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市場調查報告書 - 223962

全球電力產業的永續發展可能性(2011年∼2012年):市場趨勢與機會,與盈利預算預測,與電力產業的採購行銷策略

Sustainability in the Global Power Industry 2011-2012: Market Trends and Opportunities, Profitability and Budget Forecasts, Power Industry Procurement and Marketing Initiatives

出版商 ICD Research
出版日期 2011年11月18日 內容資訊 英文 166 Pages
價格
全球電力產業的永續發展可能性(2011年∼2012年):市場趨勢與機會,與盈利預算預測,與電力產業的採購行銷策略 Sustainability in the Global Power Industry 2011-2012: Market Trends and Opportunities, Profitability and Budget Forecasts, Power Industry Procurement and Marketing Initiatives
出版日期: 2011年11月18日 內容資訊: 英文 166 Pages
簡介

本報告以對全球電力產業主要324名企業的經營幹部所做的訪談結果為基礎,分析產業的永續發展可能性(考慮環境問題)相關配合措施,尤其是綠色採購(sustainable procurement)相關的行動和決策,行銷部門的對應等詳細內容調查,並將此結果依不同地區·銷售額·立場(買主方面還是在供應商方面)等加以驗証,為您概述為以下內容。

第1章 簡介

第2章 摘要整理

第3章 電力產業的永續發展可能性

  • 永續發展可能性的認識
  • 商務功能的永續發展可能性
  • 永續發展可能性的主要的推動因素
  • 永續發展可能性的主要的障礙
  • 為了克服永續發展可能性障礙的配合措施
  • 主要的成長市場

第4章 永續發展可能性的引進

  • 組織可持續發展的先決條件
  • 永續發展可能性對策的引進
  • 主要節能措施
  • 永續發展可能性的有效監測

第5章 永續發展可能性財政方面的影響

  • 預期的成本節約
  • 影響永續發展可能性的利益
  • 永續發展可能性對策預算的計劃變更

第6章 綠色採購

  • 選擇供應商的重要因素
  • 供應商參與程度
  • 綠色採購的支出額
  • 綠色採購的特質
  • 持續可能的產品和服務的採購

第7章 行銷的綠色策略

  • 綠色行銷的推動因素
  • 「綠色環保證書(green credentials)」的行銷
  • 促進銷售的有效通路
  • 永續發展可能性的產業領導者

第8章 附錄

圖表

目錄

Table of Contents

1 Introduction

  • 1.1 What is this report about?
  • 1.2 Definitions
  • 1.3 Methodology

1) Online Survey

2) Secondary Research

3) Data Analysis and Report Writing

4) Quality Control

  • 1.4 Profile of survey respondents
    • 1.4.1 Profile of buyer respondents
    • 1.4.2 Profile of supplier respondents

2 Executive Summary

3 Sustainability in the Power Industry

  • 3.1 Perception of sustainability
    • 3.1.1 Perception of sustainability - buyers
    • 3.1.2 Perception of sustainability - suppliers
    • 3.1.3 Perception of sustainability - region
    • 3.1.4 Perception of sustainability - turnover
  • 3.2 Sustainability in business functions
    • 3.2.1 Sustainability in business functions - buyers
    • 3.2.2 Sustainability in business functions - suppliers
    • 3.2.3 Sustainability in business functions - region
    • 3.2.4 Sustainability in business functions - turnover
  • 3.3 Key drivers of sustainability
    • 3.3.1 Key drivers of sustainability - buyers
    • 3.3.2 Key drivers of sustainability - suppliers
    • 3.3.3 Key drivers of sustainability - region
    • 3.3.4 Key drivers of sustainability - turnover
  • 3.4 Major barriers to sustainability
    • 3.4.1 Major barriers to sustainability - buyers
    • 3.4.2 Major barriers to sustainability - suppliers
    • 3.4.3 Major barriers to sustainability - region
    • 3.4.4 Major barriers to sustainability - turnover
  • 3.5 Initiatives to overcome sustainability barriers
  • 3.6 Key markets for growth
    • 3.6.1 Key markets for growth - buyers
    • 3.6.2 Key markets for growth - suppliers
    • 3.6.3 Key markets for growth - region
    • 3.6.4 Key Markets for Growth - Turnover

