Business and Market Modelling

There are several emerging business models that are effective in the commercialisation and integration of technological and technical valuation platforms to evaluate wind power business viability. Business Forecasting & Market Modelling strongly depend on the accuracy and precision of the input parameters and last but not least, on the ability to identify potential weaknesses and drawbacks.

The increasing transparency and accountability of wind power investors and developers, including local communities investments, together with the modern complexity, penetration and significance of ITC (Information and Communications Technology), for even very small investment nowadays, has tended to heighten demand for process improvement and quality assurance everywhere. WPEA aims to improve business performance for renewable energy investments located in environmentally protected areas and with limited accessibility both onshore and offshore, by optimising the efficiency of the synergistic operations and processes. Business Process Modelling techniques are concerned with 'mapping' and 'workflow' to enable understanding, analysis and positive change.

Criteria	Brainstorming	Fishbone Diagrams	Critical Path Analysis	Gantt Chart
Project brainstorming and initial concepts, ideas, structures, aims, etc	***	**
Gathering and identifying all elements, especially causal and hidden factors	*	***	**
Scheduling and timescales	***	**
Identifying and sequencing parallel and interdependent activities and stages	*		***	*
Financials - costings, budgets, revenues, profits, variances, etc	*	*	**	***
Monitoring, forecasting, reporting		*	**	***
Troubleshooting, problem identification, diagnosis and solutions	**	***	**	*
'Snapshot' or 'map' overview - non-sequential, non-scheduled	**	***
Format for communications, presentations, updates, progress reports, etc	*	*	*	***

”Do we manage the work effectively?”

Our Business and Market Modelling analysis could help developers and investors to address today’s most common business concerns while preparing for success in the near future with a holistic, cross-functional view of the wind power market.

• The first step is to develop an efficient and clear 'mapping' and 'workflow' picture to enable understanding, analysis and positive change.
• Describe purpose, aims and deliverables.
• State parameters (timescales, budgets, range, scope, territory, authority).
• State people involved and the way the team will work (frequency of meetings, decision-making process).
• Establish 'break-points' at which to review and check progress, and how progress and results will be measured.

Developers: ”Are we competitive?”

• Customer understanding
• Competitiveness of our products and services
• Markets attractiveness
• Prioritizing sales efforts

Customer: ”Does it generate cash?”

• Evaluate if the investment will live up to the required cash flow and return on invested capital.
• Evaluate the risk profile
• Evaluate different supplier offerings
• Negotiate terms of conditions with the bank to get financing
• Create a basis for follow-up on the investment (20 year+)s

Financiers: ”Is it bankable?”

• Debt sizing and structure according to the free cash flow available
• Risk evaluation of the debt by sensitivity analysis
• Risk evaluation of the debt by a project due-dilligence proven track records
Comprehensive service contracts, twenty-four-seven monitoring

Multiple purpose model

WPEA Wind power modelling is used for Business Modelling and Market assessments on all levels for a holistic, cross functional approach with emphasis on projects located in environmentally protected areas.

• Macro level
• Industry level
• Market level
• Power plant level
• Energy political context
• Competitive context
• Market attractiveness
• Specific site and customer analysis
The success of knowledge management initiatives depends on knowledge sharing. This is the main scope of the ANEMORPHOSIS Research Group. To power the future. However, there's almost always more to the picture than meets the eye. If knowledge is power, then Anemorphosis has opened the doors for anyone interested in wind energy policy-making and modeling analysis. Do policy analysts and stakeholders play a meaningful role in decision making? Does policy expertise and knowledge promote democratic decision making? Does it vest power in a sceptical group of professionals or individuals, or does it become co-opted by political actors, governmental obligations and circumstances? Is it used to make substantive changes or just for window-dressing?

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