La Transition Energétique enfin votée: quels rôles pour le Réseau de Transport d’Electricité RTE?

Suite à deux bonnes années de débat auxquels RTE a activement participé, l’Assemblée Nationale vient adopter hier 14/10/2014 le projet de loi relatif à la transition énergétique pour la croissante verte. 

Au cœur du transport de l’électricité, je voudrais partager avec vous ici à chaud le rôle du Réseau de Transport d’Electricité RTE à travers cette nouvelle loi.

Ce texte conforte le rôle de RTE, ses missions, son rôle et les avancées majeures pour lui permettre de les exercer efficacement.

Voici donc un récapitulatif concernant les principales dispositions concernant RTE :
Sur la principale mission de RTE qui est le développement de réseau, ce texte simplifie et clarifie les procédures administratives et facilite l’intégration des énergies renouvelables. 
Plus précisément, pour mener à bien la transition énergétique, la loi met un point d’honneur à faire correspondre les calendriers d’évolution des moyens de production à celle du réseau de transport d’électricité, qui obéissent à des contraintes de temps différentes. Pour cela une concertation sera organisée sous l’égide d’un garant désigné par la Commission nationale du débat public (CNDP) pour répondre à cette exigence. L’expérience de RTE montre combien le recours au garant permet de raccourcir les délais des procédures administratives et facilite ainsi l’accueil des nouveaux moyens de production.

Sur les aspects Transparence, RTE est confortés dans son rôle d’expert et de vigie de la sécurité d’alimentation électrique s’est vue ainsi confier la mission de la réalisation de plusieurs publications à un rythme annuel :

 –  le Bilan prévisionnel pour anticiper les équilibres d’aujourd’hui et prévoir ceux de demain
 –  le Bilan électrique qui apporte une vision globale et régionale des flux d’électricité sur l’année écoulée
 –  le Registre des installations de production et de stockage d’électricité.

Sur le plan de la Transparence des marchés, les améliorations soutenues par RTE pour intervenir en cas de suspicion de fraudes sur les mécanismes ont également été adoptées par les parlementaires.
Sur les aspects de Régulation, l’encadrement juridique des tarifs de RTE est consolidé et inclut « une rémunération normale » qui contribue notamment à la réalisation des investissements nécessaires pour le développement du réseau public d’électricité.

 

Pour ce qui est des Réseaux électriques intelligents smart grid,

Les expérimentations locales pourront être menées conformément à la feuille de route du chantier « Réseau Electrique Intelligent » de la Nouvelle France Industrielle piloté par Dominique Maillard, Président du directoire de RTE.
Enfin côté Marché, RTE est conforté dans ses missions permettant un meilleur fonctionnement des marchés de l’électricité, notamment sur le mécanisme de capacité et sur l’insertion des énergies renouvelables. Des évolutions sont aussi apportées sur les modalités d’effacement.
En termes de calendrier, ce texte doit être examiné au Sénat dans les prochaines semaines en vue d’une adoption définitive prévue d’ici début 2015.

Je m’interreserai dans de prochains articles aux nouvelles dispositifs pour les autres acteurs du secteur énergétique.

 Abdul Hady MOUYIDOU

Etudiant promotion 2013/2014 du Mastère spécialisé Management et Marketing de l’Energie

 

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Teaching: Retour sur la Summer School EMINE (25 juin – 11 juillet 2014)

Summer School EMINEL’équipe de la KIC InnoEnergy et le DFR MTS ont accueilli durant l’été la Summer School EMINE (du 25 juin au 11 Juillet 2014). EMINE est un Master Nucléaire Grenoble-INP et KIC InnoEnergy accueillant des étudiants venus du monde entier. La Summer School était destinée à leur transmettre des compétences et connaissances dans les domaines du management de l’innovation, de l’économie de l’énergie, de l’entrepreneuriat…

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Measuring Marketing Productivity: Current Knowledge and Future : Summary and comments

 

Measuring Marketing Productivity: Current Knowledge and Future Directions

The authors of this article wrote it much cited in 2004 in Journal of Marketing. My goal in this blog post is to summarize it and (hopefully) make it easier to understand. So keep in mind that all credit goes to the authors and all mistakes interpretive and other kinds are to be credited to me

Summary:

For a long time, marketers have never had to justify the financial resources available to them to increase their profitability. We have come to wonder if the marketing does play a real role in the company, what weakens its credibility within the company. This article proposes a broad framework for assessing marketing productivity, cataloging what is an already known and suggesting area for further research. The authors conclude that it is possible to show how marketing expenditures add to shareholder value. Thus the aim of this article is to show how to measure and assess tangibly the effects of marketing on the profitability of the company by describing what is already know and suggest areas for further research.

