Showing posts with label Japan. Show all posts
Showing posts with label Japan. Show all posts

Browse the complete Report onJapan Freight Transport Report Q3 2010


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A mixture of asset write-downs, restructuring, consolidation and recovery is on the cards for the Japanese airfreight sector. The bankrupt Japan Airlines (JAL), Asia’s largest air carrier, was expected to have registered an operating loss of nearly US$1.7bn in the fiscal year ended March 31 2010. This was attributed to a sharp decline in revenues resulting from a rapid slowdown in the Japanese economy. JAL and two subsidiaries appealed for bankruptcy protection in January 2010, with a combined debt of US$25bn. The company was planning to cut its spending by US$1.16bn in the current fiscal year. Nearly 4,000 workers had already opted for early retirement, which would help the airline, saving US$272.1mn more than planned at the end of March 2011. Meanwhile, it reported a 12.7% year-on-year (y-o-y) increase in international cargo volume to 49,454 tonnes in April 2010, compared with an increase of 32.9% y-o-y in March 2010. In the same period, JAL’s domestic cargo volume rose by 4.3% y-o-y to 38,050 tonnes, compared with 9.6% y-o-y in March 2010. Meanwhile, All Nippon Airways (ANA), Japan’s second largest airline, recorded an impressive 57.3% y-o-y surge in international cargo volume to 39,431 tonnes in April 2010, compared with 59.1% y-o-y in March 2010. ANA also posted a 5% y-o-y increase in domestic cargo volume to 38,372 tonnes in April 2010.
The operating environment for the Japanese freight sector was mixed at the mid-year point. A year after the electorate ended one-party dominance of the country’s political system, the new administration of the Democratic Party of Japan (DPJ) was still struggling to measure up to the challenges of government. The replacement of the prime minister (Yukio Hatoyama resigned at the beginning of June and was succeeded by Naoto Kan) was taken as a sign that the DPJ had yet to find its stride. Meanwhile, the economy continued to be a source for concern. BMI detected a poor investment outlook, muted consumer spending and a downturn in exports as Chinese and US demand was expected to falter. After falling by 5.8% in the recession year of 2009, BMI was predicting that Japanese GDP would grow by 1.9% in 2010, but lose impetus again with growth of only 0.9% in 2011. On the medium term to 2014, we expect annual GDP growth to average only 1.3%.
After 2009’s very steep falls in volumes, the airfreight sector is now enjoying a recovery. BMI forecasts that cargo volume will rise by 2.5% in 2010, a small improvement after 2009’s 10.9% slump, but nevertheless a move in the right direction. Air freight carried (volume x distance) will rise a little more strongly, up by 4.8% .
Japan’s highly-developed roads can be heavily congested at certain points, and as in many mature economies, road haulage growth is limited. We see road freight volume up by 1.2% in 2010, following 2009’s recession-driven 8.8% contraction. According to our five-year forecast, volume will gain by an annual average of 0.7%, while traffic will rise 1.4%. This points to a slight lengthening of the average road cargo-carrying trip.
After collapsing by almost one-fifth (-18.7%) during the recession in 2009, railfreight will have a standstill year in 2010, with marginal growth of 0.3% to 37.72mn tonnes. The emphasis remains on passenger travel as the number one priority, so freight capacity will stay limited. Annual average railfreight volume growth will be only 0.3% over the five years to 2014. At the Port of Yokohama (POY) we are predicting 5.7% growth in total tonnage in 2010, representing a partial recovery after the very steep slump in 2009, when tonnage fell by just over one-fifth - 22.3%. However growth will ease back again as the economy cools once more in 2011. At the Port of Tokyo (POT) in 2010 we see total tonnage gaining by 7.0%, a slightly stronger, but still only partial recovery compared to the 2009 drop of 10.6%. In real terms, BMI is predicting an 8.1% recovery in trade in 2010, followed by lower growth of 4.8% in 2011 as we enter potential global ’double-dip’ territory. Average annual foreign trade growth in the five years to 2014 will be 6.2% per annum. There is evidence of a ’rebalancing’ of Japan’s trade patterns going forward, with imports outpacing exports, reflecting a number of factors including somewhat higher Japanese export production costs, an ageing population, and the expected dip in demand from China and the US. As a result imports will grow by 7.3% per annum in real terms, ahead of exports at only 5.4%. On the whole we believe the main risk to our forecasts is political and a downside one at that. The risk is that the DPJ government fails to get a grip on the political and economic situation and enters a period of policy drift, which in current circumstances can only mean lower growth, with the resulting negative knock-on impact on freight demand and volumes.


