We studied the market access paths of renewable energy and energy storage technologies by using a case-study approach. The case studies included technology descriptions, technology demonstration and deployment issues and support systems. The case-based paths provided information on important drivers and barriers, thus providing background for the business mentoring support of the GREBE project. The Roadmap to Market report as available to download now from the project website here.
Our Entrepreneur Enabler Scheme in Northern Ireland is complete and we have started to roll it out in Finland, Scotland and Ireland. Details can be found on pages 8 and 9 of our e-zine.
Our e-zine can be downloaded from the GREBE Project website here
The GREBE project studied the market access paths of RE and energy storage technologies by using a case-study approach. The case studies (n 12) included technology descriptions, technology demonstration and deployment issues and support systems. The case-based paths provided information on important drivers and barriers, thus providing background for the business mentoring support of the GREBE project. The summary report of key findings, roadmap to market, as available now in GREBE Project Publications.
Basing on the case study findings, coordinated technology planning is an essential part of the roadmap to market, i.e. strategy to proceed from the technology development and demonstration to its successful market deployment. Technology planning covers both planning of the new technology development, but can be also applied as a process of updating and adopting new existing technologies for the business enterprises.
The development paths of technologies included several steps building on the earlier ones, and time-span was up to 15-20 years. Without coordination and planning procedures, the market-access can be very difficult to reach, and innovations can be lost. As a part of the technology planning, technology transfers can be utilised. They can include technologies (or sub-technologies) of different readiness levels, and new to area solutions. The role of technology transferring agents, i.e. persons (often multi-nationals) with experience of different industries and operational environments remains essential.
Bridging the gap between demonstration and deployment remains also as a key challenge. The gap between the technology demonstration and deployment can be reduced by establishing and utilising soft supports, industry clustering and partnerships in demonstration, for instance. Public sector has often an essential role in providing the supporting infrastructures (such as business and technology parks) and funding instruments.
Partnerships are essential for risk sharing in long and often capital intensive processes, as well as finding suitable sites for demonstrator projects. There were several types of partnership models applied in RE technology cases. They were often place-based and utilising local trust and previous experiences.
End-user support is essential part of the early deployment. Technologies typically have still improvement needs and often end-users need training and support for the deployment. This raises the importance of the development of the end-user supports along the technology development, and full availability of the service and maintenance as the technology reaches the market.