Global Power Survey 2012-2013: Market Trends, Marketing Spend and Sales Strategies in the Global Power Industry
NEW YORK, May 15, 2012 /PRNewswire/ -- Reportlinker.com announces that a new market research report is available in its catalogue:
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Synopsis• The research is based on primary survey research conducted by ICD Research accessing its B2B panels comprised of senior marketing decision makers and leading supplier organizations.
• The geographical scope of the research is global - drawing on the activity and expectations of leading industry players across the Americas, Europe, Asia-Pacific and Africa and Middle East.
• The report covers data and analysis on suppliers' media budgets, marketing and sales strategies and business practices.
• Key topics covered include power industry media spend activity, marketing and sales behaviors and strategies by suppliers, as well as threats and opportunities, economic outlook and business confidence.
• In the report, buyers identify what suppliers need to do to maintain their business and the key actions being taken by industry players to overcome the leading business threats.
• The report examines current practices and provides future expectations over the next 12–24 months.
• The report provides qualitative analysis of the key industry threats and opportunities and contains full survey results.
Summary
"Global Power Survey 2012–2013: Market Trends, Marketing Spend and Sales Strategies in the Global Power Industry" is a new report by ICD Research that analyzes how power industry suppliers' media spend, marketing and sales strategies and business practices are set to change 2012–2013. This report gives you access to the media channel spending outlooks, media budgets, marketing agency selection criteria, business challenges and sales tactics of leading suppliers. The report also identifies future growth of buyers and suppliers, M&A and investment expectations. This report not only grants access to the opinions and strategies of business decision makers and competitors, but also examines their actions surrounding business priorities. The report also provides access to information categorized by region, company type and sizes.
Scope
The report features the opinions of global power industry respondents related to the following:
• Revenue growth and future developments in business structure.
• Merger and acquisition activity.
• Capital expenditure and change in staff recruitment activity.
• Key regions of growth.
• Key industry threats and opportunities.
• Annual marketing budgets and change in marketing expenditure.
• Future spending outlook on media channels.
• Marketing agency selection criteria.
Reasons To BuyThis report is the result of an extensive survey drawn from ICD Research's exclusive panel of 330 leading global power industry executives. The report provides data and analysis on global power industry suppliers' media spend, marketing and sales strategies, and practices and business planning within the global power industry. This report includes key topics such as media channel spending outlooks, media budgets, marketing agency selection criteria, business challenges and sales tactics of leading suppliers within global power industry. The report also identifies airport and ground support companies' and suppliers' future growth, M&A and investment expectations. Most secondary research reports are based on general industry drivers and do not understand the industry executives' attitude and changing behaviours, creating a gap in presenting the business outlook of the industry. In an effort to bridge this gap, ICD Research created this primary-research based report by gathering the opinions of multiple stake holders in the value-chain of the global power industry.
What is the current market landscape and what is changing?Overall, 65% of respondents across the power industry are more optimistic about revenue growth for their company over the next 12 months.
What are the key drivers behind recent market changes?
Reasons behind this trend include significant investment in clean energy due to a sharp rise in international oil prices, population growth and concern over carbon emissions. In addition, strong growth in emerging markets such as India and China has contributed to the increase of revenue optimism outlook.
What makes this report unique and essential to read?"Global Power Survey 2012–2013: Market Trends, Marketing Spend and Sales Strategies in the Global Power Industry" is a new report by ICD Research that analyzes how power industry companies' media spend, marketing and sales strategies & practices and business planning are set to change in 2012–2013. This report provides the current size of the marketing and advertising budgets of global power industry suppliers and how spending by global power industry suppliers will change, providing insight into global marketing behaviour. In addition, the report also identifies future growth of buyers and suppliers and M&A activity. This report not only grants access to the opinions and strategies of business decision makers and competitors, but also examines their actions surrounding business priorities. The report also provides access to information categorized by region, company type and sizes."
Key Highlights
Power industry supplier marketing budgets are expected to rise by 5% in 2012ICD Research's industry survey 2012 reveals that the marketing budgets of global power industry supplier respondents are expected to rise by an average of 5% over the next 12 months, against a rise of 7.3% in 2011. As national economies began to recover, revenue growth expectations increased in 2010 and was destined to rise further in 2011, however with the European debt crisis in 2011 and the economic slowdown in the US, companies were forced to rethink their growth prospects for 2012.
