The document provides information about the 17th Annual Energy Forum conference organized by Marketforce. It includes details about early registration rates, an agenda of speakers and topics, speakers' biographies, sponsor information, and registration details. The conference will discuss issues like the CMA energy market investigation, implications of reforms, innovation in customer experience, impacts of price caps and smart meters, and the future energy industry model. It offers networking opportunities for energy industry professionals to discuss challenges and opportunities in the changing market.
The Energy Services Market How Will It Developcianreville
Energy services provides a potential ‘Golden Key’ for new entrants into the energy supply market to
take swathes of the energy retail market away from conventional utilities. “Never!”, cry many
incumbents, who believe that energy services growth will only be incremental, and that having ‘Me
Too’ energy services offerings will be sufficient to put a padlock around their positions in the energy
supply market.
This paper explores these ‘Golden Key’ and ‘Me Too’ energy services scenarios developed by Delta,
illustrating them with case studies from the banking and telecoms sectors.
Real-time pricing has been hindered by the misperception that a shift
to RTP will create new types of risks, without creating benefits for
utilities or customers.
During the past two decades, real-time pricing (RTP) has spawned a cottage industry
of experts who continue to wax eloquent on its benefits. RTP can indeed provide
substantial benefits to energy customers and utilities. However, only a handful of utilities
offer such programs, and only a few thousand customers receive RTP service. This
paradox resolves itself once we realize that there are significant barriers to RTP, many of
them having to do with perceptions and not reality.
The overarching barrier to widespread application of RTP is a misperception that a shift
to RTP will create new types of risks for utilities and regulators, without creating
commensurate benefits for either utilities or customers. Both utilities and regulators have
become risk averse in experimentation with new policies, having been burned first in
California and then in the Enron crisis. The challenge is to convince them that no such
failures await them with implementing RTP.
ERA's Purchasing update - Market Intelligence - from January 2017. Articles on Facilities Management, Water, Hybrid Mail, Food Costs, World-class Procurement, High Value Card Transactions, along with other areas of interest.
The Energy Services Market How Will It Developcianreville
Energy services provides a potential ‘Golden Key’ for new entrants into the energy supply market to
take swathes of the energy retail market away from conventional utilities. “Never!”, cry many
incumbents, who believe that energy services growth will only be incremental, and that having ‘Me
Too’ energy services offerings will be sufficient to put a padlock around their positions in the energy
supply market.
This paper explores these ‘Golden Key’ and ‘Me Too’ energy services scenarios developed by Delta,
illustrating them with case studies from the banking and telecoms sectors.
Real-time pricing has been hindered by the misperception that a shift
to RTP will create new types of risks, without creating benefits for
utilities or customers.
During the past two decades, real-time pricing (RTP) has spawned a cottage industry
of experts who continue to wax eloquent on its benefits. RTP can indeed provide
substantial benefits to energy customers and utilities. However, only a handful of utilities
offer such programs, and only a few thousand customers receive RTP service. This
paradox resolves itself once we realize that there are significant barriers to RTP, many of
them having to do with perceptions and not reality.
The overarching barrier to widespread application of RTP is a misperception that a shift
to RTP will create new types of risks for utilities and regulators, without creating
commensurate benefits for either utilities or customers. Both utilities and regulators have
become risk averse in experimentation with new policies, having been burned first in
California and then in the Enron crisis. The challenge is to convince them that no such
failures await them with implementing RTP.
ERA's Purchasing update - Market Intelligence - from January 2017. Articles on Facilities Management, Water, Hybrid Mail, Food Costs, World-class Procurement, High Value Card Transactions, along with other areas of interest.
Commercial Innovation in US Oilfield: Buyers and Sellers Both Win by Embracin...Hexacom
For many years (too many, perhaps), technological investment in the oilfield has focused uniquely on the products and services used rather than the ways in which buyers connect to them. Rarely have visionary eyes turned towards the business environment within the industry, the ways in which customers and suppliers work together. However, given the right combination of content (e.g., product specifications, supplier details), front-end tools, and an underlying intelligence structure, a lot can be done to democratize and expand oilfield transactions.
Commercial innovation such as this ensures that the oil and gas industry’s ultimate, collective product – the cheap energy that drives civilization’s progress – maintains its competitive place in the global energy mix. Indeed, a drive towards complete efficiency in every facet of the value chain will keep energy from hydrocarbons viable in the long run. And reducing the waste created throughout the buying and selling process is a key aspect of this.