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Browse the complete Report on: Japan Autos Report Q4 201
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Japan's new vehicle sales are in more positive territory in H110, largely thanks to government incentives, which have sustained the momentum generated in the latter months of 2009. For the six months to June 2010, sales were up by 21.5% y-o-y at 2.66mn units. In financial year terms, this represented growth of 20.8% for the first three months of the new financial year (April to June 2010). Factoring in a slight slowing of growth in H210 as part of BMI's view for a slowdown in the major developed states, the market is still on track to meet BMI's forecast for sales of 5.136mn units.
Hybrids are still a major focus for carmakers in Japan, largely due the incentives, which have boosted sales of the fuel-efficient cars. In line with BMI's view that alternative fuel vehicles will see increased support from carmakers and governments alike, the Japanese government has exempted vehicles such as electric, hybrid, natural gas and selected diesel-powered models, from weight and purchases taxes. The result is that Toyota Motor's Prius hybrid was the best-selling model in the country for the 4th
consecutive month in June. Despite its recall issues, the Prius still achieved double the sales of its nearest rival, Honda Motor's Fit small car, with sales of 31,876 units, compared with 15,995 units for the Fit.
Market saturation keeps Japan in fourth place in BMI's Business Environment Ratings for the auto sector in Asia Pacific with an overall rating of 61.1 from a possible 100. While the country scores well in terms of its country risk, with low levels of corruption and a sound legal framework that have bumped up the market's overall score, the auto industry is nearing full capacity, and this consequently reduces production growth potential, while the high level of vehicle ownership restricts possible sales growth. Labour costs are also high, which adds to the cost of expanding production.
Despite its recall issues, Toyota still leads its home market with a 31% share of total sales in H110, boosted by its Prius being the best-selling model in the country. Its dominance is compounded by premium brand Lexus which more than doubled its sales year-on-year in H110 to 19,161 units. Nissan has retained second place although its market share is less than half that of Toyota at 12.98%. Honda Motor, which has equally benefited from government incentives through it Fit compact model, registered growth of 20.34% in H110 to take third place with 12.77% of the market.


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Original Source : –Japan Auto Market
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Browse the complete Report on: Japan Tourism Report Q4 2010
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Japan’s arrival numbers have grown steadily since 2001. Although they took a hit in 2009, falling to 6.66mn after reaching 8.35mn in 2008, arrivals are forecast to rebound in 2010 to 8.45mn. The number of air and sea tourist arrivals continually increased from 2001 to 2007. Tourist arrivals by air are by far the most predominant, with 8.49mn arriving by air in 2007 compared to 666,000 by sea. Leisure arrivals outnumber those visiting Japan for business purposes. In 2009, leisure arrivals totalled 4.65mn, while business arrivals came to 1.24mn, both falling from 2008 but forecast to pick up in 2010. BMI forecasts that the number of leisure arrivals will continue to grow for the remainder of the forecast period, reaching 8.44mn by 2014, while business arrivals are forecast to reach 1.74mn.

Japan is targeting Chinese tourists and plans to ease visa regulations for Chinese citizens. Under the current regulations, to come to Japan as an individual a Chinese traveller must have an annual income of more than CNY250,000 (US$36,600), which is a large sum for most Chinese workers, so visitors tend to come as part of a tour group. Under the new regulations, Japan is expected lower the threshold of annual income to CNY60,000 (US$8,780).