'Conferences and events', 'email and newsletters' and 'corporate and brand websites' to dominate future investment
'Conferences and events', 'email and newsletters' and 'corporate and brand websites' are expected to register the highest investment, conversely, 'radio', 'television and video' and 'outdoor' advertisement are expected to attract the least investment. 'Market intelligence research', 'competitor intelligence research' and 'CRM systems' emerged as the three most important areas of investment amongst marketing and sales solutions activities in 2012.
'Customer retention', 'customer acquisition' and 'brand building' dominate key marketing aims of suppliers for 2012–2013'Customer retention', 'customer acquisition', and 'brand building and awareness' are identified as key marketing aims for power industry suppliers, with 53%, 33% and 32% of industry respondents stating these factors to be very important aims. 'Focus sales efforts on generating new business' is the most significant amendment that power industry suppliers will make in 2012, as stated by 59% of respondents.
'Ability to target specific audience niches', 'strategic and tactical consulting' and the 'ability to generate leads or setup customer meetings' are the three leading critical success factors for suppliers in 2012
The 'ability to target specific audience niches', 'strategic and tactical consulting' and the 'ability to generate leads or setup customer meetings' are considered to be the most critical success factors by global power industry supplier respondents. Interestingly, these factors have not changed significantly in comparison to the 2011 survey, except for 'flexibility in customizing services', the importance of which has gradually decreased and which has been replaced by 'strategic and tactical consulting'.
The average size of the global, annual marketing budget of global power industry supplier respondents in 2009 was US$3 million, a figure that declined to US$2.8 million in 2011. KH5 With increased focus towards the use of renewable energy sources, the need towards marketing is expected to increase significantly. This is fairly reflected with the increase in average annual marketing budgets for global power industry supplier companies from US$2.8 million in 2011 to US$3.4 million for 2012.
Companies Mentioned
Areva T&D India, Vestas Wind Systems, Constellation Energy, Alstom, Nuan, Saudi Electricity Company, Delta Electronics, Enbridge, Rotark, Entergy Louisiana, AES Corporation, Atlantic Power Corporation, Total, SunPower Corporation, Copperbelt Energy Corporation, Mitsubishi Heavy Industries, Scottish and Southern Energy, Honeywell, NRG Dover, David Brown, Tecogen, Det Norske Vercom, Siemens, Shenhua Group, Enel Group, SunTech Power, IPP Eoxis Energy, SunBorne Energy, Alstom, China National Nuclear Corporation, China Guangdong Nuclear Power Corporation, Skanska, Wartsila, Atlantis Resources Corporation, Gujarat Power Corporation, First Solar, Doo Son Heavy Industries and Construction, Enel Green Nu Energy, China Shenhua Energy Company, Greengate Power Corporation, SolarBridge, YouTube, Twitter, Facebook, LinkedIn, Schneider Electric, IHS CERATable of Contents1 Introduction1.1 What is this report about?1.2 Definitions1.3 Methodology1.4 Profile of survey respondents1.4.1 Profile of buyer respondents1.4.2 Profile of supplier respondents2 Executive Summary3 Global Power Industry Dynamics3.1 Revenue Growth Projections in the Global Power Industry3.1.1 Revenue growth expectations in the global power industry by company type3.1.2 Revenue growth expectations in the global power industry by region3.1.3 Revenue growth expectations in the global power industry by turnover3.1.4 Revenue growth expectations by senior level respondents3.1.5 Company revenue growth optimism: cross industry comparisons3.2 Future Developments in Business Structure in the Global Power Industry3.2.1 Future developments in the global power industry by buyers3.2.2 Future developments in the global power industry by suppliers3.2.3 Future developments in the global power industry by region3.2.4 Future developments in the global power