4 Implementation of Sustainability

  • 4.1 Organizational pre-requisites for sustainability
    • 4.1.1 Organizational pre-requisites for sustainability - buyers
    • 4.1.2 Organizational pre-requisites for sustainability - suppliers
    • 4.1.3 Organizational pre-requisites for sustainability - region
    • 4.1.4 Organizational pre-requisites for sustainability - turnover
  • 4.2 Implementation of sustainable measures
    • 4.2.1 Implementation of sustainable measures - buyers
    • 4.2.2 Implementation of sustainable measures - suppliers
    • 4.2.3 Implementation of sustainable measures - region
    • 4.2.4 Implementation of sustainable measures - turnover
  • 4.3 Key energy efficiency measures
    • 4.3.1 Key energy efficiency measures - buyers
    • 4.3.2 Key energy efficiency measures - suppliers
    • 4.3.3 Key energy efficiency measures - region
    • 4.3.4 Key energy efficiency measures - turnover
  • 4.4 Effective monitoring of sustainability
    • 4.4.1 Effective monitoring of sustainability - buyers
    • 4.4.2 Effective monitoring of sustainability - suppliers
    • 4.4.3 Effective monitoring of sustainability - region
    • 4.4.4 Effective monitoring of sustainability - turnover

5 Financial Implications of Sustainability

  • 5.1 Cost saving expectations
    • 5.1.1 Cost saving expectations - buyers
    • 5.1.2 Cost saving expectations - suppliers
    • 5.1.3 Cost saving expectations - region
    • 5.1.4 Cost saving expectations - turnover
  • 5.2 Impact of sustainability on profits
    • 5.2.1 Impact of sustainability on profits - buyers
    • 5.2.2 Impact of sustainability on profits - suppliers
    • 5.2.3 Impact of sustainability on profits - region
    • 5.2.4 Impact of sustainability on profits - turnover
  • 5.3 Planned change in sustainability budgets
    • 5.3.1 Planned change in sustainability budgets - buyers
    • 5.3.2 Planned change in sustainability budgets - suppliers
    • 5.3.3 Planned change in sustainability budgets - region
    • 5.3.4 Planned change in sustainability budgets - turnover

6 Sustainable Procurement

  • 6.1 Critical factors for supplier selection
    • 6.1.1 Critical factors for supplier selection - buyers
    • 6.1.2 Critical factors for supplier selection - region
    • 6.1.3 Critical factors for supplier selection - turnover
    • 6.1.4 Critical factors for supplier selection - senior level respondents
  • 6.2 Level of supplier engagement
    • 6.2.1 Level of supplier engagement - region
    • 6.2.2 Level of supplier engagement - turnover
  • 6.3 Expenditure on sustainable procurement
    • 6.3.1 Expenditure on Sustainable Procurement - region
    • 6.3.2 Expenditure on Sustainable Procurement - turnover
    • 6.3.3 Expenditure on sustainable procurement vs. profitability
  • 6.4 Attributes of green procurement
    • 6.4.1 Attributes of green procurement - buyers
    • 6.4.2 Attributes of green procurement - region
    • 6.4.3 Attributes of green procurement - turnover
  • 6.5 Procurement of sustainable products and services
    • 6.5.1 Procurement of sustainable products and services - buyers
    • 6.5.2 Procurement of sustainable products and services - region
    • 6.5.3 Procurement of sustainable products and services - turnover

7 Marketing Green Initiatives

  • 7.1 Drivers of green marketing
    • 7.1.1 Drivers of green marketing - region
    • 7.1.2 Drivers of green marketing - turnover
  • 7.2 Marketing of green credentials
    • 7.2.1 Marketing of green credentials - region
    • 7.2.2 Marketing of green credentials - turnover
  • 7.3 Effective channels of promotion
    • 7.3.1 Effective channels of promotion - region
    • 7.3.2 Effective channels of promotion - turnover
  • 7.4 Industry leaders in sustainability

