n-power
Edengene, 2005
Building new revenue streams
Summary
In 2005, npower faced an uphill battle to grow value in an increasingly commoditised market for power and energy provision. British Gas had taken advantage of its former monopoly position to build a home services business (installing, maintaining and insuring domestic gas-fired heating systems) earning £800m revenue at good margins from UK consumers.
npower set itself a growth objective of developing a challenger Home Energy Services business in the UK. The company’s Head of Residential Products was passionate about the opportunity for a branded UK business to take on British Gas and fill the gap between a monopolistic incumbent and cheaper, but less trusted, independent local suppliers. She was also aware, however, of skills gaps within her team in experience and expertise in building new businesses, made worse by severe resource constraints within npower.
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