industry by turnover3.2.5 Future developments in the global power industry by senior level respondents3.3 Merger and Acquisition (M&A) Activity Projections in the Global Power Industry3.3.1 M&A activity projections in the global power industry by buyers3.3.2 M&A activity projections in the global power industry by suppliers3.3.3 M&A activity projections in the global power industry by region3.3.4 M&A activity projections in the global power industry by company turnover3.4 Capital Expenditure Forecast: Global Power Industry3.4.1 Forecast of capital expenditure in the global power industry by buyers3.4.2 Forecast of capital expenditure in the global power industry by suppliers3.4.3 Forecast of capital expenditure in the global power industry by region3.4.4 Forecast of capital expenditure in the global power industry by company turnover3.5 Planned Change in Staff Recruitment in the Global Power Industry3.5.1 Planned change in staff recruitment in the global power industry by buyers3.5.2 Planned change in staff recruitment in the global power industry by suppliers3.5.3 Planned change in staff recruitment in the global power industry by region3.5.4 Planned change in staff recruitment in the global power industry by company turnover4 Global Power Industry Market Growth Outlook4.1 Global Power Industry: Demand in Emerging Markets4.1.1 Global power industry: demand in emerging markets by buyers4.1.2 Global power industry: demand in emerging markets by suppliers4.1.3 Global power industry: demand in emerging markets by region4.1.4 Global power industry: demand in emerging markets by company turnover4.2 Global Power Industry: Growth Expectations in Developed Countries4.2.1 Global power industry: growth expectations in developed countries by buyers4.2.2 Global power industry: growth expectations in developed countries by suppliers4.2.3 Global power industry: growth expectations in developed countries by region4.2.4 Global power industry: growth expectations in developed countries by company turnover5 Threats and Opportunities for the Global Power Industry5.1 Global Power Industry: Leading Business Concerns for 2012–20135.1.1 Global power industry: leading business concerns for 2012–2013by company type5.1.2 Global power industry: leading business concerns for 2012–2013 by region5.1.3 Global power industry: leading business concerns by company turnover5.2 Global Power Industry: Key Supplier Actions to Secure Buyer Business5.2.1 Global power industry: actions to secure buyer business by buyer respondents5.2.2 Global power industry: actions to maintain and secure buyer business by region5.2.3 Global power industry: actions to maintain and secure buyer business by turnover5.2.4 Global power industry: actions to maintain and secure buyer business by procurement budget5.2.5 Global power industry: actions to maintain and secure buyer business by purchasing decision authority6 Global Power Industry: Supplier Marketing Spend Activity6.1 Annual Marketing Budgets: Global Power Industry Suppliers6.1.1 Global power industry: annual marketing budgets by region6.1.2 Global power industry: annual marketing budgets by company turnover6.2 Global Power Industry: Planned Change in Marketing Expenditure Levels6.2.1 Global power industry: planned change in marketing expenditure levels by region6.2.2 Global power industry: planned change in marketing expenditure levels by company turnover6.2.3 Planned change in marketing expenditure levels vs. revenue growth expectations6.2.4 Net change in planned marketing expenditure in all industries6.3 Global Power Industry: Future Investment by Media Channel6.3.1 Global power industry: future investment by media channel by region6.3.2 Global power industry: future investment by media channel by company turnover6.4 Global Power Industry: Suppliers' Future Investment in Marketing and Sales6.4.1 Global power industry: future investment in marketing and sales by region6.4.2 Global power industry: future investment in marketing and sales by company turnover7 Global Power Industry: Marketing and Sales Behaviors and Strategies in 2012–20137.1 Global Power Industry: Key Marketing Aims of