8 Appendix

  • 8.1 Full survey results
  • 8.2 Methodology
  • 8.3 Contact us
  • 8.4 About ICD Research
  • 8.5 Disclaimer

List of Tables

  • Table 1: Total Global Power Industry Survey Respondents by Company Type, 2011
  • Table 2: Buyer Respondents: Job Role (%), 2011
  • Table 3: Buyer Respondents: Global Turnover (%), 2011
  • Table 4: Buyer Respondents: Region (%), 2011
  • Table 5: Supplier Respondents: Job Role (%), 2011
  • Table 6: Supplier Respondents: Global Turnover (%), 2011
  • Table 7: Supplier Respondents: Region (%), 2011
  • Table 8: Perception of sustainability - buyers
  • Table 9: Perception of Sustainability: Suppliers (%), 2011-2012
  • Table 10: Perception of Sustainability: Region (%), 2011-2012
  • Table 11: Perception of Sustainability: Turnover (%), 2011-2012
  • Table 12: Sustainability in Business Functions: Buyers (%), 2011-2012
  • Table 13: Sustainability in business functions - suppliers
  • Table 14: Key Drivers of Sustainability: Buyers (%), 2011-2012
  • Table 15: Key Drivers of Sustainability: Suppliers (%), 2011-2012
  • Table 16: Key Drivers of Sustainability: Region (%), 2011-2012
  • Table 17: Key Drivers of Sustainability: Turnover (%), 2011-2012
  • Table 18: Major Barriers to Sustainability: Buyers (%), 2011-2012
  • Table 19: Major Barriers to Sustainability: Suppliers (%), 2011-2012
  • Table 20: Major Barriers to Sustainability: Region (%), 2011-2012
  • Table 21: Major Barriers to Sustainability: Turnover (%), 2011-2012
  • Table 22: Initiatives to Overcome Sustainability Barriers: Overall, 2011-2012
  • Table 23: Key Markets for Growth: Fossil Fuel Power Generation Companies (%), 2011-2012
  • Table 24: Key Markets for Growth: Other Power Generation Companies (%), 2011-2012
  • Table 25: Key Markets for Growth: Power Industry Suppliers (%), 2011-2012
  • Table 26: Organizational Pre-requisites for Sustainability: Buyers (%), 2011-2012
  • Table 27: Organizational Pre-requisites for Sustainability: Suppliers (%), 2011-2012
  • Table 28: Organizational Pre-requisites for Sustainability: Region (%), 2011-2012
  • Table 29: Organizational Pre-requisites for Sustainability: Turnover (%), 2011-2012
  • Table 30: Implementation of Sustainable Measures: Fossil Fuel Power Companies (%), 2011-2012
  • Table 31: Implementation of Sustainable Measures: Other Power Companies (%), 2011-2012
  • Table 32: Implementation of Sustainable Measures: Power Industry Suppliers (%), 2011-2012
  • Table 33: Key Energy Efficiency Measures: Fossil Fuel Power Generation Companies (%), 2011-2012
  • Table 34: Key Energy Efficiency Measures: Other Power Generation Companies (%), 2011-2012
  • Table 35: Key Energy Efficiency Measures: Power Industry Suppliers (%), 2011-2012
  • Table 36: Key Energy Efficiency Measures: Region (%), 2011-2012
  • Table 37: Key Energy Efficiency Measures: Turnover (%), 2011-2012
  • Table 38: Effective Monitoring of Sustainability: Power Industry Buyers (%), 2011-2012
  • Table 39: Effective Monitoring of Sustainability: Power Industry Suppliers (%), 2011-2012
  • Table 40: Effective Monitoring of Sustainability: Region (%), 2011-2012
  • Table 41: Effective Monitoring of Sustainability: Turnover (%), 2011-2012
  • Table 42: Cost Saving Expectations: Buyers (%), 2011-2012
  • Table 43: Cost Saving Expectations: Suppliers (%), 2011-2012
  • Table 44: Cost Saving Expectations: Region (%), 2011-2012
  • Table 45: Cost Saving Expectations: Turnover (%), 2011-2012
  • Table 46: Impact of Sustainability on Profits of Buyers (%), 2011-2012
  • Table 47: Impact of Sustainability on Profits of Suppliers (%), 2011-2012
  • Table 48: Impact of Sustainability on Profits of Region (%), 2011-2012
  • Table 49: Impact of Sustainability on Profits of Turnover (%), 2011-2012
  • Table 50: Planned Change in Sustainability Budgets: Buyers (%), 2011-2012
  • Table 51: Planned Change in Sustainability Budgets: Suppliers (%), 2011-2012
  • Table 52: Planned Change in Sustainability Budgets: Region (%), 2011-2012
  • Table 53: Planned Change in Sustainability Budgets: Turnover (%), 2011-2012
  • Table 54: Critical Factors for Supplier Selection: Fossil Fuel Power Generation Companies (%), 2011
  • Table 55: Critical Factors for Supplier Selection: Other Power Generation Companies (%), 2011
  • Table 56: Level of Supplier Engagement - Buyers (%), 2011
  • Table 57: Level of Supplier Engagement: Region (%), 2011
  • Table 58: Level of Supplier Engagement: Turnover (%), 2011
  • Table 59: Expenditure on Sustainable Procurement - Buyers (%), 2011
  • Table 60: Expenditure on Sustainable Procurement : Region (%), 2011
  • Table 61: Expenditure on Sustainable Procurement : Turnover (%), 2011
  • Table 62: Expenditure on Sustainable Procurement vs. Profitability (%), 2011
  • Table 63: Attributes of Green Procurement: Fossil Fuel Power Generation Companies (%), 2011-2012
  • Table 64: Attributes of Green Procurement: Other Power Generation Companies (%), 2011-2012
  • Table 65: Procurement of Sustainable Products and Services: Power Industry Buyers (%), 2011-2012
  • Table 66: Drivers of Green Marketing: Suppliers (%), 2011-2012
  • Table 67: Drivers of Green Marketing: Region (%), 2011-2012
  • Table 68: Drivers of Green Marketing: Turnover (%), 2011-2012
  • Table 69: Marketing of Green Credentials: Suppliers (%), 2011-2012
  • Table 70: Marketing of Green Credentials: Region (%), 2011-2012
  • Table 71: Marketing of Green Credentials: Turnover (%), 2011-2012
  • Table 72: Effective Channels of Promotion: Suppliers (%), 2011-2012
  • Table 73: Effective Channels of Promotion: Region (%), 2011-2012
  • Table 74: Effective Channels of Promotion: Turnover (%), 2011-2012
  • Table 75: Flag-Bearing Companies in the Power Industry, 2011-2012
  • Table 76: Survey Results - Closed Questions

