Marketing BTUs: Gas, electricity lead oil in innovation
- Energy Security Analysis Inc., Washington, DC (United States)
The transformation in relations between energy providers and users--powered by reform of electric utilities and by continuation of natural gas deregulation--is challenging several fundamental precepts of how oil companies managed their deregulation. In the wake of the price decontrol completed by the Reagan administration in 1981, oil companies (1) retreated from national business structures, (2) focused on limited range core businesses, and (3) provided minimal oil price risk management services for their customers. By contrast, the electric and natural gas industry is consolidating for the purpose of playing a role in ever-larger markets, diversifying its products and services, and providing innovative hedging instruments to itself as well as its customers. From Enron, one can purchase physical and paper energy, delivered in whatever form desired, nationwide and internationally, with or without mechanisms to manage price risk. What will impede the newly integrated energy companies--which are composite electric plus natural gas firms--from also delivering products and services now rendered by the oil companies? Could utilities organize gasoline consumers better than oil companies? If the Price Club can sell gasoline at 10 cents below market, why can`t the new energy companies do so? The paper discusses what consumers want, procurement and costs, and innovations and lessons.
- OSTI ID:
- 392624
- Journal Information:
- Oil and Gas Journal, Vol. 94, Issue 45; Other Information: PBD: 4 Nov 1996
- Country of Publication:
- United States
- Language:
- English
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