Who will own the Smart Home?

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Viele Tech-Firmen wie Google/Nest und Apple, aber auch Startups wie Tado wollen die Steuerung der intelligenten Häuser übernehmen - und damit die Energieversorger zu einer "dump pipe" degradieren, die nur noch Energie liefern, aber keine Kundenkontakte mehr haben. Die Präsentation zeigt, welche Strategien die Tech-Firmen wählen und wie sich die Energieversorger aufstellen müssen, um den Kundenkontakt im Smart Home nicht zu verlieren.

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Who will own the Smart Home?

  1. 1. Who will own the Smart Home? Dr. Holger Schmidt Ι FOCUS Magazine Ι Netzoekonom.de 1
  2. 2. IS THERE A DEMAND FOR DIGITAL SMART HOME/ ENERGY SAVING PRODUCTS? 2
  3. 3. Importance of Home Energy Services „How important are services allowing you to manage selected energy settings in your house, e.g. change heating/AC levels via smartphone/tablet at home or when you are away“. (Answers in percent, 1504 respondents) Source: Accenture Spring 2014 7 30 39 24 Very Important Important Not very important Not important at all 3
  4. 4. What Customers expect from Energy Provider? Along with a smart meter, Percent Source: Accenture, Survey 8 13 15 27 31 41 45 58 0 10 20 30 40 50 60 70 Social Games to compete with Friends and Neighbours to decrease energy consumption I would not expect additional services oder products if I had a smart meter Enhanced Customer service Increased functionality on Web and Mobile Channels Automated home energy management products Early notifications when my bill might be higher than normal Personalized advice on products and services that I could purchase to help to reduce my bill Personalized advice on actions I could take to reduce my bill 4
  5. 5. Willingness to Pay for Home Energy Services Respondents who consider Home Energy Services as „important“ or „very important“. 562 Respondents, Euro per Month Source: Accenture Spring 2014 8 37 42 13 > 10 € 5-10 € < 5 € Zero 5
  6. 6. 6 THE TECHS ARE ENTERING THE SMART HOME MARKET
  7. 7. The Heat is on for Hardware • Category killer in software markets are invincible. • VCs think: „Internet of Things“ is the next big thing. • Nest acquisition by Google was the starting point • It‘s easier for tech companies to enter marktes with non-innovative incumbents as to compete against other tech firms. Much venture capital is flowing into finance und energy. • Smartphones penetration is high. The infrastructure to control hardware is available. 7
  8. 8. Google: Money for Landgrabbing are Earnings 2001 2003 2005 2007 2009 2011 2013 0.0007 0.0097 0.0105 0.4 1.5 3.1 4.2 4.2 6.5 8.5 9.7 10.7 12.9 Net Income and Strategic Acquisitions/Investments Source: Google 8
  9. 9. How Tech Firms intend to disrupt traditional sectors Software-Innovation Convenience Saving Money Save Time 1994 2010 Better Products to give customers: Convenience More Money More Time Better Design Hardware- Innovation* * Apple started 2001. + 9
  10. 10. Saving Money, Convenience, More Time Software related disruptions Customer Faster Loans, Easy Access (Choices, Time) Convenience, Saving Time Saving Money (Free SMS), More Options Time Saving, Convenience Convenience, Saving Money, Saving Time Travel Banks Telcos Taxi Commerce Education 10
  11. 11. Convenience (More Functions) Hardware related disruptions Customer Design, Convenience, More Choice Save Money, More Comfort, Design Saving Time Convenience (More Functions) Save Money, Save Time Watches Music Cars Clothing Logistics Smart Home - Energy 11
  12. 12. WHO IS COMING? 12
  13. 13. 13 SMART HOME WILD WEST
  14. 14. Nest is coming Source: The Verge „The UK launch is only the start and the company will continue to aggressively expand throughout Europe“. Matt Rogers, Nest Co-founder 14
  15. 15. Nest-Approach in UK • Cooperation with RWE npower • Offer: A bundle of a Nest Thermostat and a long-term electricity contract • Good opportunity for npower to differentiate from large competitors like British Gas • Risk for npower: Become a replaceable provider as soon as Nest is a household name. •  „dump pipe doom“ 15