List of Figures

  • Figure 1: Perception of sustainability - buyers
  • Figure 2: Perception of Sustainability: Suppliers (%), 2011-2012
  • Figure 3: Perception of Sustainability: Region (%), 2011-2012
  • Figure 4: Perception of Sustainability: Turnover (%), 2011-2012
  • Figure 5: Sustainability in Business Functions: Buyers (%), 2011-2012
  • Figure 6: Sustainability in business functions - suppliers
  • Figure 7: Sustainability in Business Functions: Region (%), 2011-2012
  • Figure 8: Sustainability in Business Functions: Turnover (%), 2011-2012
  • Figure 9: Key Drivers of Sustainability: Buyers vs. Suppliers (%), 2011-2012
  • Figure 10: Key Drivers of Sustainability: Buyers (%), 2011-2012
  • Figure 11: Key Drivers of Sustainability: Suppliers (%), 2011-2012
  • Figure 12: Key Drivers of Sustainability: Region (%), 2011-2012
  • Figure 13: Key Drivers of Sustainability: Turnover (%), 2011-2012
  • Figure 14: Major Barriers to Sustainability: Buyers (%), 2011-2012
  • Figure 15: Major Barriers to Sustainability: Suppliers (%), 2011-2012
  • Figure 16: Major Barriers to Sustainability: Region (%), 2011-2012
  • Figure 17: Major Barriers to Sustainability: Turnover (%), 2011-2012
  • Figure 18: Key Markets for Growth (%), 2011-2012
  • Figure 19: Key Markets for Growth: Fossil Fuel Power Generation Companies (%), 2011-2012
  • Figure 20: Key Markets for Growth: Other Power Generation Companies (%), 2011-2012
  • Figure 21: Key Markets for Growth: Power Industry Suppliers (%), 2011-2012
  • Figure 22: Key Markets for Growth: Region (%), 2011-2012
  • Figure 23: Key Markets for Growth: Turnover (%), 2011-2012
  • Figure 24: Organizational Pre-requisites for Sustainability: Buyers (%), 2011-2012
  • Figure 25: Organizational Pre-requisites for Sustainability: Suppliers (%), 2011-2012
  • Figure 26: Organizational Pre-requisites for Sustainability: Region (%), 2011-2012
  • Figure 27: Organizational Pre-requisites for Sustainability: Turnover (%), 2011-2012
  • Figure 28: Implementation of Sustainable Measures: Fossil Fuel Power Companies (%), 2011-2012
  • Figure 29: Implementation of Sustainable Measures: Other Power Companies (%), 2011-2012
  • Figure 30: Implementation of Sustainable Measures: Power Industry Suppliers (%), 2011-2012
  • Figure 31: Implementation of Sustainable Measures: Region (%), 2011-2012
  • Figure 32: Implementation of sustainable measures - turnover
  • Figure 33: Key Energy Efficiency Measures: Fossil Fuel Power Generation Companies (%), 2011-2012
  • Figure 34: Key Energy Efficiency Measures: Other Power Generation Companies (%), 2011-2012
  • Figure 35: Key Energy Efficiency Measures: Power Industry Suppliers (%), 2011-2012
  • Figure 36: Key Energy Efficiency Measures: Region (%), 2011-2012
  • Figure 37: Key Energy Efficiency Measures: Turnover (%), 2011-2012
  • Figure 38: Effective Monitoring of Sustainability: Power Industry Buyers (%), 2011-2012
  • Figure 39: Effective Monitoring of Sustainability: Power Industry Suppliers (%), 2011-2012
  • Figure 40: Effective Monitoring of Sustainability: Region (%), 2011-2012
