PMP helps players in the energy sector tackle three key trends: energy transition, an opening-up of the markets and switching to digital
Challenges for the sector
Simultaneously decarbonised, decentralised and digitalised, our 21st century energy system demands that all players thoroughly review their economic and business models.
Upstream of the value chain, production means will firstly have to adapt to ensure supply security while also meeting the urgent climatic need to decrease the carbon intensity of the mix. This is why French nuclear plants will continue to play a major role within the French energy mix, subject to upgrading in the light of post-Fukushima security constraints and social acceptability.
This recent more renewable energy mix will also have to be increasingly decentralised and more intermittent, demanding a rethink of the electrical power system in terms of :
- Architecture, with the development of partially autonomous, local systems
- Governance, focusing on the increasing importance of local players
- Funding, with the need to find a compromise between public incentives favouring the development of renewable energy sources and the need to respect certain fundamental economic principles to provide players with long-term investment signals.
In transport and distribution activities, regulated operators will need to adapt their infrastructures to meet demand, develop cross-border interconnections, while integrating a more intermittent and decentralised system, partly by harnessing « smart grid » technology. More specifically, historic distribution operators must cope with the deployment of smart meters and the necessary extension of their activities based on new network uses (electric vehicles, collective auto-consumption/self-sufficiency, flexibilities, …).
Energy supply players are going to have to adapt to an increasingly competitive environment with growing pressure for operational excellence and for improved competitiveness of their cost structures. They will also have to diversify their supply of energy-related services in line with customer expectations (managing and optimising consumption, auto-consumption/self-sufficiency, recharging of electric vehicles) with the threat of disintermediation by other service providers within the sector (home services or 100% digital).
Analyse quantitative et qualitative des inducteurs de coûts liés à la gestion client et définition d’axes d’optimisation de ces coûts.
Elaboration d’un plan d’action avec les équipes, afin d’améliorer les indicateurs de coûts de gestion client à partir des axes d’amélioration identifiés lors de la phase de diagnostic.
Chief Executive Officer of Direct Energie
"After several years of strong growth, Direct Energie felt compelled to consolidate its achievements in terms of its client base. PMP helped us to develop our Customer awareness, adapting to the specific requirements of our market. PMP partners provide close, end-to-end support and bring real added value not only to the analytical understanding of issues facing us but also through the pragmatism of their recommendations."
Build a strategy
With the challenges of energy transition and environmental uncertainty, we assist and support our clients in building and selecting the best possible strategic scenario, identifying key partnerships and defining the implementation process.
Build new models
We are here to help our clients determine their positioning and the offerings that will best respond to the risks and opportunities for value shifting in terms of network services, energy supply or energy utilities.
Seize digital opportunities for transformation
Our digital experience stems from some highly vulnerable sectors (telecom, travel, retail, culture) and enables us to propose development strategies that are totally adapted to energy players, as well as making practical recommendations for rapid, operational gains.
Bring the customer back to centre stage
We integrate developments in the energy sector together with broader market trends to put the client at the very heart of marketing and multi-channel customer relations, taking into account the specific needs of each segment within a constrained budgetary and regulatory framework.
Enhance operational and contractual performance
Reduced room for manoeuvre means always being mindful of the fundamentals and of seeking tangible operational gains. We propose real efficiency gains through process adaptation, through redesigning organisational structures and rethinking operational management.
Take innovation to another level
We use our Data Lab, Lab 32 and our Innovation Lab, YouMeO, to speed up the external and internal innovation process and to capitalise on the potential of Big Data.