Enabling the OTT Revolution: How Telecom Operators Can Stake Their ClaimFlorian Gröne
As over-the-top (OTT) companies like Netflix, Skype, and Google encroach on the telecom industry, operators need to find ways to counter the threat. That means leveraging their distinct assets and capabilities: their ubiquitous fixed and wireless networks, their millions of customers, and the data, logistics, and other services they can offer.
Future market and business models the road ahead gaining momentum from energ...Power System Operation
No-one can predict the future but it is important that companies take a clear view
on the ways in which their marketplace is likely to evolve and their company’s
place in the various different possible scenarios.
The Cost of NonEurope in the Sharing Economy: Economic, Social and Legal Challenges and Opportunities
European Parliament Research Service
This 'Cost of Non-Europe' study examines the current economic, social and legal state of play
regarding the sharing economy in the European Union, and identifies the cost of the lack of
further European action in this field.
The assessment of existing EU and national legislation confirms that there are still significant
implementation gaps and areas of poor economic performance. The subsequent examination of
areas where it was believed that an economic potential exists highlighted that substantial
barriers remain, hindering the achievement of the goals set out in the existing legislation.
Moreover, some issues are not or are insufficiently addressed (e.g. status of workers employed
by sharing economy service providers). Consequently, more European action would be
necessary to achieve the full economic potential of the sharing economy. In doing so, policymakers
should seek to ensure an adequate balance between creative freedom for business and
the necessary regulatory protection.
This research estimates the potential economic gain linked with a better use of capacities
(otherwise under-used) as a result of the sharing economy is €572 billion in annual
consumption across the EU-28. This figure should nevertheless be considered with caution;
substantial barriers prevent the full benefits from being realised, and could reduce the value of
potential increased use to up to €18 billion in the shorter-term and up to €134 billion in the
medium and longer term, depending on the scale of regulatory obstacles.
Adapting to a changing telecoms landscape in SA - by Douglas ReedVoiceSA
A discussion around what has been experienced in the SA telecoms environment in the past 5 years, and what can be expected in the forthcoming years. What opportunities and challenges will be presented to companies in the industry, and how to adapt your business models to take advantage of the situation.
This thought-piece discusses how established companies can manage the duality dilemma triggered by the coexistence of new digital offerings and legacy products, and provides expert insights into how a common set of core capabilities can accelerate the digital transformation journey ahead.
UKUPA Jan 09: User Experience In A DownturnUXPA UK
Gerred Blyth (Lighthouse Experience) and Be Kaler Blake (Aquent) presented on their perspective on the user experience industry and how companies and individuals can cope and find opportunities during the economic downturn. Discussions and pop quiz results from the evening are incorporated in the slides.
Competition, bargaining power and pricing in two sided marketsKimmo Soramaki
We develop a usage model of two-sided markets with perfect multi-homing. Bargaining plays a role when market sides prefer different platforms.
We are interested in the profit-maximising usage fees set by homogeneous duopolistic platforms.
We find that for sufficiently low cost level, in Nash-equilibrium all costs are borne by the side without bargaining power. The equilibrium price allows excess profits for both platforms.
We argue that skewed pricing found empirically in many two sided markets, can perhaps be explained by which side chooses the platform when both sides are willing to transact on multiple platforms.
Capital Builder is a best leading Stock and Commodity Advisory Firm, and also tie-up with big Research House, so you can get our accurate signals and make profit.
Read more@ http://capitalbuilder.in/
Commercial Innovation in US Oilfield: Buyers and Sellers Both Win by Embracin...Hexacom
For many years (too many, perhaps), technological investment in the oilfield has focused uniquely on the products and services used rather than the ways in which buyers connect to them. Rarely have visionary eyes turned towards the business environment within the industry, the ways in which customers and suppliers work together. However, given the right combination of content (e.g., product specifications, supplier details), front-end tools, and an underlying intelligence structure, a lot can be done to democratize and expand oilfield transactions.
Commercial innovation such as this ensures that the oil and gas industry’s ultimate, collective product – the cheap energy that drives civilization’s progress – maintains its competitive place in the global energy mix. Indeed, a drive towards complete efficiency in every facet of the value chain will keep energy from hydrocarbons viable in the long run. And reducing the waste created throughout the buying and selling process is a key aspect of this.