As well as appointing a new commissioner, the Japanese Tourism Agency (JTA) has launched a new slogan and logo. The Japan: Endless Discovery slogan is part of the country’s revamped tourist promotions to boost inbound visitor numbers. The latest logo depicts white Japanese cherry blossom against a red sun background.

Individual and collective government expenditure is forecast to decline over the coming years. The Japanese government’s individual expenditure has risen since it came in at US$15.64mn in 2001 but is estimated to peak at US$22.11 in 2009. We forecast individual government tourism expenditure to decline to US$19.81mn by 2014. The government’s collective tourism expenditure is also expected to decrease during the forecast period. In 2001, collective expenditure came in at US$12.30mn and peaked at US$17.32mn in 2009. From 2010, BMI forecasts collective expenditure to fall, reaching US$15.43mn by 2014.

There is room for growth in the low-cost carrier segment of the Japanese airline market. Japan’s air industry has been dominated by Japan Airlines (JAL) and All Nippon Airways (ANA). Budget airlines have not sprung up in Japan as in the rest of the Asia Pacific region due to the country’s expensive and inefficient airports. That said, Ibaraki Airport at Omitama, 53 miles (85km) north of Tokyo, opened in March 2010 and is intended to be a no-frills airport, which could allow for low-budget airlines to enter the market. Ibaraki only offers two flights per day so far, one to the South Korean capital Seoul on Asiana Airlines and another to Kobe by Skymark Airlines. ANA is considering launching a low-cost carrier to take advantage of the new runway at Haneda Airport in Tokyo.
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ReportsandReports comprises an online library of 10,000 reports, in-depth market research studies of over 5000 micro markets, and 25 industry specific websites. Our client list boasts almost all well-known publishers of such reports across the globe. We as a third-party reseller of market research reports employ a number of marketing tools, such as press releases, email-marketing and effective search-engine optimization techniques to drive revenues for our clients. We also provide 24/7 online and offline support service to our customers.
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Original Source : – Japan Tourism Market
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Browse the complete Report on ABBOTT Japan Co., Ltd.-Detailed Product Pipeline

 

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ABBOTT Japan Co., Ltd.-Detailed Product Pipeline report contains detailed information on pipelines by phase and therapeutic indication as well as management information, deals and alliances and recent news on the company including key milestones.

Scope of the reports

Each Life Science Analytics’ Pipeline Report provides the user with real detail on a company’s pipeline.

In addition to business summaries, contact information, company details and selected financial data, each report also contains extensive information in tabular and graphical formats on a company’s product pipeline and disease hub classification.

Product details consist of complete descriptions, therapeutic indication, drug class, mechanism of action and clinical trial information. Every report also includes detail on a company’s deals and alliances and recent corporate news including key milestones.

Key benefits

  • Understand a company’s strategic position by accessing detailed independent intelligence on its product pipeline.
  • Keep track of your competitors and partners by better understanding their product pipeline.
  • Monitor a company’s research effectiveness by determining pipeline depth and numbers of products in development by clinical phase.
Table Of Contents
Business Summary
Financials
Associated/Subsidiary Companies
Product Glance
                Products by Phase of Development
                Products by Disease Hub Classification
                Products by Indication
Company Sales Figures
                Product Revenue All Values in Indian Rupee (in millions)
Product Summary
Product Details
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Browse the complete Report on: Japan Oil and Gas Report Q4 2010

