Business model innovation can help spread clean technologies. This work uses the market for small-scale solar financing, in which firms build, own and maintain solar panels for end-customers, as an empirical example. These ventures (called solar service or third party solar financing ventures) have an intermediary role between solar panel manufacturers and end-customers, and have opened up new solar markets. In other burgeoning markets the business model is applied to new technologies. This research provides insights for new ventures seeking to use the business model, manufacturers looking to sell to similar markets, and policy-makers encouraging their growth.
SolarCity is analyzing expanding its solar energy operations internationally. Of the countries considered, Brazil presents the highest growth potential due to its large energy demands, emerging middle class, and government support for renewable energy through tax incentives. Expanding into Brazil's growing residential and commercial markets could provide new revenue streams for SolarCity while helping address Brazil's high electricity costs and increasing energy needs in a sustainable way. Risks include potential government corruption and regulatory hurdles. Overall, Brazil appears to be SolarCity's best option for an initial international expansion.
The document provides an overview of solar power purchase agreements (SPPAs) for organizations considering installing solar photovoltaic systems. It discusses how SPPAs work, their benefits, and parameters for successful SPPA projects. Specifically:
- SPPAs allow organizations to install solar with no upfront costs by purchasing solar electricity from a third party owner over 15-20 years at a predetermined price.
- Benefits include predictable electricity costs, no equipment ownership or maintenance responsibilities, and support for renewable energy jobs.
- Ideal SPPA projects involve customers using over 200,000 kWh annually who control property space for a solar array and demonstrate creditworthiness.
- Under an SPPA,
Renewable Energy - Alternative business models & funding structuresStuart Anderson
2014 All Energy presentation on alternative business models for Australia's renewable energy sector. How to leverage disruptive innovation in a changing industry
Team 2 SolarCity Valuation Term Project Presentation 5-9-15 rev1Ronald Roth Jr.
This document provides background information on SolarCity Corporation. It discusses SolarCity's founding in 2006 and operations in selling, financing, and monitoring solar energy systems. It also summarizes SolarCity's acquisitions and projects with large organizations. Financial statement analyses are presented, including forecasts of SolarCity's revenue, costs, expenses, income, and cash flows through 2020. Ratios are benchmarked against competitors. The conclusion is that SolarCity stock should be watched, as it is currently overvalued, and variables like debt levels, profits and cash flows need to improve for long-term gains.
This document discusses the changing relationship between electric utilities and solar power. It begins by outlining utilities' shifting views of solar, from seeing it as a threat to beginning to recognize its business value. It then examines different levels of utility engagement with solar, from non-engagement to accommodation. The document also notes growing solar markets and business models, regulatory challenges, and trends like declining costs and increasing geographic diversity. Finally, it discusses opportunities and challenges for the future of utilities and solar.
This document summarizes testimony to be given to the US House of Representatives regarding opportunities and obstacles for utility-scale solar power. It argues that a distributed generation model focusing on smaller solar installations near demand is a more viable approach than large remote installations. It recommends establishing federal incentives and regulations to support net metering, interconnection standards, and rates to accelerate solar development over the next 10 years while technology improvements continue.
Andy Black, experienced salesperson and marketer of PV systems, shares his knowledge about creating and closing business. First covered, a marketing overview, and discussion of effective and ineffective marketing strategies, with a deep look at lead generation. We then look at Sales Organizations, and the benefits, costs, and issues of sales staff. Sales structures, compensation, contracts, property ownership, and termination issues will also be covered. An in depth look at the sales cycle with interactive examples of the processes, interactions and systems Andy has developed and successfully used for several years. This section will include discussion and interactive examples of lead screening, site visits, proposal preparation and presentation, closing, documentation and writing up the sale.
SolarCity is analyzing expanding its solar energy operations internationally. Of the countries considered, Brazil presents the highest growth potential due to its large energy demands, emerging middle class, and government support for renewable energy through tax incentives. Expanding into Brazil's growing residential and commercial markets could provide new revenue streams for SolarCity while helping address Brazil's high electricity costs and increasing energy needs in a sustainable way. Risks include potential government corruption and regulatory hurdles. Overall, Brazil appears to be SolarCity's best option for an initial international expansion.
The document provides an overview of solar power purchase agreements (SPPAs) for organizations considering installing solar photovoltaic systems. It discusses how SPPAs work, their benefits, and parameters for successful SPPA projects. Specifically:
- SPPAs allow organizations to install solar with no upfront costs by purchasing solar electricity from a third party owner over 15-20 years at a predetermined price.
- Benefits include predictable electricity costs, no equipment ownership or maintenance responsibilities, and support for renewable energy jobs.
- Ideal SPPA projects involve customers using over 200,000 kWh annually who control property space for a solar array and demonstrate creditworthiness.
- Under an SPPA,
Renewable Energy - Alternative business models & funding structuresStuart Anderson
2014 All Energy presentation on alternative business models for Australia's renewable energy sector. How to leverage disruptive innovation in a changing industry
Team 2 SolarCity Valuation Term Project Presentation 5-9-15 rev1Ronald Roth Jr.
This document provides background information on SolarCity Corporation. It discusses SolarCity's founding in 2006 and operations in selling, financing, and monitoring solar energy systems. It also summarizes SolarCity's acquisitions and projects with large organizations. Financial statement analyses are presented, including forecasts of SolarCity's revenue, costs, expenses, income, and cash flows through 2020. Ratios are benchmarked against competitors. The conclusion is that SolarCity stock should be watched, as it is currently overvalued, and variables like debt levels, profits and cash flows need to improve for long-term gains.
This document discusses the changing relationship between electric utilities and solar power. It begins by outlining utilities' shifting views of solar, from seeing it as a threat to beginning to recognize its business value. It then examines different levels of utility engagement with solar, from non-engagement to accommodation. The document also notes growing solar markets and business models, regulatory challenges, and trends like declining costs and increasing geographic diversity. Finally, it discusses opportunities and challenges for the future of utilities and solar.
This document summarizes testimony to be given to the US House of Representatives regarding opportunities and obstacles for utility-scale solar power. It argues that a distributed generation model focusing on smaller solar installations near demand is a more viable approach than large remote installations. It recommends establishing federal incentives and regulations to support net metering, interconnection standards, and rates to accelerate solar development over the next 10 years while technology improvements continue.
Andy Black, experienced salesperson and marketer of PV systems, shares his knowledge about creating and closing business. First covered, a marketing overview, and discussion of effective and ineffective marketing strategies, with a deep look at lead generation. We then look at Sales Organizations, and the benefits, costs, and issues of sales staff. Sales structures, compensation, contracts, property ownership, and termination issues will also be covered. An in depth look at the sales cycle with interactive examples of the processes, interactions and systems Andy has developed and successfully used for several years. This section will include discussion and interactive examples of lead screening, site visits, proposal preparation and presentation, closing, documentation and writing up the sale.
