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Going for “the Greens”
Going for “the Greens”

    “ …. is at a critical phase where solid strategy and tactics is
    required to determine the ...
Business Model Considerations:

 Primary characteristics – Energy Market:

     • Accessibility, Availability, Affordabili...
Business Model Perspective - Case examples

a. Value proposition: determining how ICE creates value.
Case study:
EWZ, Swis...
Business Model Perspective and Case examples – Summary Model


         Challenges             Business Model Element     ...
Business Model Perspective - Case examples


 a. Value proposition: determining how … creates value.
 Case study:
 EWZ, Sw...
Structuring

                • Sell the management – not the idea
                • Product & Service (what?)
            ...
To Efficiency and Beyond
The danger of losing the way//
The company’s entire element must “keep their eye on the road” and
it’s the management’s role to “create the road”
Workplan

           Define the Problem
           • Define who is doing what, when, how & reporting to who (by
          ...
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Microsoft power point 010610 ddc-recommendations q12010

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Microsoft power point 010610 ddc-recommendations q12010

  1. 1. Going for “the Greens”
  2. 2. Going for “the Greens” “ …. is at a critical phase where solid strategy and tactics is required to determine the go or no go decision of the company’s future.” Market Characteristic • High “social benefit” • Capital Intensive • Long lead times in generating. • High power of incumbent
  3. 3. Business Model Considerations: Primary characteristics – Energy Market: • Accessibility, Availability, Affordability : The product is easily obtainable and the trade-off to obtaining it is justified. • Sustainability: Continuous supply. • Scalability: Supply can be easily adapted to demand. The geographic characteristic of Indonesia which will not allow for a massive grid mechanism to be a feasible energy option. A model in managing micro, mini and off-grid market for energy. Calculates the energy available, the consumers aspect, the producers capability, the capital available and the ROI entailed in every projects
  4. 4. Business Model Perspective - Case examples a. Value proposition: determining how ICE creates value. Case study: EWZ, Swiss Municipal Utility Provider “educates” their target on the benefits in using their service. Inviting local households to private-party-gatherings to elaborate the difference in using their product versus conventional products. Whisper Technologies New Zealand highlights their “soundless” boiler alternative which is also as cost effective and environmentally-friendly as the other providers. Their marketing strategy is by targeting sailing boat-owners which will really notice their “soundless” feature and target other market after it.
  5. 5. Business Model Perspective and Case examples – Summary Model Challenges Business Model Element Strategic Option Social Cost Vs Market Cost Value Proposition Educate Market Outsourcing / distribution Capital Intensive Value Creation partner Reduce Initial Cost (leasing, Long Lead Times Revenue Model contracting) Power of Incumbents After Sales Service
  6. 6. Business Model Perspective - Case examples a. Value proposition: determining how … creates value. Case study: EWZ, Swiss Municipal Utility Provider “educates” their target on the benefits in using their service. Inviting local households to private-party-gatherings to elaborate the difference in using their product versus conventional products. Whisper Technologies New Zealand highlights their “soundless” boiler alternative which is also as cost effective and environmentally-friendly as the other providers. Their marketing strategy is by targeting sailing boat-owners which will really notice their “soundless” feature and target other market after it. b. Value creation: determining which part of the business process should be done –efficiently. (new ventures usually chooses focus between two options: a breakthrough distribution system or a focused technological approach) Case study: OPD designed a 750 Kw offshore wave-powered energy generator. They focused on developing the “intelligent core” of the machine and outsourced the rest of the machine. c. Revenue model: identifying where the money is. (the most feasible option on clean energy so far is reduction of up front investment from customers). Case study: see solar power presentation.
  7. 7. Structuring • Sell the management – not the idea • Product & Service (what?) • Customers (strategy to meet our primary customer) • Our competitive advantage (what will make us succeed while other fails?) Strategy • Strategy to keep the competitors at bay • Who is Where doing What? • Degree of job segregation • KPIs Structure • Target marcom and stages • The kind of perception to reach • The real movement to the perceived value Perception
  8. 8. To Efficiency and Beyond
  9. 9. The danger of losing the way//
  10. 10. The company’s entire element must “keep their eye on the road” and it’s the management’s role to “create the road”
  11. 11. Workplan Define the Problem • Define who is doing what, when, how & reporting to who (by personnel inquiry) • Create a map of personnel • Apply same model with top – bottom and bottom – top approach • Define the gaps Create Ideal Model • The market approach or industry best practice Recommendation & Alignment • Align the gaps between existing – ideal • Apply strategy in structure • Create a perception strategy (involvement)

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