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. Infographic
Table of Contents
Executive Summary
Key Findings
Key Findings (continued)
CEO’s 360–Degree Perspective on Growth
Predictions for the Future
Associated Research and Multimedia
Mega Trends Defining the Future
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 Future of Electric Utility Business Models
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
The Last Word
Critical Success Factors for the Future
The Last Word—3 Big Predictions
Legal Disclaimer
Appendix
Market Engineering Methodology
Sample Study
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