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새로운 분산형 발전 비지니스 모델의 혁신

Innovating New Distributed Generation Business Models

리서치사 Navigant Research
발행일 2019년 05월 상품 코드 830768
페이지 정보 영문 18 Pages; 9 Tables, Charts & Figures
가격
US $ 1,850 ₩ 2,222,000 PDF by E-mail (Basic License)
US $ 2,775 ₩ 3,334,000 PDF by E-mail (Enterprise License)


새로운 분산형 발전 비지니스 모델의 혁신 Innovating New Distributed Generation Business Models
발행일 : 2019년 05월 페이지 정보 : 영문 18 Pages; 9 Tables, Charts & Figures

분산형 에너지 발전 업체의 비지니스 모델 혁신과 차별화 요인에 대해 분석했으며, 분산형 발전 시장의 혁신적인 비지니스 모델과 금융 모델, 새로운 시장 부문·서비스 솔루션, 고객 요구에 대응하는 통합형·혁신적인 솔루션과 기능, 에너지 공급업체·DER 솔루션 프로바이더·자산/기술 제조업체의 혁신적인 비지니스 모델 제공을 위한 협력 등에 대해 분석했습니다.

서문

배경

제안

에너지 전환이 창출하는 밸류체인의 기회

이 산업의 중요한 역할과 주요 초점 영역 확인

새로운 비지니스 모델에 걸친 밸류스트림 평가

혁신적인 비지니스 모델의 전개에 대한 장벽

금융의 혁신은 CAPEX 리스크를 극복

이해관계자는 성장 기회를 추구하기 위해 비지니스 모델의 혁신을 검토해야

KSM 19.05.14

List of Charts and Figures

  • The Energy Cloud
  • Primary Role and Key Focus Area Across Distributed Generation Providers
  • Emerging Innovative Business Models Across the Value Chain
  • Distributed Generation Business Model Summary
  • Hybrid Finance Model: Bonds Plus PPA
  • PAYG Finance Model

List of Tables

  • Business Model Innovation for Distributed Generation
  • Distributed Generation Financial Models
  • Assessment of Risk by Distributed Generation Financing Models

The global energy sector is in a state of transition. Over the past few years, there has been a change in the way distributed and renewable energy programs are being viewed around the world. Tremendous fundamental shifts in operating models and business strategies continue to be anticipated across key market participants.

Technology has played a crucial role in defining the future direction of disruption in this sector. While renewable investments have achieved grid parity, the vibrant behind the meter (BTM) distributed market has quickly taken shape, flooded with numerous small and large solutions providers. Distributed energy generation has come of age around the world's fasted growing economies. Energy generators, suppliers, and aggregators need to define their value proposition and future strategies across the distributed energy value chain.

This Navigant Research report provides insights on business model innovations and differentiators across distributed energy generators. The study explores how stakeholders across the value chain must define their value propositions and reassess their business strategies to pursue growth opportunities in these exciting times. Navigant Research also provides recommendations for how project finance investors, business model innovators, DER value chain participants, and energy suppliers should work together to deliver innovative distributed generation business models.

Key Questions Addressed

  • What are the innovative business and financial models in the distributed generation market?
  • How should distributed energy generators define their value proposition and offerings across the value chain?
  • What new innovative market segments and service solutions should distributed energy generators seek?
  • What are the integrated and innovative solutions and capabilities required to meet customer needs?
  • What are the key differentiators to gain competitive advantage across emerging distributed generation business models?
  • How can energy suppliers, DER solutions providers, and asset/technology manufacturers work together to deliver innovative business models?

Who Needs This Report

  • Distributed energy resources (DER) and demand response (DR) technology manufacturers
  • Microgrid project developers, systems integrators, and financiers
  • Distributed renewable technology vendors
  • Energy service companies (ESCOs)
  • DER solutions providers
  • Energy services companies
  • Energy and sustainability managers
  • Energy as a service solutions providers and technology manufacturers
  • Investor community

Table of Contents

Spark

Context

Recommendations

Energy Transition Creates Value Chain Opportunities

Identifying Primary Role and Key Focus Area in This Industry

Assessing Value Streams Across Emerging Business Models

  • Shifting from Prosumer to Distributed Gentailer
  • Shifting from Technology Innovator to Retail Bundler
  • Shifting from Pure Service Provider to Integrated Value Provider
  • Stakeholder Efforts Drive Business Model Innovations
  • Legislative Enablers Encourage Business Model Decisions

Barriers to the Development of Innovative Business Models

Financing Innovation Overcomes CAPEX Risk Hurdles

  • Risks of Financing Distributed Generation Projects

Stakeholders Must Consider Business Model Innovations to Pursue Growth Opportunities

  • Invest in DER to Benefit in Industry Evolution
  • Shrink High Upfront Costs and Performance Risks for Consumers
  • Highlight Service-Focused Solutions and Offerings
  • Optimize Business Model Offerings with Technology Accelerators
  • Integrated Value Providers Should Offer Better Contract Terms to Customers
  • Enhance the Applicability and Scalability of Business Models
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