Enabling the OTT Revolution: How Telecom Operators Can Stake Their ClaimFlorian Gröne
As over-the-top (OTT) companies like Netflix, Skype, and Google encroach on the telecom industry, operators need to find ways to counter the threat. That means leveraging their distinct assets and capabilities: their ubiquitous fixed and wireless networks, their millions of customers, and the data, logistics, and other services they can offer.
Future market and business models the road ahead gaining momentum from energ...Power System Operation
No-one can predict the future but it is important that companies take a clear view
on the ways in which their marketplace is likely to evolve and their company’s
place in the various different possible scenarios.
The Cost of NonEurope in the Sharing Economy: Economic, Social and Legal Challenges and Opportunities
European Parliament Research Service
This 'Cost of Non-Europe' study examines the current economic, social and legal state of play
regarding the sharing economy in the European Union, and identifies the cost of the lack of
further European action in this field.
The assessment of existing EU and national legislation confirms that there are still significant
implementation gaps and areas of poor economic performance. The subsequent examination of
areas where it was believed that an economic potential exists highlighted that substantial
barriers remain, hindering the achievement of the goals set out in the existing legislation.
Moreover, some issues are not or are insufficiently addressed (e.g. status of workers employed
by sharing economy service providers). Consequently, more European action would be
necessary to achieve the full economic potential of the sharing economy. In doing so, policymakers
should seek to ensure an adequate balance between creative freedom for business and
the necessary regulatory protection.
This research estimates the potential economic gain linked with a better use of capacities
(otherwise under-used) as a result of the sharing economy is €572 billion in annual
consumption across the EU-28. This figure should nevertheless be considered with caution;
substantial barriers prevent the full benefits from being realised, and could reduce the value of
potential increased use to up to €18 billion in the shorter-term and up to €134 billion in the
medium and longer term, depending on the scale of regulatory obstacles.
Adapting to a changing telecoms landscape in SA - by Douglas ReedVoiceSA
A discussion around what has been experienced in the SA telecoms environment in the past 5 years, and what can be expected in the forthcoming years. What opportunities and challenges will be presented to companies in the industry, and how to adapt your business models to take advantage of the situation.
This thought-piece discusses how established companies can manage the duality dilemma triggered by the coexistence of new digital offerings and legacy products, and provides expert insights into how a common set of core capabilities can accelerate the digital transformation journey ahead.
UKUPA Jan 09: User Experience In A DownturnUXPA UK
Gerred Blyth (Lighthouse Experience) and Be Kaler Blake (Aquent) presented on their perspective on the user experience industry and how companies and individuals can cope and find opportunities during the economic downturn. Discussions and pop quiz results from the evening are incorporated in the slides.
Competition, bargaining power and pricing in two sided marketsKimmo Soramaki
We develop a usage model of two-sided markets with perfect multi-homing. Bargaining plays a role when market sides prefer different platforms.
We are interested in the profit-maximising usage fees set by homogeneous duopolistic platforms.
We find that for sufficiently low cost level, in Nash-equilibrium all costs are borne by the side without bargaining power. The equilibrium price allows excess profits for both platforms.
We argue that skewed pricing found empirically in many two sided markets, can perhaps be explained by which side chooses the platform when both sides are willing to transact on multiple platforms.
Capital Builder is a best leading Stock and Commodity Advisory Firm, and also tie-up with big Research House, so you can get our accurate signals and make profit.
Read more@ http://capitalbuilder.in/
Las recientes desapariciones de niños como el caso de Madeleine en Portugal, y las continuas detenciones de pederastas que actúan impunemente en la Red nos hace preguntar ¿cómo podemos proteger a los más pequeños de la casa?
PKWH shares Labor and Employment law updates covering independent contractor classification, implications of an activist NLRB, California's new sick leave law, use of smartphones, remote access and its impact on overtime, minimum wage updates and the Private Attorney General Act (PAGA).
What is Virtual Reality? Why is it the perfect technology for real estate. Introducing the first VR application made by Funda to do virtual house visits.
Reckon Conf2015 (AU / NZ) Moving your practice to the cloudReckon
The most comprehensive practice management product suite for accountants is now in the cloud. See how it can benefit your practice by accessing your practice from any device, anywhere, anytime.