This document provides an overview of business opportunities in the solar industry. It discusses specific industry sectors like selling solar products, developing solar projects, and providing services. It also covers solar terminology, leading manufacturers, and emerging technologies. The document aims to educate readers on the growing solar market and various ways one can start a solar-related business.
This document summarizes the business case for off-grid renewable energy in India. It examines solar home system and decentralized renewable energy business models, assessing technology, key players, economics, growth forecasts and impact. Both sectors show potential for scale but face challenges. Private sector financing is needed to realize India's renewable energy target of 150GW by 2022. The report provides recommendations to promote private investment and engagement in off-grid renewable energy to support national goals.
SolarCity is a national leader in clean energy services operating in 14 states and Washington D.C. Their mission is to make the switch to solar energy simple for customers by installing high-quality systems and providing affordable alternatives to monthly utility bills. They take a full-service approach from design to installation and live monitoring. This approach along with technological advances has helped SolarCity successfully grow to serve over 25,000 customers and establish 25 local operating centers while reducing the cost of clean energy.
Emerging Solar Strategies: How Innovative Companies are Using Solar to Reduce...Sustainable Brands
Photovoltaics and distributed solar generation have
redefined expectations, reduced costs, and rocked the
century-old utility business model. Solar costs have
dropped nearly 50%1 in just the past few years and
customer options are no longer limited to only a few types
of onsite systems.
The document discusses the benefits and risks of community solar installations in the United States. It outlines that community solar presents a new way for more residents to access solar power by forming special entities to purchase shares in solar arrays. The benefits include greater accessibility of solar ownership, distributed generation near demand, and positive local economic impacts. The risks include a lack of common standards, potential utility opposition, and reduction of federal tax credits that currently support solar development. Overall, the document examines if community solar should be a focus of future solar development in the US.
This document outlines the objectives, components, technical details, pricing, marketing mix, and future expansion plans for a solar-powered air cooler called SunKul. The key objectives are to save power and electricity costs, reduce maintenance expenses by replacing electric pumps, and provide cooling for rural areas without electricity. The solar cooler uses solar panels, batteries, fans, and a cooler body to provide up to 12 hours of cooling powered by the sun. It is priced at 21,000 rupees and marketed primarily to rural areas of Maharashtra. The company plans to expand manufacturing and move into larger cities over the next 6 years.
This is a business concept proposal for a manufacturing business that will produce very low cost solar panels based on carbon nanotube technology. We will manufacture low cost, very affordable solar panels, to enable very poor households in Africa to access electricity for the first time in their lives. The solar panels are cheaper than any other alternative, yet so robust that no skilled installation or maintenance are required.
This document aims to touch upon the basic information about solar, solar business opportunities, solar power projects and solar product manufacturing.
With this information reader will be in the better position to take the next step decision on solar
Executive Summary Solar Energy Without Borders, Inc. is inviting Stakeholders...Syed Hashimi
This document provides an overview of Solar Energy Without Borders Inc. (SEWB), a solar energy company based in Houston, Texas. SEWB is seeking $100 million in investment for three ventures: 1) Acquiring and upgrading an existing $30 million solar cell and module manufacturing facility, 2) Lending $30 million to an Indian company for a 30 MW solar project, and 3) Using $20 million for R&D, marketing, and promoting solar products globally. The document outlines SEWB's management team and provides projected financials showing growing annual revenues and healthy cash balances over the first five years.
This document outlines a 4 course certificate program in sustainable energy. The program covers the basics of energy production and technologies, emerging opportunities in the field, developing new business ventures, and a practicum applying the lessons to a real-world project. Upon completing the courses, students will gain an understanding of the energy industry and be able to evaluate new ideas and opportunities in sustainable energy.
This document discusses marketing strategies for rural solar products by Luminous Solar Products. It begins with background on solar cells and why rural areas were chosen. It then analyzes the company's current 4P marketing strategy of product, price, place and promotion. A SWOT analysis is provided. The current marketing strategy of partnering with the government on solar street lights is described. A new marketing strategy is proposed targeting rural agricultural customers with affordable product packages, communication through local government and events, expanded rural retailer distribution, and smaller product packs. Regular rural area visits are recommended to meet demand.
A real look at solar for cold storage- solar energy for cold storage HelioPower
The article assists facility managers in deciding if they will receive a valuable ROI from installing solar systems. The included map helps managers determine their solar resource measured by kilowatt hours per square meter per day. That number can then be put into a formula to determine approximate energy cost savings. The article uses Giumarra Vineyards as a case study to show how the formula works. The article goes further to discuss photovoltaic technology, the solar panel market, mounting solutions, financing and tax incentives and energy analytics.
On 18th June, we brought together senior business leaders, decision makers, policy creators and energy experts to discuss the issues crucial to achieving the business benefits of a more flexible energy system.
Together at the event we collaboratively explored the opportunities for business, the incentives and barriers to growth, and sought solutions to deliver demand side response at scale by 2020.
This document gives a summary of the roundtable discussions that took place at the launch event.
The document provides a business plan for a solar panel company in Pakistan called Green Co. The summary is:
[1] Green Co aims to provide cost-effective solar energy solutions to address Pakistan's electricity crisis and high utility bills by importing and selling solar panel systems.
[2] The systems will consist of solar panels, batteries, and chargers to power lights for 2-3 days without electricity. Additional products like LED lights and floodlights will also be offered.
[3] Green Co sees an opportunity in Pakistan's abundant sunlight and plans to market customized solar solutions to households, businesses for signage/billboards, and event planners to help overcome the country's energy shortage.
Consumers have become increasingly committed to involvement in media and entertainment, and may follow this example in the energy industry. The document discusses how consumers are taking on more active roles in industries like media and entertainment due to technology advances and a desire for more choice and control. This shift in consumer attitudes and the advancement of new technologies will radically redefine the relationship between utilities and consumers in the energy industry. The next five years will be pivotal as consumer needs expand and utilities will need to respond by revising strategies and operations to prepare for a more participatory market.
Smarter computing in Energy and Utilitiesjabenjamusibm
This document discusses how smarter computing can help energy and utility companies transform their business models and IT infrastructure to address challenges in the changing energy industry. It describes three imperatives guiding industry transformation: transforming the utility network, transforming customer operations, and improving generation performance. Smarter computing is presented as an approach to build IT infrastructure that is designed for data, tuned to tasks, and managed with cloud technologies to enable this industry transformation and deliver business value through improved decision making, efficiency, and flexibility. Examples are given of companies applying this approach.
Here are my thoughts on these questions:
1. If I had 1 million euros to invest for 20 years, I would invest in a solar power company rather than an oil company or wind energy company. Solar power is one of the fastest growing renewable energy technologies and has significant potential for further cost reductions and scaling up over the next 20 years. Oil companies face challenges from transition away from fossil fuels to meet climate goals. While wind is also growing, solar has fewer geographical constraints and is modular, allowing more distributed deployment. First Solar in particular seems well positioned as a technology and cost leader currently.