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The latest Japan Oil & Gas Report from BMI forecasts that the country will account for 13.59% of Asia Pacific regional oil demand by 2014, while not contributing significantly to regional supply. Regional oil use of 21.42mn barrels per day (b/d) in 2001 is set to reach a forecast 27.15mn b/d in 2010, then to rise to around 30.21mn b/d by 2014. Regional oil production was around 8.35mn b/d in 2001 and is forecast to average an estimated 8.82mn b/d in 2010. It is set to increase only slightly to 8.89mn b/d by 2014. Oil imports are growing rapidly, because demand growth is outstripping the pace of supply expansion. In 2001 the region was importing an average of 13.07mn b/d. This total will rise to a projected 18.32mn b/d in 2010 and is forecast to reach 21.32mn b/d by 2014. The principal importers will be China, Japan, India and South Korea. By 2014 the only net exporter will be Malaysia.
In terms of natural gas, in 2010 the region will consume an estimated 496bn cubic metres (bcm) and demand of 625bcm is targeted for 2014. Production of a forecast 415bcm in 2010 should reach 522bcm in 2014, which implies net imports rising from around 81bcm to 104bcm. This is thanks to many Asian gas producers being major exporters. Japan’s share of gas consumption in 2010 is an estimated 17.88%, while it provides no meaningful share of production. By 2014, it is expected to be consuming 15.28% of the region’s gas.
We continue to predict a 2010 OPEC basket oil price level of US$83.00/bbl. This equates to Brent at just under US$85.00, WTI at almost US$87.60, Urals averaging US$83.60 and Dubai at US$83.55. The 2011 OPEC assumption is US$85.00/bbl, rising to an average of around US$90.00 in 2012 and beyond. For the whole of 2010, we are currently assuming an average global jet fuel price of US$95.50/bbl, compared with around US$70.66 in 2009. The 2010 average global gasoil price, calculated by BMI, is US$92.67/bbl, against US$68.96 in 2009. The 2010 average naphtha price is estimated at US$83.09 – compared with US$59.30/bbl in 2009. For global unleaded gasoline, BMI is now forecasting an average US$95.66/bbl in 2010, up from around US$70.17/bbl in 2009.
Japanese real GDP is assumed by BMI to increase by 1.9% in 2010, and we foresee average annual growth of 1.3% in 2010-2014. There is little domestic upstream activity, with local state and private firms concentrating on international exploration efforts. The outlook for domestic oil and gas production therefore remains poor. Oil consumption is forecast to fall between 2010 and 2014, implying demand of 4.10mn b/d by the end of the forecast period. The country should be consuming 96bcm of gas by 2014, all of which will be imported in the form of liquefied natural gas (LNG).
Between 2010 and 2019, we are forecasting a reduction in Japanese oil consumption of 7.43%, with demand slipping steadily to the end of the period and the country using 4.05mn b/d by 2019. Gas consumption is expected to rise from an estimated 88.7bcm in 2010 to 100.4bcm by 2019. All of Japan’s gas will continue to be imported in the form of LNG. Details of BMI’s 10-year forecasts, which provide regional and country-specific projections, can be found to the rear of this report.
Japan now holds eighth place, behind Malaysia, in BMI’s composite Business Environment (BE) league table. The country ranks 11th, behind Thailand, in BMI’s updated upstream Business Environment Ratings, thanks to a virtual absence of hydrocarbon resources. The score reflects the limited involvement of the government in upstream oil activities and an exceptionally healthy country risk profile, which counter the lack of reserves and output growth potential. Japan now shares fourth place with Singapore in BMI’s downstream Business Environment Ratings, reflecting its high levels of oil and gas consumption, increasing gas demand and the established modern refining capability. However, it is held back by a high level of retail site intensity and a poor oil demand growth outlook.


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The developed OTC markets such as the US and UK are heavily reliant on Rx-to-OTC switching of “new generation” products as a means of generating growth. Switching also plays an important role for less-developed markets (e.g. France, Spain, Italy, Japan), though in this case they are playing “catch-up” with the more developed markets. The “Power of Switch” was brought into sharp focus in 2009 with the first ever use of the Centralized Procedure for switching products throughout the European Union. This comprehensive report provides background on market dynamics (including overall market size and therapeutic category size) for each of the core countries under analysis.

This report also examines products and categories that are likely to be switched in the future, regulatory changes that are likely to impact the OTC market, and provides growth forecasts to 2013. Included in the report are case studies for two of the most significant switches of recent years – i.e. Alli (orlistat) and Zocor (simvastatin).

