Alliant Energy Strategy Analysis And Analysis

Capital Power is an independent power producer, based in Edmonton, Alberta, but with operations across North America. It has an aggressive growth strategy with the goal of tripling its

The power of buyers in the industry varies at different levels depending on the field. For pharmaceutical drug companies, which have thousands of patients, customers have lower price sensitivity as they are rarely able to refuse the treatments they need and they have low bargaining leverage due to commonly lack of information as well as knowledge on the drugs. For biotech firms that distribute specialized products to the government and hospitals, their customers actually have more of a bargaining power due to being the sole consumer sources

The case study on Pacific Oil Company shows from beginning to end the role of power in the outcome of a negotiation. From the beginning, the problem that Pacific Oil Company faced as it reopened negotiations with Reliant Chemical Company was that they did not assert the power necessary to really end up with the outcome of the negotiation they were hoping for. The case study points out several factors that Pacific Oil Company is trying to achieve in the contract negotiations with Reliant Chemical company: the change to a surplus of VCM in the market, the possibility of Pacific Oil needing a supply of their own of VCM to produce their own PVC, and the start-up of several other companies in the production of VCM (Lewiski, n.d.). These

Duke Energy is a natural monopoly. So, they don’t have much competition. The prices that utilities charge consumers are regulated by the government, which is called the rate of return. A Rate of Return is a form of price setting regulation where governments determine the fair price which is allowed to be charged by a monopoly(Investopia). The government does this to stabilize the interests for consumers and the utility companies by making sure that rates are high enough to deliver dependable services to consumers and to offer a adequate return on capital for Duke Energy and it’s industry peers. Subsequently, the rates are not so high that the consumers can’t afford the prices and ends up being unlawful.

Bargaining Power of Suppliers: The bargaining power of suppliers in the industry is low. There are numerous suppliers in this industry, and the large department stores have the ability to negotiate for the lowest prices. In addition, the switching costs are low, as the products are not highly differentiated. There are a large volume of purchases in the industry, allowing the department stores to exert even more power over the suppliers.

Bargaining power of supplier: High levels of competition among suppliers act to reduce prices to producers. This is a positive for Ford Motor Company. Standardization of parts allowed Ford to reduce dependency on fixed supplier/vendor which goes into producer’s favor.

Caithness Brookhaven, LLC (“Brookhaven” or the “Borrower”) is a non-recourse, special purpose entity that owns Caithness Energy, LLC (“CEL”). CEL owns and operates a 350 MW combined-cycle duel fueled power generation facility in the Town of Brookhaven, Long Island, NY (the “Facility” or the “Project”). The Borrower is owned by Caithness Energy, LLC.

Northern Pass continues to promote that the energy generated by Hydro-Quebec will benefit New England’s power grid, and has purposely remained hush to the reality that only customers of Eversource benefit from the energy.

Suppliers have less power because there are a lot of suppliers and they all willing to accommodate and provide discounts for their customers (economies of scale).

In other words, Reliant was a major customer. Perhaps if Pacific Oil focused on increasing their smaller business relationships would prevent them from large losses in negotiating. Then, Pacific Oil's decision to not proceed with manufacturing their own PVC might not have been a very good decision. If the decision was made because it was determine not to be lucrative, maybe all avenues were not addressed, such as outsourcing. This could have given Pacific Oil the power of competition. If they would have proceeded with the manufacturing venture, they would be less dependent on Reliant as a customer. The power advantage would then shift from Reliant to Pacific Oil. Pacific Oil could also approach the various competition to get an advantage over Reliant's threat to take their business somewhere else. Pacific Oil also could have gained some advantage by encouraging Reliant to address all of their issues up front by asking more questions about their concerns (Lewicki, Saunders & Barry, 2011). Finally, conducting all of the negotiations away from Pacific Oil's main office diminished some of their power. Having some higher leadership more engaged in the negotiating process could have diminished some of Reliant's power advantage through perception. Reliant was in a position to demand more

These competitors are BP, Chevron, and ConocoPhillips. These competitors have or are planning on entering into the renewable energy industry. BP, Chevron, and ConocoPhillips all offer something different to the energy industry.

Hallington Utilities Services is first introduced as a utility that distributes electrical power to customers in the municipality of Hallington. In the mid-1990s, the Ontario government decided it should move to deregulate the electrical power market because residents and businesses in Ontario were drastically overpaying for services and were considered the third-highest electricity generation rates in Canada, with no choice of suppliers. HUS was reorganized. It now responded to a Board of Directors. This Board adopted the vision: Excellence in customer

The lack of detailed planning in the case of Pacific Oil Company’s (POC) negotiation of a new contract with Reliant had dire consequences for Pacific Oil. Pacific Oil did not plan sufficiently when they began negotiations. They lacked a clear strategy, failed to consider the major sources of power or correctly estimate the power possessed by Reliant. In addition, POC failed to account for Reliant’s negotiating style.

- Suppliers’ bargaining power: The company does bargains with the suppliers, suppliers are first carefully selected by carrying out bidding then a fixed price is set by multi consent then material is provided by the supplier.

The bargaining power of buyers: Buyers have more control over an industry than one might think. They want lower prices, higher quality, and more services and this makes the competitors play against each other. The profitability suffers as each competitor tries to make their product or service better (Dess, p. 54). McDonald’s has a $1.00 menu as does Burger King and Wendy’s. Each time I go into either of them there is a better item added to the $1.00 menu. For instance, McDonald’s has the scrumptious Double Cheeseburger and Wendy’s has the