2. Given changes in the renewable energy market and First Solar's strong position established in the US through vertical integration, I don't think they
The document proposes reinvesting the University of Colorado Foundation's assets in oil and natural gas into green companies to promote environmental sustainability. It recommends investments in several solar and clean technology companies, including First Solar, JinkoSolar, Juwi Solar, and Lucintech, which are startups or publicly traded companies developing technologies like solar panels, solar farms, and semi-transparent photovoltaic window coatings. The investments would support these companies' growth and leadership in developing renewable energy solutions.
This document appears to be related to an assessment for a primary school student in Malaysia. It includes the school name, location, subject of the assessment which is mathematics, grade/year level which is year 1, and includes a line to write the student's name. The assessment is for the PBS KSSR smart program.
2014 New Jersey Planning Conference Final ProgramAPA-NJ
This document provides an overview of the agenda for the 2014 New Jersey Planning Conference hosted by the American Planning Association - New Jersey Chapter. The two-day conference will feature sessions on topics like climate change adaptation, hazard mitigation planning, affordable housing, redevelopment, and achieving sustainability at the local level. Keynote speakers will discuss the need for advocacy in planning and analyze changing housing demand drivers. Conference organizers hope the diverse program and networking opportunities will inspire attendees and provide knowledge to support their work.
This document provides an overview of business opportunities in the solar industry. It discusses specific industry sectors like selling solar products, developing solar projects, and providing services. It also covers solar terminology, leading manufacturers, and emerging technologies. The document aims to educate readers on the growing solar market and various ways one can start a solar-related business.
This document summarizes the business case for off-grid renewable energy in India. It examines solar home system and decentralized renewable energy business models, assessing technology, key players, economics, growth forecasts and impact. Both sectors show potential for scale but face challenges. Private sector financing is needed to realize India's renewable energy target of 150GW by 2022. The report provides recommendations to promote private investment and engagement in off-grid renewable energy to support national goals.
SolarCity is a national leader in clean energy services operating in 14 states and Washington D.C. Their mission is to make the switch to solar energy simple for customers by installing high-quality systems and providing affordable alternatives to monthly utility bills. They take a full-service approach from design to installation and live monitoring. This approach along with technological advances has helped SolarCity successfully grow to serve over 25,000 customers and establish 25 local operating centers while reducing the cost of clean energy.
Emerging Solar Strategies: How Innovative Companies are Using Solar to Reduce...Sustainable Brands
Photovoltaics and distributed solar generation have
redefined expectations, reduced costs, and rocked the
century-old utility business model. Solar costs have
dropped nearly 50%1 in just the past few years and
customer options are no longer limited to only a few types
of onsite systems.
The document discusses the benefits and risks of community solar installations in the United States. It outlines that community solar presents a new way for more residents to access solar power by forming special entities to purchase shares in solar arrays. The benefits include greater accessibility of solar ownership, distributed generation near demand, and positive local economic impacts. The risks include a lack of common standards, potential utility opposition, and reduction of federal tax credits that currently support solar development. Overall, the document examines if community solar should be a focus of future solar development in the US.
This document outlines the objectives, components, technical details, pricing, marketing mix, and future expansion plans for a solar-powered air cooler called SunKul. The key objectives are to save power and electricity costs, reduce maintenance expenses by replacing electric pumps, and provide cooling for rural areas without electricity. The solar cooler uses solar panels, batteries, fans, and a cooler body to provide up to 12 hours of cooling powered by the sun. It is priced at 21,000 rupees and marketed primarily to rural areas of Maharashtra. The company plans to expand manufacturing and move into larger cities over the next 6 years.
This is a business concept proposal for a manufacturing business that will produce very low cost solar panels based on carbon nanotube technology. We will manufacture low cost, very affordable solar panels, to enable very poor households in Africa to access electricity for the first time in their lives. The solar panels are cheaper than any other alternative, yet so robust that no skilled installation or maintenance are required.
This document aims to touch upon the basic information about solar, solar business opportunities, solar power projects and solar product manufacturing.
With this information reader will be in the better position to take the next step decision on solar
Executive Summary Solar Energy Without Borders, Inc. is inviting Stakeholders...Syed Hashimi
This document provides an overview of Solar Energy Without Borders Inc. (SEWB), a solar energy company based in Houston, Texas. SEWB is seeking $100 million in investment for three ventures: 1) Acquiring and upgrading an existing $30 million solar cell and module manufacturing facility, 2) Lending $30 million to an Indian company for a 30 MW solar project, and 3) Using $20 million for R&D, marketing, and promoting solar products globally. The document outlines SEWB's management team and provides projected financials showing growing annual revenues and healthy cash balances over the first five years.
This document outlines a 4 course certificate program in sustainable energy. The program covers the basics of energy production and technologies, emerging opportunities in the field, developing new business ventures, and a practicum applying the lessons to a real-world project. Upon completing the courses, students will gain an understanding of the energy industry and be able to evaluate new ideas and opportunities in sustainable energy.
This document discusses marketing strategies for rural solar products by Luminous Solar Products. It begins with background on solar cells and why rural areas were chosen. It then analyzes the company's current 4P marketing strategy of product, price, place and promotion. A SWOT analysis is provided. The current marketing strategy of partnering with the government on solar street lights is described. A new marketing strategy is proposed targeting rural agricultural customers with affordable product packages, communication through local government and events, expanded rural retailer distribution, and smaller product packs. Regular rural area visits are recommended to meet demand.
A real look at solar for cold storage- solar energy for cold storage HelioPower
The article assists facility managers in deciding if they will receive a valuable ROI from installing solar systems. The included map helps managers determine their solar resource measured by kilowatt hours per square meter per day. That number can then be put into a formula to determine approximate energy cost savings. The article uses Giumarra Vineyards as a case study to show how the formula works. The article goes further to discuss photovoltaic technology, the solar panel market, mounting solutions, financing and tax incentives and energy analytics.
On 18th June, we brought together senior business leaders, decision makers, policy creators and energy experts to discuss the issues crucial to achieving the business benefits of a more flexible energy system.
Together at the event we collaboratively explored the opportunities for business, the incentives and barriers to growth, and sought solutions to deliver demand side response at scale by 2020.
This document gives a summary of the roundtable discussions that took place at the launch event.
The document provides a business plan for a solar panel company in Pakistan called Green Co. The summary is:
[1] Green Co aims to provide cost-effective solar energy solutions to address Pakistan's electricity crisis and high utility bills by importing and selling solar panel systems.
[2] The systems will consist of solar panels, batteries, and chargers to power lights for 2-3 days without electricity. Additional products like LED lights and floodlights will also be offered.
[3] Green Co sees an opportunity in Pakistan's abundant sunlight and plans to market customized solar solutions to households, businesses for signage/billboards, and event planners to help overcome the country's energy shortage.
