As a reader, you might now wonder how the “passive cus- tomer“ value proposition differs from the current DH cus- tomer value. The difference is that digital solutions have been fully developed and implemented. In 2050, we have solved many issues by automizing processes and systems. We have smart buildings and hardware supporting customers to ad- just to efficient heating and cooling consumption patterns. In 2022, the unique selling point of DH was the security of supply, carefreeness, and comfort at a reasonable cost. An- other positive aspect is that the carbon footprint can be lim- ited. In 2050, the unique selling point can be the carefree delivery: heating and cooling works (without any customer effort) at a high standard (the boundary conditions are taken for granted, so aspects like sustainable heat supply are stand- ard). The cost of the energy service is also competitive with other alternatives. The “passive customer“ value is delivered to most customers as it is assumed that engagement in one’s energy supply will be limited to a minority of the customers: reflecting the cus-
are mature markets, Germany is a growing market, and France is a new market. As a result of the different maturity of DH in unalike markets, it is difficult to identify future DH boundary conditions that will apply simultaneously in various places. The specified boundary conditions should be interpreted as indi- cations of boundaries that DH companies must position them- selves against in upcoming years. In some areas, the conditions will materialize sooner than in others. 1.4 Future business model characteristics Two value propositions were identified based on the literature review, interviews, and the value proposition process. The main difference in these is that they reflect different customer be- havior. What we refer to as the “passive customer“ value prop- osition reflects what most customers will demand: a cost-effi- cient, convenient energy service package that requires a low level of active involvement. The “active customer“ value propo- sition differs and reflects customer involvement: the customers are involved in optimizing the heating system, with maximum transparency of their impact on the system.
Figure 1 Business model characteristics 2050 The black text reflects the situation in 2022, the purple the "passive" model and the green the "active" model.
Key partners Fuel providers
Key activities
Customer Value
Customer Segment
Operation and maintenance
Heat/cool and hot water
Professional building owners
Prosumers Heat providers
ldentical with the inclusion of the new key resources
Heat/cool- possibly hot water
Professional and private end-users
ldentical with the addition of prosumers and active customers from, for example, industry
Security of supply, comfort, carefree at reasonable cost
Co-creation and relationship building
Co-creators
Key resources
Customer Relationship
Carefree at reasonable cost
Green energy
Automized
ldentical with the addition of win-win and long-term relati- onship with prosumers
DHN Production Unit Operations system Staff: operations and maintenance
Co-creation of value with energy company
Personal relationship with co-creators
ldentical with the addition of heat pumps, electricity generation, storages and digital infrastructure
Customer Channel lnvoice, campaigns, webpage
Digital with what corresponds to an app in 2050 Personal meetings
Staff dedicated to co-creation and relationship building with co-creators
Cost and income structure Fixed costs (production unit and network) Remains, with addition of heat pumps, PV, storage and digital infrastructure: large scale combustion units phased out additional investment might be needed for co-creation
Staff Remains with addition of staff for prosumer and heat supply arrangements and co-creation
Fuels Combustible to a portfoio of diverse sources (size and temperature) Customer revenue Service package offered, part of it can be linked to a win-win arrangement
26 HOTCOOL no.2 2023
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