To begin, the authors consider essential to explain what “marketing productivity” means. The authors are based on the costs allocated to marketing. They then raise the question of how these costs affect the performance or market share of the company among competitors. It is important to understand how they influence what customer know, believe, feel, and ultimately how they behave. To measure these intermediate outcomes, nonfinancial measures such as attitudes and behavioral intentions are used. The main issue they address in this article is how nonfinancial measures of marketing effectiveness drive the financial performance measures such as sales, profits, and shareholder value in both the short and the long run.

Then the article is organized around the marketing productivity illustrated in Figure 1 in the article.

The authors then talk about the chain of marketing productivity by knowing how these non-Financials Measures will create value for the company?

They start talking about the marketing strategy of the business, product strategy, promotion strategy … that will be represented by marketing actions such as advertising campaigns, loyalty programs, and initiatives for the brand and other initiatives that have impact.

Then they evoke the tactical levers that have influence on customer satisfaction and the attitude towards the brand. These are marketing assets which can determine the market share of the company and therefore have an influence on the position of the company and the market share will lead to profits and return on investment … and finally influence on the value of the company (that’s why it’s called the chain of marketing productivity).

The authors add that today the real business value is based on intangible assets such as brand, market networks, and the intellectual property. The author asks the question “What kind of expenditure has a greater impact on the value of a firm’s customer base” new advertising campaigns or quality of service?

To find the answer of this question we have first to understand the five dimensions that can measure the consumer’s mind. We have: Customer awareness, associations Customer, Customer attitudes, Customer attachment, and Customer experience. Then authors spotlight the two main marketing assets that are brand equity, customer equity explaining how to measure their influence on the value of the company’s short and long term through the chain cited just before.

The environment the article exposes that no single enterprise is isolated or alone on marketing initiative, implying that the marketing is never direct and without external hindrances.

Indeed, the web of connections surrounding a company specifies its marketing plan and adapts it. Otherwise, the customer isn’t the only one factor to influence a marketing campaign.

Secondly the article explains that the competition marks a necessary element in a marketing plan’s evolution. Otherwise marketers can adopt a defense strategy which consists to draw its marketing strategy in function of competitors.

Next the article moves on to a basic description strategic marketing specifications, their basis as well as how they’re deployed. We can see that, marketing strategy is mostly based on surveys and studies of the consumers ‘currents tendencies. Channels to offer goods are then decided and prioritized.

At this point of the article, we have the different impacts of marketing strategies on a consumer.

The article presents two different such effects (one perceptional, compromising their ability to appraise a product, and one of «summary judgments». We then have a short overview over the Brand’s impact on the consumer, referring to quantitative analysis of that brand.

Conclusion:

The authors conclude that financial metrics are no longer adequate for justifying marketing expenditures, we now need nonfinancial metrics.
Furthermore, there is a need for greater emphasis on aggregate-level models that link tactics to financial impact and for account for customer heterogeneity.
We have also to consider that firm performance is fundamentally affected by competition. Finally, the evaluation of marketing productivity ultimately involves projecting the differences in cash flows that will occur from implementation of a marketing action.

 

Comments base on my work experience

I have found this article very interesting. It is true that it often difficult to assess the marketing influence on the profitability of a company. But what we have to retain is that its impacts are not usually countable. To assess the impact of marketing people must evaluate uncountable aspect like Brand awareness, customer equity or attitude etc… I can evaluate this in my company because i work in a monopolist company but many investments is usually make in marketing. This may seem paradoxical because we are in a monopolist company. The influence is not directly seeing in company profit but we can evaluate it on client satisfaction, the visibility of the company and we really see the importance of marketing. Definitely a company has to consider nonfinancial advantages of discipline like marketing.

