abhishreshthaa
Abhijeet S
Calpine Corporation (NYSE: CPN) is a Fortune 500 power company founded in 1984 in San Jose, California.
Calpine's headquarters were permanently moved from San Jose to Houston, Texas in 2009. The company's stock was traded on the New York Stock Exchange under the symbol CPN until it was delisted on December 5, 2005 due to low share price. On 1/31/08, Calpine emerged from bankruptcy and now trades on the NYSE under the ticker symbol CPN. The company is headquartered in the Calpine Center in Downtown Houston
In response to the 1973 oil crisis and the 1979 energy crisis, much legislation was passed that made domestic energy production an attractive enterprise. In 1984, Peter Cartwright and four of his co-workers, the Guy F. Atkinson Construction Company of South San Francisco, and the Electrowatt corporation struck an investment arrangement and Calpine was born with initial capital of US$1 million. It was essentially a Silicon Valley startup company. The name "Calpine" is derived from the company's California location and alpine, a reference to the Zürich home base of Electrowatt. Calpine is the world's largest provider of geothermal energy, and largest natural gas fueled power producer in North America.[2]
As of 2006, the directors of Calpine are Kenneth T. Derr, Glenn H. Hiner, William J. Keese, Robert P. May, David C. Merritt, Walter L. Revell, George J. Stathakis, and Susan Wang.
First of all, competition within the food retailing industry seems to be large as well as diversified. Asda, Tesco, Morrison (including Safeway) and Sainsbury’s need to be named as the major competitors, which have a tremendous range of resources at their disposal. Although, one may has to mention smaller retailers (Jacksons, Spar, Lateshops, etc.) which are present in regional areas, e.g. in Northern England and can therefore be seen as competitors, as well.
What is more, differentiation between the numerous players and their products is scarce. As expensive equipment, factories and estate are required in the food retailing industry, barriers to exit are quite high, too. Furthermore, the costs for customers to switch to rival brands are relatively low. All in all, rivalry may therefore be characterized as intense.
The group of buyers is formed by individual customers and restaurants. But as the individual customers represent the most important buyer and therefore, one could speak of a concentration of buyers. As for an almost endless range of products offered, switching costs to rival brands are low. Hence, the bargaining power of buyers is relatively high.
Producers of food and other goods as well as packaging manufacturers have to be seen as the major suppliers in this industry – i.e. they do represent a fragmented source of supply. Taking into account that the key players of this industry possess e.g. packaging factories, produce their own ‘branded’ products and that on the other hand switching costs from one supplier to another are low and do not involve high risk, the food retailing industry faces little pressure on margins from the suppliers.
Diversified products, the offer of different brands within each supermarket and the creation of supermarket own brands are examples of the wide range of substitutes for products within the food retailing industry. The almost “non-existence” of switching costs and the fact, of the intense offer of similar products, both contribute to a quite tremendous threat of substitutes. Even though these competitive pressures could be by-passed through building up high brand loyalty and close customer relationships as well as through offering high quality, better taste or innovative products.
Entry to the industry of food retailing seems to be quite difficult, as high initial investment will be required for building new stores, manufacturing plants, etc.
A relatively strong brand loyalty of customers also contributes to entry barriers. But as switching costs for buyers are low, the threat of new entrants could be characterized as moderate.
Calpine's headquarters were permanently moved from San Jose to Houston, Texas in 2009. The company's stock was traded on the New York Stock Exchange under the symbol CPN until it was delisted on December 5, 2005 due to low share price. On 1/31/08, Calpine emerged from bankruptcy and now trades on the NYSE under the ticker symbol CPN. The company is headquartered in the Calpine Center in Downtown Houston
In response to the 1973 oil crisis and the 1979 energy crisis, much legislation was passed that made domestic energy production an attractive enterprise. In 1984, Peter Cartwright and four of his co-workers, the Guy F. Atkinson Construction Company of South San Francisco, and the Electrowatt corporation struck an investment arrangement and Calpine was born with initial capital of US$1 million. It was essentially a Silicon Valley startup company. The name "Calpine" is derived from the company's California location and alpine, a reference to the Zürich home base of Electrowatt. Calpine is the world's largest provider of geothermal energy, and largest natural gas fueled power producer in North America.[2]
As of 2006, the directors of Calpine are Kenneth T. Derr, Glenn H. Hiner, William J. Keese, Robert P. May, David C. Merritt, Walter L. Revell, George J. Stathakis, and Susan Wang.
First of all, competition within the food retailing industry seems to be large as well as diversified. Asda, Tesco, Morrison (including Safeway) and Sainsbury’s need to be named as the major competitors, which have a tremendous range of resources at their disposal. Although, one may has to mention smaller retailers (Jacksons, Spar, Lateshops, etc.) which are present in regional areas, e.g. in Northern England and can therefore be seen as competitors, as well.
What is more, differentiation between the numerous players and their products is scarce. As expensive equipment, factories and estate are required in the food retailing industry, barriers to exit are quite high, too. Furthermore, the costs for customers to switch to rival brands are relatively low. All in all, rivalry may therefore be characterized as intense.
The group of buyers is formed by individual customers and restaurants. But as the individual customers represent the most important buyer and therefore, one could speak of a concentration of buyers. As for an almost endless range of products offered, switching costs to rival brands are low. Hence, the bargaining power of buyers is relatively high.
Producers of food and other goods as well as packaging manufacturers have to be seen as the major suppliers in this industry – i.e. they do represent a fragmented source of supply. Taking into account that the key players of this industry possess e.g. packaging factories, produce their own ‘branded’ products and that on the other hand switching costs from one supplier to another are low and do not involve high risk, the food retailing industry faces little pressure on margins from the suppliers.
Diversified products, the offer of different brands within each supermarket and the creation of supermarket own brands are examples of the wide range of substitutes for products within the food retailing industry. The almost “non-existence” of switching costs and the fact, of the intense offer of similar products, both contribute to a quite tremendous threat of substitutes. Even though these competitive pressures could be by-passed through building up high brand loyalty and close customer relationships as well as through offering high quality, better taste or innovative products.
Entry to the industry of food retailing seems to be quite difficult, as high initial investment will be required for building new stores, manufacturing plants, etc.
A relatively strong brand loyalty of customers also contributes to entry barriers. But as switching costs for buyers are low, the threat of new entrants could be characterized as moderate.