Suppliers for 2012–20137.1.1 Global power industry: key marketing aims by region7.1.2 Global power industry: key marketing aims by company turnover7.1.3 Global power industry: Key marketing aims by revenue growth expectations7.2 Global Power Industry: Essential Amendments to Marketing Activities in 2012–20137.2.1 Global power industry: amendments to marketing activities by region7.2.2 Global power industry: amendments to marketing activities by company turnover7.3 Global Power Industry: Use of New Media for Business Prospects7.3.1 Global power industry: use of new media by region7.3.2 Global power industry: use of new media by company turnover7.4 Global Power Industry: Critical Success Factors for Choosing a Marketing Agency7.4.1 Global power industry: critical success factors by region7.4.2 Global power industry: critical success factors by company turnover8 Appendix8.1 Global Power Industry Survey Results – Closed Questions8.2 Methodology8.3 Contact us8.4 About ICD Research8.5 DisclaimerList of TablesTable 1: Global Power Industry Survey Respondents by Company Type, 2012Table 2: Global Power Industry Buyer Respondents by Job Role (%), 2012Table 3: Global Power Industry Buyer Respondents by Company Turnover (%), 2012Table 4: Global Power Industry Buyer Respondents by Region (%), 2012Table 5: Global Power Industry Supplier Respondents by Job Role (%), 2012Table 6: Global Power Industry Supplier Respondents by Company Turnover (%), 2012Table 7: Global Power Industry Supplier Respondents by Region (%), 2012Table 8: Revenue Growth Optimism in the Global Power Industry (%), 2009–2012Table 9: Revenue Growth Optimism in the Global Power Industry by Buyers (%), 2009–2012Table 10: Revenue Growth Optimism in the Global Power Industry by Suppliers (%), 2009–2012Table 11: Revenue Growth Optimism in the Global Power Industry by Region (%), 2009–2012Table 12: Revenue Growth Optimism in the Global Power Industry by Turnover (%), 2012Table 13: Revenue Growth Optimism in the Global Power Industry by Senior Respondents (%), 2012Table 14: Key Expected Changes in Business Structure: Global Fossil Fuel Power Generators (%), 2012Table 15: Key Expected Changes in Business Structure: Global Alternative Power Generators (%), 2012Table 16: Key Expected Changes in Business Structure : Global Power Industry Suppliers (%), 2012Table 17: M&A Activity: Global Fossil Fuel Power Generators (%), 2009–2012Table 18: M&A Activity: Alternative Power Generators (%), 2009–2012Table 19: M&A Activity by Suppliers: Global Power Industry (%), 2009–2012Table 20: M&A Activity by Region: Global Power Industry (%),2012Table 21: M&A Activity by Turnover: Global Power Industry (%), 2012Table 22: Forecast of Capital Expenditure by Global Fossil Fuel Power Generators (%), 2012Table 23: Forecast of Capital Expenditure by Global Alternative Power Generators (%), 2012Table 24: Global Power Industry: Forecast of Capital Expenditure by Suppliers (%), 2012Table 25: Global Power Industry: Forecast of Capital Expenditure by Region (%), 2012Table 26: Global Power Industry: Forecast of Capital Expenditure by Turnover (%), 2012Table 27: Global Power Industry: Planned Change in Staff Recruitment by Buyers (%), 2012Table 28: Global Power Industry: Planned Change in Staff Recruitment by Suppliers (%), 2012Table 29: Global Power Industry: Planned Change in Staff Recruitment by Region (%), 2012Table 30: Global Power Industry: Planned Change in Staff Recruitment by Turnover (%), 2012Table 31: Demand in Emerging Markets: Fossil Fuel Power Generators(%), 2012Table 32: Demand in Emerging Markets: Alternative Power Generators(%), 2012Table 33: Global Power Industry: Demand in Emerging Markets by Suppliers (%), 2012Table 34: Growth Projections in Developed Countries: Fossil Fuel Power Generators (%), 2012Table 35: Growth Projections in Developed Countries: Alternative Power Generation Companies (%), 2012Table 36: Global Power Industry: Growth Projections in Developed Countries by Suppliers (%), 2012Table 37: Global Power Industry: Leading Business Concerns (%), 2009–2013Table 38: Global Power Industry: Leading Business Concerns by Company Type (%), 