  • Figure 41: Effective Monitoring of Sustainability: Turnover (%), 2011-2012
  • Figure 42: Cost Saving Expectations: Buyers (%), 2011-2012
  • Figure 43: Cost Saving Expectations: Suppliers (%), 2011-2012
  • Figure 44: Cost Saving Expectations: Region (%), 2011-2012
  • Figure 45: Cost Saving Expectations: Turnover (%), 2011-2012
  • Figure 46: Impact of Sustainability on Profits of Buyers (%), 2011-2012
  • Figure 47: Impact of Sustainability on Profits of Suppliers (%), 2011-2012
  • Figure 48: Impact of Sustainability on Profits of Region (%), 2011-2012
  • Figure 49: Impact of Sustainability on Profits of Turnover (%), 2011-2012
  • Figure 50: Planned Change in Sustainability Budgets: Buyers (%), 2011-2012
  • Figure 51: Planned Change in Sustainability Budgets: Suppliers (%), 2011-2012
  • Figure 52: Planned Change in Sustainability Budgets: Region (%), 2011-2012
  • Figure 53: Planned Change in Sustainability Budgets: Turnover (%), 2011-2012
  • Figure 54: Critical Factors for Supplier Selection: Fossil Fuel Power Generation Companies (%), 2011
  • Figure 55: Critical Factors for Supplier Selection: Other Power Generation Companies (%), 2011
  • Figure 56: Critical Factors for Supplier Selection: Region (%), 2011
  • Figure 57: Critical Factors for Supplier Selection: Turnover (%), 2011
  • Figure 58: Critical Factors for Supplier Selection: Senior Level Respondents (%), 2011
  • Figure 59: Level of Supplier Engagement - Buyers (%), 2011
  • Figure 60: Level of Supplier Engagement: Region (%), 2011
  • Figure 61: Level of Supplier Engagement: Turnover (%), 2011
  • Figure 62: Expenditure on Sustainable Procurement - Buyers (%), 2011
  • Figure 63: Expenditure on Sustainable Procurement : Region (%), 2011
  • Figure 64: Expenditure on Sustainable Procurement : Turnover (%), 2011
  • Figure 65: Attributes of Green Procurement: Fossil Fuel Power Generation Companies (%), 2011-2012
  • Figure 66: Attributes of Green Procurement: Other Power Generation Companies (%), 2011-2012
  • Figure 67: Attributes of Green Procurement: Region (%), 2011-2012
  • Figure 68: Attributes of Green Procurement: Turnover (%), 2011-2012
  • Figure 69: Procurement of Sustainable Products and Services: Power Industry Buyers (%), 2011-2012
  • Figure 70: Procurement of Sustainable Products and Services (%), 2011-2012
  • Figure 71: Procurement of Sustainable Products and Services: Turnover (%), 2011-2012
  • Figure 72: Drivers of Green Marketing: Suppliers (%), 2011-2012
  • Figure 73: Drivers of Green Marketing: Region (%), 2011-2012
  • Figure 74: Drivers of Green Marketing: Turnover (%), 2011-2012
  • Figure 75: Marketing of Green Credentials: Suppliers (%), 2011-2012
  • Figure 76: Marketing of Green Credentials: Region (%), 2011-2012
  • Figure 77: Marketing of Green Credentials: Turnover (%), 2011-2012
  • Figure 78: Effective Channels of Promotion: Suppliers (%), 2011-2012
  • Figure 79: Effective Channels of Promotion: Region (%), 2011-2012
  • Figure 80: Effective Channels of Promotion: Turnover (%), 2011-2012
新聞稿