Consumers have become increasingly committed to involvement in media and entertainment, and may follow this example in the energy industry. The document discusses how consumers are taking on more active roles in industries like media and entertainment due to technology advances and a desire for more choice and control. This shift in consumer attitudes and the advancement of new technologies will radically redefine the relationship between utilities and consumers in the energy industry. The next five years will be pivotal as consumer needs expand and utilities will need to respond by revising strategies and operations to prepare for a more participatory market.
Smarter computing in Energy and Utilitiesjabenjamusibm
This document discusses how smarter computing can help energy and utility companies transform their business models and IT infrastructure to address challenges in the changing energy industry. It describes three imperatives guiding industry transformation: transforming the utility network, transforming customer operations, and improving generation performance. Smarter computing is presented as an approach to build IT infrastructure that is designed for data, tuned to tasks, and managed with cloud technologies to enable this industry transformation and deliver business value through improved decision making, efficiency, and flexibility. Examples are given of companies applying this approach.
Here are my thoughts on these questions:
1. If I had 1 million euros to invest for 20 years, I would invest in a solar power company rather than an oil company or wind energy company. Solar power is one of the fastest growing renewable energy technologies and has significant potential for further cost reductions and scaling up over the next 20 years. Oil companies face challenges from transition away from fossil fuels to meet climate goals. While wind is also growing, solar has fewer geographical constraints and is modular, allowing more distributed deployment. First Solar in particular seems well positioned as a technology and cost leader currently.
2. Given changes in the renewable energy market and First Solar's strong position established in the US through vertical integration, I don't think they
The document proposes reinvesting the University of Colorado Foundation's assets in oil and natural gas into green companies to promote environmental sustainability. It recommends investments in several solar and clean technology companies, including First Solar, JinkoSolar, Juwi Solar, and Lucintech, which are startups or publicly traded companies developing technologies like solar panels, solar farms, and semi-transparent photovoltaic window coatings. The investments would support these companies' growth and leadership in developing renewable energy solutions.
This document appears to be related to an assessment for a primary school student in Malaysia. It includes the school name, location, subject of the assessment which is mathematics, grade/year level which is year 1, and includes a line to write the student's name. The assessment is for the PBS KSSR smart program.
2014 New Jersey Planning Conference Final ProgramAPA-NJ
This document provides an overview of the agenda for the 2014 New Jersey Planning Conference hosted by the American Planning Association - New Jersey Chapter. The two-day conference will feature sessions on topics like climate change adaptation, hazard mitigation planning, affordable housing, redevelopment, and achieving sustainability at the local level. Keynote speakers will discuss the need for advocacy in planning and analyze changing housing demand drivers. Conference organizers hope the diverse program and networking opportunities will inspire attendees and provide knowledge to support their work.
Historia para aplicar diagramas de vennDaniel Oros
El documento narra la búsqueda de una película cómica llamada "Ted" en un cine. Un empleado busca la película siguiendo las instrucciones del gerente. El empleado lleva a la hija del gerente a la sala de películas infantiles y le dice que ahí no hay películas cómicas. Luego encuentra la película "Ted" aunque hay otras películas disponibles.
US solar PPA / leasing sector - research summaryHarald Överholm
How can innovative sustainable technologies be spread to make an impact on global warming and resource scarcity? This research deals with how business model innovation can contribute to the take-up of sustainable technologies. Property owners who would otherwise consider installing solar panels have been put off by the up-front costs and
the steep learning curve involved. So a new type of firm has emerged that provides a ‘solar service’ to residential customers - the firm builds, owns and maintains the solar panels and sells the electricity back to the property owner.
This document lists over 200 company names and addresses. It appears to be a list of creditors or parties of interest in a bankruptcy case numbered 13-13086-KG filed on 11/22/13. The companies are located in various countries and regions around the world, including the US, Canada, Europe, Asia, and others.
The document lists the names and addresses of over 100 companies and individuals. It appears to be a list of creditors, suppliers or other contacts for a company going through bankruptcy. The names and addresses provided include companies located in the US, Canada, Germany, Spain, Korea and other countries.
Historias con silogismos y diagramas de venndelckoh
Este documento presenta una historia sobre dos personajes, un vaquero y un rockanrolero, que discuten sobre cuál de sus respectivos estilos musicales es mejor. También incluye varios silogismos sobre los personajes y la música country y el rock.
This document is the 2014-2015 annual report and bulletin from Marin Horizon School. It includes letters from the head of school, board chair, and parent association president discussing the school's growth mindset approach, recent initiatives like a solar energy program and new campus facilities, and fundraising efforts. It also provides updates on programs, alumni, and new leadership at the school including the directors of technology, learning support, and marketing/communications.
Taurus SC Insecticide / Termiticide - 20 oz. is a water based suspension concentrate of 9.1% fipronil for pre and post termite control. Applied at a 0.8 fluid ounces per gallon (0.06% dilution) for most applications. http://www.pestmall.com/taurus-sc-insecticide-termiticide-20-oz.html
El documento describe el servicio Al@nia de la Universidad del Atlántico, el cual permite a los estudiantes realizar trámites académicos y financieros en línea a través de Internet. Al@nia ofrece servicios como actualización de datos, solicitud de certificados, gestión académica, gestión financiera y admisiones especiales. El sistema busca mejorar el tiempo de respuesta a las solicitudes de los estudiantes y facilitar los trámites universitarios sin necesidad de hacer filas presencialmente.
God created humans for a specific purpose according to divine revelation. Without knowing this purpose, humans risk wasting their existence on meaningless pursuits and losing eternal reward. While philosophers have speculated on the purpose of creation, clear answers are only found in revealed scripture. The Old Testament provides some context but does not fully answer why humans were created. The author will explore both the divine and human perspectives on creation based on revelation from God's prophets to provide the correct understanding of humanity's purpose.
Catalyst insecticide is highly recommended for hard infestation . Since, the soluble product contains a synthetic material in water, creating a long-term residue which does not stain. The catalyst is a non-repellent insecticide, which provides a quick knockdown to target parasites.
This document is the 2012-2013 annual report for Marin Horizon School. It includes the following:
1) Letters from the Head of School, Board Chair, and Parent Association President discussing initiatives to increase revenue and enrollment, as well as thanking the community for their support.
2) Highlights from events of the past year like the Wine Tasting & Boutique night and 35th Birthday Art Auction which raised $178,000 for the school.
3) Updates on learning programs, alumni, the 200 year history of the school, and donor listings.
Time table of postcall case presentations.Shaikhani.
This document outlines the schedule of case presentations and journal clubs to be held by board students during September and October 2012. It lists the date, presenter, and topic for each session. Case presentations and death conferences will be led by different resident doctors each time. Journal clubs involve presentations on recent medical journal articles and are led by various resident doctors. The purpose is to discuss patient cases, mortality reviews, and recent research findings. Consultants may attend case discussions and death conferences.
