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Energy is a central issue in the current European policy context. Europe faces a number of fundamental challenges. First, the ongoing process of global economic integration emphasizes the importance of having access to secure, reliable and cost-effective sources of energy. Since energy is an important input for much economic activity, it contributes towards the competitiveness of the European economy as a whole. Second, declining international reserves of fossil fuels are changing the world energy map and have started to increase global competition for scarce resources. Whether European countries will follow common or national sourcing strategies is of profound political significance for the EU. Last but not least, climate change is an issue of great international concern. The need for stricter environmental standards has become apparent and the willingness of European leaders to spearhead this reform at a global level has resulted in calls to start optimizing environmental policy instruments at EU level. Without a common policy the EU can hardly be a credible world player.

Im Hinblick auf die endgültige Öffnung der europäischen Energiemärkte im Juli 2007 sehen sich die ursprünglich nationalen Versorger der Gefahr sinkender Marktanteile im Heimatmarkt, aber auch der Chance, das internationale Geschäft zu forcieren, gegenüber. Nachdem sowohl die deutschen als auch die ausländischen Energieversorger bereits in den 90-iger Jahren und verstärkt ab der Jahrtausendwende mit den Privatisierungen in Osteuropa international tätig wurden, befindet sich die Industrie nun in einer Phase der europäischen Konsolidierung. Zeichen hierfür sind die versuchte Übernahme von Endesa durch E.ON, die Enel als "weißen Ritter" auf das Spielfeld brachte, die gelungene Übernahme von Scottish Power durch Iberdrola oder von Gaz de France und Electrabel durch Suez. Folglich stellt sich die Frage, ob die deutschen Energieunternehmen die Neuverteilung der europäischen Energiemarktanteile für sich nutzen können. Zur Beantwortung dieser Frage sind drei Aspekte zu betrachten: i. Haben die deutschen Energieunternehmen im Vergleich zu ihren europäischen Konkurrenten die nötigen Kompetenzen, um den europäischen Konsolidierungsprozess treiben zu können? ii. Ist die Marktdefinition "Integrierte Strom-/ Gasunternehmen" für die Beantwortung dieser Frage die richtige Abgrenzung? iii.Welche Implikationen erschließen sich daraus für die deutschen Energieversorger?

Consumers aware of a new benefit will often experience uncertainty about its personal relevance or usage value. This paper shows that the decision to deliberate further to resolve this uncertainty and reach a polarized judgment of personal relevance critically depends on the posted price. In particular, a price above the consumer's initial willingness to pay might be thought provoking and enhance the perception of relevance with a certain probability. This behavioral mechanism is introduced formally and by way of an experiment with reference to the purchase of organic lettuce and fair-trade coffee. Accounting for the effect of price as a stimulus to think, a monopolistic firm should either over price ("transgressive pricing") or under price ("regressive pricing") in comparison to the consumer's willingness to pay. Under certain circumstances, the firm should also empower consumers with means that reduce the effort of deliberation.

© 2007 INFORMS

Launched in early 2005, Zopa is a peer-to-peer online brokerage that couples British residents who want to lend with those who want to borrow. The company represents a new business model in the retail financial services industry, and since Zopa is not technically a bank and does not lend money itself, the capital requirements to run the business are relatively small. Compared to a traditional full service bank Zopa concentrates on only a few steps of the value chain. This case study provides an overview of the financial service industry, especially banks, in the UK in 2006 and how Zopa, a value innovator, has developed a unique position in the market through an innovative business model. Rich data especially on banking trends are given. Additional data on key players in the industry are supplied. This data will enable students to develop a good understanding of the elements of a value innovation and how technologies have the potential to shake up an established industry structure and its key players. A focus is on the concept of value innovation and sustainable competitive advantage. The case can also be used to address the topic of how incumbent firms should respond to innovative new business models.

The case provides an overview of the financial service industry in the UK in 2006 and how Zopa, a value innovator, has developed a unique position in the market through an innovative business model. Rich data especially on banking trends are given. Additional data on key players in the industry are supplied. This data will enable students to develop a good understanding of the elements of a value innovation and how technologies have the potential to shake up an established industry structure and its key players. A focus is on the concept of value innovation and sustainable competitive advantage.