There are great modifications in the organization of the electric sector in Europe. It is agreed that the sector management must change and must adapt to the requirements of the European Unique Market, and that consequently the invisible power of the private market must replace the visible power of the European governments. The objective is obviously an improvement of the service for the final customer - consumers and producers - and thus of a greater economic effectiveness of the European productions. The European dynamism pushes towards a total opening of the markets. The ultimate objective of the Member States, determined during the European Council of Lisbon, aims to the development of a full market opening. EDF's creation is linked to the ambitious program of hydraulic equipment launched a few years before the World War 2 by the Minister of Civil Engineering's (Ministre des Travaux Publics), confirmed in a difficult time by the organization of Vichy (Comité d'Organisation de Vichy) and reaffirmed in a more ambitious perspective in March, 1946 by the “Plan Monnet”.
[...] Attitudes : People satisfies with EDF services Attachment : none, depends on the price competitors Activity : in everyday life Shareholder Value Stock Price : 46,80 euros, in one year (source : Boursorama.fr) Overall market : EDF stocks are advised by stock advisors Market Performance Price : Price regulated by governmental offices Market Share : monopoly in France, but challenger for the rest of Europe behind historical companies (i.e. Endesa in Spain) Brand extension : Brand extend generally to energy products (gas ) Cost structure : Possibility to reduce marketing program in France Brand profitability : huge in France, not for the rest Marketing Program Investment Product : Renewable energy (with wind power) Communications : advertising via billboards and internet via EDF website Program Quality Clarityhî.{h&Kr5?>* CJOJ[?]QJ[?]^J[?]aJmH sH (hî.{hî.{CJ$OJ[?]QJ[?]^J[?]aJ$mH sH .hî.{h&Kr5?CJ0OJ[?]QJ[?]\?^J[?]aJ0mH sH .hî.{hî.{5?CJ0OJ[?]QJ[?]\?^J[?]aJ0mH [...]
[...] Thus, it makes sense to first ask customers what brands come to mind in certain situations, to next ask for recall of brands, and to then finish with tests of brand recognition. Here are numerous questions we would ask to customers: BRAND AWARENESS AND USAGE: a. What brands of energy products are you aware of? b. Which brands of energy products would you consider using? c. Have you heard of EDF? d. Have you used an EDF product? e. When I say EDF, what are the first associations that come to your mind? [...]
[...] Competing situation of EDF in Europe Forces Weaknesses Dominant position in France - very favorable Statute of paid (which offers the means of a policy EDF in France of ambitious acquisition at the - Risk coming from the management European level) of the park of nuclear thermal First European producer of power stations (uncertainties on electricity the cost of the dismantling of the Strong presence with the sites and a cost of management of international one highly radioactive waste) Alliance with Vivendi Environment - Low flexibility of the park of production Acquisition of the foreign - weak Presence in gas companies makes it possible to have - disappointing Performances of the commercial structure and outputs activities in Europe with an aim of constituting - Loss of its competitiveness price multi-service offers following the drastic downward Possibility of proposing a total movements in the majority of the offer for the totality of the sites European countries (until more than of Large accounts 40% in Germany for certain Refusal of the French governments customers) to increase the price (place France in a favorable situation in terms of competitiveness price) Opportunities Threats European Market in recombining - Rise to power of competitors Opening of the capital announced (E.ON and RWE at the head) Porter Matrix The Importance of Brand Management in Value Creation The first step is to ensure identification of the brand within the customers' minds with a specific product class or customer need. [...]
[...] The customers feel like EDF is the only brand of this kind of product they really need. In fact, they don't have any idea of the competitors and are satisfied by the service EDF provides. Customers don't have any emotional attachment to EDF. Customers don't need to choose a company from another one. Indeed, EDF is the only one that delivers electricity so they just have to agree with prices and services provided from the company. They don't have any feelings for now but EDF definitely has to change whether its prices (in fact, new competitors are coming on 2007 with new prices) or its brand image. [...]
[...] Throughout its expected sustained growth and the implementation of its Altitude performance enhancement program, EDF aims to achieve a steady growth of its performance and of its financial flexibility in Europe, as well as confirming its brand image. EDF group has for ambition to be an energy company reference in Europe in a context of opening energy markets. The group supplies energies and services to 42.1 million customers in the world among which 36.2 million in Europe; he is a leader of production, distribution and marketing of electricity in Europe. [...]
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