Key features of this report
  • Comprehensive examination of recent trends and developments in the featured countries.
  • Market sizes and category sizes in 7 core markets.
  • Case studies of the switches of orlistat and statins.
  • Examination of regulatory changes that are likely to impact upon OTC markets in the future
Scope of this report
  • Provides a clear and concise understanding of the dynamics of the global OTC market.
  • Demonstrates how the dynamics of the OTC markets in the various countries differ widely, but also how they relate to each other.
  • Identifies and examines examples of successful switches, which can be used as a model for future switches.
  • Highlights switches that failed and examines possible causes for failure.
  • Allows marketers to plan ahead: Anticipating what switches are likely to take place in future; and take into account other regulatory changes that are likely to take place.
Key Market Issues
  • In 2008, the global pharmaceutical market grew by 4.8% to reach $773bn (MSP), while the global OTC market grew by 7.6% to reach $79.3bn (MSP). Although OTC growth in recent years has been driven by emerging markets such as China and Eastern Europe, the developed markets of North America, Western Europe and the Pacific Rim together account for over 50% of global OTC turnover.
  • Although most Rx-to-OTC switches are driven by manufacturers; governments around the world increasingly view Rx-to-OTC switching as a means of relieving pressure on overburdened health insurance systems.
  • Throughout the world, access to OTCs is increasing. In some countries, the increased access is derived mainly from pioneering switches from Rx-to-OTC; while, in others, the increased access is derived mainly from the opening up of distribution channels and from an easing of advertising restrictions.
Key findings from this report
  • In all seven featured countries, OTC market expansion is being fuelled by Rx-to-OTC switching.
  • The success of new-generation switches often relies on a collaborative care model, involving co-operation between consumers, doctors and pharmacists.
  • In the future, the collaborative care model could potentially be used as a basis for switching products for treating conditions such as asthma, hypertension, hyperglycemia and osteoporosis. There is also scope for switching products for treating conditions for which the timing of treatment is critical: for example, adrenaline injectors containing epinephrine and antivirals such as Roche’s Tamiflu (oseltamivir).

Key questions answered
  • What opinion do various stakeholders (i.e. consumers, regulators, manufacturers, healthcare professionals) have on Rx-to-OTC switches?
  • What does the future hold for the global OTC market?
  • What Rx-to-OTC switches might there be in the future?
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Dallas, TX: ReportsandReports announce it will carry Payment Cards in Japan Market Research Report in its Store.

Browse complete Payment Cards in Japan Report

Introduction

Payment Cards in Japan is an invaluable guide to one of the world’s most complex card markets. The report provides statistics on market size, competitor market shares and forecasts. It also provides an overview of regulation, competitor activities, issuer strategy and product innovation including developments in contactless, mobile payments, online and prepaid cards.

Scope

  • Data and analysis provided on debit cards, credit cards and deferred debit and charge cards.
  • Historic market data and competitor market shares are presented for 2004-2008, H1 2009, with forecasts presented to 2014.
  • New for 2010 includes data covering transactions by merchant category, premium card branding, benefits per card, card primacy and repayment behaviour.
  • Includes a detailed analysis of developments in the areas of e-money, contactless, mobile, online and prepaid cards.

Highlights

The Japanese payment market remains dominated by cash, with consumers using that payment form even for high value transactions. Despite this, credit cards are continuing to show positive levels of growth with a CAGR of 2.5% between 2004 and 2008. Pay now cards however remain almost exclusively used at ATMs, with use at the POS in active decline.

The competitive situation in Japan is in a state of flux as a result of new regulations restricting APRs and issuer margins. Acquisitions and mergers are currently running high as the industry restructures itself. Despite this, the market remains dominated by JCB, who hold a 34% share of the market, a full 20% more than its nearest competitor.

Contactless, mobile, and prepaid payments are at an advanced state of development in Japan in the form of e-payments, typically on a contactless card or on a mobile phone handset. A large proportion of the market also holds transport ticketing functionality. E-money has gone truly mainstream with over 100 million cards in issue.