Discussion about my marketing thinking evolution during the program

My thinking about marketing has really grown during the master program. Coming from scientifique sector, I effectively saw the marketing like a discipline that people can avoid in a company but with this year of marketing I really notice its importance. Even it not reflected in company results, marketing is a reliable indicator about how clients accept or adhere to company business. I today work on a business creation in very competitive industry and i know that it is marketing that will allow me to quickly achieve key success factors and maintain my business in the sector. Today I agree that marketing is a very serious discipline which has its entire place in a company and I think that as any other scientific discipline marketing need to be learned before to be practice.

At the end of this program my level in marketing has really envolve. My first marketing class has quickly change my mind about it and today i really enjoy reading others marketing articles. I specially like the papers of AMA American Marketing Association.

Abdul Hady MOUYIDOU

Student 2013/2014 of the advanced master of energy marketing and management

 

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Evolving to a New Dominant Logic for Marketing: Summary and comments

Evolving to a New Dominant Logic for Marketing

Vargo and Lusch wrote this much cited article in 2004 in Journal of Marketing. My goal in this blog post is to summarize it and (hopefully) make it easier to understand. So keep in mind that all credit goes to the authors, Vargo and Lusch. Likewise and all mistakes, interpretive and other kinds, are to be credited to me

Summary:  

The article that was brought to our attention talk about the new ways of thinking in the field of marketing. Indeed, marketing was always considered as exchange of goods. During this time, the dominant logic of marketing was focused on tangible resources, embedded value and transactions. But over the past several decades, many authors begin to expose the new perspectives that emerged and show marketing in a new light. These new thoughts focused on intangible resources, the co creation of value and relationships. The current stream of thought leans towards looking at marketing as a continuous social and economic process where the value has roots in operant resources.

The authors state that “The relative role of operant resources began to shift in the late 21st century as humans began to realize that skills and knowledge were the most important types of resources”. Beginning in the 1980s, the old rules of marketing analysis was neglected. New attribute have started to appear and show a new path to achieve marketing objectives. We have: relationship marketing, quality management, market, orientation, supply and value chain management, resource management, and networks. Even though these attributes seem intangible, they were been revealed as the real lever for doing marketing. We notice here that interestingly, financial results in this new thought are not the end result, but a test of ‘market hypotheses’ about a value proposition.

The basic premises of the emerging dominant logic are:

  1. The fundamental units of exchange are knowledge and skills
  2. The fundamental unit of exchange is masked by the indirect nature of the exchange
  3. Goods are distribution mechanisms (or vehicles, in a sense) for services
  4. The fundamental source of competitive advantage is knowledge.
  5. All economies are service economies.
  6. The customer is always a co-producer.
  7. The enterprise can only make value propositions (which the market tests, as above).
  8. Service centered view is customer oriented and relational.

A fundamental analysis is needed here and the author makes it. It concerns the main difference between goods orientation and services orientation. This article shows us that it not really the good which is important but the service it provides. So marketing must not concentrate on good selling but the main purpose is to know how to achieve the services needed by customers.

A service-centered dominant logic implies that value is defined by and co-created with the consumer rather than embedded in output. A “sense and respond” strategy would make for more successful firms rather than a “make and sell” strategy. In the service oriented view, firms are in a continual process of hypotheses generation and testing. Outcomes (financial results) are primarily a learning tool to help firms understand the value of their offering.

The authors then go on to present six attributes and eight fundamental premises (FPs) which form the patchwork of the emerging dominant logic and help to distinguish the new services oriented dominant logic from the traditional Goods-oriented one. The concept of Operand and Operant Resources is used to make the distinction.

Conclusion:

The goods-centered view make the marketers lose their objectives which is to achieve the service the client need. Even the service marketers don’t have solutions with the good-centered view. So Marketer must always think about service but not goods. The Service-Centered view of exchange points to an opposing normative direction. It implies that the goal is to customize offerings, to recognize that the consumer is always a co-producer and to maximize consumer involvement in customization. The authors end by anticipating that a paradigm shift from the Goods-Centered thinking to the Service-Centered thinking is in the works and is poised to have a substantial role in marketing thought.

Comments base on my work experience

I totally agree with the thinking of the authors of this article. I agree because it’s a situation I am currently live in my company and by applying some recommendations, the results are impressive. I work in the electricity transmission network which is a industrial company. My company has a real visibility problem with its clients and is struggling to make an image to the public. After analysis, it turned out that the problem is due to the rigidity of its core business which is electric transport. Electricity is something that our customers need everyday but they do not see the spirit of service is hidden. Today we develop a real strategy of business service. The benefits are numerous: new services have occurred, the visibility of the company is growing and a real relationship of trust with customers forges because now they know that we are there to provide services to improve their daily lives but not just provide electricity.

