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市場調查報告書
EU能源市場的開放：一般家庭市場的販賣及行銷的未來
The Future of Residential Sales & Marketing: Preparing for July 1st, 2007
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本報告已在2011年07月19日停止出版。
專門針對各市場區塊進行調查及分析的英國調查公司 Datamonitor Corporation（總公司: 倫敦），調查與分析EU能源市場的開放，並且特別針對一般家庭市場的販賣及行銷的展望，出版綜合報告書 "The Future of Residential Sales & Marketing: Preparing for July 1st, 2007"。
此報告書在下面的內容裡，針對7月1日所開放的歐洲能源市場，探討市場開放對產業的影響與各企業對一般家庭市場的販賣及行銷的策略。
分析
- 開放一般家庭市場所應考量的4項外部要素
- 第1要素：「EU指令與國家法律規範的架構」
- 公共服務的責任 - 電力及瓦斯市場的參與障礙
- 監督當局的效率性對電力及瓦斯市場的競爭環境與顧客替換的影響
- 第2要素：「市場的有機成長」
- 企業目標及市場參與決定所應考量的外部性市場資料
- 第3要素：「競爭壓力」
- 競爭企業的詳細檔案
- 電力及瓦斯網絡的存取不足抑制零售產業的競爭
- 阻止新參與的掠奪性價格擬定
- 第4要素：「能源市場環境」
- 統整費用與消費者替換
- 對批發市場的理解與變動性的正確預測成為有效率零售競爭的基礎
- 第3者仲介業者的最小投資
- 有關價格反應性與顧客契約替換傾向的有效市場調查極為重要
- 開發一般家庭市場所應該重新評估的6項企業內部政策
- 「市場區塊化與行銷模式」的重新評估
- 「商品開發」
- 商品開發的4項成功要素
- 商品革新的5項基本根源
- 「獲利擬定」
- 「獲利預測的市場發展藍圖」
- 「通路的選擇」
- 8種一般性通路
- 「品牌架構與溝通計畫」
附錄
Abstract
Introduction
EU Directives require power and gas markets to be fully open to retail competition by July 1st, 2007. Effectively navigating retail competition requires a strategic business planning process that integrates external factors and internal business processes.
Scope of this report
- A thorough review of the four key external factors that must be considered in preparation for retail competition.
- An examination of the six internal business processes that must be recalibrated in the lead-up to full retail competition.
- A review of barriers to retail market entry that stem from regulatory, wholesale and competitor activity.
- An exploration of key success factors and pitfalls in a range of areas, from product development to distribution channel selection.
Research and analysis highlights
EU Directives require countries to have consumer protection measures. It is not directly required, but most regulators will impose a code governing relationships between retail and related businesses of integrated companies. The level of diligence in enforcing retail codes will have a major effect on customer retention / acquisition rates.
Active third party intermediaries can deliver large blocks of customers with minimal investment, yet they can also: reduce interaction with customers, erode brand value and customer loyalty, and commoditize retail energy offers by reducing overall differentiation between retailers.
The importance of branding is mitigated by energy consumers' overwhelming concern with price in their selection of supplier: more so than in the insurance, banking or auto repair sectors. Nevertheless, in a Datamonitor survey 93% of utility respondents felt that branding would become more important as competition intensifies across Europe. Table of Contents
- DATAMONITOR VIEW
- CATALYST
- SUMMARY
- METHODOLOGY
- ANALYSIS
- There are four external factors that should be considered in preparation
for residential market opening
- The first factor that should be considered is EU Directives and National
Legal/Regulatory Frameworks
- Public Service Obligations may be a significant barrier to entry into
power and gas markets
- The effectiveness of the regulator shapes the power and gas competitive
landscape and customer switching/retention rates
- Business processes must change to incorporate retailer obligations set
by the regulator in power and gas markets
- The second factor that should be considered is Organic Market Growth
- Corporate targets and market entry decisions must incorporate exogenous
market data
- The third factor that should be considered is Competitive Intensity
- Detailed competitor profiles allow for specific conclusions to be drawn
from other analytical outputs
- Retail competition can be stifled by lack of access to networks or power
generation/gas assets
- Predatory pricing may emerge as a barrier to new market entry
- Regulated tariffs facilitate retail switching
- The fourth factor that should be considered is the Energy Market
Environment
- Understanding wholesale markets and correctly forecasting volatility is
a foundation for effective retail competition
- Active third party intermediaries can deliver large blocks of customers
with minimal investment, yet also minimize customer contact and commoditize
retail competition
- Effective market research is key to forecasting the price responsiveness
and switching propensity of customers
- There are six internal firm processes that should be recalibrated in
preparation for residential market opening
- Segmentation and margins modelling is the first internal firm process
that should be undertaken in the lead-up to retail market opening
- A model of margins in the B2C market is necessary to inform and validate
segmentation decisions
- Margins analyses and segmentation decisions must be balanced with an
assessment ('reality check') of external factors such as the likelihood of
effective competition
- Product development is the second internal firm process that should be
undertaken in the lead-up to retail market opening
- Successful product development involves mastering four distinct risks.
As competition intensifies and the market environment changes, the balance
between these risks must be re-calibrated
- There are four key success factors for product development
- There are five basic sources of product innovation
- The first phase of retail competition is often a race for scale/critical
mass: but this can have negative implications for successful segmentation,
product development and pricing
- Pricing is the third internal firm process that should be undertaken in
the lead-up to retail market opening
- There is a logical flow to the development of a firm's pricing
structure, without which a firm's products, brand and strategy risks
degenerating into incoherence in the eyes of customers
- The high number of possible pricing structures can wrongly result in
high level segmentation, product and strategic decisions being driven by
pricing decisions
- Applying market development scenarios to revenue projections is the
fourth internal firm process that should be undertaken in the lead-up to
retail market opening
- Selection of distribution channels is the fifth internal firm process
that should be undertaken in the lead-up to retail market opening
- A fundamental distinction between distribution channels is 'in-area'
versus 'out-of-area': targeting customers in one's service area versus those
of a competitor in its incumbent service area
- There are 8 general types of distribution channel
- Effective distribution channel selection takes a realistic view of
likely customer losses in the face of new competition and balances this with
new approaches
- Branding and communication planning is the sixth internal firm process
that should be undertaken in the lead-up to retail market opening
- Customer fixation on price mitigates brand importance, but retailers
still see branding as increasingly important in a competitive marketplace
- Successful marketing campaigns match cost effectiveness with the natural
advantages of the particular retailer
- APPENDIX
- Definitions
- Further reading
- Ask the analyst
- List of Figures
- Figure 1: The first factor that should be considered is EU Directives
and National Legal/Regulatory Frameworks
- Figure 2: There are five main components to the EU Electricity
Directive
- Figure 3: There are three main components to the EU Gas Directive
- Figure 4: The second factor that should be considered is Organic
Market Growth
- Figure 5: The third factor that should be considered is Competitive
Intensity
- Figure 6: The fourth factor that should be considered is the Energy
Market Environment
- Figure 7: There are six internal firm processes that should be
recalibrated in preparation for residential market opening
- Figure 8: Tariffs may be broken down by metering or pricing
characteristics: some examples
- Figure 9: Tariffs may be broken down by bundled product or user
attributes: some examples
- Figure 10: All distribution channels have unique advantages and
disadvantages, with the potential rewards generally being commensurate
with related risks
- Figure 11: All distribution channels have unique advantages and
disadvantages, with the potential rewards generally being commensurate
with related risks
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