No, but you're doing more in fewer hours.
While utilities continue to pare staff to skeletal levels, the latest labor statistics indicate that employees, though increasingly more...
Utility 2. The third column is the percent reduction (-) or increase (+) in cost of goods sold for the industry. The remaining columns compare Utility 1's competitive position to that of three other utilities
As a latecomer to a competitive environment, the electricity industry has access to a wealth of market research tools developed for other industries. In addition, the industry can learn from the experience of other recently deregulated industries. Aside from minimizing costs, successfully competitive utilities must expend the necessary effort to learn about their customers. And not merely the current needs of their customer, but their future needs as well. t
Virendra Singh is vice president of utility services at The WEFA Group, an international economic forecasting and consulting company. Dr. Singh has a doctorate in economics from Temple University.
.Bio1 See Input-Output Analysis: Foundations and Extensions by Ronald E. Miller and Peter D. Blair: Prentice-Hall, Inc., 1985, for a description of the RAS technique.
2 Rate data was supplied by five utilities in the west, all of which are in a position to supply customers in Los Angeles County.1 See Input-Output Analysis: Foundations and Extensions by Ronald E. Miller and Peter D. Blair. Prentice-Hall, Inc., 1985, for a description of the RAS technique.
2 Rate data was supplied by five utilities in the west, all of which are in a position to supply customers in Los Angeles County.
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