可持續的作業中,以「為了實現長期利益的財務•人力資源•天然資源的均衡」最重要,51%的礦物燃料發電企業如此回應

2011年12月05日

Global Information, Inc.已開始銷售ICD Research所發行的報告書「Sustainability in the Global Power Industry 2011-2012: Market Trends and Opportunities, Profitability and Budget Forecasts, Power Industry Procurement and Marketing Initiatives (全球電力產業的永續發展可能性(2011年∼2012年):市場趨勢與機會,與盈利預算預測,與電力產業的採購行銷策略)」

全球礦物燃料發電企業的半數以上針對可持續的作業,都回答「將財務、人力資源及天然資源納入實現長期利益的視野,並使之均衡」最重要。

同樣地,其他許多發電企業都回答:「將致力於可再生、非原有型的能源資源」,到2012年為止可持續的作業中是最重要的部份。

因對國際性石油價格暴漲、人口增加、以及二氧化碳排出情形擔憂,造成對綠色能源的龐大投資,支撐到2011年為止持續的可能性。

而且,因地球暖化、燃料價格高漲、以及對今後30年石油資源殘餘埋藏量擔憂的情形擴大,電力公司不得不尋找替代電力•可再生能源。

image1

有關各種商務機能可持續的對策,在各地區進行分析,得知有好幾個地區非常重視「計劃、設計及工學工程」部門。

北美、歐洲及非洲中東和近東地區,可持續的作業在大量導入「研究開發」。另一方面,亞太地區正廣泛進行「籌措過程」的工作。

全球電力產業的永續發展可能性(2011年∼2012年):市場趨勢與機會,與盈利預算預測,與電力產業的採購行銷策略是由出版商ICD Research在2011年11月18日所出版的。這份市場調查報告書包含166 Pages 價格從美金2000起跳。

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