Leading global power generation original equipment manufacturers and service providers face key challenges and questions that include:

  • How is the value chain of the power generation industry evolving, and how should companies integrate these changes into their strategies?
  • How can companies boost growth by adding a specific technology to their portfolios?
  • Are companies focusing on R&D at the right level? How do they compare with competitors?

As power generation equipment manufacturers seek new growth areas (including new markets, products or offers) and drive profitability, many companies ask us to help position them as turnkey solution providers. In transaction support projects, we define and size the addressable market (current and forecasted) and detail the target’s strengths and weaknesses.

L.E.K. advises companies with strategic reviews of their businesses, including “make or buy” strategies, business model and value proposition definitions, competitor benchmarking, acquisition screenings, and go-to-market strategies. We have worked with many global players across the entire power generation value chain, most of which have become long-term partners.

Examples of our work

To learn more about how we help our clients, please refer to these case examples:

  • An Asian OEM wanted to reposition itself as a turnkey player, moving beyond a pure product offering of boilers, ST and generators. L.E.K. performed an in-depth market analysis on several key market segments in order to identify market opportunities. We organized and ran several strategic workshops with client representatives in different countries. The final outcome was a detailed assessment of the five business areas within a global market scope, and a conclusion on strategic priorities, technical and commercial gaps to be addressed, and recommendations for an action plan going forward.
  • The power generation business unit of a global leader specializing in tubular solutions for oil and gas extraction expected to face increasing market pressure due to a decrease in demand for new-build coal-fired power plants, which constitute its primary client base. On the flip side, L.E.K. was able to establish that the client was well-placed to exploit emerging opportunities in the power generation market, including development of carbon capture and storage and other new technologies. The output gave the client a more precise picture of recent and expected developments in the coal-fired power generation market, and enabled the client to better understand the role and development of biomass, CCS, regulatory drivers and EPCs/design institutes in their key markets.

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