The existing value chains of the energy companies are eroding. Trends such as digitization, big data and AI have long since arrived in the energy industry. These demanding framework conditions are ...increasingly forcing energy companies to introduce new business models. A possible business model lies in smart home applications. This paper analyzes the added value of smart home applications for customer loyalty of energy companies and electricity customers, as well as to identify obstacles in the context of practical implementation. This paper examines smart home applications and the intelligent control and integration of photovoltaic systems. Above all, the avoiding of peak loads will play an important role in the energy grids of the future. The methodology describes the necessary framework conditions existing for the generation of digital innovations. Moreover, it examines the factors leading to increased customer loyalty through the value-added services and offers a load shifting potential to relieve the distribution networks. It is found that the value-added services can offer increased customer loyalty to the energy companies. Even though smart home-based services are highly relevant in a rapidly growing target market, there will only be a broad acceptance of them for the load control, if the user is offered an added value, for example by load-variable electricity tariffs. Energy companies wishing to position themselves as digital service providers must have smart home-based services such as intelligent load control and load-dependent tariff models, which enable users to add a financial value.
Creation of a Digital Business Model Builder Rambow-Hoeschele, Kira; Nagl, Anna; Harrison, David K. ...
2018 IEEE International Conference on Engineering, Technology and Innovation (ICE/ITMC),
2018-June
Conference Proceeding
Digitization forces industries to adapt to changing market conditions and consumer behavior. Exponential advances in technology, increased consumer power and sharpened competition imply that ...companies are facing the menace of commoditization. To sustainably succeed in the market, obsolete business models have to be adapted and new business models can be developed. Differentiation and unique selling propositions through innovation as well as holistic stakeholder engagement help companies to master the transformation. To enable companies and start-ups facing the implications of digital change, a tool was created and designed specifically for this demand: the Business Model Builder. This paper investigates the process of transforming the Business Model Builder into a software-supported digitized version. The digital twin allows companies to simulate the iterative adjustment of business models to constantly changing market conditions as well as customer needs on an ongoing basis. The user can modify individual variables, understand interdependencies and see the impact on the result of the business case, i.e. earnings before interest and taxes (EBIT) or economic value added (EVA). The simulation of a business models accordingly provides the opportunity to generate a dynamic view of the business model where any changes of input variables are considered in the result, the business case. Thus, functionality, feasibility and profitability of a business model can be reviewed, tested and validated in the digital simulation tool.
Die zunehmende Dynamik im Wandel der Rahmenbedingungen, auch in der Versorgungswirtschaft verbunden mit verstärktem Wettbewerb, macht zunehmend eine Steigerung von Wirtschaftlichkeit und Effizienz ...der Leistungserbringung mit entsprechenden unternehmensinternen Anpassungsmaßnahmen erforderlich. Dies bedeutet auch die zunehmende Notwendigkeit einer institutionalisierten, zielgerichteten Unternehmensführung sowie der Weiterentwicklung der Koordinations- und Informationsversorgungsfunktion. Mit dem Controlling hat sich ein Konzept, eine Führungsphilosophie als Antwort auf die steigenden Anforderungen in vielen Branchen bewährt. Controlling ist Voraussetzung, um die Erfolge von Reengineering-Maßnahmen dauerhaft abzusichern.
Dıe Rahmenbedingungen für die Elektrızıtätswırtschaft wandeln sıch grundlegend. Internatwnalisıerung von Wettbewerb und Märkten, Stagnatıon ım Stammgeschäft, verstärkte ökologısche Orıentierung der ...Gesellschaft, ındivıduelle Kundenbedürfnısse und weıtgehende Wettbewerbsvorstellungen erfordern eıne grundlegende Neuausrıchtung. Zunehmend stehen die Energıeversorger (EVU) vor exıstentiellen, strategıschen Entscheıdungen, um ıhre Kunden zu halten und das Vertrauen der Aktıonäre und Mıtarbeıter ın dıe langfrıstıge Attraktıvıtät des Unternehmens zu stärken. Dıese Attraktıvıtät muß sıch letztendlıch ın eıner Wertsteıgerung des Unternehmens, eıner adäquaten Dıvıdende und ın sıcheren Arbeıtsplätzen wıderspıegeln. Dıe Entwıcklungen der zum Teıl bereıts deregulierten Versorgungsmärkte ın Großbrıtannıen, USA, Skandinavıen und Australien zeıgen deutlıch, daß es zu eıner stärkeren Trennung der Wertschöpfungsstufen Erzeugung, Energıetransport ın Übertragungsnetzen, Energıetransport ın Verteılungsnetzen, Energıegroßhandel und Energıeemzelhandel kommen wırd. Auf welcher Stufe der Wertschöpfung sıch eın Unternehmen entscheıdet, hängt davon ab, wıe die zukünftige Entwıcklung und dıe eıgene Ausgangsposıtıon eıngeschätzt wırd. Es wırd auch weıterhın vertikal ıntegrıerte Energıeversorgungsunternehmen geben zum Beıspıel dıe „klassısche Verbundunternehmen“
