- Projects & Cases
Energy+: The future offers more than just energy
Energy+ and services that go above and beyond basic energy supply: something that sounds so simple has a significant background. For the utility industry is faced with a complex challenge. It must overcome sinking margins in the commodities market – especially in the sales of electricity and gas – and at the same time meet the demands of their technology-concious consumers. The solution is clear for many energy companies: Energy+. That’s why they are expanding their portfolios to include new, digitally-supported solutions for photovoltaics, thermal energy, e-mobility or smart homes. The aim is to use these solutions to ensure growth in the future and reinforce customer retention. In this context, the development and expansion of Energy+ products and services is also a central goal for innogy. That’s why innogy has given us at innogy Consulting the task of identifying suitable future fields in the area of Energy+ that will enable their ambitious plans for growth.
Our task: Business models from A to Z
The aim of our project was to provide innogy with a consistent basis for sustainable Energy+ B2C business in Germany. For us, this also meant fine-tuning the existing E+ business models by means of a customer-oriented end-to-end (E2E) analysis of everything from initial contact to the after-sales processes. The operationalisation and implementation of the defined measures was also part of our project mission.
Implementation – establishing a basis with in-depth analyses
As with any project, the first step was to establish a basis. As a result, a central aspect of our initial work on the project involved performing various analyses. Starting with internal analyses in every German innogy company as well as every product category (including e-mobility, thermal energy and photovoltaics) by means of telephone interviews, site visits and data queries and moving on to external analyses of the market, customers and competition for each product category in order to consider external perspectives as well. On this basis, we then developed an overarching SWOT analysis that portrayed the greatest opportunities and risks, as well as strengths and weaknesses. This formed the basis for workshops involving all companies for the development of target business models and processes for each product category. To get an overview of the effects on organisation, processes and finances, we performed a detailed evaluation of the results of the workshops. We then used this to develop specific measures and a post-project plan that included the necessary measures for implementation.
Results – shaping goals with a 360° view
The most important result of our project: the companies have a common understanding – and above all acknowledgement – of the defined target vision and business model for the future. The customer-orientated E2E analysis revealed concrete areas of activity we need to address in order to reach these and thus close the gap between the current situation and the target vision. These can be divided into four main areas that guarantee a 360° view of the project:
- Operating model
Each area of activity was drawn up in detail by our project team and the first initiatives were launched directly in close cooperation with the representatives of the companies. This guaranteed a smooth transition to operational business at the end of the project. To continue to drive the implementation of the areas of activity, specific roles have been given to people in the trading organisation.
The project was a lot of fun for me and my team, because we could gain deeper insight into the world of E+ business and thereby help our customer shape the energy revolution.