Discussion about my marketing thinking evolution during the program

My thinking about marketing has really grown during the master program. Coming from scientifique sector, I effectively saw the marketing like a discipline that people can avoid in a company but with this year of marketing I really notice its importance. Even it not reflected in company results, marketing is a reliable indicator about how clients accept or adhere to company business. I today work on a business creation in very competitive industry and i know that it is marketing that will allow me to quickly achieve key success factors and maintain my business in the sector. Today I agree that marketing is a very serious discipline which has its entire place in a company and I think that as any other scientific discipline marketing need to be learned before to be practice.

At the end of this program my level in marketing has really envolve. My first marketing class has quickly change my mind about it and today i really enjoy reading others marketing articles. I specially like the papers of AMA American Marketing Association.

Abdul Hady MOUYIDOU

Student 2013/2014 of the advanced master of energy marketing and management

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Denver and the Colorado State Capitol

Denver

The City and county of Denver is the capital and biggest city of the Colorado State. Located in the Center West of the United States, Denver is less than 20 km away from the foothill of the Rocky Mountains.

Denver is also called the Mile High city because it is almost exactly 1 mile above sea level.
We discovered the richness and diversity of this city through the different areas we visited. The character of the neighborhood can largely vary as we can notice the contrast between large skyscrapers in Downtown Denver and smaller buildings and houses mostly made of brick.

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visit of new belgium brewery 2014

New Belgium brewery

Fort Collins, Colorado-based New Belgium Brewing, maker of Fat Tire Amber Ale and a wide variety of award-winning beers, is the third-largest craft brewer in the country. Recent buildings are made of wood, painted in red, white, or brown. Mix of old and modern style, the brewery leaves no one indifferent. Lire la suite

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ROCKY MOUNTAIN INNOSPHERE  : A non-profit technology incubator formed to accelerate job creation and entrepreneurship

As part of our study trip in Colorado, we visit Rocky Mountain Innosphere (RMI) in Fort Collins. The visit was held Thursday, May 29 (our penultimate day in Colorado).

Rocky Mountain Innosphere (RMI) began as the Fort Collins Virtual Incubator in 1998, support by the City of Fort Collins with General Fund dollars. Over the years, the program grew to include entrepreneurial support services. Today, RMI provides a wide array of services to start-up companies in Fort Collins, including the physical office and wet lab space of the newly constructed facility. Lire la suite

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The Rocky Mountain National Park

The Rocky Mountain National Park is a national park located in the north-central region of the U.S. state of Colorado. It features majestic mountain views, mountain lakes, a variety of wildlife, varied climates and environments—from wooded forests to mountain tundra—and easy access to back-country trails and campsites. The park is located northwest of Boulder, Colorado, in the Rockies, and includes the Continental Divide and the headwaters of the Colorado River.

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6ème festival de Géopolitique à Grenoble Ecole de Management – Table ronde « Géopolitique des tubes : les grands (en)jeux de l’énergie. »

Cette table ronde organisée dans le cadre du 6ème Festival de Géopolitique à Grenoble Ecole de Management a réuni 3 spécialistes des enjeux énergétiques en Eurasie autour d’Olivier Cateura, directeur du Mastère Spécialisé Marketing et Management de l’Energie.

Marina Glamotchak, consultante spécialiste des Balkans, Sophie Hou, doctorante en géographie et professeur et Nicolas Mazzuchi, directeur de Polémos Consulting et chercheur associé à l’IRIS vont nous proposer un éclairage sur la géopolitique des tubes – gazoducs et oléoducs – dans le vaste espace allant des Balkans au Japon. Lire la suite

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FortZED : The Zero Energy District of Fort Collins, Colorado

As part of our study trip to the US, State of Colorado, we visited on the 30th of May 2014 the Spirae company which presented us more in depth the FortZED project.

FortZED project was launched in Fort Collins, CO and aimed at establishing an Zero Energy District. The program regrouped members of the local community, city representatives, academia, industry and the commercial sector. Lire la suite

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