Information and Knowledge Management using ArcGIS ModelBuilder

Hallur Leivsgarð Joensen and Torben Tambo
existing processes. The observation itself is conducted with an inductive approach as best practice
needs to be specified and recognised. This is complemented by using role-playing, asking each
employee observed to explain every task on the go, as if the author is a new employee that needs
training. The feasibility study of the software products fit with the business processes can be
illustrated like this:
Figure 2: Feasibility framework
Secondary data is primarily acquired from the industry association (Dansk Energi) and the overall
system responsible operator (Energinet.dk). As the energy legislators enforcing entity, they are
regarded as a highly trusted source.
Due to the size and limited duration of the project, only selected aspects will be taken into account.
Despite the customer-oriented view, customer research is not directly included in this report, since
focus is on the core internal work processes. However, PowerCoSales’ strategy is deeply focused on
needs of free moving customers. This is an evaluation study and actual implementation is beyond the
scope although mock-ups and proof-of-concept installations have been used for the evaluation.
Delimitation: Conclusions are applicable for most sizes of free-market electricity dealers with a fairly
regulated national backbone/infrastructure and a deregulated consumer market. Given the nature of
the concrete organisational assessment presented here, a company specific element exists on the
further applicability.
4. Case study
PowerCo is a Danish electricity trader and solutions provider founded in 2005 mainly for selling
electricity in the B2B segment for larger, deregulated customers. PowerCo is owned by 10 local,
smaller electricity distributors still operating under Public Service Obligations (PSO) regimes with
approximately 175.000 subscribers. Legislation prohibits these smaller distributors from more direct
market-driven competition. PowerCo is increasingly meant to be the competitive arm of the owner
organisations. As PowerCo was settled around B2B sales, only large volumes were sold to relatively
few customers with complex requirements. Thus, PowerCo’s business processes are not streamlined
to manage large amounts of household customers (B2C) in an increasingly competitive market.
PowerCo went to establish PowerCoSales as a business-to-consumer unit. Looking at available
software solutions for PowerCoSales, most were found system-oriented and not customer-oriented.
To make an efficient operating framework of PowerCoSales, the process was directed to look outside
of the traditional utilities industry. Here, PowerCo was offered a software system from a company
originally developed out of an innovative mobile phone company in line with the experience and
recommendations of Pollit (2010). The mobile phone concept was known as Mobile Virtual Network
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