Reasons to Purchase

  • Learn how payment cards in Japan work, and how they have developed over the past five years.
  • Understand recent developments in Japanese payments in terms of consolidation, new entrants and product/technology innovations.
  • Plan your future strategy effectively with Datamonitor’s five year forecasts across all product categories.

Table of Content

OVERVIEW

Catalyst

Summary

Executive Summary

Sizing and Forecasting the Payment Card Market in Japan

Competitor and product developments in Japan

Contactless Mobile Online and Prepaid Payments

Table of Contents

Table of Figures

Table of Tables

Sizing and Forecasting the Payment Card Market in Japan

Overview

Structure of the Japanese payment cards market

Demand for debit is weak, partly due to the structure of credit repayments

Key macroeconomic and consumer data

Macro-economic trends and performance

GDP

Unemployment

Real GDP growth

Inflation

Demographic and consumer trends

Regulatory environment

The payments market is regulated by the Japanese Financial Services Authority

Credit card issuers have always faced heavy restrictions on lending and borrowing rates

The revised Money Lending Business Law became fully enacted in June 2010

The consumer credit market is experiencing dramatic shifts as a result of the new law

Prepaid cards are also affected by tight regulations

Sizing the payment card market in Japan

Size and performance of the payment card market

Penetration of payment cards

Number of payment cards in issue by type

Number of payment card transactions

Value of payment card transactions

Trends in payment card use compared to other countries

Credit card balances outstanding, revolve rates, usage and repayment behavior

ATM and POS terminal numbers

Competitor and Product Developments in Japan

Overview

Profiles of key Japanese players

JCB

Sumitomo Mitsui Financial Group

Mitsubishi UFJ Financial Group

Credit Saison

Aeon Credit Service

Rakuten

Western players

Card issuer market shares and performance

Credit card market shares

Number of credit cards in issue by brand

Number of transactions by brand

Value of transactions by brand

Balances outstanding and card repayment rates by brand

Charge and deferred-debit card market shares

Product design and issuer strategy in Japan

Credit card product strategy

Card product features by brand

Usage trends by brand

Leading revolving credit products and price points

Leading loyalty programmes

Card scheme market shares and developments

Major card scheme developments

Pay now card scheme shares

Number of cards in issue

Value of transactions

Revolving credit card scheme shares

Number of cards in issue

Value of transactions

Charge and deferred-debit card scheme shares

Number of cards in issue

Value of transactions

Forecasting the payment card market in Japan

Forecasting the pay now card market

Forecasting the revolving credit card market

Forecasting the charge and deferred-debit card market

Contactless, Mobile, Online and Prepaid Payments

Overview

Alternative payments are now mainstream

Japan has the most advanced e-money market in the world

e-money can be used on cards or phones

The majority of consumers now use e-money

There were 105 million e-money cards in issue by March 2009

Transaction values and volumes are also rising as consumers spend more using e-money

The majority of e-money transactions are for less than JPY1,000

Most e-money re-loads are for a value between JPY1,000 to JPY5,000

Although characterized by a variety of players, e-money is dominated by a select few firms

Branding remains a critical feature of the e-money market

Transport related cards hold a regional presence

Suica leads the market for e-money, with a 30.3% share of the market in H1 2009

Convenience is the primary driver of e-money use in Japan

Mobile payments remain niche in Japan

NTT DoCoMo’s success in mobile has been driven by its effective domestic monopoly

Mobile players are focusing on incentivising use

FeliCa’s dominant position may be a drawback

Online spending remains relatively low in relation to Japan’s online presence

30.2% of all online shopping in Japan is for airline tickets and hotels

Credit and debit use online in Japan are at the extremes when compared to other markets

Japan holds several lessons for other regions

A sense of convenience is critical

Technology is not enough

Partnerships are essential to gaining mass acceptance

Appendix

Supplementary data

Definitions

AAGR

Affinity card

CAGR

Co-branded card

Credit card

Deferred-debit and charge card

EMV

EPC

ePurse

Merchant service charge

Pay now cards

POS terminal

Private-label cards

Methodology

Cards and payments database

Financial Services Consumer Insight is new to our offering, providing new and valuable insight

