Energy competition is primarily composed of natural gas and electric utility companies vying for long term customers. This industry is a large, heavily capitalized and highly competitive business that operates on a global level.
There is intense competition in the worldwide markets. The natural gas industry is closely connected to the discovery and creation of oil, which means that major oil companies are also engaged in energy competition within the natural gas division.
The spread and supply of the natural gas commodity is in many ways similar to the diffusion and delivery of electricity, and these commodities are treated similarly in restructuring markets where direct sales are permitted.
Prior to the reorganization of these markets in many states across America, companies found and manufactured the commodity and sold the resulting product to transporters that in turn transported it to distributorship operations.
These distribution companies make the commodity available in the open market for consumers to purchase and utilize. Under this traditional model of regulated markets, the need to contend was nonexistent as the business was incorporated from top to bottom allowing for all components of the production, distribution and sale of energy to be provided as a "bundle" to customers. Under federal regulation the industry was monopolized by public utilities.
The era of restructured and introduction of marketers of the commodities has opened up the power industry worldwide including the United State where about half of the states have adopted legislation to allow for market reorganization. The process essentially involves "unbundling" the supply component from the transportation component and expanding the customer choice.
Ebele Kemery believes that in the environment of restructured various aspects of the process can be entirely separated. Utilities can manage some but not all components of producing, delivering and selling energy to end users.
The increased energy competition conditions are causing the industries to undergo fundamental restructuring. There is intense rivalry among companies being introduced to the market and working within the market. Top to bottom organization has been replaced by lateral organization.
Within today's domestic market where the energy competition has advanced more than in almost any other market worldwide there has been a move away from the secure but restricted prices and extended contracts.
This is causing a wholesale change in the way each of the traditional components of the industry operates. Never-before-seen players, such as marketers who act as the liaison between traders of natural gas and electricity, have emerged.
Energy competition in the market place has impacted the delivery of power. This function was traditionally performed by companies that were financed through private investment or local governments.
Historically these public utilities had exclusive rights to distribute the commodity within specific geographic boundaries. Changes in markets have opened them to other companies who are also vying for customers.
Restructured and unbundling of services has ushered in options for separate contracts for storing and auxiliary services and well as discounts.
Most large users tend to buy natural gas and electricity directly from manufacturers or sales marketers while smaller use customers continue to purchase through local distribution companies involved in this market.
Ms. Ebele Kemery is a member of the Global Fixed Income, Currency & Commodities (GFICC) Group. Ebele is also a Portfolio manager - Head of Energy Investing at JPMorgan Asset Management. She has proven track record of robust and consistent profitable returns in commodities. And increased assets under management through strong performance and development of customized solutions that leverage a wide variety of market techniques
There is intense competition in the worldwide markets. The natural gas industry is closely connected to the discovery and creation of oil, which means that major oil companies are also engaged in energy competition within the natural gas division.
The spread and supply of the natural gas commodity is in many ways similar to the diffusion and delivery of electricity, and these commodities are treated similarly in restructuring markets where direct sales are permitted.
Prior to the reorganization of these markets in many states across America, companies found and manufactured the commodity and sold the resulting product to transporters that in turn transported it to distributorship operations.
These distribution companies make the commodity available in the open market for consumers to purchase and utilize. Under this traditional model of regulated markets, the need to contend was nonexistent as the business was incorporated from top to bottom allowing for all components of the production, distribution and sale of energy to be provided as a "bundle" to customers. Under federal regulation the industry was monopolized by public utilities.
The era of restructured and introduction of marketers of the commodities has opened up the power industry worldwide including the United State where about half of the states have adopted legislation to allow for market reorganization. The process essentially involves "unbundling" the supply component from the transportation component and expanding the customer choice.
Ebele Kemery believes that in the environment of restructured various aspects of the process can be entirely separated. Utilities can manage some but not all components of producing, delivering and selling energy to end users.
The increased energy competition conditions are causing the industries to undergo fundamental restructuring. There is intense rivalry among companies being introduced to the market and working within the market. Top to bottom organization has been replaced by lateral organization.
Within today's domestic market where the energy competition has advanced more than in almost any other market worldwide there has been a move away from the secure but restricted prices and extended contracts.
This is causing a wholesale change in the way each of the traditional components of the industry operates. Never-before-seen players, such as marketers who act as the liaison between traders of natural gas and electricity, have emerged.
Energy competition in the market place has impacted the delivery of power. This function was traditionally performed by companies that were financed through private investment or local governments.
Historically these public utilities had exclusive rights to distribute the commodity within specific geographic boundaries. Changes in markets have opened them to other companies who are also vying for customers.
Restructured and unbundling of services has ushered in options for separate contracts for storing and auxiliary services and well as discounts.
Most large users tend to buy natural gas and electricity directly from manufacturers or sales marketers while smaller use customers continue to purchase through local distribution companies involved in this market.
Ms. Ebele Kemery is a member of the Global Fixed Income, Currency & Commodities (GFICC) Group. Ebele is also a Portfolio manager - Head of Energy Investing at JPMorgan Asset Management. She has proven track record of robust and consistent profitable returns in commodities. And increased assets under management through strong performance and development of customized solutions that leverage a wide variety of market techniques
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