1) The document evaluates the effectiveness of insulin pumps in reducing hemoglobin A1c (HbA1c) levels in patients with type 2 diabetes compared to conventional treatment methods through a literature review.
2) The literature findings show that insulin pumps may be more effective at reducing HbA1c levels, but the strength of evidence varies and limitations exist.
3) More high-quality randomized controlled studies over longer periods are needed to provide stronger evidence about the effectiveness of insulin pumps.
The document discusses how 2010 saw a slowdown in the global outsourcing industry due to the effects of the recession, with indicators like growth rates, contract values and new customers declining. However, it notes that the size of the outsourcing industry did not shrink. The outlook for 2011 is for a steady recovery, as the worst effects seem to be behind and signs point to a reversal in course with factors like a rise in new contracts and resurgence in the BPO sector driving renewed demand.
Chief Justice Patricia Breckenridge announced that starting this year, the Missouri judiciary's education program will include anti-bias training for judges. This comes in response to recent critical reports about Missouri's municipal and juvenile justice systems from the U.S. Department of Justice. Breckenridge acknowledged problems with municipal courts in St. Louis County. Additionally, U.S. Senator Claire McCaskill served on a St. Louis County jury for a slip-and-fall case, which lawyers saw as potentially beneficial due to her background as a prosecutor. The jury found for the plaintiff.
Naslo Veliz, Jefe del Comité de Innovación de Synapsis, y Cristian Baeza, Ingeniero de Estudios de la Asociación Chilena de Seguridad (ACHS), nos cuentan sobre las principales dificultades que enfrentaron en sus respectivas empresas. Profundizan en la manera en que las dirigieron para potenciar sus procesos de innovación, y poder generar así, una cultura propicia que fomente la consolidación y crecimiento de nuevos proyectos.
The document is a list of the top 100 global services companies in 2010. It includes the company name, CEO, and headquarters location for each entry. Some of the leading companies on the list include Tata Consultancy Services, Wipro Technologies, Infosys Technologies, Cognizant Technology Solutions, and Accenture. The list covers major global services providers across industries like IT services, BPO, engineering services and more.
OGX presented a management overview and portfolio of exploration assets. Key points:
- Portfolio includes 34 blocks in Brazil and Colombia with over 10 billion barrels of potential resources.
- Campos Basin blocks have over 5 billion barrels already discovered in shallow waters.
- Exploration drilling campaign will develop discoveries and test prospects across basins.
- Presentation included disclaimers around uncertainty of resource estimates and forward-looking projections.
Selling solar services as a contribution to a circular economyJudit Urquijo
The solar services sector sells the service of providing the use of solar electricity to its customer instead of selling solar PV systems (the product). This new business model can be seen as a radical innovation for the solar sector – as it is in other sectors. It is particularly interesting from the perspective of systemic eco- nnovation fostering a carbon-free and circular economy.
In many ways, the electricity industry makes an unlikely candidate for disruption. Not much changed between the 1880s, when Thomas Edison began building power stations, and the start of the 21st century. Top business leaders rarely had to think about electricity. They got their electricity from the power plant, or the local utility, or the government, and had little say in how it was produced, delivered, or managed. Utility executives, for their part, could make and execute long-term plans with a great deal of security. Demand tended to rise along with the economy; natural monopolies were the norm.
No longer. Several coincident, significant transformations are causing a revolution in the way electricity — the vital fuel of global commerce and human comfort — is produced, distributed, stored, and marketed. A top-down, centralized system is devolving into one that is much more distributed and interactive. The mix of generation is shifting from high carbon to lower carbon, and, often, to no carbon. In many regions, the electricity business is transforming from a monopoly to a highly competitive arena.
Switching Perspective: Creating New Business Models for a Changing Energy In...IBM Energy & Utilties
http://www.ibm.com/smarterplanet/us/en/smart_grid/nextsteps/index.html?cmp=agus_cxosp2gridsol-20100426&cm=c&csr=switching&cr=slideshare&ct=usbrb401&cm_mmc=agus_cxosp2gridsol-20100426-usbrb401-_-c-_-switching-_-slideshare
Business Models and Business Innovation for Electric Utilities
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Solar service and third-party (PPA) financing ventures in the US - research summary
1. JANUARY 2013
A RESEARCH SUMMARY FOR ENTREPRENEURS,
POLICY MAKERS AND TECHNOLOGY FIRMS
Creating Distributed
Generation: How Solar
Financing Ventures are Built
By HARALD OVERHOLM
University of Cambridge, Institute for Manufacturing
H
ow can innovative sustainable technologies be spread to
make an impact on global warming and resource scarcity?
Much research addresses this topic by focusing on end
customer awareness, or on conditions for technology innovation.
This research project instead analyses the potential for business
model innovation to contribute to sustainable technology diffusion.
The focus of this research is on how upfront costs for customers of
solar modules are removed through financing and services by third
parties. This has been achieved through a business model whereby
firms build, own and maintain solar panels on the premises of end-
customers, only selling the electricity to the customer. Solar power
is effectively offered as a service, rather than as a product, hence
1
2. Creating Distributed Generation JANUARY 2013
the firms creating such offerings are called solar service firms in this
report.
A large set of clean technologies in for example heating, electricity
generation and water treatment could be sold through similar
business models. Such technologies, including solar panels,
typically share some basic traits. In the words of two academic
experts on these markets, “a wide range of environmentally sound
products are characterized not simply by higher total cost but rather
by a different investment profile, namely higher initial cost versus
lower operating cost” 1.
EXECUTIVE
Hardware, installation and learning costs make the investment
expensive, even when operating costs are low. The requirement for SUMMARY
a large effort and cash investment upfront deters most customer
types. The solar service business model solves this problem and Business model innovation
creates customer value in a number of ways: can help spread clean
technologies. This work
By removing customers’ upfront investment cost uses the market for small-
scale solar financing, in
By taking on the initial efforts of selecting, installing and which firms build, own and
securing permits for the technology maintain solar panels for
end-customers, as an
By taking full responsibility for the long-term operation and empirical example. These
maintenance of the solar panel “solar service” ventures
have an intermediary role
The customer gets green electricity, typically at a cheaper rate than between panel
electricity from the grid, and with long-term guaranteed price manufacturers and end-
stability. The main potential drawback for the customer is that, due customers, and have
to financing costs, the project may become more expensive over its opened up new solar
markets. In other
entire life-span than it would have been if the customer had paid
burgeoning markets the
for it upfront. business model is applied
to new technologies. This
As a part of this research a database of US solar service firms was
research provides insights
created (see graphical representation below) based on cross- for new ventures seeking
examination of government, industry and news sources. No pre- to use the business model,
existing comprehensive database of US solar service actors was manufacturers looking to
identified. sell to similar markets, and
policy-makers encouraging
their growth.