The Hyperspace Collective is a collective that consists of several independent entrepreneurs that joined forces in order to realize projects in the field of Augmented and Virtual reality. We want to focus on creating added value through VR and AR in relation to social developments and various disciplines such as architecture, health, art, product presentation, history, education and entertainment. We want to connect people from these areas to create unique, innovative and original projects.
We believe in immersive sensory experiences. AR and VR influences all the senses which makes it possible to experience emotion and spatial environments. Activities and worlds that were out of our reach at first, now become within reach and tangible through AR and VR.
Every entrepreneur within our Hyperspace Collective has its own perspective on how AR or VR adds value to his or her field, and we all see that this technological evolution, or revolution, will have a huge impact on our daily lives.
We aim to inspire people and engage them into a new world of possibilities. Show them fun, unique and cutting edge VR and AR experiences.
For that reason we organize the exhibition HYPERSPACES during the Dutch Design Week 2015. We want to connect people with the world of Virtual and Augmented Reality through interactive installations, and show them the range of possibilities that lies within their reach, but is still relatively unknown. We are delighted to have you as participant and we are confident that it will be a fantastic experience for everyone (both virtual and in the real world). Welcome to HYPERSPACES!
Utility megatrends and contact center transformationsGridgal
The traditional utility business model is undergoing profound transformations. How will these changes impact Utility Contact Centers? Learn about the impacts and how to leverage them to your utility's advantage.
Last October, utility professionals from all over the US and Canada gathered in Denver for three days for the 2015 E Source Forum. They learned tactics for dealing with increased customer expectations and lofty performance goals for demand-side management (DSM) programs, heard real-life tips for connecting with hard-to-reach customers, and discovered new end-use technologies to consider for programs.
What follows is a collection of insights that were share through these sessions.
This presentation, mainly from a Caribbean perspective, highlights considerations for the Regulator, Industry and Consumer to bear in mind on how they can contribute toward an effective Competition Policy to benefit the society and nation as a whole..
Power Responsive DSR Conference 18th June - Summary PaperPower Responsive
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 is a summary paper of the event
The countdown has officially begun! 9 days left until the Supply Chain Finance Summit in Amsterdam (24th – 25th January). Neurosoft is a proud Gold Sponsor.
Digital Business Models I Best Practices I NuggetHubRichardNowack
What new business models are made possible by digitization? Digital business models are based on connected service and digital platforms. In this business best practice slide deck you learn how to develop, prototype and implement digital business models based on platforms and connected services.
We provide you with the following best practices:
- Introduction
- Digital Platforms, Strategies and Services
- Operating Models
- MVPs and Prototyping
- Platform Design
1. A highly capable brick and mortar electronics retailer with a l.docxaulasnilda
1. A highly capable brick and mortar electronics retailer with a loyal regional customer base (such as Fry's) should adopt which of the following medium term strategies?
"50% off" sale every month
Divest
Niche or harvest
Invest in R&D
2. Amazon's strategy involves offering expanded variety but at very competitive prices. This is primarily achieved through
