U.S. Utility Mergers and the Restructuring of the New Global Power Industry

Couverture
Greenwood Publishing Group, 1998 - 261 pages
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Consume thy rival may be the new law of corporate survival in the U.S. utilities industry. This book describes close to $70 billion of global utility mergers stemming from the anticipated deregulation of the U.S. gas and electrical utilities industries. Occurring from 1995 to 1997, these mergers are completely restructuring U.S. power utilities. Thirty-seven billion dollars of these mergers, a full 53 percent, occurred abroad. About two-thirds of the foreign mergers were U.S. takeovers, while the remaining one-third was mergers, defensive and otherwise, of U.K. firms with other U.K. firms. This may be the first time U.S. industrial restructuring has generated more investment abroad rather than in domestic markets.

Exploring the diversity of strategies and changes driving these mergers, the author concludes that although complex, the mergers can be explained by strategies traditionally used in domestic M&As. These very large U.S. utilities now consider themselves to be operating in a global industry of private, deregulated utilities, and they are determined to survive through mergers that help them cut costs, spread expenses, and increase profits.

 

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Table des matières

An Economic Environment That Encourages Mergers
1
The Deregulation of the US Power Industry
7
The Strategies and Causes of US Utilities Mergers
33
The US Antitrust Environment for Utility Mergers
63
Merging Natural Gas and Electricity to Produce Power More Effectively
83
Nuclear Power
115
Winners and Losers
137
The Global Spread of US Utilities
155
The Globalization of Energy and Utilities
199
Selected Bibliography
209
Index
217
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À propos de l'auteur (1998)

EDWARD B. FLOWERS is Associate Professor in the Department of Economics and Finance at St. John's University's College of Business Administration. He is an attorney and former foreign affairs officer with the U.S. Treasury Department.

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