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新たな分散型発電ビジネスモデルのイノベーション

Innovating New Distributed Generation Business Models

発行 Navigant Research 商品コード 830768
出版日 ページ情報 英文 18 Pages; 9 Tables, Charts & Figures
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新たな分散型発電ビジネスモデルのイノベーション Innovating New Distributed Generation Business Models
出版日: 2019年05月01日 ページ情報: 英文 18 Pages; 9 Tables, Charts & Figures
概要

当レポートでは、分散型エネルギー発電業者におけるビジネスモデルのイノベーションと差別化要因について考察し、分散型発電市場における革新的なビジネスモデル・金融モデル、新たな市場セグメント・サービスソリューション、顧客ニーズに対応する統合型・革新的なソリューション・機能、エネルギーサプライヤー・DERソリューションプロバイダー・資産/技術メーカーによる革新的なビジネスモデルの提供にむけた協力などについて分析しています。

序文

背景

提言

エネルギー転換が生み出すバリューチェーンの機会

同産業における重要な役割・主な焦点領域の特定

新興ビジネスモデルにわたるバリューストリームの評価

革新的なビジネスモデルの展開に対する障壁

金融のイノベーションはCAPEXのリスクを克服

ステークホルダーは成長機会を追求するためビジネスモデルの核心を検討すべき

図表

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
目次
Product Code: SI-DRBMI-19

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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