  16. 16. Apple is coming 16
  17. 17. Apple HomeKit „Good Night“ Smart Home Devices Energy- Supplier 17
  18. 18. Tado is already there • >1000 Installations per month • 18 month on the market • Raising fresh money right now Strategy: • Nice Product • Regular digital customer contact „In a few years, customers will have forgotten the name of their energy supplier“ Christian Deilmann, CEO Tado 18
  19. 19. Tado Cooling (Kickstarter Project) Source: Kickstarter 19
  20. 20. Neurio (Kickstarter Project) 20
  21. 21. IS THE ENERGY INDUSTRY PREPARED? 21
  22. 22. Unique Users of Energy Websites Germany Thousands Quelle: Comscore 200 147 123 104 22
  23. 23. 0.1 0.12 0.15 0.2 0.23 0.27 0.44 0.66 0.97 1.07 1.33 Users of Energy Websites in Europe Source: Comscore Unique Visitors (Millions), April 2014 23
  24. 24. Downloads of Energy /Smart Home Apps Source: Priori Data 1477000 699000 62100 44300 17728 14917 British Gas UK NEST USA RWE Germany (Smarthome) Nuon Netherlands (E- Manager) Deutsche Telekom Smart Home Nest UK All-Time Downloads, selected Apps Very high Marketing Expenditures 24
  25. 25. Monthly Active Users of Energy /Smart Home Apps Source: Priori Data April 9 – May 9 2014, selected Apps 433000 206000 14400 13000 7400 4700 British Gas UK NEST USA RWE Germany (Smarthome) Nuon Netherlands (E-Manager) Nest UK Deutsche Telekom Smart Home 25
  26. 26. STRATEGIES FOR ENERGY INCUMBENTS? 26
  27. 27. Preferred Provider of Home Energy Services Respondents who consider Home Energy Services as „important“ or „very important“. 562 Respondents in Germany, Percent, Source: Accenture Spring 2014 46 35 16 3 0 5 10 15 20 25 30 35 40 45 50 Electricity Provider Telcos / Cable Provider Internet Provider (e.g. Google, Apple) Other 27
  28. 28. Preferred Provider of Home Energy Services Respondents who consider Home Energy Services as „important“ or „very important“. 562 Respondents in Germany, Percent, Age groups Source: Accenture Spring 2014 46 29 22 54 28 14 48 34 17 40 34 13 0 10 20 30 40 50 60 Electricity Provider Telcos / Cable Provider Internet Provider (e.g. Google, Apple) 16-24 25-34 35-54 55+ 28
  29. 29. Digital To Do List: Smart Home Web/Mobile Social Media Big Data Customer Convenience Safe Money Safe Time 29
  30. 30. BUILD PRODUCTS FOR THE DIGITAL AGE 30
  31. 31. Design matters 31
  32. 32. BUILD CUSTOMER RELATIONSHIPS FOR THE DIGITAL AGE 32
  33. 33. Digital To Dos: Mobile/Web Social Media Big Data Content-Marketing to boost traffic and to improve your reputation (Look at NewsCred) Learn about customers behaviour to offer good tailor-made products (Look at Opower) Listen to your customers. Learn. Interact. But: Social Media is a tool for communication and relationship management, not for sales. 33
  34. 34. Examples to boost customer loyalty by buildung regular digital relationships • Submit gas and electricity meter readings • Show bills and account details • Book an appointment with an engineer • Provide customers with advice on consumption • Provide customers with targeted offers. (Give them a better tariff) • Incentivising customers to reduce consumption in high demand periods • Gamification for energy saving. • „Be the energy provider for the smartphone generation“ • Possibility to share bills • Offer relocation services 34
  35. 35. ORGANIZE YOUR COMPANIES FOR THE DIGITAL AGE 35
  36. 36. Organisational Structure Source: Alex Pentland „SociaL Physics“ Personal „Face-to-Face“ Communication Electronic Communication (E-Mail, Chat...) Problem 36
  37. 37. Organisational Structure Source: Alex Pentland „SociaL Physics“ 37
  38. 38. Team Structure Source: Alex Pentland „SociaL Physics“ Asymmetric Communication Patterns Symmetric Communication Patterns Unproductive Team Productive Team 38
  39. 39. QUESTIONS? 39 Contact: Dr. Holger Schmidt hs@netzoekonom.de Twitter.com/HolgerSchmidt www.netzoekonom.de
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