Client orientation of central power generation companies
This article aims to identify effects of client orientation on business models of central power generation companies.
Five major Russian wholesale electricity market players were selected for the analysis conducted applying A. Osterwalder and Y. Pigneur’s ‘Business Model Canvas’. To identify the changes induced by client orientation, the progress of companies’ business models was traced over 6 years; from 2009 to 2015.
Five major trends in business model changes due to client orientation were identified:
1. Declaration of client orientation and adoption of client service standards;
2. Advent of business diversification in favor of engineering, construction, service, operation and maintenance of generating facilities;
3. Increase in vertical integration;
4. Increase in diversity of communication channels with consumers;
5. Increase in diversity of customer relationships.
The results were compared with those obtained in international studies. Conclusions about international and local character of the trends are presented.
The study contributes to knowledge of current and upcoming changes in the business of central power generation triggered by the advent of electricity prosumers. It is valuable both for management decision makers and theorists.
Purpose: The paper aims at creation of an effective business model of global generating companies performing on Russian market and to develop a transformation plan of business for one of these companies. Design/methodology/approach: The face-to-face interviews with Russian senior management of foreign generating companies were conducted to define the strategic development directions and the key characteristics of target business model. The literature review enables to systematize knowledge about the challenges of both global and Russian energy market and of the energy companies' strategic initiatives. The analysis assisted to incorporate innovative elements into new business model of generating companies and to determine the stages of its transformation, taking one of these companies as an example. Findings: Generating companies' performance is influenced by Russian energy market institutional features. The key directions for companies' development are to increase the share of generating capacity working on RES and to diversify activities. According to these findings, the target business model was created and the scalable plan of refined business model adaptation in a particular generating company was suggested. Research/practical implications: The findings of the paper appear in elaboration of the methodological approach towards the transformation of foreign generating companies' business models on Russian market. Strategic vision of market evolution and key characteristics of business acticities will let managers create state-of-the-art business model. Adoption of the model in diverse foreign generating companies accumulates the data about the challenges of this process. This fact might give the ground for future research in this field. Originality/value: Review of the differencies between foreign generating companies' business model in both global and Russian energy sectors. New business model including renewed elements of Russian generating companies and a plan for business model adaptation.
These proceedings contain the extended abstracts of the papers presented at CBIM2018 23rd International Conference on “Sustainable business models: integrating employees, customers and technology” held at Universidad Rey Juan Carlos 18-20 June 2018 (Madrid, Spain) http://cbim2018.org/ The aim of the CBIM International Conference is to gather academics, professionals and doctoral students from around the world to promote a rigorous, candid and friendly discussion of current and potential future topics in B2B marketing and sales. Because of our long re
2018 Global Marketing Conference at Tokyo
- Editor Prof. Jeonghye Choi (Yonsei University) - Assistant Dr. Jeeyeon Kim (Yonsei University)
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