Joskow Retail 0500 PDF

RET AIL ELECTRICITY MARKETS
Paul L. Joskow
MIT
"It's a sin to buy retail"

Attributed to Woody Allen
May 23, 2000
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WHAT DO RETAILERS DO IN OTHER INDUSTRIES?
. Convenient locations, times of operation, other services to make

shopping more convenient (e.g. Amazon.com)
. Wide range of products and brands with deep inventories at a single

convenient location
. Point-of-sale service to Customers
. Post-sale service and return privileges
. Pass along benefits of wholesale buying power (e.g. Walmart, Costco)
. Reputation for providing accurate product information and selling high

quality products (Nordstrom)
. Credit, billing arrangements and other ancillary services
. Innovative retailing technologies and strategies which reduce retailing

costs and these cost reductions are reflected in lower retail prices
. Reduce layers of wholesale retail chain and bring customers

closer to the wholesale market (e.g. Costco)
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--- -----
WHAT VALUE ADDED SERVICES CAN

ELECTRICITY RETAILERS PROVIDE?
Some traditional retail value added services do not have natural

analogies in electricity, especially for residential and small commercial
customers
Convenient locations and opening times

Multiple brands and complementary products
Inventory and reliability
Point-of-sale service, return privileges, etc.
Retailing commodity electricityper se is a primarily a set of
financial relationships rather than physical production and
delivery locations_
It is easy (and cheap) to buy directly in the wholesale spot market using
the UDC as a settlement and billing agent given current metering
technology
Current metering technology is poorly matched to take advantage of

wholesale spot market opportunities
Need to distinguish between "mass market" (residential) and "custom

market" (large commercial and industrial)
Customer care and billing requirements are different

Relative costs of real-time metering, communications and control
are different
Concerns about consumer exploitation and consumer protections
are different. How do small customers get benefits of
competition?
Opportunities to provide economical value added services are
different
WHAT VALUE ADDED SERVICES CAN
ELECTRICITY RETAILERS PROVIDE?
. Reduce the costs of retailing electricity through innovative sales and

billing arrangements (e.g. essential.com, utility.com) and joint sales of
electricity, gas, telecom, internet, etc.
. UDC retailing costs are presently low, especially for large

customer segment
. Little advertising or promotion costs in current UDC cost
structures
. Superior wholesale power procurement to offer lower prices
. Large public competitive markets with transparent prices limit

opportunitiesto use buyerpower .
. Installation of sophisticated metering, communications and control

equipment
. Hedging market-price risk, including weather related impacts, for

customers
. Load profiling makes this harder for mass market
. Inside the fence services
. Distributed/backup generation
. Energy efficiency applications
. Power quality services
Total energy management/utility services
. Green Power
SOCIAL VALUE OF SUCCESSFUL RETAIL MARKET
AT LEAST FOR LARGE CUSTOMERS
Having some price-responsive retail load that can actively participate

in the wholesale spot market is important for improving performance of
wholesalemarkets .
Inelastic spot market demand creates market power problems

during very high load hours
Wholesale prices are potentially unbounded during very high load

hours
Necessitates price caps and other regulatory interventions that can

create other inefficiencies
10% to 20% of retail load should be in the wholesale market with

ability to respond to day-ahead and real-time price spikes
Increasing number and diversity of buyers in the wholesale market

increases competition, market liquidity, and provides more options for
generators to layoff market risk
Lower wholesale prices in the long run

CHALLENGES FACED BY MASS MARKET
RETAILERS
. Customers are sticky and price discounts modest
. Median U.S. residential customer has about $25 in wholesale

generation costs in bill ex stranded cost charges
. Limited set of economical value-added services
. Advertising and marketing are costly
. Good back-office billing and settlements operations are challenging

and costly to create
. Good customer care and credit services are costly and challenging to
create
. "Price to beat" includes little if any RCS costs
. Filtering "good" from "bad" residential customers raises public policy

concerns (internet sign-on + internet billing + credit card)
. Scale is very important

--- -
WHAT CAN BE DONE?
Unbundling T&D, Stranded Cost, DSM and unavoidable customer care

costs from generation services and avoidable retailing costs
.. .
UDC (as UDC) offers Basic Energy Service at least to residential and
small commercial customers
Buy directly in wholesale spot market and pass through of

wholesale spot market price
. No hedging or other specialized products
. Charge for avoidable customer service costs
Rebalance allocation of RCS costs to reflect cost causality
Distribution Service Charge: Pdu = T&D + Sg + DSM+ Rm
Basic Electricity Service Charge: Pbgu = Ow + Rc
Allow utility affiliates to compete as ESPs with appropriate conduct

rules and intra-corporate separations
TABLE 1
AVERAGE EMBEDDED RETAILING COSTS
Per Kwh: 0.27 - 0.38 cents/Kwh
Per customer: $5.80 - $8.25 per month
Average Electricity Prices (IOU):
Residential 8.9 cents/Kwh
Industrial 4.7 cents/Kwh
Average Electricity Bill:
Residential $ 75.00/Month
Industrial $7,200.00/Month
Retailing Costs Included: Meter reading, meter maintenance, meter carrying charges, billing
costs, bad debts, customer services, advertising and promotion, A&G allocation. Calculated
from data reported in Financial Statistics of Major U.S. Investor-Owned Utilities (1996), U,S.
Department of Energy, Energy Information Administration.
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TABLE 2
ALTERNA~TIVE RETAILING COST ALLOCATION METHODS
p~ Kwh Allocation Avera2e Embedded RCS Cost/Month
Residential: $ 2.25 - $ 3.20/month
Commercial $ 15.30 - $ 21.75/month