Economies of scope
Focus on international markets
Economies of scale
Innovative products
3. Uber is an example of industry chaining in which of the following ways?
Economies of scale for service providers
Economies of scope for customers
Improving access and reduced search costs for customers and service providers
Lower wages for service providers and lower prices for customers
4. Shareholder returns are primarily derived from
Growth in share value and dividend payments
dividend payments only
Growth in company profits
Growth in the share value only
5. Strategy is defined best as:
A unique value proposition supported by sound financial decisions
A unique value proposition supported by synergies in operations
A unique value proposition supported by aggressive marketing
A unique value proposition supported by a complex supply chain
6. The cost of attracting new customers is the highest with which of the following groups?
Early adopters
Late majority
Laggards
Innovators
7. In the context of the Differentiation (Quality) vs Efficiency trade-off curve, the efficient frontier refers to:
The company that provides maximum quality for a given cost
The company that provides minimum cost
The company that provides maximum quality
The company that maximizes efficiency
8. Nike hiring sports stars to be brand ambassadors is an example of which of the following mechanisms?
Market development
Customer segmentation
Product development
Market penetration
9. Which of the following is an indication of strategic committment of a company in an industry
Lowering wages of the workforce
Increased technology investment
Acquiring real-estate in an urban location of demand
Increased divident payments for two years in a row
10. A pharma company with a deep roster of capable engineers and scientists and that is the market leader is best advised to begin development of a new drug as:
A partnership with smaller competitors
License its innovation from other laboratories
An independent venture
Smaller scale effort
11. The most valuable competency in the declining phase of an industry is:
Resposiveness
Innovation
Efficiency
Quality
12. There is often limited capacity relative to demand in the early growth period of an industry because:
Capacity is very expensive in the later stages of an industry
Only few companies have products or technologies in a budding industry
Prices tend to be low in the embryonic stage
Many companies compete for early advantage in an emerging industry
13. If the willingness to pay of .
1. A highly capable brick and mortar electronics retailer with a l.docxjeremylockett77
1. A highly capable brick and mortar electronics retailer with a loyal regional customer base (such as Fry's) should adopt which of the following medium term strategies?
"50% off" sale every month
Divest
Niche or harvest
Invest in R&D
2. Amazon's strategy involves offering expanded variety but at very competitive prices. This is primarily achieved through
Economies of scope
Focus on international markets
Economies of scale
Innovative products
3. Uber is an example of industry chaining in which of the following ways?
Economies of scale for service providers
Economies of scope for customers
Improving access and reduced search costs for customers and service providers
Lower wages for service providers and lower prices for customers
4. Shareholder returns are primarily derived from
Growth in share value and dividend payments
dividend payments only
Growth in company profits
Growth in the share value only
5. Strategy is defined best as:
A unique value proposition supported by sound financial decisions
A unique value proposition supported by synergies in operations
A unique value proposition supported by aggressive marketing
A unique value proposition supported by a complex supply chain
6. The cost of attracting new customers is the highest with which of the following groups?
Early adopters
Late majority
Laggards
Innovators
7. In the context of the Differentiation (Quality) vs Efficiency trade-off curve, the efficient frontier refers to:
The company that provides maximum quality for a given cost
The company that provides minimum cost
The company that provides maximum quality
The company that maximizes efficiency
8. Nike hiring sports stars to be brand ambassadors is an example of which of the following mechanisms?
Market development
Customer segmentation
Product development
Market penetration
9. Which of the following is an indication of strategic committment of a company in an industry
Lowering wages of the workforce
Increased technology investment
Acquiring real-estate in an urban location of demand
Increased divident payments for two years in a row
10. A pharma company with a deep roster of capable engineers and scientists and that is the market leader is best advised to begin development of a new drug as:
A partnership with smaller competitors
License its innovation from other laboratories
An independent venture
Smaller scale effort
11. The most valuable competency in the declining phase of an industry is:
Resposiveness
Innovation
Efficiency
Quality
12. There is often limited capacity relative to demand in the early growth period of an industry because:
Capacity is very expensive in the later stages of an industry
Only few companies have products or technologies in a budding industry
Prices tend to be low in the embryonic stage
Many companies compete for early advantage in an emerging industry
13. If the willingness to pay of ...
1. EARLY REGISTRATION
RATES AVAILABLE
Book before 23rd
September to save £100!
Marketforce’s 17th Annual Energy Forum
WWW.MARKETFORCE.EU.COM/ENERGY302
It was an
excellent event
that covered the
hot topics and
challenges in the UK
energy market.”
Sales Director, Happy
Energy
Roger Witcomb
Chair
CMA’s Energy
Market Investigation
Sarwjit Sambhi
Managing Director, UK Home
Centrica
Ed Kamm
Managing Director, UK
First Utility
Rachel Fletcher
Senior Partner, Consumers
and Competition
Ofgem
Rupert Steele
Director of Regulation
Scottish Power
Andy McKay
Chief Information Officer
Extra Energy
Katherine Marshall
Head of Regulation & Markets
SSE
Talal Fathallah
CEO and Co-Founder
Flipper
Join industry leaders and experts to discuss how to remain competitive
in a reformed market.
