Strategic Transformation in the Energy Industry – A Blueprint for Competing in a Restructured and Networked Environment by Chris Trayhorn, Publisher of mThink Blue Book, January 15, 2002 Forces of Change in the Energy Industry The networked information economy and competition represent two of the greatest drivers of change in the energy industry today. While the growth of business information networks provides the framework and infrastructure for companies to prosper, restructuring drives the fundamental “shape” of the industry. These forces together define the strategic imperatives and opportunities facing energy companies, as well as a company’s place in the energy value chain and its role as part of a larger business information network. The concept of the networked information economy has quickly evolved from the increasing connectivity among people and organizations. The value of information has grown exponentially over the past two years. While this includes the use of enabling technologies, such as the Internet, dispersed technologies and wireless devices, the real value of connectivity goes beyond these. The networked information economy was born from realizing the importance of information and the need and ability to not only share that information, but to also use it to create business value. Because of the ability to quickly and securely exchange information, companies are no longer compelled to provide all functions internally and instead, can rely on outside organizations that can provide the service more efficiently and effectively. This has enabled the growth of business networks, allowing companies to focus on specific roles according to their competencies and assets, both physical and information. Some immediately apparent advantages are streamlined online purchasing, online energy trading, and enhanced contact with customers — each involving distinct roles in a business information network. Perhaps less obvious is that the networked economy proves to be a key enabler for the leveraging of both physical and non-physical assets. By providing a community in which information can be instantly transmitted and used strat egically, companies that have traditionally relied on physical capital have been forced to re-think their idea of assets. Companies may conclude that their highest-return assets are human, information, or brand-based, and will decide to de-emphasize the role of physical assets in their businesses. Figure 1 – The Traditional Business Model On another front, competition resulting from restructuring on the wholesale and retail markets has driven the unbundling of the vertically-integrated energy value chain. This unbundling results in energy companies assuming one or more distinct business “paradigms” or adopting specialist roles within these paradigms. Using the traditional vertically-integrated electric utility as an example, we have witnessed the separation of the generation, transmission, and distribution components. Secondary unbundling has taken this separation a step further by spurring the creation of external enterprises to perform those functions once conducted in-house by the traditional utility, such as maintenance of generation plants and distribution lines, supply chain functions and information technology operations. Strategic transformation in today’s energy industry requires that a company understand these forces, undertake a methodical approach to identify where it can best compete, and specify those actions it must take to compete success fully. The ideas that follow present our view of how the industry and business landscape will continue to evolve, and lay out an approach for converting strategic ideas into actionable projects. Business Roles in the Networked Economy The traditional business model for companies in all industries emphasized reliance on physical assets, the ownership of production, and vertically integrated business segments across individual supply chains (Figure 1). Companies competing with the traditional model exhibited limited information sharing and transfer, capital ineffic iency with an emphasis on the balance sheet versus the income statement, and often thinly spread management focus across several different business areas within the vertically integrated enterprise. Individual companies conducted business with each other, but also sought to be self-sufficient in most of the business functions. This model emphasized individual performance versus that of the market as a whole. In the emerging business model, companies exist as part of an interconnected business network, and focus on those functions consistent with the greatest assets and capabilities (Figure 2). The emerging business models reward companies that emphasize not only physical capital, but which concentrate on human, information, and brand capital in their core competencies. For example, a service-focused company would own relatively little in terms of physical assets, but would create value by possessing detailed knowledge (e.g., technical or engineering knowledge) and delivering superior service. Figure 2 – Focus Areas in a Business Information Network. As a company begins to embrace the power of the electronically connected business network, the focus of the company’s operations will also change. Where previously a large investment in physical plant would drive to focus on the operation, maintenance, and full utilization of its assets, the networked community of core business focus areas enables a company to concentrate on its strengths by allowing it to shift non-core functions to other network members. This in turn rewards the other network members for focusing on their core skills. The connectivity afforded by the digital economy further allows network participants to freely exchange information, enabling streamlined processes with customers and suppliers as a result of easy information sharing, providing for more liquid and transparent markets, and allowing for the easier formation and maintenance of alliances. The business network roles outlined in Figure 2 can serve as a useful management tool by prompting executives to ask, “from what resources (assets and/or competencies) does my business seek to extract value?” Business information network focus is the answer to this question. As an example of the possibilities for energy companies afforded by a business network, a regulated electric distribution company would be enabled to pay greater attention to customer service while shifting the maintenance