1
Kaenzig, J. & Wüstenhagen, R., 2010. The Effect of Life Cycle Cost
Information on Consumer Investment Decisions Regarding Eco-
Innovation. Journal of Industrial Ecology, 14(1), p2
HARALD OVERHOLM | UNIVERSITY OF CAMBRIDGE 2
3. Creating Distributed Generation JANUARY 2013
All early solar service firms in the US were new ventures, started
with the specific purpose of creating solar service offerings. They
took an intermediary role, and did not own or manufacture the
solar technologies they were using.
Intermediary ventures with business models similar to the solar
service firms have emerged in other sustainable technology
industries, using technologies such as:
• Ground-source heat pumps (Eco2 Energy, Sweden)
• Methane combustions from landfills (Vireo Energy, EU)
• Solar heating (Skyline Innovations, US)
• Water treatment (Water Capital, Mexico)
• Greenhouses for local food production (Brightfarms, US)
• Car sharing of electric vehicles (MoveAbout, Norway)
Two firms, SunEdison and Renewable Ventures, pioneered the
business model in the US in around 2005, and laid the foundation
for a market that rapidly grew. New incentives for solar power
installations, in particular the California Solar Initiative (started in
2007), helped motivate early entrants. Later, the collapse of solar
panel prices and a rapid decline in installation costs may have
provided an important impulse for new actors to join in – especially
for the surge of established firms entering the market after 2008.
This research also points to growing familiarity with the business
model among the firms’ networks (consisting of finance providers,
insurers, installers and end-customers) as an important driving
force in itself, increasing the velocity with which solar service actors
could sell, finance and build portfolios of solar installations.
Although the US solar service market is by far the largest, similar
firms have emerged in the UK 2, The Netherlands 3 and Singapore 4.
2
For example: Engensa, http://www.engensa.com/
3
Zonline, http://www.zonline.nu/
4
Sunseap, http://www.sunseap-leasing.com/
HARALD OVERHOLM | UNIVERSITY OF CAMBRIDGE 3
4. Creating Distributed Generation JANUARY 2013
Entrants in the US solar service market for photovoltaic and heating panels
(studied firms marked as “CASE FIRM”)
HARALD OVERHOLM | UNIVERSITY OF CAMBRIDGE 4
5. Creating Distributed Generation JANUARY 2013
The solar service market has spread solar technology to new groups
of end customers. According to researchers at the US National
Renewable Energy Laboratory, the firms using solar service
business models “have enticed a new demographic to adopt PV, likely
by reducing or removing several adoption barriers, […] repackaging
PV value into a simple monthly bill savings rather than a payback
time on the order of decades” 5.
What is the bottleneck to growth for this kind of intermediary
service market? This research points clearly to the entrepreneurial
effort required to build intermediary service companies as a major
constraining factor. The intermediary ventures pioneering these
markets undertake a monumental entrepreneurial task – to bring
all parties needed for the offering together simultaneously within
strict financial boundaries. As the ventures provide a full solution
to the end customer, they have to arrange financing, insurance and
permits for the installation, contract installers, oversee
procurement and design, and negotiate interconnection with
utilities to be able to sell surplus solar electricity to the grid. Not
until all this is in place do the ventures see a cash flow, which then
comes in the form of an initial fee from financial project partners
and later from back office and O&M services to existing
installations.
The initial creation of an intermediary service offering is a taxing
process, and one that demands a high degree of entrepreneurial
skill. The reward for taking on that task can be a fast-growing
company once all the pieces of the service offering are in place.
SolarCity, a solar service firm that launched its service offering in
2008, was the largest US installer of residential solar installations in
2011 6. SunEdison, one of the pioneering firms, built solar projects
between 2005 and 2012 with a combined generating capacity of
almost a gigawatt, using a total $ 3 bn in project financing 7.
5
Drury, E. et al., 2012. The transformation of southern California’s
residential photovoltaics market through third-party ownership. Energy
Policy, 42, p689
6
Krulewitz, A., 2012. Who Reigns Supreme in Residential Solar?, Greentech
Solar [http://www.greentechmedia.com/articles/read/who-reigns-
supreme-in-residential-solar]
7
http://www.sunedison.com/wps/portal/memc/aboutus/whoweare/
ourexperience/
HARALD OVERHOLM | UNIVERSITY OF CAMBRIDGE 5
6. Creating Distributed Generation JANUARY 2013
Key parties and resource flows needed to create a solar service installation
(not illustrating underlying financial / legal structures)
My research set out to understand the process through which the
early solar service entrepreneurs created their customer offerings
by bringing all necessary counterparties together, thereby kick
starting the solar service market. It is my hope that this work may
provide insights of use to new ventures and their counterparties
wherever the business model is applied again.
For an in-depth look at how the solar service offering works once in
place, rather than the process of creating it, please refer to the
suggested further reading on the last page of this report.
My main method of research was an in-depth study of 6 US
ventures, selected from the database above. Five were active in the
solar photovoltaic industry, and one in the solar heating industry.
The bulk of my research was made up of interviews with the
founding teams, and with their early financial or installation
counterparties. In addition, I made extensive use of documents on
the firms from themselves and from third parties, visited trade fairs
where the firms were represented, and interviewed industry
experts, policy makers and regulators.
HARALD OVERHOLM | UNIVERSITY OF CAMBRIDGE 6
7. Creating Distributed Generation JANUARY 2013
SunPioneer SunPath SunBuilder SunFinance SolarPrivate SolarHeat
Relative Pioneer Follower Follower Late follower Follower Pioneer
market entry
Customer Commercial / Commercial / Commercial / Commercial / Residential Commercial /
niche institutional institutional institutional institutional institutional
Technology Solar electric Solar electric Solar electric Solar electric Solar electric Solar heating
used
Additional (Equity-only No No No Direct cash (Equity-only
business installations sales of solar installations
models before bank installations before bank
financing) financing)
Installed MW 2006-2009: 2008: 1 2007: <5 2010: <1 2010: <5 2010: <1
first 3 years <100 2009: 1 2008: >10 2011: >1 2011: >5 2011: >1
2010: <5 2009: >15 2012: >5 2012: >10 2012: >5
Exit Sold in 2009 No Sold in 2011 No No No
Location of California, California, California Washington, California Washington,
early value other US New Jersey DC, other US DC
creation states states
Studied US solar service firms (anonymized)
HARALD OVERHOLM | UNIVERSITY OF CAMBRIDGE 7
8. Creating Distributed Generation JANUARY 2013
FINDINGS OF RELEVANCE TO NEW SERVICE VENTURES
How are solar service ventures built? The firms analyzed in this
research project typically lacked significant intellectual property or
other proprietary assets. This meant that the new value they
created mainly was a product of the ecosystem they created
through bringing together other actors in a network, and the way in
which they structured interactions in that network. They differed
from the vast majority of new ventures in other industries by the
number of partnerships they needed and the time-critical way in
which those ties had to be formed and sequenced.
