- 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?
Innovating New Distributed Generation Business 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.
- 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
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
- 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
- Business Model Innovation for Distributed Generation
- Distributed Generation Financial Models
- Assessment of Risk by Distributed Generation Financing Models