Apple’s Amazonian Energy Strategy

Last week Apple became the first company to hit a $1T market-cap.  Lost in the hype of hitting that milestone and its Q2 earnings call was the announcement that Apple is also launching a $300M cleantech fund in China to “give fund participants greater purchasing power to pivot toward clean energy.”  

This looks eerily similar to a strategy Amazon has used for AWS, except applied to energy. Apple can be the first and best customer for new products and technologies as the company is an incredibly large consumer of energy much in the way Amazon was for both data and deliveries.  It’s now a well-worn playbook and it would enable Apple to gain stability in energy consumption while being less exposed to the price volatility of the market… all while subsidizing development via its own purchasing power.

For consumers and startups, this development could be game-changing. In the same way healthcare needs Amazon as a major player because Amazon excels in efficiency and logistics, cleantech needs Apple to help it beat the economics of the alternative, and connect its evangelists to the mass market.  If Apple had superpowers, they would be the ability to create a luxury perception of its products, and the ability to create an ecosystem effect that makes its services sticky.

“It Just Works”

Apple’s DNA, dating all the way back to 1977 when Steve Jobs demanded the Apple II be as easy-to-use as any household appliance, is creating a product consumers can easily interact with on a daily basis.  Much like today’s early cleantech adopters, the tech evangelists of the 1970’s understood the potential impact of the technology to our every day lives, but could not actually figure out how to convince others of this fact until the Apple II was released.  Apple repeated this feat again when it released the iPhone in 2007.  These kinds of innovations add up over time and have created a bond between Apple and it’s consumers. With Apple you can feel safe trying the unknown, and in energy, as with all regulated industries, trust matters…A LOT.

Cheaper, but Still Expensive

The cost of chips and computer parts began their decline in the 1980’s and the same can be said for cleantech components today.  Solar panels, storage and the sensors are all experiencing some of the steepest price declines since their invention.  Yet, they are still more expensive than their alternatives which includes the status quo.  As it stands, there must be something stronger than economics to serve as the catalyst for massive adoption.  Who better to solve this problem than Apple? Case in point, Apple owns only 18 percent of the smartphone market and yet earns 87 percent of all profits and has done so by leveraging usability and lifestyle (i.e. community) to convince customers that their most commoditized product is worthy of a price premium.

Tesla: The EV Elephant in the Room

Could a company that will repatriate over $200B in cash be interested in acquiring one that has a market cap of $60B and over $10B in debt?  Tesla is one of the first companies (the other being Nest) that has made an environmentally friendly product “cool.”  At the very least, it has provided Apple with a playbook to enter the market from the consumer side if it so chooses, but an acquisition begins to make a lot of sense if current trends hold. 

Despite it’s success, Apple has been under increasing pressure to “do something innovative” as most of its hits post-iPhone have been comparatively minor.  AppleTV, Apple Watch, and AirPods are all best-in-class devices, but none of them triggered a major innovation cycle in the way the Apple II and iPhone did.  Could energy be the next step for the first $1T company to become the first $2T company?  Time will tell.


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Kevin Stevens is a founding partner of Intelis Capital, a Dallas TX-based venture capital firm investing in the digital revolution of analog industries including utilities. Before founding Intelis Capital, from 2014 to 2107, Kevin served as the head of product for Choose Energy, North America's largest online energy marketplace executing over $1B in contracted value annually. Prior to Choose Energy, from 2011 to 2014, Kevin served as an analyst at NRG Energy, Inc. where he worked within the renewable energy sector, including in sales and financial operations roles.

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