Of all their connections, those related to financing were by far the
most difficult to obtain. In contrast, end customers were often seen
as abundant, and not the main concern for any of the solar electric
ventures. This was different for the solar heating venture, which
had a smaller potential customer base to choose from.
SunPioneer SunPath SunBuilder SunFinance SolarHeat SolarPrivate
Non-commercial State State Utilities State policy State State
relationships regulators regulators makers regulators regulators
State policy Utilities Utilities Local Local
makers regulators regulators
Utilities Utilities
Installers Vertically 3-6 3-6 3-6 2 Many
integrated
Financial partners 2 banks 1 bank 2 banks 1 bank, Aggregated 1 bank
individuals
Aggregated
individuals
Insurance firms or 1 insurer, 1 broker 1 insurer 1 insurer, 1 insurer 2 insurers
agents
1 broker 1 agent
End customers 3-6 3-6 3-6 3-6 3-6 Many
Type and number of counterparties during first 1-2 years of value creation
HARALD OVERHOLM | UNIVERSITY OF CAMBRIDGE 8
9. Creating Distributed Generation JANUARY 2013
Called “bankability” in the sector, the ability to finance a portfolio
of installations through banks was a pivotal skill developed by the
ventures. Bankability followed from minute attention to how and
with whom the ventures’ other relationships were formed, so that
all demands of the financial partners were accommodated. Only
creditworthy end-customers could be involved; only well-proven
equipment from large and reliable manufacturers with strong
warranties could be installed; and installers had to be reputable and
provide warranties for their work. Insurance had to be procured.
Key aspects of “bankability” – the ability to secure bank financing for a solar installation
In order to form these partnerships simultaneously while achieving
bankability, the ventures relied strongly on two strategic processes:
Tutoring of counterparties – extensive information transfer
on areas counterparties needed to understand in order to
work with the venture
Constant cycling between multiple negotiations, in order to
form all partnerships simultaneously on identical terms
HARALD OVERHOLM | UNIVERSITY OF CAMBRIDGE 9
10. Creating Distributed Generation JANUARY 2013
Compared to product ventures, reliant on processes for internal
product development and product sales to end-customers, these
key strategic processes of the solar service ventures mark a different
kind of entrepreneurship.
Tutoring, the transfer of large amounts of information to
counterparties in order to establish a common knowledge base on
which the partnership could operate, was critical. In the case of
financial and insurance partners, tutoring focused on the solar
installation and the ventures’ business model; for installers,
tutoring centered on how to create quality standards, detailed
budgeting and other traits of a professional growth market that
many solar installers were initially unused to.
Tutoring was often combined with two other knowledge
management processes: screening of counterparties to find those
with most pre-existing knowledge before entering into tutoring;
and carefully coordinated co-learning with partners when new
knowledge had to be acquired by both parties (for example on legal
details or new policy) in order to close negotiations.
Cycling in-between counterparties was a central strategic process,
not only due to the time-critical character of the value creation, but
also as different partners often made requests on which other
partners the venture had to work with, or expected other
partnership discussions of the venture to be closed before
committing to joint value creation. This often created chicken-and-
egg situations for the ventures, only to be solved by rapid and
constant cycling between negotiations and tutoring processes.
The critical nature of these two strategic processes is in contrast to
other strategies that were expected from prior research literature to
be important. For example, risk reduction by creating redundant
ties with many similar partners was a strategy seldom used, mainly
as the venture teams had little bandwidth left beyond negotiations
they needed to pursue. Building on the venture teams’ previous
contacts was typically not a prominent strategy to access partners,
as the partnerships needed for value creation were so specific that
they were unlikely to overlap with any pre-existing network of
entrepreneurs. Typical sales processes, involving symbolic or
visionary communication and elaborate rapport-building, may have
HARALD OVERHOLM | UNIVERSITY OF CAMBRIDGE 10
11. Creating Distributed Generation JANUARY 2013
occasionally mattered but were very much subordinate to the
essential processes of knowledge transfer and cycling.
The ventures often had to influence and rely on non-commercial
partnerships using the same strategic processes as for their
commercial partners. Several firms closely interacted with and
tutored state energy boards, local zoning departments, and the
interconnection departments of utilities, for example.
Variation among the ventures
The ventures were cross-compared to identify differences in process
related to market entry, business model or technology.
Use of a different technology did not alter the processes described
above. SolarHeat, which created a service solution around solar
heating rather than photovoltaic panels, did not depart from the
partnering patterns of other ventures.
The number of end-customers a firm worked with seemed clearly
linked to the structure of its partnering processes. SolarPrivate,
which worked with a large number of small residential end-
customers, had to standardize and formalize its process of
negotiating with customers, local permitting authorities and
installers to a much higher extent than the other ventures.
Being a pioneer of the service business model, as SunPioneer was in
the solar electric market and SolarHeat was in the solar heating
panel market, meant relying on even more extensive tutoring and
cycling, as counterparties were less knowledgeable and more risk
concerned than they would be when they were later contacted by
followers. Both firms found that they had to start their business
slowly by creating pilot installations with their own funds, rather
than with bank financing, to demonstrate business model viability
to prospective partners.
The negative externality of building a solar service venture
When a venture used tutoring and cycling to reach value creation it
left partners with a roadmap for how to carry out further similar
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work – with or without the same solar service venture. An
ecosystem was created that could be entered by other actors
focused on similar value creation. Conversely, all the follower
ventures reported benefitting from the work of other solar service
firms.
Several of the firms described trying to protect the value they
created through their education and binding together of networks,
yet failing to find reliable ways to do so, at least beyond the
temporary protection that the personal relationships to partners
might offer. In this sense, the establishment of an ecosystem of
partners through tutoring and cycling was a negative externality for
the solar service firms, limiting the entrepreneurial rent they could
extract from their actions.
Transfer of conclusions to other industries / countries
To what extent would the strategic processes described above be
critical to intermediary service ventures in other sustainable
technology industries?
Ventures aiming to build intermediary service solutions are likely
to encounter fairly similar conditions, irrespective of their industry.
The strategic importance of efficient cycling between negotiations
with potential partners is likely to apply widely, as anyone
attempting to use this business model has to complete its full
portfolio of partnerships simultaneously. However, in an industry
where fewer partners are needed, cycling may become less taxing.
For example, intermediary service ventures in car sharing do not
rely on installers, and hence one degree of complexity is removed
from their portfolio.
Tutoring of counterparties is likely to be important in all cases
where partners that do not share the industry knowledge of the
venture are needed. To use the car sharing example again, such a
venture may rely on financing from car leasing firms, which are
used to analyze risks in the car industry, something that would
lessen the need for information transfer. In the case of most other
technologies, it is unlikely that financial partners and insurers will
know the technology well, or that installation partners will be used
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13. Creating Distributed Generation JANUARY 2013
to the sort of highly structured construction processes needed for
third party financed installations.
