Transformation – die Energiebranche verändert ihr Gesicht

Doleski, Oliver D.

doi:10.1007/978-3-658-11551-7_3

Cited by 1 publication

(4 citation statements)

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“…How does a conventional business model differ from an innovative business model? Doleski (2016) divides the transformation of the energy industry into four historical stages that illustrate the epochal process of change in the energy industry from monopolistic utilities to digital energy service companies. In the first stage, extensive electrification was established under monopoly conditions with How does a conventional business model differ from an innovative business model?…”

Section: Ebitda 2009mentioning

confidence: 99%

“…Competition set in after liberalization. This second stage, which according to Doleski, lasted until 2012 [5], focused on price competition.…”

Section: Ebitda 2009mentioning

confidence: 99%

“…This third stage, characterized by a stronger service orientation, changes utility companies into a service companies with a clear focus on customer needs. The fourth stage, post-2015, involves this service orientation being mainly underpinned by digital solutions [5]. In our understanding, these two stages are the core of an innovative business model.…”

Section: Ebitda 2009mentioning

confidence: 99%

“…It takes more than generating and selling kilowatt hours to implement a successful business strategy, as practiced by the energy industry in the last millennium in the absence of competition or service orientation. Following on from the monopoly market (utility strategy 1.0), the competitive market (utility strategy 2.0) and the service market (utility strategy 3.0), digital solutions are increasingly at the forefront of strategically important business models (utility strategy 4.0) [3,5]. Innovative business models in the power supply market are promising if they take into account the perspective of thinking along with the customer [3].…”

Section: Ebitda 2009mentioning

confidence: 99%

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Surviving the Energy Transition: Development of a Proposal for Evaluating Sustainable Business Models for Incumbents in Germany’s Electricity Market

et al. 2020

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In the light of Germany’s chosen path towards the energy transition, the regulatory framework has changed considerably. New players have succeeded in entering the market, and renewable energies have become increasingly competitive. Greater electrification of the transport and heating sectors will be needed in the future to achieve national climate targets. Against this background, Germany’s big energy companies need to be sure that their sales will increase. However, they were unable to anticipate this development, and made strategic mistakes in the past. The development of sustainable business models in line with the energy transition failed to materialize. Now it is becoming increasingly clear that companies must create new business models to survive in the long term. These business models have to keep with the tradition, whilst meeting the needs of low-carbon power supplies. In this paper, we will examine the past and future challenges of the four energy companies and develop a proposal for evaluating sustainable business models. For this purpose, we use the multi-level perspective to categorize developments in the electricity market over the last 50 years, and then apply a multi-criteria analysis to derive five suitable business models from the results.

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Section: Ebitda 2009mentioning

confidence: 99%

“…Competition set in after liberalization. This second stage, which according to Doleski, lasted until 2012 [5], focused on price competition.…”

Section: Ebitda 2009mentioning

confidence: 99%

Section: Ebitda 2009mentioning

confidence: 99%