The Energy Customer
Innovation and disruption: prospering in a changing energy world
28th September 2016, The Waldorf Hilton, London
Sara Bell
Chief Executive Officer
Tempus Energy
Chris Harris
Head of Regulation
RWE npower
SILVER SPONSORS:
2. ContactEngine improves the key conversations between corporates
and their customers, ensuring that crucial moments such as sales,
deliveries and appointments are executed with precision and
minimum effort. All these conversations are uniquely personalised
and are managed by ContactEngine’s software, with its built in
workflow, exception reporting and management information.
www.contactengine.com
Founded in 2011, Economic Insight is an economics consultancy that
provides an unrivalled level of client service. Our unique proposition
is that we combine the rigour of technical economics with the
consultancy skills of leading strategy houses. In addition to swiftly
developing a reputation as leading providers of economics advice,
through our strategy practice – www.thestrategylab.co.uk – we are
at the forefront of the application of experimental methods to inform
business and regulatory decisions – including in the energy sector.
www.thestrategylab.co.uk
2
1
09.00 Welcome address by Marketforce
09.05 Chair’s opening remarks
The future for the retail market
post-CMA investigation
09.10 The CMA’s ‘Energy market investigation’: a competitive and fair
future
Roger Witcomb, Chair, CMA’s Energy Market Investigation
09.30 Questions
09.35 From report to implementation: the Ofgem view
Rachel Fletcher, Senior Partner, Consumers and Competition,
Ofgem
09.55 Questions
10.00 Advisory session
10.20 P2P
!
?
!
P2P
Panel Discussion
The industry responds: an earthquake for energy?
• Does the CMA’s report go far enough in increasing competition
in the market?
• What more can the energy industry do to engage customers
and encourage switching?
• Will the CMA’s report encourage differentiation among
suppliers?
• Tariff liberalisation: how will this change competition in the
retail market?
• What will the impact be on the proposed remedies on
microbusinesses?
• The database proposal: is this the answer to customer
disengagement?
• What will the effect of the prepayment price cap be on the
industry’s approach to those customers?
• How will the smart roll-out change the way in which the
industry works?
• The energy market in the 2020s: what is the longer-term goal?
Sarwjit Sambhi, Managing Director, UK Home, Centrica
Ed Kamm, Managing Director, UK, First Utility
Chris Harris, Head of Regulation, RWE npower
Katherine Marshall, Head of Regulation & Markets, SSE
Rupert Steele, Director of Regulation, ScottishPower
10.50 Refreshments
The impact of the new industry model on
the customer
11.20 After ‘simpler choices’: the return to tariff liberalisation
• What will the CMA’s recommendations mean for tariffs?
• Tariff innovation: offering targeted tariffs for certain groups
• Gaining customer support: educating customers to be
prepared for the change
• What do energy companies need to do to ensure that they are
ready for this new opportunity?
Chris Harris, Head of Regulation, RWE npower
11.40 Engaging customers through the proposed default tariff
database – opportunities and challenges
• What needs to be done to ensure the database is effective?
• How can suppliers use this data to win new customers without
becoming a nuisance?
• The effect on the industry structure of the new database
• What other things can be done to reach disengaged customers
outside of direct marketing?
Chris Reynolds, Head of Marketing, GB Energy Supply
The Energy Customer
28th September 2016 | The Waldorf Hilton, London
FOR MORE INFORMATION, PLEASE VISIT THE WEBS
The energy industry is undergoing a significant
period of transition, with rising customer
expectations, technological transformation, and
the CMA proposing key reforms for how suppliers
interact with customers. As such it is more vital
than ever to ensure that you are up-to-date on
the exciting new opportunities these changes
represent.
Join us at The Energy Customer to hear senior figures
from across the industry discuss the CMA report,
provide case-studies on their innovative new offerings,
and explore how to provide the best possible customer
experience.
With a wide range of suppliers, academics, regulators
and innovators represented this is a unique chance to
stay ahead of the competition and make sure that you
have the edge going into the 2020s.
KEY REASONS TO ATTEND:
• Discuss how to gain an edge with key figures from
both smaller suppliers and the Big 6
• Get updates from the CMA Investigation Chair and
Ofgem on the future for energy retail markets
after the CMA investigation
• Hear the industry response with presentations from
directors and heads at Centrica, First Utility, RWE
npower, SSE, and ScottishPower
• Learn about exciting new innovations in customer
switching and their potentially transformative effect
for suppliers from the CEO of Flipper
WEDNESDAY 28TH SEPTEMBER 2016
SILVER SPONSORS:
3. 12.00 Experimenting with Energy Customers
• The CMA’s “trial and test” remedy: what does it mean for
companies in practice?