To what extent can ventures from outside the US use the findings?
For entrepreneurs in developed markets, the particularities of the
US market – such as certain types of regulations or financial
vehicles – may be a reason for concern. Yet the critical strategic
processes were mainly related to ties formed with commercial
parties, likely to be similar to those in other developed countries.
For entrepreneurs in developing markets, issues of trust and
underlying infrastructure (such as the ability to obtain credit
ratings for end customers) may be pressing issues to clarify before
being able to use these partnering processes successfully.
FINDINGS OF RELEVANCE TO POLICY MAKERS
Facilitating the emergence of intermediary service ventures in
sustainable technology industries can benefit the goals of policy
makers with a green or resource-conserving agenda. For the solar
service area, it has been concluded that:
Policies that enable third-party PV products [i.e., solar service firms]
to enter new markets, or policies that target similar barriers to PV
adoption, represent strong opportunities for stimulating PV demand
in concert with traditional incentives that reduce system costs or
increase revenues. These opportunities frequently represent low-cost
or cost-neutral policies that have the potential to dramatically
increase PV demand by enticing new customers to adopt PV that are
associated with a significantly larger population demographic. 8
The research summarized in this paper provides additional
observations that may be of help to policy makers wishing to see
the success of the solar service firms repeated in new geographies
or industries.
8
Drury, E. et al., 2012. The transformation of southern California’s
residential photovoltaics market through third-party ownership. Energy
Policy, 42, p689
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14. Creating Distributed Generation JANUARY 2013
The commercial front is far behind the technology innovation front
A general observation is that the commercial front of the solar
market is far behind the front of new solar technology, due to the
bankability phenomenon. In order for banks to finance a
technology, for insurers to provide full insurance coverage, and for
manufacturers and installers to feel comfortable providing
warranties, a robust and time-tested technology must be used by
the intermediary service ventures that launch these services.
Understanding of bankability deserves more focus when energy
R&D is planned, and calls for innovative policy making when
helping to commercialize new energy innovations. One topic for
policy makers to explore may be aid to commercialization through
the compiling and publishing of performance data on new
technologies, which would provide information critical to
bankability.
Incentives to support entrepreneurs are different from those
supporting end-customers
An intermediary service industry works differently from a product
market, and the ultimate aim of supportive policy for such a market
should be to attract entrepreneurs into developing firms, rather
than to push customers to make one-off purchases. To nudge
entrepreneurs into creating intermediary service ventures, stable
and well-defined policy instruments are needed. For example, the
tradable Renewable Energy Certificates issued by some US states –
albeit initially very generous – were unpredictable and widely
disliked by the entrepreneurs. For those entrepreneurs that
expanded into markets with RECs, the instability of the instrument
created severe problems. On the other hand, the robust and
century-old concept of tax equity, a policy instrument providing tax
breaks to investors in infrastructure assets, was simple in terms of
benefits, had been used widely in other sectors, and was typically
seen as a positive and important policy instrument by
entrepreneurs once it extended into the solar market. It had clear
end-dates and could not change significantly during its active
period. It was occasionally difficult to find suitable tax equity
investors, but that was ultimately a question of a market imbalance
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15. Creating Distributed Generation JANUARY 2013
that could be solved by skillful entrepreneurs in co-operation with
their financial partners.
Helping remove practical barriers may be more powerful than
creating incentives
Standardized and transparent regulation of technology installation
and maintenance procedures can be a great help to entrepreneurs.
The devil was in the details for the solar service ventures: to ensure
a profitable operation, it was critical for them to sort out how to
successfully manage building regulations, utility interconnections,
and access to installations in the case of customer default, to name
but a few regulatory areas. In addition to battling with the vastly
more powerful utilities, this demanded interaction with a number
of institutions unrelated to the energy area, such as tax authorities,
fire authorities, and zoning departments. Clear and homogenous
guidelines for such regulatory bodies and common industry
standards applied to different cities and regions can help reduce
costs and be a great aid to the growth of intermediary service
markets.
FINDINGS OF RELEVANCE TO TECHNOLOGY FIRMS
This research shows how the requirements of intermediary service
firms, rather than end-customer preferences, may shape demand
for sustainable technology products. Technology managers at
manufacturing firms can benefit from three observations:
Technology bankability is pivotal to intermediary markets.
To be bankable, a technology needs long-term performance
data validated by third parties, and strong warranties made
by a creditworthy firm. This means that the prospects of
intermediary service markets for novel technologies, or for
small manufacturers without credit ratings, are limited.
For technology markets in which installation services are
needed, installers influence the viability of intermediary
business models. If installers cannot install a technology
cost-efficiently, or if there are too few installers to scale up
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16. Creating Distributed Generation JANUARY 2013
the market, it is difficult for entrepreneurs to create
intermediary ventures. Again, this limits the prospects of
intermediary service markets for novel technologies.
Intermediary service ventures can act as lead users and
contribute significantly to product innovation – they are
often among the most sophisticated and experienced
customers of the technology they are using.
Finally, manufacturers may also want to use the findings on how
new ventures create the business model to evaluate whether they
could apply this business model themselves. As was clear from the
industry database, several manufacturers have entered the solar
service markets since the beginning of 2009.
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17. Creating Distributed Generation JANUARY 2013
Suggested further reading on the solar service market
Coughlin, J. & Cory, K., 2009. Solar Photovoltaic Financing:
Residential Sector Deployment, Golden, Colorado: National
Renewable Energy Laboratory
Kollins, K., Speer, B. & Cory, K., 2010. Solar PV Project Financing:
Regulatory and Legislative Challenges for Third-Party PPA System
Owners, Golden, Colorado: National Renewable Energy Laboratory
Acknowledgements
This research could not have been written without the support of a
large number of people. I am indebted to all informants of the
studied ventures and their financial and installation partners who
were more than kind to share their memories of the early solar
service industry. In addition, I wish to thank Dr Elizabeth Garnsey
(University of Cambridge), Dr Damian Miller (Orb Energy), Richard
Kaufmann (DoE), David Feldman (NREL), Dan Oros (KPCB),
Professor Kathleen M. Eisenhardt (Stanford University), Reinhard
Reicher (IFC) and Dr Johann Napp (Bain) for their generosity in
aiding this work. Finally, the research could not have been
conducted without kind financial support from RADMA, SWECO
and Churchill College, and the encouragement of my previous
employers at Sustainable Technologies Fund (Stockholm).
Source of this research summary
Overholm, H., 2013. Genesis of an Ecosystem: Alliance Initiation by
Technology-Intermediary Ventures, Unpublished PhD thesis
submitted for examination to the University of Cambridge
Contact
Harald Overholm
Institute for Manufacturing
17 Charles Babbage Road
Cambridge, CB3 0FS, UK
E-mail: haraldoverholm@gmail.com
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