Business Technology Strategy for an Energy Information Company

Business Technology Strategy for an Energy Information Company

Stephen J. Andriole (Villanova University, USA)
Copyright: © 2010 |Pages: 24
DOI: 10.4018/jitr.2010070103
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Entel1 produces information, data and knowledge, while supporting the energy industry. It sells this content to governments, universities, companies and non-government organizations (NGOs). It generates forecasts, analyzes energy trends and produces historical data; however, Entel needs to transform itself from a relatively traditional content company to one that exploits digital technology for greater market share and profitability. As the energy industry explodes, the company needs to re-think its products, services and client focus. Technology drives most of these challenges. In this paper, the author presents the business technology strategy developed at Entel. It’s an elaborate strategy that calls for the expansion of the overall business model as well as the identification of alternative processes and technologies that will enable the expanded business model.
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Entel is at a crossroads. The decision point is the result of market forces, the unchallenged importance of energy, the need to profitably grow, the emergence of disruptive digital technology and the distribution and consumption of information that is changing at a rate that no one predicted.

Entel, like many companies whose currency is information, analysis and research, must respond to these trends by re-thinking its business model, its technological foundation and its revenue streams. The company must also think about how it’s organized and managed, and the corporate cultural constraints that can threaten – or accelerate – the pursuit of its strategic goals.

As Figure 1 suggests, the overall strategy development process has multiple parts.

Figure 1.

Strategic areas


The strategic objectives include:

  • Increase revenue

  • Provide thought leadership to the energy market

  • Grow existing markets

  • Penetrate new markets

  • Expand the business model to new energy areas

  • Re-engineer the content creation and distribution process

  • Exploit existing & emerging digital technologies

  • Expand the company’s brand

  • Re-organize the company to achieve all of the above

These are aggressive objectives; however, with the right investment and management decisions, they are achievable.



Entel plays primarily in the oil and gas market; its clients are primarily professionals in that sector of the energy industry. These are powerful markets and the company performs well in these sectors.

Figure 2 and Figure 3 suggest that there are opportunities beyond oil and gas, and clients that include just about everyone interested in energy.

Figure 2.

Energy sectors

Figure 3.

Content and consulting clients


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