Forecasting methodology

Further reading

Ask the analyst

Datamonitor consulting

Disclaimer

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Related Reports:

Payment Card Competitor Tracker: May 2010

Payment Card Competitor Tracker: June 2010

Payment Card Competitor Tracker: April 2010

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Reports and Reports comprises an online library of 10,000 reports, in-depth market research studies of over 5000 micro markets, and 25 industry specific websites. Our client list boasts almost all well-known publishers of such reports across the globe. We as a third-party reseller of market research reports employ a number of marketing tools, such as press releases, email-marketing and effective search-engine optimization techniques to drive revenues for our clients. We also provide 24/7 online and offline support service to our customers.

Contact:
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Dallas, TX: ReportsandReports announce it will carry BI and Analytics: Making the Smart Utility Intelligent Market Research Report in its Store.

Browse complete BI and Analytics: Making the Smart Utility Intelligent Report

With an unprecedented number of external pressures, utilities are being forced to change decades-old business processes. Smart investments are the solution to many of the factors bearing down on utilities. However, smart investments in themselves do not bring significant differentiation. If new meters make a utility smart, it is through BI and analytics that a utility becomes intelligent.

Scope

  • The current extraneous pressures bearing down on utilities
  • How smart investments address these issues
  • How BI and analytics lie at the end point of any smart investment

Highlights

Utilities will be faced by an onslaught of data if they invest in both smart grid and smart metering technologies. Ovum expects that the largest utilities will have storage requirements of petabyte proportions.

From generation, transmission and distribution, through retail and into energy trading and risk management, utilities can extract value from BI investments right across the utility value chain.

There are a number of barriers to adoption of BI and analytics: a culture that prevents members of staff from the commercial side of the business from accessing operational data; data whose quality is so poor would render analysis meaningless; data that sits in silos due to a disparate information architecture.

Reasons to Purchase

  • See what is riving utilities to invest in smart metering
  • Understand how BI and analytics fits in the smart meter value chain
  • Understand some of the barriers to BI and analytics adoption in the utilities industry

Table Of contents

SUMMARY

Catalyst 1

Ovum view 1

Key messages 2

Extraneous pressures are forcing utilities to change decades-old business processes 2

‘Smart’ technologies address many of the market pressures currently affecting utilities 2

‘Smart’ infrastructure investments will create a huge surge in the volumes of data a utility will have to manage 2

While BI and analytics are the end point of any ‘smart’ investment there is a lack of utility-specific products from the major vendors 2

The current convergence of BI and GIS makes an even more compelling case for investment in these technologies 2

Utilities can extract significant value from BI and analytics across the entire business value chain 3

While there are significant benefits to be gained from enterprise-wide BI investments, there are also a number of barriers 3

There are a number of reasons for this: an historic culture that effectively bans members of staff from the commercial side of the business from accessing operational data; data whose quality is so poor it would render analysis meaningless or incorrect; the fact that data sit in silos due to a disparate information architecture; and privacy concerns regarding the use of customer data. 3

Although application upgrades are slowly overcoming these issues, smart meter and smart grid investments will require utilities to adopt an enterprise data management approach 3

Recommendations for utilities 3

Recommendations for vendors 4

Table of Contents 4

MARKET CONTEXT: EXTRANEOUS PRESSURES ARE FORCING UTILITIES TO CHANGE DECADES-OLD BUSINESS PROCESSES

Environmental concerns lead governments and regulators to reduce carbon emissions 4

Utilities face unprecedented demand on resources, particularly in electricity and water 5

High fuel costs put pressure on utility retail prices and force operating cost cuts 6

Future capital expenditure on infrastructure is vast 6

Market liberalization is coming, albeit slowly 8

An aging workforce will see a large proportion of utility staff retire over the next 10 years 10