of its wires network to an external enterprise. In addition, a Web site can be established where customers can pay their bills and submit service orders, the company can purchase power and supplies via online markets, and the service crew can update service orders instantaneously via handheld wireless devices connected to the work management and customer information systems. In another example, the New Power Company has used alliances to enter the retail energy products and services space as a brand-focused company. By forming alliances, the company can leverage the unique skills of its network members. In this example, Enron brings trading and risk management skills for power procurement, IBM provides back-office information systems installation and operation expertise, and AOL Time Warner supplies expertise in online marketing and access to its large customer base. Industry Structural Change and the Five Dominant Paradigms The traditional utility value chain focused on the regulated provision of energy commodities to end customers. Natural monopoly status, a holding company structure, and the pursuit of scale efficiencies all served to ensure the tightly bound and physical asset-intensive nature of integrated electric utilities. However, competitive and restructuring energy markets are resulting in the unbundling of the traditional value chain into distinct roles (Figure 3). PricewaterhouseCoopers believes that the structural evolution of the energy industry will further drive the integration of certain roles, resulting in five dominant market paradigms — Merchant Energy Companies, Major Account Retailers, Mass Market Retailers, Network Distribution Companies, and Transmission Companies. These dominant paradigms will be supplemented with other emerging paradigms over the information network. Companies will not always position themselves in a single paradigm, but may choose to compete in more than one. Figure 3 – The Utilities Role Map See Larger Image The integration strategy “rolls up” several industry roles to form one of the five dominant business paradigms. Some companies may take this strategy a step further by integrating whole paradigms (Duke Energy and AEP provide examples of companies that successfully compete in more than one paradigm). This strategy leverages a company’s unique advantages with customers and regulators and its unique energy market insight. Such a strategy rewards a focus on planning and integration, and requires that a company leverage its most valuable assets (e.g., brand), strengthen its partnering skills, and outsource non-core functions to specialists. In addition to the emergence of these paradigms, we expect to see companies focus on single roles within these paradigms. This type of strategy requires world-class capabilities. This will ultimately lead to service paradigms across industry boundaries. Alignment of Business Focus Areas and Industry Paradigms Energy companies are beginning to execute two core strategies as they align with the business focus areas and adopt specific paradigms. The linkage between the business focus areas, paradigms, and roles is shown in Figure 4 along with specific company examples. Figure 4 – Alignment of Focus Areas and Paradigms Adopting a Brand Focus Major Account Retailers and Mass Market Retailers represent energy company paradigms that assume the brand-focused business and information network focus. Such companies have emphasized the value inherent in their brand and information assets while de-emphasizing the role of physical assets in their business. In effect, Major Account Retailers act as industrial marketers and Mass Market Retailers as consumer marketers. Several attributes have been identified as providing superior advantages for brand-focused companies. The economic drivers of value for these companies are twofold — they must strive for economies of scale to achieve purchasing leverage, and they also need economies of scope to provide a wider range of products and services to retail customers than a traditional utility. Key financial value drivers for such companies include margin size and revenue growth. Resources leveraged by brand-focused companies are the company’s brand value and human capital, both of which provide invaluable intellectual property resources. They rely on customer and business network relationships, and as a result must have unsurpassed skills in customer relationship management, channel management, product development and marketing, and alliance development and management. Brand-focused companies deal with physical energy and energy- and home-related products and services, and have the potential to reach a variety of markets. Deregulated retail electric and gas com-modity sales to residential, commercial, and industrial customers is typically the path of least resistance for many traditional utilities, and is therefore the most probable path taken by brand-focused companies. The sale of energy products to residential markets is quickly becoming an area into which many companies are diversifying. Energy-saving devices such as plug attachments and time-of-use meters, energy- efficient products such as light bulbs and air filters, and energy-related products such as power packs are just a few of the products that brand-focused energy companies have begun to sell. Residential and commercial services represent another potentially large market. A multitude of services can be provided to this market, including appliance maintenance and home improvement, appliance warranties and financing, and residential and commercial energy audits. Branded financial and “network” products are yet another example of markets brand-focused companies have entered, with companies offering credit cards and bundled electric, gas, telecom, and cable service. Using brand as a key lever allows these companies to effectively cross-sell products and services. Adopting an Asset Focus Asset-focused energy companies do not necessarily de-capitalize to the extent that a brand-focused energy company would. Their success depends on economic and efficient deployment of their physical assets. Such companies include the Transmission and Network Distribution Companies’ business paradigms. Like brand-focused companies, companies that pursue an asset focus need to emphasize economies of scale to achieve the lowest possible costs. Those pursuing an asset-based strategy, however, do not seek economies of scope, but instead focus on operational efficiency and knowledge of the