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市場調查報告書

公共事業業者的價格制定策略

Corporate Agenda: The Role of Price in Managing Demand

出版商 Datamonitor
出版日期 2007年02月 商品編碼 49938
內容資訊 英文  
價格
本報告書已不再販售

本報告已在2011年07月19日停止出版。

簡介

專門於多樣市場領域之調查分析的英國市調公司 Datamonitor Corporation（總公司：倫敦），針對公共事業業者的價格制定策略進行相關調查分析及預測，並出版報告書 "Corporate Agenda: The Role of Price in Managing Demand" 。

本報告書內容包括：受到能源市場的全球性自由化趨勢影響，公共事業業者的價格制定因素變化、能源價格制定與能源需求的關係、對事業整體表現的影響力、價格制定上的課題、批發市場對零售市場的影響、針對工商業能源買主的策略、 B2C市場及B2B市場的比較等。內容綱要摘記如下：

分析

  • 競爭市場中公共事業業者價格制定功能的變化
    • 能源市場的總需求變化幾乎和價格無關
    • 過去公共事業業者的價格制定：為了應付成本
    • 每家公共事業業者的價格制定都是獲得商業成功的基礎
    • 公共事業業者在價格制定上的課題：維持顧客基盤的同時，還要維持高利潤
    • 除了競爭之外，外部因素也會影響零售價格
  • 使用者價格最大影響因素的批發價格會影響零售策略
    • 零售價格中最大且不安定的因素：批發成本
    • 在批發領域要根據顧客的需求購買，管理供需平衡的問題
    • 批發市場的趨勢大幅地影響零售環境
  • 工商業投資組合管理中，「價格」是強而有力的槓桿
    • 價格：針對工商業能源買主的服務是最重要的層面
    • 提供利用企業資料及反映風險承受度的廣泛商品選擇
    • 投標：除去隱藏的利潤，擔任需求管理的媒介
    • 小型業者的價格策略
    • 接受開放市場，交由顧客自由選擇
    • 隨著市場成熟，企業傾向更專業化
  • 競爭市場中B2C顧客不如B2B顧客對價格敏感
    • B2C零售產業中產業更加標準化，價格差異化對消費者行為的影響就更少
    • 向顧客交叉銷售高利潤的產品

附錄

圖表

目錄

Abstract

Introduction

As energy markets have liberalised across the world, the pricing function within utilities has changed from being one of cost recovery to being the major strategic tool for managing demand and targeting retail margin. Uncovering the tactics suppliers employ in liberalised markets and the knock on effects on the business as a whole is paramount.

Scope

  • Covers how both B2B and B2C pricing decisions are made
  • The impact of changing wholesale market dynamics on the retail landscape is considered

Report Highlights

Wholesale price is the largest and most volatile component of end user price and heavily influences retail strategies

Price is a strong lever for managing the Industrial and Commercial portfolio

In competitive markets, B2C customers have to date been less sensitive to price than B2B customers and utilities strategies reflect this fact

Reasons to Purchase

  • Understand how market liberalisation has revolutionised the role of the pricing function in utilities
  • Interpret utility pricing behaviour across various end user market segments
  • Understand how certain end user segments respond to price signals

Table of Contents

  • DATAMONITOR VIEW
    • CATALYST
    • SUMMARY
  • ANALYSIS
    • Though at a market level energy demand is relatively price inelastic, in competitive markets the pricing function is revolutionised
      • Total demand in energy markets is largely price insensitive
      • Historically, with a captive customer base, utilities set prices to cover costs
      • In competitive markets, individual utilities' pricing decisions are fundamental to the overall success of the business
      • The pricing challenge for utilities is in keeping margin high while maintaining a customer base
      • Despite the presence of competition, outside influences can still impact upon retail price formation
    • Wholesale price is the largest and most volatile component of end user price and heavily influences retail strategies
      • Wholesale costs are the largest and most volatile component of retail prices
      • The wholesale division must manage the balancing challenge, buying according to their customers demand
      • Trends in the wholesale market can deeply affect the retail landscape
    • Price is a strong lever for managing the Industrial and Commercial portfolio
      • Price is the most important aspect of service to I&C energy buyers
      • The I&C market features a range of product options reflecting usage profile and risk appetite
      • Competitive tendering removes hidden margin and introduces a role for intermediaries in demand management
      • Pricing strategies for smaller businesses consider willingness to switch and cost of acquisition when offering renewals
      • Upon market liberalisation customers are divided along arbitrary lines
      • Specialisations develop as markets mature and new entrants target specific buyer segments
    • In competitive markets B2C customers are less sensitive to price than B2B customers, and utilities strategies reflect this fact, but it is still the most important factor
      • In B2C retail, products tend to be more standardized and offer less scope for influencing consumer behaviour via price differentials
      • Customer inertia remains dominant and therefore legacy customer power is a key opportunity
      • Cross selling may be a way of retaining customers on high margin products
  • APPENDIX
    • Ask the analyst
    • Datamonitor consulting
    • Disclaimer
    • List of Figures
      • Figure 1: US electricity demand and price index 1994-2005
      • Figure 2: Price setting in a captive market
      • Figure 3: The evolution of absolute margin under competition
      • Figure 4: UK wholesale power and gas prices
      • Figure 5: Potential exposure to the balancing market
      • Figure 6: Margins and costs under a theoretical falling wholesale market scenario
      • Figure 7: Industrial buyer research, importance of various influencing factors upon choice of supplier
      • Figure 8: I&C contract types
      • Figure 9: The influence of TPIs under competition
      • Figure 10: Pricing matrix applied to Small Business customers
      • Figure 11: Market shares within buyer segments with regional segmentation
      • Figure 12: Market shares within buyer segments after supplier specialisation
      • Figure 13: B2C Market Churn rate UK 2002-2006
      • Figure 14: Indicative annual dual fuel bill (excluding DUoS), 2004 to date
      • Figure 15: Customer wins and losses and price relative to market
      • Figure 16: Margin tactics when cross selling dual fuel
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