The recent evolution of the "Power market" may be outlined by four changes, which are affecting deeply the business model leading the sector for more than a century:

•  the raising number of small production's units (solar, micro-cogeneration, biomass), supported mainly by a sharp fall in prices of the components which is bringing the (once) alternatives energies to a competitive price level for the final customer compared to the supply done by the local power provider;

•  the extension of the free market (ie freedom of choice with which to build its port-folio energy) to every final user, offering a development similar to those occurred in the telecommunications market;

•  the construction techniques standardization (for small renewable units) and their relative ease of manipulation (which means that the customisation is very limited and happened mostly as project's fine tuning just before the "operative procedure")

•  the aggregation of small users in "management groups" for creating "virtual power plants"  to be used on the "balancing" and "wholesale" market (see the recent initiative of REpower and "Swisscom Energy Solution" in switzerland)

This evolution shows how important for driving investment would be the knowledge and the feeling of the market and, in particular, in the case of a "system in transition", the ability to anticipate the further moves.

Fit into this picture without limitation the ability to integrate different technologies, to pave the way to choose the most appropriate management systems, to combine different "products" and to identify sensitive areas which may endanger in future the business plan.

In this historical phase, the "know how" and the management of economic and strategic key factors is a priority over mere technical activities, which, as mentioned above, is increasingly standardized at a global level.

Therefore DPT have the experience and skills needed for dealing successfully with those issue, based either on the professional activities carried out in the past by its partners (in particular in their ability to use the opportunities offered by the early European market's liberalization for improving the position of the companies for which they were used to work) and because of the international overview DPT may have by its activities on the international renewable market (dealing with complex business cases, which may set examples for the further evolution in Countries, like Switzerland, which are starting now to develop a widespread renewable business).

This "background" is reflected not only in strategic consulting for utilities or in composing a secure power supply chain in behalf of industrial enterprises, but also in more limited activities such the assessment of solar roof's potentialities. In this context, DPT is using its "know how" in particular for managing carefully the risks (in the end of the day a solar plant should be run for 25 years reducing risks and maintenance costs), finding a balance between component's quality and return of the investment, dimensioning the plant taking into account possible changes in the regulations and provisioning the investments for further business opportunities.