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Mark Daeche, Chief Executive, First Utility

机译：First Utility首席执行官Mark Daeche

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The UK has lead the global charge towards energy liberalization. However, being a policy groundbreaker is not easy. It is often far easier to follow in the steps of an innovator than be the leader of the pack. As a result, the introduction of energy retail competition in Great Britain was carried out in a rather curious way. The regulatory and technical framework that was set up, known as a service competition model, encouraged energy suppliers to largely compete on the price they could resell wholesale power for rather than provide them with incentives to compete on technology innovation, such as smart meters or microgeneration. This is somewhat different to other markets, say mobile telephony or broadband services, where competitors largely compete by offering better technologies (the model known as facilities competition). And although domestic electricity retail competition in the UK has been in place for ten years now there has been little meaningful development of facilities competition. Until now. New entrant First Utility wants to overhaul the energy company business model and use smart metering to give consumers what they need to better manage their energy consumption, reduce waste and ultimately save money. Dr Dominic Maclaine asked its boss about his plans for the UK and the obstacles his company faces.
机译：英国引领了全球对能源自由化的指控。但是，成为政策开创者并不容易。跟随创新者的步伐通常比成为领导者容易得多。结果，以一种奇怪的方式在英国引入了能源零售竞争。建立的监管和技术框架被称为服务竞争模型，它鼓励能源供应商在很大程度上可以以他们可以转售批发电力的价格进行竞争，而不是提供激励他们在技术创新方面进行竞争，例如智能电表或微型发电。 。这与其他市场有些不同，例如移动电话或宽带服务，在这些市场中，竞争对手主要通过提供更好的技术来竞争（这种模式称为设施竞争）。而且，尽管英国国内的电力零售竞争已经开展了十年，但设施竞争却没有什么有意义的发展。到现在。新进入者First Utility希望彻底改变能源公司的业务模式，并使用智能计量为消费者提供他们需要的东西，以更好地管理其能源消耗，减少浪费并最终节省资金。 Dominic Maclaine博士向其老板询问了他在英国的计划以及公司面临的障碍。

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    《Power UK》 |2008年第177期|p.31-35|共5页
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  • 中图分类 电工技术;
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