued)

Global Mega Trends (continued)

Global Mega Trends (continued)

Future of Energy—Top 10 Trends Driving Change

Business Models—The Next Wave of Innovation in Energy

The Electricity Power Generation Model

The Past—‘Good Old Days’ of Natural Monopoly

The Present

Utilities Slow to React

Key Drivers for Utility Business Model Innovation

Drivers Explained

Drivers Explained (continued)

Drivers Explained (continued)

Key Challenges for Utility Business Model Innovation

Challenges Explained

Challenges Explained (continued)

Challenges Explained (continued)

The Utility ‘Death Spiral’

Likelihood of the Death Spiral to Unravel

Case Study—Germany

Electricity Sector Value Chain—New Technologies and Developments

Customer Role in the New System—Industrial and Commercial Consumers

Customer Role in the New System—Residential Consumers

Customers Needs

Distributed Generation (DG)

Financial Health of Top Global Utilities

Regional Highlights and Developments

Pressure on Traditional Utility Models by Geography

Strategy Choices for Utilities

Strategy Choices for Utilities (continued)

‘Business as Usual’ Scenario

Shift in Business Model—Customer Focus

Key Business Models for Capturing Downstream Value Opportunities

Business Model 1—Virtual Power Plants

Business Model 2—Pure-play Aggregator

Business Model 3—Technology and Services Provider

Business Model 4—Hybrid Approach

Capacity Mechanisms

Capacity Mechanisms (continued)

Examples of Utilities Changing their Business Models

Europe

North America

Case Study—US

Case Study—Europe

Implications and Opportunities

Critical Success Factors for the Future

The Last Word—3 Big Predictions

Legal Disclaimer

Market Engineering Methodology

Related Research
The traditional utility business model of a pure-play centralised power producer and provider will soon be extinct. Distributed generation (DG) will increasingly feature in new utility value propositions as utilities try to capture more downstream opportunities. These will include several models, from an aggregator of DG to providing complete energy solutions for prosumers. The transformative effects of technology-enabled change will be seen in new models such as virtual power plants, demand response, cloud solutions, and energy-as-a-service. The supply-driven business models of the past will make way for customer-centric business models and utilities that fail to innovate and adapt will face the Utility Death Spiral in the next 10 years.
More Information
No Index No
Podcast No
Author Thomas Houareau
Industries Energy
WIP Number MA5B-01-00-00-00
Is Prebook No