New and Future Business Models for Energy Utilities

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

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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

Table of Contents

Executive SummaryKey FindingsKey Findings (continued)CEO’s 360–Degree Perspective on GrowthPredictions for the FutureAssociated Research and MultimediaMega Trends Defining the FutureGlobal Mega TrendsGlobal Mega Trends and their Impact on EnergyGlobal Mega TrendsGlobal Mega Trends (continued)Global Mega Trends (continued)Global Mega Trends (continued)Global Mega Trends (continued)Future of Energy—Top 10 Trends Driving ChangeBusiness Models—The Next Wave of Innovation in EnergyThe Future of Electric Utility Business ModelsThe Electricity Power Generation ModelThe Past—‘Good Old Days’ of Natural MonopolyThe PresentUtilities Slow to React Key Drivers for Utility Business Model InnovationDrivers ExplainedDrivers Explained (continued)Drivers Explained (continued)Key Challenges for Utility Business Model InnovationChallenges ExplainedChallenges Explained (continued)Challenges Explained (continued)The Utility ‘Death Spiral’Likelihood of the Death Spiral to UnravelCase Study—GermanyElectricity Sector Value Chain—New Technologies and Developments Customer Role in the New System—Industrial and Commercial Consumers Customer Role in the New System—Residential ConsumersCustomers Needs Distributed Generation (DG)Financial Health of Top Global UtilitiesRegional Highlights and DevelopmentsPressure on Traditional Utility Models by GeographyStrategy Choices for UtilitiesStrategy Choices for Utilities (continued)‘Business as Usual’ ScenarioShift in Business Model—Customer FocusKey Business Models for Capturing Downstream Value Opportunities Business Model 1—Virtual Power PlantsBusiness Model 2—Pure-play AggregatorBusiness Model 3—Technology and Services ProviderBusiness Model 4—Hybrid ApproachCapacity MechanismsCapacity Mechanisms (continued)Examples of Utilities Changing their Business ModelsEuropeNorth AmericaCase Study—US Case Study—EuropeImplications and OpportunitiesThe Last WordCritical Success Factors for the FutureThe Last Word—3 Big PredictionsLegal DisclaimerAppendixMarket Engineering Methodology


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