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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 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

Synopsis

  • The report is based on primary surveys conducted by ICD Research accessing its B2B panels comprised of senior business decision makers. The opinions and forward looking statements on sustainability management of 324 industry executives are captured in our in-depth survey, of which 61% represent directors, C-level executives and departmental heads.
  • The geographical scope of the research is global - drawing on the activity and expectations of leading industry players across the Americas, Europe, Asia-Pacific, Africa and Middle East.
  • The report analyzes expenditure of hotel industry buyers on sustainability, sustainable procurement practices and critical factors that influence supplier selection.
  • Key topics covered include category-level spending outlooks, market-specific growth opportunities, investment opportunities and principal challenges associated with the implementation of sustainable practices.
  • In this report, buyers identify their sustainable procurement budgets; along with essential sustainability measures that influence supplier selection
  • The report provides extensive analysis on effective promotional channels and major drivers of green marketing, along with the key features of marketing green credentials.
  • The report provides qualitative analysis of key industry opportunities and threats and also contains the full survey results.

Summary

"Sustainability in the Global Power Industry 2011-2012: Market Trends and Opportunities, Profitability and Budget Forecasts, Power Industry Procurement and Marketing Initiatives" is a new report by ICD Research that analyzes how companies in the power industry perceive sustainability. The report contains in-depth analysis on the principal drivers and challenges with regards to sustainability plus the market-specific growth opportunities associated with the implementation of sustainable practices. It also benchmarks successful sustainable initiatives and energy-efficiency measures adopted by various companies. This report also examines the impact of sustainability on profits and cost saving targets set by companies. It also analyzes the procurement strategies and practices being undertaken; category-level spending outlooks; changes in sustainable procurement budgets; supplier selection criteria and investment opportunities available for leading purchase decision makers. The report identifies key drivers and practices of green marketing, and the channels used to effectively market green credentials.

Scope

The report features the opinions of power industry respondents related to the following:

  • What sustainability means to the industry
  • Factors that drive sustainability measures
  • Barriers that confront effective implementation of sustainability.
  • Sustainable and energy efficiency measures and their impact on profitability.
  • Metrics used for the measurement of sustainability performance.
  • Procurement of sustainable materials.
  • Demand for sustainable products and services, including markets that will drive growth.
  • Changes expected in sustainability budgets and cost saving targets.
  • Methods of marketing green credentials and the use of media channels.
  • Sustainability leaders.

Reasons To Buy

  • Drive revenues by understanding future sustainable product investment areas and growth regions
  • Formulate effective sales and marketing strategies by identifying buyer sustainability budgets and areas of investment.
  • Better promote your business by aligning capabilities and business practices with the changing sustainability needs of customers.
  • Uncover the business outlook, key sustainability challenges and opportunities
  • Understand the effect of sustainability on other players and competitors in the industry.
  • Benchmark sustainable initiatives with key industry leaders and identify major trends that affect the industry.
  • Secure stronger customer relationships by understanding the leading business concerns and changing strategies of buyers.
  • Identify specific green marketing channels your competitors are using to win business.

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
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