• What are “randomised controlled trials” and what are the
alternatives?
• The differences between Ofgem trialling and Ofgem designing
services
James Harvey, Director, Economic Insight
12.20
P2P
!
?
!
P2P
Case Study
The role of price comparison websites in driving customer
switching
Stephen Murray, Energy Commercial Manager,
Moneysupermarket.com
12.40 Questions
12.50 Lunch
Competing in a reformed market
14.05
P2P
!
?
!
P2P
Case Study
Optimising the customer journey in a digital world: installation,
billing, and renewal
• What are the pain points in the customer’s interaction with
their supplier?
• Simplifying billing: what can suppliers do to make new tariffs
and prices clear to customers?
• Managing complaints effectively: what can energy companies
do to meet customer expectations?
• The digital future: using new technology to improve the
customer’s experience
• Lessons from other industries: what can the energy industry
learn from finance and retail?
Sara Bell, Chief Executive Officer, Tempus Energy
14.25 Advisory session
14.45 The price cap for prepayment customers: creating a fairer
market?
• What effect will the new cap have on the way suppliers deal
with prepayment customers?
• Has the cap been set at an appropriate level?
• Should the price cap have been extended more widely than
prepayment customers?
• Managing the transition: what are the steps to a fully
functioning prepayment market?
Professor Catherine Waddams, Centre for Competition Policy
and Norwich Business School, University of East Anglia
15.05
P2P
!
?
!
P2P
Case Study
The future of customer switching?
Flipper is a revolutionary new concept in price comparison and
the wider energy market. Rather than leaving most of the work
to the customer, Flipper takes your recorded energy usage and
finds the best deal for you. They will then automatically switch
you between providers to make sure you are always on the best
possible tariff. The transformative effect for the way customers
interact with suppliers is vast, especially in light of the CMAs
focus on increasing the role for price comparison websites.
Talal Fathallah, CEO and Co-Founder, Flipper
15.25 Questions
15.35 P2P
!
?
!
P2P
Peer-to-Peer Discussion Zones
What are the opportunities to innovate in new products and
services?
To encourage networking and the exchange of ideas, delegates
will divide into zones for twenty minutes of facilitated discussion.
The findings of the discussion will then be presented back at
the end of the session, with reaction from the panel of previous
speakers.
Questions to be discussed include:
• How important is differentiation based on providing new
products and services rather than price?
• In what way will the CMA’s recommendations change the
possibilities for innovation?
• What additional services could energy companies begin to
provide between now and 2020?
• Are there new products that energy companies should be
offering consumers today?
• How can energy companies encourage a culture of innovation
in their organisation and industry?
16.00 Refreshments
The future for the energy industry in a
smart world
16.30 The energy market after 2020: the model once smart goes live
• Improving customer engagement: the role of smart meters
• How will smart meters help to facilitate increased switching?
• Half Hourly Settlement: the opportunities to introduce tariff
innovation and more accurate pricing
• How will the CMA’s permanent recommendations work once
the smart roll-out is complete?
Duncan Carter, Smart Metering Strategy Manager, Co-operative
Energy
16.50 The digital future: suppliers in an age of data
• What new customer information will be available to suppliers
with smart meters?
• Value-added services: what more can suppliers offer
customers?
• The connected home: what does this look like and how can
suppliers play a key role?
• Staying ahead of the competition: managing the threat from
technology companies
Andy McKay, Chief Information Officer, Extra Energy
17.10 Advisory session
17.30 Value-added services for utilities: electric vehicles, intelligent
charging, and the smart grid
• Preparing for electric vehicles: the role of intelligent charging
• The smart grid integration of electric vehicles: creating a
responsive EV supply network at large scale
• Bundling and value-added services: what does the future
utility provider look like beyond e-mobility?
• Management models for business to customer relationships:
the function of a modern utility
Giovanni Coppola, Program Manager, Enel
17.50 Questions
18.05 Chair’s closing remarks
4
3
SITE AT WWW.MARKETFORCE.EU.COM/ENERGY302
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“Very informative. Good range of speakers & topics.”
Commercial Analyst, RWE npower
4. The Energy Customer
28th September 2016 | The Waldorf Hilton, London
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