Japan instituted a generous solar energy feed-in tariff (FiT) in July 2012 in the wake of the Fukushima nuclear power plant disaster. Japans renewable power generation capacity rose by 5.86 million kilowatts with solar power accounting for 90 percent of the total. Thats equal to the cumulative total in Japan prior to the launch of the solar FiT.
Distributed solar energy generation has been regarded as one of the fastest growing electricity technologies in recent years. Changes in technology, cost structure, enabling policies, and regulatory frameworks have driven this spectacular growth in developed countries. Solar energy has great significance for developing member countries (DMCs) in Asia and the Pacific.
Distributed generation (DG) refers to electricity that is produced at or near the point where it is used. Distributed solar energy can be located on rooftops or ground-mounted, and is typically connected to the local utility distribution grid. States, cities and towns are experimenting with policies to encourage distributed solar to offset peak electricity demand and stabilize the local grid.
For years the world likened the energy sector to the computing world, holding up Moores law as a guiding example proving that renewables will achieve grid parity.
Today, as panel costs have dropped 90 percent and adoption is at an all-time high, the analogy between the two seems even more fitting. Just like the massive mainframe disruption spawned by personal computing, distributed generation has already begun to challenge the centralized solar model favored by utilities, with no end in sight.
A handful of the most progressive utilities -- Sempra, Duke, PGE, SMUD, Integrys -- are already embracing the change and finding ways to make a profit from generating their own electricity through their unregulated subsidiaries. No longer mandated passive players, solar gives them chance to compete. Those utilities, unfortunately, are the anomaly. The majority of utilities weve spoken with seem to be in denial, akin to deer caught in the headlights.
While distributed solar generation brings lucrative benefits, adapting to new business models is only the first step. The big solar business process templates of old relied on large teams with unlimited resources, budgets -- and status-quo business processes. Now, with the shift to small to mid-sized projects, the high cost of diligence and lack of standardization is quite literally killing projects.
Recognizing the shift from utility to DG, we now see companies like NextEra acquiring Smart Energies to penetrate the segment. A smart first step, but acquisition alone does not solve the cost of diligence, project acquisition and financing. New business models require different templates.
What the Report Offers
· Market Definition for the specified topic along with identification of key drivers and restraints for the market.
· Market analysis for the global distributed solar energy generation Market, with region specific assessments and competition analysis on a global and regional scale.
· Identification of factors instrumental in changing the market scenarios, rising prospective opportunities and identification of key companies which can influence the market on a global and regional scale.
· Extensively researched competitive landscape section with profiles of major companies along with their share of markets.
· Identification and analysis of the Macro and Micro factors that affect the global distributed solar energy generation market on both global and regional scale.
· A comprehensive list of key market players along with the analysis of their current strategic interests and key financial information.
1. Executive Summary
2. Research Methodology
3. Market Overview
3.2 Analysis of Energy Mix of Japan
3.3 Solar Power Capacity in MW (Historic and Forecasts to 2022)
3.4 Recent Trends and Developments
3.5 Government Policies and Regulations
4. Market Dynamics
5. Supply Chain Analysis
6. Porter's Five Forces Framework
6.1 Bargaining Power of Suppliers
6.2 Bargaining Power of Consumers
6.3 Threat of New Entrants
6.4 Threat of Substitute Products and Services
6.5 Competitive Rivalry
7. PESTLE Analysis
8. Key Company Profiles (Overview, Products & Services, Financials*, Recent Developments)
9. Competitive Landscape
9.1 Mergers & Acquisitions
9.2 Joint Ventures, Collaborations and Agreements+
*(Subject to availability on public domain)