The economic downturn has increased payment defaults 11

BUSINESS FOCUS: SMART METERING AND SMART GRID DATA CREATE A HUGE OPPORTUNITY FOR UTILITIES TO PROFIT FROM BI AND ANALYTICS

Smart technologies address many of the market pressures currently affecting utilities 12

Smart grid investments overcome scarcity of resource by improving the efficiency of delivery networks 12

Utilities can decrease GHG emissions through increasing renewable generation capacity and deploying energy storage

Smart metering overcomes scarcity of resource by influencing customer behavior 13

Greater insight into customer behavior can give a competitive advantage in liberalized markets 14

Smart metering enables more sophisticated payment protection, reducing cost-to-serve 14

‘Smart’ infrastructure investments will create a huge surge in the volumes of data a utility will have to manage 15

Distributed generation requires many more sensors per gigawatt of generation capacity 15

A smart grid involves exponential growth in sensors 16

Smart meters will cause an explosion in customer usage data 16

While BI and analytics are the end point of any ‘smart’ investment there is a lack of end-to-end utility-specific BI products from the major vendors 17

Smart grid applications require BI and analytics to create intelligence 17

BI in the utilities industry must mature to fill a functionality gap 18

The current convergence of BI and GIS makes an even more compelling case for investment in these technologies 19

TECHNOLOGY FOCUS: WHILE THE OPPORTUNITIES FOR BI ARE EXTENSIVE IN UTILITIES, THERE ARE STILL SIGNIFICANT BARRIERS

Utilities can extract significant value from BI and analytics across the entire business value chain 21

There are a significant number of opportunities for BI and analytics in the retail side of the business 22

Customer satisfaction 22

Reduce customer churn 22

Marketing 23

Cost-to-serve monitoring 23

Contact center optimization 24

Payments and debt management 24

Customer usage portals 24

Generation, transmission and distribution can all benefit greatly from BI and analytics 24

The planning cycle will benefit from BI overlaying asset investment planning and asset management tools 25

The operations side of generation and T&D will benefit from BI the most 25

Load analysis 25

Health and safety 25

Contractor management 26

Project management 26

Asset and workforce management 26

Demand response programs 26

Efficiency savings can be gained in maintenance by optimizing inventory and predicting asset failures 27

Inventory optimization 27

Predictive maintenance 27

Load forecasting is a critical tool for the energy trading side of the business 28

While there are significant benefits to be gained from enterprise-wide BI investments, there are also a number of barriers 28

Cultural barriers are a significant obstacle to deploying enterprise data management 28

Data quality is poor 28

Data sits in silos 29

The unbundling of utilities in markets with a number of retailers creates an issue in terms of extracting value from smart grid investments 29

Privacy concerns surround the use of customer usage data in many countries 29

Although application upgrades are slowly overcoming these issues, smart meter and smart grid investments will require utilities to adopt an enterprise data management approach 30

System interoperability is improving as a natural consequence of technology upgrades 30

‘Smart’ applications will create a demand for reliable data from across the enterprise 30

Utilities undergoing smart deployments need to plan for their future system architecture 31

Should a smart utility’s information architecture mimic comparable architectures or learn from them? 31

The current preferred model is for interoperable data silos 32

Some vendors are recommending utilities do away with data silos and store data directly into a data warehouse 32

There is no right answer to a utility’s data infrastructure; each utility must decide on the right architecture that will allow it to access the right data at the right time 33

RECOMMENDATIONS

Recommendations for utilities 34

C-level support is vital 34

Vendor selection should not just focus on core functionality 34

The interoperability of applications becomes imperative 34

Recommendations for vendors 35

The future growth of BI and analytics lies outside of specialists’ domains 35

Vendors pitching end-to-end solutions need to answer one question ‘why not BusinessObjects’

Best-in-class vendors cannot be complacent in the long-term 35

Data quality can be as bad as you will have ever seen – be realistic about what you promise a utility 35

APPENDIX

Ask the analyst 36

Definitions 36

Further reading 38

Methodology 38

Disclaimer 38

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