2012–2013Table 39: Global Power Industry: Leading Business Concerns by Region (%), 2012–2013Table 40: Global Power Industry: Leading Business Concerns by Company Turnover (%), 2012–2013Table 41: Global Power Industry: Securing Buyer Business: Buyer Responses (%), 2012Table 42: Global Power Industry: Securing Buyer Business: Buyer vs. Supplier Responses (%), 2012Table 43: Global Power Industry: Securing Buyer Business by Region (%), 2012Table 44: Global Power Industry: Securing Buyer Business by Turnover (%), 2012Table 45: Global Power Industry: Securing Buyer Business by Procurement Budget (%), 2012Table 46: Annual Marketing Budgets: Global Power Industry Suppliers (%), 2009–2012Table 47: Annual Marketing Budgets in the Global Power Industry by Region (%), 2012Table 48: Annual Marketing Budgets in the Global Power Industry by Turnover (%), 2012Table 49: Planned Change in Marketing Expenditure Levels: Global Power Industry Suppliers (%), 2009–2012Table 50: Global Power Industry: Planned Change in Marketing Expenditure by Region (%), 2012Table 51: Global Power Industry: Planned Change in Marketing Expenditure by Turnover (%), 2012Table 52: Net Change in Planned Marketing Expenditure, All Industries (%) 2012Table 53: Future Investment by Media Channels: Global Power Industry Suppliers, 2012Table 54: Global Power Industry: Future Investment in Marketing and Sales (%), 2012Table 55: Global Power Industry: Future Investment in Marketing and Sales by Region (%), 2012Table 56: Global Power Industry: Future Investment in Marketing and Sales by Turnover (%), 2012Table 57: Key Marketing Aims: Global Power Industry Suppliers (%), 2012Table 58: Global Power Industry: Key Marketing Aims by Revenue Growth Expectations (%), 2012Table 59: Amendments to Marketing Activities: Global Power Industry Suppliers (%), 2012Table 60: Global Power Industry: Amendments to Marketing Activities by Region (%), 2012Table 61: Global Power Industry: Amendments to Marketing Activities by Turnover (%), 2012Table 62: Use of New Media: Global Power Industry Suppliers (%), 2012Table 63: Global Power Industry: Use of New Media by Region (%), 2012Table 64: Global Power Industry: Use of New Media by Company Turnover (%), 2012Table 65: Critical Success Factors: Power Industry Suppliers (% ), 2009–2012Table 66: Global Power Industry: Critical Success Factors by Region (%), 2012Table 67: Global Power Industry: Critical Success Factors by Turnover (%), 2012Table 68: Survey Results - Closed QuestionsList of FiguresFigure 1: Revenue Growth Optimism in the Global Power Industry (%), 2009–2012Figure 2: Revenue Growth Optimism in the Global Power Industry by Company Type (%), 2009–2012Figure 3: Revenue Growth Optimism in the Global Power Industry by Region (%), 2009–2012Figure 4: Revenue Growth Optimism in the Global Power Industry by Turnover (%), 2012Figure 5: Revenue Growth Optimism in the Global Power Industry by Senior Respondents (%), 2012Figure 6: Company Revenue Growth Optimism: Cross Industry Comparisons (%), 2012Figure 7: Key Expected Changes in Business Structure: Global Fossil Fuel Power Generators (%), 2012Figure 8: Key Expected Changes in Business Structure: Alternative Power Generators (%), 2012Figure 9: Key Expected Changes in Business Structure: Global Power Industry Suppliers (%), 2012Figure 10: Key Expected Changes In Business Structure by Senior Level Respondents: Global Power Industry (%), 2012Figure 11: M&A Activity: Global Fossil Fuel Power Generators (%), 2009–2012Figure 12: M&A Activity: Alternative Power Generators (%), 2009–2012Figure 13: M&A Activity by Suppliers: Global Power Industry (%), 2009–2012Figure 14: M&A Activity by Region: Global Power Industry (%), 2012Figure 15: M&A Activity by Turnover: Global Power Industry (%), 2012Figure 16: Forecast of Capital Expenditure by Global Fossil Fuel Power Generators (%), 2012Figure 17: Forecast of Capital Expenditure by Global Alternative Power Generators (%), 2012Figure 18: Global Power Industry: Forecast of Capital Expenditure by Suppliers (%), 2012Figure 19: Global Power Industry: Forecast of Capital Expenditure by Region (%), 2012Figure 20: Global Power Industry: Forecast of Capital Expenditure by Turnover (%), 2012Figure 21: Global Power Industry: Planned Change in Staff Recruitment by Buyers (%), 2012Figure 22: Global Power Industry: Planned Change in Staff Recruitment by Suppliers (%), 2012Figure 23: Global Power Industry: Planned Change in Staff Recruitment by Region (%), 2012Figure 24: Global Power Industry: Planned Change in Staff Recruitment by Turnover (%), 2012Figure 25: Global Power Industry: Top Ten Growth Regions , 2012Figure 26: Global Power Industry: Top Five Emerging Markets , 2012Figure 27: Demand in Emerging Markets: Fossil Fuel Power Generators(%), 2012Figure 28: Demand in Emerging Markets: Alternative Power Generation Companies (%), 2012Figure 29: Global Power Industry: Demand in Emerging Markets by Suppliers (%), 2012Figure 30: Global Power Industry: Demand in Emerging Markets by Region (%), 2012Figure 31: Global Power Industry: Demand in Emerging Markets by Turnover (%), 2012Figure 32: Top Five Developed Regions by Growth (%), 2012Figure 33: Growth Projections in Developed Countries: Fossil Fuel Power Generators (%), 2012Figure 34: Growth Projections in Developed Countries: Alternative Power Generation Companies (%), 2012Figure 35: Global Power Industry: Growth Projections in Developed Countries by Suppliers (%), 2012Figure 36: Global Power Industry: Growth Projections in Developed Countries by Region, 2012Figure 37: Global Power Industry: Growth Projections in Developed Countries by Turnover, 2012Figure 38: Global Power Industry: Leading Business Concerns (%), 2009–2013Figure 39: Global Power Industry: Leading Business Concerns (%), 2012–2013Figure 40: Global Power Industry: Securing Buyer Business: Buyer Responses (%), 2012Figure 41: Global Power Industry: Securing Buyer Business: Buyer vs. Supplier Responses (%), 2012Figure 42: Global Power Industry: Securing Buyer Business by Turnover (%), 2012Figure 43: Global Power Industry: Securing Buyer Business by Purchasing Authority (%), 2012Figure 44: Annual Marketing Budgets: Global Power Industry Suppliers (%), 2009–2012Figure 45: Annual Marketing Budgets in the Global Power Industry by Region (%), 2012Figure 46: Annual Marketing Budgets in the Global Power Industry by Turnover (%), 2012Figure 47: Planned Change in Marketing Expenditure Levels: Global Power Industry Suppliers (%), 2009–2012Figure 48: Global Power Industry: Planned Change in Marketing Expenditure by Region (%), 2012Figure 49: Global Power Industry: Planned Change in Marketing Expenditure by Turnover (%), 2012Figure 50: Planned Change in Marketing Expenditure by Revenue Growth Expectations (%), 2012Figure 51: Future Investment by Media Channels: Global Power Industry Suppliers, 2012Figure 52: Global Power Industry: Future Investment by Media Channels by Region (%), 2012Figure 53: Global Power Industry: Future Investment by Media Channels by Turnover (%), 2012Figure 54: Global Power Industry: Future Investment in Marketing and Sales (%), 2012Figure 55: Global Power Industry: Future Investment in Marketing and Sales by Region (%), 2012Figure 56: Global Power Industry: Future Investment in Marketing and Sales by Turnover (%), 2012Figure 57: Key Marketing Aims: Global Power Industry Suppliers (%), 2012Figure 58: Global Power Industry: Key Marketing Aims by Region (%), 2012Figure 59: Global Power Industry: Key Marketing Aims by Company Turnover (%), 2012Figure 60: Amendments to Marketing Activities: Global Power Industry Suppliers (%), 2012Figure 61: Global Power Industry: Amendments to Marketing Activities by Region (%), 2012Figure 62: Global Power Industry: Amendments to Marketing Activities by Turnover (%), 2012Figure 63: Use of New Media: Global Power Industry Suppliers (%), 2012Figure 64: Global Power Industry: Use of New Media by Region (% ), 2012Figure 65: Global Power Industry: Use of New Media by Company Turnover (% ), 2012Figure 66: Critical Success Factors: Power Industry Suppliers (% ), 2012Figure 67: Global Power Industry: Critical Success Factors by Region (%), 2012Figure 68: Global Power Industry: Critical Success Factors by Turnover (%), 2012
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