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A couple of comments:

  1. One of the reasons for the rapid rise in gas-fired plants was the easier licensing available. They are smaller, less polluting and don't require the type of transportation access that coal needs. If you go back to the period and read the proposals for new plants you won't find fuel cost being emphasized at all. This is still the case. Here on Long Island the power authority is pushing for new gas plants rather than more oil-fired ones because there will be less community resistance. They are also ideal for handling peak load since they have a short startup time.

  2. Vertical integration has had a mixed record. Using the logic of the authors why not extend it all the way back to the coal mines and railroads? In the 19th Century vertical integration was a common practice. Steel mills owned mines, railroads owned grain storage facilities, etc. The biggest believer of vertical integration was Ford whose original factory included foundries and machining facilities as well as the assembly operation.

The pendulum has swung the other way with firms now concentration on "what they do best" and subcontracting everything else. Even big firms now use outside personnel operations, accountants and  advertising services. In fact many firms seem to be little more than a brand. Their goal is to make nothing except money.

The reason for the organizational shift had to do with the enforcement of the anti-trust laws originally. I think the precedent in this case was the break up of the A&P grocery chain, which owned the farms, the food processing plants and the retail stores.

More recently firms have been split up because it gives more opportunity for speculation by investors. I've never understood the spin off logic. If GM was losing money on its parts division (Delphi) why would anyone want to buy it as a standalone (and mostly captive) firm? Sure enough Delphi quickly went bankrupt. I assume that the bankers who put these deals together get their fees and are thus anxious to see the breakups. But why does the public fall for it?

The breakup of generation and distribution was obviously motivated by such deal making and not by the logic of the business. The authors ignore the "Wall Street" effect and think these steps were taken because of a belief in some free-market ideology. That was just a smoke-screen.

They also ignore the evidence provided by municipal power companies, which are not only vertically integrated, but owned by the public. They provide power at a lower cost than competitors for the usual reasons: financing by tax-exempt municipal bonds costs less than corporate bonds and there is no need to generate a profit. Acknowledging that government can do a better job of providing essential services would be too much for even these renegades to accept.

Policies not Politics
---- Daily Landscape

by rdf (robert.feinman@gmail.com) on Sun Oct 7th, 2007 at 11:11:33 AM EST
  1. gas does indeed have a number of technical advantages over other technologies, mainly those you mention - its relative cleanliness (much less pollution, and half the carbon emissions of coal-fired plants), and its great flexibility to use. Indeed, gas-fired plants are pretty much indispensable these days for stand-by power

  2. re vertical integration, there are legitimate questions as to what makes sense industrially or not, but the integration between production and transport of energy is probably one of the easiest to justifiy on purely engineering grounds. In some places, integration with the fuel supply bit (such as coal mining) can also make sense - as the biggest Australian power plants, located directly on the site of big coal mines, demonstrate.

As you also point out, deregulation seems to be mostly a jobs programme for investment bankers and the assorted populations of market consultants, transaction lawyers and similar economic niches.

In the long run, we're all dead. John Maynard Keynes
by Jerome a Paris (etg@eurotrib.com) on Sun Oct 7th, 2007 at 11:39:15 AM EST
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