Industrial $407.50 - $578.70/month
70% Customer/ Avera2e Embedded RCS Cost/Month

30% per kWh
Residential $ 4.75 - $ 6.73/month
Commercial $ 8.66 - $ 12.30/month
Industrial $126.33 - $179.38
Retailing Costs Included: Meter reading, meter maintenance, meter canying charges, billing
costs, bad debts, customer services, advertising and promotion, A&G allocation.
TABLE 3
CUSTOMERS SWITCHING TO ESPs IN PENNSYLVANIA
PERCENTAGE OF LOAD SERVED BY ESPs
As Of 4/1/2000
(Choice started 1/1/99)
1999
.
!ill RESIDENTIAL COMMERCIAL INDUSTRIAL RESIDENTIAL SHOPPING CREDIT
PECO 17.4% 44.7% 63.5% 5.65 /kWh

PP&L 2.8 37.8 63.6 4.26 /kWh
GPU ENERGY 6.6 58.7 69.2 4.53 /kWh
DUQUESNE 24.7 41.0 13.2 4.75 /kWh
ALLEGHENY 1.2 23.6 30.0 N/A
N/A: Comparable numbers are not available since transmission charges are treated differently for Allegheny. However, the comparable
shopping credit for Allegheny is likely to be lower than those reported for the other utilities.
Source: Pennsylvania Office of Consumer Advocate

TABLE 4
RETAIL CUSTOMER SWITCHING TO ESPs IN

CALIFORNIA
As of April 15,2000
(Retail choice started 4/1/98)
% of Demand % of Customers
RESIDENTIAL 2.3% 1.9%
COMMERCIAL
< 20kW 4.9% 3.9%
20 < kW < 500 14.9% 7.2%
INDUSTRIAL
> 500kW 32.6% 20.1%
Source: California Public Utilities Commission, Direct Access Reports, March 15, 2000.
TABLE 5
RETAIL CUSTOMER SWITCHING TO ESPs IN

MASSACHUSETTS
As of March 2000
(Retail choice started 4/1198)
% of Retail Sales
Residential: 0.17% [1,989 customers; 1 low-income customer)
Small Commercial: 0.83%
Medium Commercial: 3.82%
Large Commercial/Industrial: 18.37%
Source: Division of Energy Resources, Commonwealth of Massachusetts, May, 2000

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RET AIL ELECTRICITY MARKETS

"It's a sin to buy retail"

May 23, 2000

. Convenient locations, times of operation, other services to make

. Wide range of products and brands with deep inventories at a single

. Point-of-sale service to Customers

. Post-sale service and return privileges

. Pass along benefits of wholesale buying power (e.g. Walmart, Costco)

. Reputation for providing accurate product information and selling high

. Credit, billing arrangements and other ancillary services

. Innovative retailing technologies and strategies which reduce retailing

. Reduce layers of wholesale retail chain and bring customers

WHAT VALUE ADDED SERVICES CAN

Some traditional retail value added services do not have natural

Convenient locations and opening times

Current metering technology is poorly matched to take advantage of

Need to distinguish between "mass market" (residential) and "custom

Customer care and billing requirements are different

. Reduce the costs of retailing electricity through innovative sales and

. UDC retailing costs are presently low, especially for large

. Superior wholesale power procurement to offer lower prices

. Large public competitive markets with transparent prices limit

. Installation of sophisticated metering, communications and control

. Hedging market-price risk, including weather related impacts, for

. Load profiling makes this harder for mass market

. Inside the fence services

Total energy management/utility services

Having some price-responsive retail load that can actively participate

Inelastic spot market demand creates market power problems

Wholesale prices are potentially unbounded during very high load

Necessitates price caps and other regulatory interventions that can

10% to 20% of retail load should be in the wholesale market with

Increasing number and diversity of buyers in the wholesale market

Lower wholesale prices in the long run

. Customers are sticky and price discounts modest

. Median U.S. residential customer has about $25 in wholesale

. Limited set of economical value-added services

. Advertising and marketing are costly

. Good back-office billing and settlements operations are challenging

. "Price to beat" includes little if any RCS costs

. Filtering "good" from "bad" residential customers raises public policy

. Scale is very important

WHAT CAN BE DONE?

Unbundling T&D, Stranded Cost, DSM and unavoidable customer care

Buy directly in wholesale spot market and pass through of

. No hedging or other specialized products

. Charge for avoidable customer service costs

Rebalance allocation of RCS costs to reflect cost causality

Distribution Service Charge: Pdu = T&D + Sg + DSM+ Rm

Basic Electricity Service Charge: Pbgu = Ow + Rc

Allow utility affiliates to compete as ESPs with appropriate conduct

AVERAGE EMBEDDED RETAILING COSTS

Per Kwh: 0.27 - 0.38 cents/Kwh

Per customer: $5.80 - $8.25 per month

Average Electricity Prices (IOU):

Residential 8.9 cents/Kwh

Industrial 4.7 cents/Kwh

Average Electricity Bill:

ALTERNA~TIVE RETAILING COST ALLOCATION METHODS