Phase 1 focused on identifying and creating effective business models providing viable DSM value propositions that lead to the growth of the demand market for energy efficiency. In addition, this Task focused on identifying and supporting the creation of energy ecosystems in which these business models can succeed.
As most of the companies in the field of energy originate from technological backgrounds, their businesses are built to exploit innovative technologies. Entrepreneurs will not only need to adjust their business model. Training or developing complementary servicing skills or capabilities is a key success factor.
Previous research found the following capabilities to be crucial when running a service-oriented business:
Sensing: the ability to continuously retrieve relevant insights from the end user and other stakeholders.
Conceptualising: the ability to translate relevantuser insights into valuable propositions or adjustments in propositions.
Orchestration: the ability to provide a ‘seamless’ and valuable service: from the orientationphase, to purchase, use and renewal. This often also requires other forms of collaborating with partners.
Stretching / scaling: the ability to tap new niches and to be able to anticipate developments.
However, developing one’s ownbusiness model and the right capabilities is not enough.
Both service- and product-oriented business models operate in a broader context: a system. This system consists of many stakeholders, like policy makers, law makers, researchers, financial institutions, competitors, end users and other stakeholders that are of influence. These stakeholders play an important, sometimes even decisive role in the creation and uptake of energy services. However, their role might not always be supporting or stimulating of the success of new services. Our research has shown that funding, subsidies, rules and legislation, as well as other forms of support, have been developed to support the creation and uptake of single products and technologies, not services. Many instruments and measures need to be adjusted or rethought to become what they aim to be. Supporting the uptake of successful energy services and integrated product/technology systems.
We are lacking a service-supporting energy system. Task 25 focused on this energy system.
A service-supporting system consists of players and instruments that are designed to support new user-friendly energy services: backed up with service-oriented business models, created by entrepreneurs equipped with proper service-oriented capabilities. Only then will new energy services flourish.
This Task sets out to identify proven and potentially successful business models for energy services for DSM on a national level, and develop effective policy strategies, stakeholder roadmaps and business models to upscale and mainstream these energy services on a national (ecosystem) level.
The main objectives of this Task are to:
The benefits for the participating countries and for the DSM agreement will encompass:
The objectives shall be achieved by the Participants in the following Subtasks:
Subtask 0: Task Definition Phase
The focus of this Subtask was on making a first inventory of issues of common interest regarding business models and Service Value propositions on Energy efficiency and defining an initial working scope and definition. Success and failure of these services is highly dependent on country specifics. Already many studies are conducted that are valuable for this Task. This Subtask main objective was to map valuable knowledge, identify country specifics and general objectives. After agreement on this task, country expert will be lined up and prepared for their part in this Task.
Subtask 1: Task Management
This Subtask is dealing with all management issues.
Subtask 2: Identify proven and potential business models for energy services
There are many energy service business models “out there” and often they are closelylinked to existing market structures and policies. In other words, business models are often country and context specific. We will start with an inventory of different existing business models, both in the participating countries and also including global
examples of successful business models. In the different participating countries we will analyse what business models exist, and what frameworks (market and policy) accompany them.
Subtask 3: developing business model canvas and country specific policy guidelines for up-scaling and mainstreaming business models in participating countries
When the key factors that make services (and their vendors) succeed have been identified in the different countries we will need to start applying this knowledge to help creating a mass market for energy services. This will be achieved through the co-creating of potential effective business models and services with national stakeholders, in addition we will define guidelines for policymakers to allow a more effective up-scaling of proven business models and services.
Subtask 4: Expert platform
This subtask is about creating effective means to disseminate, engage, collaborate and share learnings with the experts and stakeholders from participating or contributing countries and the wider community.
It is both important to disseminate the findings about effective business models and energy services for EE as widely as possible to contribute to a market uptake of EE services, though without the country specific recommendations and foci; and to learn as much as possible from other stakeholders and countries and collect as many relevant best and bad practices as possible.
The connection to existing IEA expert platforms and dissemination channels is aimed to create a learning culture and social network among the experts from various countries, disciplines and stakeholder groups and to foster collaboration within and outside this Task.
We will disseminate, engage, collaborate and share learnings through two activities:
Austria, Norway, Sweden, Switzerland, The Netherlands, South-Korea
European Copper Institute
Task duration: November 2014 to November 2017
|Netherlands||Operating Agent||Dr. Ruth Mourik|
5625 NN Eindhoven
Telephone: +31 40 2425683
Mobile: +31 6 25075760
|Austria||National Expert||DI Mr Reinhard Ungerböck|
Grazer Energieagentur GmbH
Telephone: (43) 316 811 848 17
Telefax: (43) 316 811 848 9
|European Copper Institute||National Expert||Mr Hans De Keulenaer|
European Copper Institute
Avenue de Tervueren 168, b-10
Telephone: (32) 2 777 7084
Telefax: 832) 2 777 7079
|Korea||National Expert||Professor Suduk Kim|
Department of Energy Systems Research
Fax: 82 31 219 2208
|Netherlands||National Expert||Dr. Boukje Huijben|
Strategic Area Energy
Eindhoven University of Technology
P.O. Box 513
5600 MB Eindhoven
|Netherlands||National Expert||Renske Bouwknegt|
Kleine Koppel 16
3812 PH Amersfoort
Mobile: (+31) 38 89 1557
|Norway||National Expert||Even Bjornstad|
Postboks 5700 Sluppen
|Sweden||National Expert||Ms Lotta Bångens|
Aton Teknikkonsult AB
St. Göransgatan 84
112 38 Stockholm
Telephone: (46) 8 747 8698
Mobile: (46) 70 343 9212
|Switzerland||National Expert||Ms Marine Beaud|
Energy Supply and Monitoring, Specialist
Swiss Federal Office of Energy, OFEN
Telephone: (41) 58 46 22536
Telefax: (41) 46 32500
Conference paper eceee Summer Study 2017
Conference paper BEHAVE 2016
D2. Sweden country report
D2. Netherlands country report
D2. Austria country report
D2. Korea country report
Results and Outlook
Country and Cases Overview per Strategy
Global Analysis 2016 CREARA
Master Thesis Tolkamp 2016
Task flyer 2015
Task flyer 2016