Abstract
Introduction
EU Directives require power and gas markets to be fully open to retail competition by July 1st, 2007. Effectively navigating retail competition requires a strategic business planning process that integrates external factors and internal business processes.
Scope of this report
- A thorough review of the four key external factors that must be considered in preparation for retail competition.
- An examination of the six internal business processes that must be recalibrated in the lead-up to full retail competition.
- A review of barriers to retail market entry that stem from regulatory, wholesale and competitor activity.
- An exploration of key success factors and pitfalls in a range of areas, from product development to distribution channel selection.
Research and analysis highlights
EU Directives require countries to have consumer protection measures. It is not directly required, but most regulators will impose a code governing relationships between retail and related businesses of integrated companies. The level of diligence in enforcing retail codes will have a major effect on customer retention / acquisition rates.
Active third party intermediaries can deliver large blocks of customers with minimal investment, yet they can also: reduce interaction with customers, erode brand value and customer loyalty, and commoditize retail energy offers by reducing overall differentiation between retailers.
The importance of branding is mitigated by energy consumers' overwhelming concern with price in their selection of supplier: more so than in the insurance, banking or auto repair sectors. Nevertheless, in a Datamonitor survey 93% of utility respondents felt that branding would become more important as competition intensifies across Europe.
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