Business model for the optimization of energy consumption by VAC equipment in service sector buildings

Electricity consumption has been growing in recent decades, and it is estimated that air conditioning accounts for 30% of a building’s total electricity consumption. However, in hot climates this percentage may be even higher, which has led to the development of energy management techniques aimed at...

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Autores:
Gómez Charris, Yulineth
Umaña Ibáñez, Samir
Silva Ortega, Jorge I
caicedo ortiz, jose antonio
Camargo ACUÑA, Genesis Yulie
Tipo de recurso:
Article of journal
Fecha de publicación:
2020
Institución:
Corporación Universidad de la Costa
Repositorio:
REDICUC - Repositorio CUC
Idioma:
eng
OAI Identifier:
oai:repositorio.cuc.edu.co:11323/7209
Acceso en línea:
https://hdl.handle.net/11323/7209
https://repositorio.cuc.edu.co/
Palabra clave:
Business model
Energy consumption
Optimization
VAC equipment
Rights
openAccess
License
CC0 1.0 Universal
Description
Summary:Electricity consumption has been growing in recent decades, and it is estimated that air conditioning accounts for 30% of a building’s total electricity consumption. However, in hot climates this percentage may be even higher, which has led to the development of energy management techniques aimed at reducing the high electric bills paid by end users. This article proposes a business model for the commercialization of intelligent solutions for the optimization of electricity consumption by air conditioning equipment (VAC) in service sector buildings. The study used the Canvas methodology to validate the proposed model, in combination with other techniques such as SCAMPER, interviews, and discussion groups, among others, to validate the proposed business model aimed at the introduction of new techniques for the commercialization of air conditioning. Service-sector buildings exposed to the climate conditions of the Colombian Caribbean region were used as case study. The results summarize the characteristics of the business model, including the respective validations of the nine “Canvas” modules, which enabled reviewing two possible scenarios offering different alternatives for implementation of this initiative.