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New and Future Business Models for Energy Utilities

  • September 2015
  • -
  • Frost & Sullivan
  • -
  • 65 pages

New and Future Business Models for Energy Utilities : Distributed Generation, Smart Technology, and Renewable Energy Drive Business Model Innovation

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.

Key Findings

Transformational changes are threatening traditional utility business models.

-Historically, the electric utility industry has been a solid performer with strong growth fundamentals. Increasing populations and higher power consumption intensity brought about by increased social development meant that electricity consumption increased year on year; along with this came an increase in profits. This revenue model provided a relatively safe bet for investors that wanted a stable return on investments.
- However, the industry has experienced significant changes in the past 2 decades, especially in Europe. EU directives have resulted in the opening of markets to new competition and promoted the use of distributed renewable energy sources to combat climate change.
- In addition, the recent economic crisis and improvements in energy efficiency have resulted in reduced electricity demand as production levels have decreased, and additional penalties have been added on old conventional plants due to emission regulations—these have created challenges for utilities.

Table Of Contents

New and Future Business Models for Energy Utilities
Table Of Contents

Executive Summary
1. Key Findings
2. Key Findings
3. CEO's 360-Degree Perspective on Growth
4. Predictions for the Future
5. Associated Research and Multimedia


Mega Trends Defining the Future
1. Global Mega Trends
2. Global Mega Trends and their Impact on Energy
3. Global Mega Trends
4. Global Mega Trends
5. Global Mega Trends
6. Global Mega Trends
7. Global Mega Trends
8. Future of Energy—Top 10 Trends Driving Change
9. Business Models—The Next Wave of Innovation in Energy


The Future of Electric Utility Business Models
1. The Electricity Power Generation Model
2. The Past—‘Good Old Days' of Natural Monopoly
3. The Present
4. Utilities Slow to React
5. Key Drivers for Utility Business Model Innovation
6. Drivers Explained
7. Drivers Explained
8. Drivers Explained
9. Key Challenges for Utility Business Model Innovation
10. Challenges Explained
11. Challenges Explained
12. Challenges Explained
13. The Utility ‘Death Spiral'
14. Likelihood of the Death Spiral to Unravel
15. Case Study—Germany
16. Electricity Sector Value Chain—New Technologies and Developments
17. Customer Role in the New System—Industrial and Commercial Consumers
18. Customer Role in the New System—Residential Consumers
19. Customers Needs
20. Distributed Generation (DG)
21. Financial Health of Top Global Utilities
22. Regional Highlights and Developments
23. Pressure on Traditional Utility Models by Geography
24. Strategy Choices for Utilities
25. Strategy Choices for Utilities
26. ‘Business as Usual' Scenario
27. Shift in Business Model—Customer Focus
28. Key Business Models for Capturing Downstream Value Opportunities
29. Business Model 1—Virtual Power Plants
30. Business Model 2—Pure-play Aggregator
31. Business Model 3—Technology and Services Provider
32. Business Model 4—Hybrid Approach
33. Capacity Mechanisms
34. Capacity Mechanisms
35. Examples of Utilities Changing their Business Models
36. Europe
37. North America
38. Case Study—US
39. Case Study—Europe
40. Implications and Opportunities

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