电力零售(外文翻译).rar
电力零售(外文翻译),包含中文翻译和英文原文，内容详细完整，建议下载参考！中文： 5200 字英文： 15600 字符随着北美电力行业的结构调整之前，作为一个电力零售商未来电力销售能盈利经营吗？具体而言，在竞争的销售市场中，电力销售，一般的天然气工业，如何能够与现任电力公司及其无管制的子公司进行竞争？什么职能弥补了电力行...
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电力零售(外文翻译)
包含中文翻译和英文原文，内容详细完整，建议下载参考！
中文： 5200 字
英文： 15600 字符
随着北美电力行业的结构调整之前，作为一个电力零售商未来电力销售能盈利经营吗？具体而言，在竞争的销售市场中，电力销售，一般的天然气工业，如何能够与现任电力公司及其无管制的子公司进行竞争？
什么职能弥补了电力行业的零售部分？可实际上，他们能分开吗？未来电力销售商预计哪部分可以将有利可图？
潜在电力营销商能如何优化其现有零售资产？未来电力销售商应该解除目前正在做的工作的一部分合同？
未来的电力营销商应该添加其他辅助性企业，特别是天然气吗？这应该如何去做？
背景
从它成立以来，电力供应行业可以简单地分为三个基本组成部分：
（1）发电
（2）传输
（3）分布
最初，电力公司拥有所有这些资产，这些资产在它的特许经营领域内被发现。随着行业的发展以及它的巨大的增长，从邻国电力市场购买高峰电价和储备电力的能力，有时会更经济。随着电力行业的发展，电力输送意为着在电力设施它之间的电流。因此，对于一些不同程度最水电事业参与到企业的批发电力给对方的商业行为，往往作为买家和卖家。
然而，客户群构成了零售市场，直到PURPA客户群仍然完好。虽然在有限的方式但这个行为开放零售市场。在“避免成本”中最大的独立发电机是主要的批发销售少量对东道国设施和大量的当地公共事业的权力。规模较小的独立发电机确实可用“围墙内的”一代以攻击零售基地。“围墙内的”一代专为满足要求的主机。一些公司设立了专门有包装设备去攻击这个市场。如医院以它们的食物负荷因素是显而易见的目标，而其他部门，如学校和其他客户提供穷人负荷因素，或不属于热能的用户，零售市场的一些部门则不是。因此，工业和商业市场的很大部分甚至从来没有通过这种类型的零售商接触......
Electric Power Retailing
With the pending restructuring of the North American electric power industry, can a prospective power marketer profitably operate as a electric power retailer? Specifically, how will a power marketer, generally out of the natural gas industry, be able to compete against the incumbent electric utility and its unregulated affiliates in competitive retail markets?
What functions make up the retail segment of the electric power industry? Can they be segregated practicably? In which segments can a prospective power marketer expect to be profitable?
How can a prospective power marketer optimize its current retail assets? Should it contract out a segment of the work currently done in that segment?
Should a prospective power marketer add in other complementary businesses, particularly natural gas? How should this be done?
BACKGROUND
From it’s inception, he electrical supply industry could simply be divided into three basic components:
(1) Generation
(2) Transmission
(3) Distribution
Initially, all these assets were owned by the utility and found within it’s franchise area. With the evolution of the industry and it’s enormous growth, it became sometimes more economical to buy peaking and reserve capacity from neighboring utilities and with it the means of transporting the electricity between utilities. Therefore to some varying degree most utilities become involved in the business of wholesaling electricity to each other, often as both buyers and sellers ......
包含中文翻译和英文原文，内容详细完整，建议下载参考！
中文： 5200 字
英文： 15600 字符
随着北美电力行业的结构调整之前，作为一个电力零售商未来电力销售能盈利经营吗？具体而言，在竞争的销售市场中，电力销售，一般的天然气工业，如何能够与现任电力公司及其无管制的子公司进行竞争？
什么职能弥补了电力行业的零售部分？可实际上，他们能分开吗？未来电力销售商预计哪部分可以将有利可图？
潜在电力营销商能如何优化其现有零售资产？未来电力销售商应该解除目前正在做的工作的一部分合同？
未来的电力营销商应该添加其他辅助性企业，特别是天然气吗？这应该如何去做？
背景
从它成立以来，电力供应行业可以简单地分为三个基本组成部分：
（1）发电
（2）传输
（3）分布
最初，电力公司拥有所有这些资产，这些资产在它的特许经营领域内被发现。随着行业的发展以及它的巨大的增长，从邻国电力市场购买高峰电价和储备电力的能力，有时会更经济。随着电力行业的发展，电力输送意为着在电力设施它之间的电流。因此，对于一些不同程度最水电事业参与到企业的批发电力给对方的商业行为，往往作为买家和卖家。
然而，客户群构成了零售市场，直到PURPA客户群仍然完好。虽然在有限的方式但这个行为开放零售市场。在“避免成本”中最大的独立发电机是主要的批发销售少量对东道国设施和大量的当地公共事业的权力。规模较小的独立发电机确实可用“围墙内的”一代以攻击零售基地。“围墙内的”一代专为满足要求的主机。一些公司设立了专门有包装设备去攻击这个市场。如医院以它们的食物负荷因素是显而易见的目标，而其他部门，如学校和其他客户提供穷人负荷因素，或不属于热能的用户，零售市场的一些部门则不是。因此，工业和商业市场的很大部分甚至从来没有通过这种类型的零售商接触......
Electric Power Retailing
With the pending restructuring of the North American electric power industry, can a prospective power marketer profitably operate as a electric power retailer? Specifically, how will a power marketer, generally out of the natural gas industry, be able to compete against the incumbent electric utility and its unregulated affiliates in competitive retail markets?
What functions make up the retail segment of the electric power industry? Can they be segregated practicably? In which segments can a prospective power marketer expect to be profitable?
How can a prospective power marketer optimize its current retail assets? Should it contract out a segment of the work currently done in that segment?
Should a prospective power marketer add in other complementary businesses, particularly natural gas? How should this be done?
BACKGROUND
From it’s inception, he electrical supply industry could simply be divided into three basic components:
(1) Generation
(2) Transmission
(3) Distribution
Initially, all these assets were owned by the utility and found within it’s franchise area. With the evolution of the industry and it’s enormous growth, it became sometimes more economical to buy peaking and reserve capacity from neighboring utilities and with it the means of transporting the electricity between utilities. Therefore to some varying degree most utilities become involved in the business of wholesaling electricity to each other, often as both buyers and sellers ......
