The Business Model Canvas - Finance and Manage Renewable Energy Infrastructure - Ver 1.0 - 9 Apr 2015
Created 3 years ago
Finance and/or manage renewable (solar / wind) installations to crowd source energy A private consumer of electrical power has uncertainty about the return for investing in renewable energy infrastructure (e.g. private solar/wind power generation). An energy provider however has information on demand and can better manage the market supply and risk. By offering to finance and lease back infrastructure, or manage the infrastructure for the user in return for a share of the earnings, the provider balances risk while reducing their own investment needs.
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Tags: Business Model Canvas
Slide 1 - The Business Model Canvas Finance and/or manage renewable (solar / wind) installations to crowd source energy
- Designed for: Vincent James
- Designed by: Vincent James
- Date: 9 April 2015
- Version: 1.0
Slide 2 - Key Partners
- Owners of homes and small real estate or property
- Suppliers of renewable energy infrastructure (e.g. wind turbines, solar cells, power management and storage systems, etc.)
- Financial Leasing companies (Banks, Insurance, etc.)
- Space or locations for renewable energy infrastructure
- The infrastructure itself
- Leasing capacity, insurance, etc.
- Making space/property available for energy generation
- Selling infrastructure at attractive price (due to scale)
- Providing financing at attractive rate (due to scale)
- Who are our key partners?
- Who are our key suppliers?
- Which key resources are we acquiring from partners?
- Which key activities do partners perform?
- Motivations for partnerships optimization and economy reduction of risk and uncertainty
- Acquisition of particular resources and activities
Slide 3 - Key Activities
- Key Activities (of the Energy Network Provider, i.e. Microsoft direct customer):
- Contracting with private property owners for use of their property for energy generation
- Purchasing, installing, managing and financing the renewable energy infrastructure
- Managing and maintaining ongoing operation
- Collecting, storing excess and redistributing the energy generated in the public power network
- Providing percent of profit or return to private property owner
- What key activities do our value propositions require?
- Our distribution channels?
- Customer relationships?
- Revenue streams?
- Problem solving
Slide 4 - Value Propositions
- Value to property owner (customer of the Energy Network Provider):
- Income source for otherwise unused property (roof of house/building, open lot, windy location…)
- Guaranteed income/ reduction in risk for renewable energy investment
- Standardized contract and relationship with single partner/vendor
- Elimination of need to service / maintain infrastructure itself
- Value to Energy Network Provider (our customer):
- Source of new generation capacity
- Reduced cost for new energy generation
- More intense / closer relationship with the power user
- Public relations value related to clean / renewable energy
- What value do we deliver to the customer?
- Which one of our customer’s problems are we helping to solve?
- What bundles of products and services are we offering to each customer segment?
- Which customer needs are we satisfying?
- “Getting the job done”
- Cost reduction
- Risk reduction
Slide 5 - Customer Relationships
- Customer Relationship (i.e. between Microsoft and Energy Network Provider):
- Provider of BI, Big Data and IoT technology for developing and managing network of private, small scale renewable energy sources
- Consulting to develop IT and cloud based infrastructure needed to implement this business model
- What type of relationship does each of our customer segments expect us to establish and maintain with them?
- Which ones have we established?
- How are they integrated with the rest of our business model?
- How costly are they?
- Personal assistance
- Dedicated personal assistance
- Automated services
Slide 6 - Customer Segments
- Customer Segments
- Energy Network Providers (i.e. national energy providers) use our BI, Big Data and IoT technology
- End customers of these providers (i.e. private customers) could potentially also access and use the same technology for their own power management or reporting purposes
- For whom are we creating value?
- Who are our most important customers?
- Mass market
- Niche market
- Multi-sided platform
Slide 7 - Key Resources
- Key Resources:
- From Microsoft
- BI, Big Data and IoT technology
- Consulting services
- From Energy Network Provider
- Relationship and physical network connection with existing users who may have available property for renewable energy infrastructure
- Access to public energy network
- Monitoring and billing infrastructure
- Existing or new (centralized) infrastructure for metering, storing and redistributing energy generated
- Market insights and scale to select appropriate sites/infrastructure and manage risks
- Financial resources and capacity to invest and manage infrastructure
- Field management and maintanence staffing to manage / support distributed infrastructure
- What key resources do our value propositions require?
- Our distribution channels?
- Customer relationships?
- Revenue streams?
- Types of resources
- Intellectual (brand patents, copyrights, data)
Slide 8 - Channels
- Energy Network Providers purchase IT, consulting and energy generation through existing channels (same as current)
- End users purchase energy through existing Energy Network Providers (same as current)
- End users contract/lease their property to Energy Network Provider (new)
- Through which channels do our customer segments want to be reached?
- How are we reaching them now?
- How are our channels integrated?
- Which ones work best?
- Which ones are most cost-efficient?
- How are we integrating them with customer routines?
- Channel phases
- How do we raise awareness about our company’s products and services?
- How do we help customers evaluate our organization’s value proposition?
- How do we allow customers to purchase specific products and services?
- How do we deliver a value proposition to customers?
- After sales
- How do we provide post-purchase customer support?
Slide 9 - Cost Structure
- Cost Structure
- Energy generation infrastructure (wind turbines, solar cells, management and storage systems. Cost reduced through purchase by Energy Network Provider at scale.
- BI, Big Data and IoT infrastructure/technology to manage and develop distributed energy generation. Cost reduced by integrated solution and close partnership with IT vendor.
- Management and maintainance of distributed energy generation locations. Costs minimized by leveraging existing field maintanance staff of Energy Network Provider
- What are the most important costs inherent in our business model?
- Which key resources are most expensive?
- Which key activities are most expensive?
- Is your business more
- Cost driven (leanest cost structure, low price value proposition, maximum automation, extensive outsourcing)
- Value driven (focused on value creation, premium value proposition)
- Sample characteristics
- Fixed costs (salaries, rents, utilities) variable costs
- Economies of scale
- Economies of scope
Slide 10 - Revenue Streams
- Revenue Streams
- Energy Network Provider willing to pay premium for BI, Big Data and IoT technology due to significant cost reduction and other benefits for them
- End User willing to lease (or provide commercial access to) their unused property and reduced rate due to new income source potential and trusted, single contracting partner (i.e. Energy Network Provider)
- For what value are our customers really willing to pay?
- For what do they currently pay?
- How are they currently paying?
- How would they prefer to pay?
- How much does each revenue stream contribute to overall revenues?
- Asset sale
- Usage fee
- Subscription fees
- Brokerage fees
- Fixed pricing
- List price
- Product feature dependent
- Customer segment dependent
- Volume dependent
- Dynamic pricing
- Negotiation (bargaining)
- Yield management
- Designed by: Business Model Foundry AG
- The makers of Business Model Generation and Strategyzer
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