evolving regulatory structure. The key financial drivers for those adopting an asset-focused role are net margin, capital expenditures, and capacity utilization. Resources leveraged by asset-focused companies are physical assets such as generation plants, gas pipelines, and transmission and distribution networks. Critical success factors include sharply honed skills in asset operation, maintenance, and management, construction management, and active management of the regulatory process. Transmission and distribution owner/ operators serve the residential, commercial, and industrial markets. Other markets for asset owners include fuel storage and transportation (e.g., pipeline operators and wholesale fuel sales) and meter ownership and servicing (e.g., in residential, commercial, and industrial sectors). Adopting an Information Focus Information-focused companies create value by leveraging information to manage risk and ensure optimal deployment of their own physical assets. By using information to create more transparent and efficient markets, the function of a business network manager is being served. The merchant generator provides an example of the first use of information, while an electronic marketplace for power and fuel or equipment procurement provides an example of the second. Merchant Energy Companies need to emphasize scope in the types (e.g., spot and forward power prices, fuel prices, etc.) and sources (e.g., geographical) of information from which they gain the greatest insight and benefit. They must have the skills to analyze and act on what they collect. In the case of a merchant generator, this means having the skills in trading and risk management to determine when to optimally deploy their generation resources and to identify the most promising markets for sales. It also means having the ability to mine collected data in order to develop new risk management tools and techniques. The resources and skills required for information-focused companies are top human talent possessing the requisite skills, and information technology capable of capturing, storing, and manipulating the vast amounts of data such companies use. The products and services rendered by information-focused businesses like Merchant Energy Companies are power sales to the wholesale market, from either their own generation plants or procured in the wholesale market. Merchant Energy Companies may also develop new risk management products for their own use, or offer risk-related products and services to external customers, such as risk structuring. Business network managers, such as Intercontinental Exchange, offer a market where buyers and sellers can meet and exchange energy-related commodities such as power and fuel, while companies like Pantellos deal in “hard” plant- and network- related equipment. Adopting a Service Focus Service-focused companies in the purest sense pursue a strategy by adopting only a limited number of roles from the Utilities Role Map©. Representative roles are a constructor of generation, transmission, or distribution, a maintainer of these assets for the owner, a customer service provider such as an outsourced call center, or a billing agency. These are the companies in the business network to whom asset-focused players such as distribution companies outsource their non-core functions. Such companies can benefit from serving clients over a wide geographic or even global scope, since a critical mass of clients may be difficult to obtain in a single region. World-class skills and technical knowledge of utility-related equipment and processes are a necessity, given their service orientation. Preparing for Execution — The Transformation Blueprint Understanding industry and business dyna mics and finding where one’s company should compete is only half the battle — assembling the necessary skill set remains. To do this, we use the Transformation Blueprint to map the critical success factors for a given paradigm or specialist role against fundamental business dimensions (those elements that combine to form a business, such as processes and people) to identify a comprehensive development program for transforming a company. The blueprint’s output is a portfolio of projects that a company would need to undertake to be successful in a given paradigm or specialist role. Identifying specific projects that link directly to the critical success factors moves a company from strategy to execution, and ensures that the projects undertaken fit the chosen business model. PricewaterhouseCoopers has developed a Transformation Blueprint for each of the industry paradigms. Figure 5 shows an illustrative example of a blueprint for a Merchant Energy Company. While the actual projects undertaken will depend on the specific company in question, the blueprints serve to highlight the types of projects and skills needed for a given strategy and business model. Figure 5 – Illustrative Transformation Blueprint – Merchant Energy See Larger Image Conclusion The energy industry is in an enviable position — it is undergoing profound fundamental change at a time when technology offers possibilities never before seen. Strategic transformation in today’s environment requires that a company understand the forces re-shaping the industry and those forces driving change in the greater business landscape. The ideas presented here offer a disciplined and unified approach for understanding how the industry will unfold, the distinct business models enabled by technology, those specific capabilities a company must have and the actions it will need to take today to initiate its transformation. Many energy companies have begun to embrace the opportunities made available to them by these changes; others must begin to view their businesses less as part of a murky regulated backwater and more as mainstream organizations with assets and capabilities that stretch beyond power plants and load forecasting. The opportunities and enablers are already there — seizing them is the next step. Filed under: White Papers Tagged under: Utilities About the Author Chris Trayhorn, Publisher of mThink Blue Book Chris Trayhorn is the Chairman of the Performance Marketing Industry Blue Ribbon Panel and the CEO of mThink.com, a leading online and content marketing agency. He has founded four successful marketing companies in London and San Francisco in the last 15 years, and is currently the founder and publisher of Revenue+Performance magazine, the magazine of the performance marketing industry since 2002.