Business Models for Energy Suppliers Aggregating Flexible Distributed Assets and Policy Issues Raised

The ongoing digitalization of the energy sector opens up opportunities for novel business models, which can help to overcome challenges that accompany the transition towards a sustainable energy supply. One necessity in a more decentralized energy system with high shares of renewables is the provision of flexibility. This paper uses the business model generation approach of Osterwalder and Pigneur (2010) to understand the challenges of the transition towards distributed power generation for energy suppliers. The insights gained indicate that the focus of business models in the electricity supply market has to switch to an offer-driven perspective. To this end, the business model of an “Energy Supplier 2.0” as a dedicated aggregator of flexible capacities on the household level is investigated. It is found that the aggregation of flexibilities can provide additional revenue streams, extra customer comfort, support for grid operators, and reduce society's costs for the sustainable energy transition process. Despite these promising advantages, and even though early movers indicate economic interest, we find that the current regulation and policies bear obstacles for a broad diffusion of this type of business models in the energy sector. We identify several obstacles and suggest solutions how to overcome legislative hurdles where possible