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Wednesday, April 21, 2010

Economic Structure of OPEC

An oligopoly represents an intermediate market between a perfectly competitive market and a monopoly. Whereas perfectly competitive markets generally include a large number of producers and have small barriers to entry, oligopolies are competitive markets with a relatively small number of producers and large barriers to entry, and monopolies have a single producer and the largest entry barrier in that they produce a unique product. Competitive markets operate according to supply and demand curves and prices fluctuate accordingly, while monopolies operate only on a demand curves and can set their prices to maximize its profit.

Generally in competitive markets, such as oligopolies, producers need to concern themselves not only with supply and demand and pricing, but also with competition. An exception to this occurs when oligopolies engage in the generally illegal practice of forming cartels. Cartels are formed when the producers within an oligopoly cooperate by fixing their prices, limiting production or distribution in order to decrease supply, allocate markets geographically, or engage in any combination of these or other non-competitive market behaviors. Unless cartels or monopolies are specifically authorized by government intervention, sometimes in order to protect markets which may otherwise be destroyed, they are illegal in most capitalistic countries where competition is valued. Both cartels and monopolies were explicitly outlawed by the United States in 1890 when the U.S. Congress passed the Sherman Antitrust Act and again in 1914 when Congress passed the Federal Trade Commission Act, both of which “prohibit firms from explicitly agreeing to take actions that reduce competition”, (Perloff, 2007, p. 153). This federal legislation was passed notably due to mounting public furor concerning monopolies, most notably one conspicuously notorious monopoly that existed at the end of the 19th century, the Standard Oil Company, which was founded by John D. Rockefeller in 1870. Standard Oil was an extremely efficient company but had a history of alleged corrupt business practices throughout this 40 year period for using intimidation to control the majority of U.S. petroleum production and distribution. Generally Rockefeller either forced competitors out of business or acquired them through predatory pricing and by controlling the distribution network and formed a holding company called the Standard Oil Trust. The early legislation did little to deter Standard Oil Trust’s competitive practices and the company was eventually indicted by the U.S. Supreme Court and was dissolved into 23 different companies in 1911, (Witzel, 2008). By the time of the indictment Standard Oil’s control within the industry had already been steadily decreasing. Although at one point they controlled 88% of the petroleum products market, at the time of the Supreme Court decision they controlled only 64% of the market, (Armentano, p.70), leading one to speculate whether they truly were a monopoly.

Upon the dissolution of the Rockefeller oil companies, Shell, Gulf, and Texaco were already competitors in the industry. Many of the companies which became part of the U.S. petroleum industry oligopoly upon the dissolution of Standard Oil still exist today either as separate entities or as parts of other companies within the industry, including ExxonMobile, Marathon, and Chevron. It’s interesting to note that the although the petroleum production industry was essentially a free competitive market prior to the 1911 Supreme Court decision, following the decision we see increasing government regulation and intervention and we see the beginnings of cooperative, or cartel, behavior within the industry. Beginning with World War One and lasting through the 1960s, U.S. government intervention controlled not only domestic petroleum pricing and production through agencies that were specifically formed for this purpose, but also foreign pricing and production, (Armentano, p. 70).

The governments enforced cartel behavior during this period, through price fixing and limiting production in the guise of reducing waste, endowed the oligopoly with the market power of a monopoly. Cartels, whether they are legal or illegal, allow oligopolies to act as monopolies and destroy social welfare, the cumulation of consumer surplus and producer surplus. Illegal cartels and monopolies destroy social welfare by setting prices above marginal cost leading consumers to purchase less and therefore creating an overall, or deadweight, market loss. However, government intervention through a legal cartel differs from a traditional cartel oligopoly or a monopoly where sellers seek only to maximize profit. In the case of a government intervention, or interventionism, then either buyers or sellers are likely to gain, but at the expense of one another through the creation of an inefficient market. This differs from a traditional competitive oligopoly where buyers and sellers in an efficient market enter into exchange relationships where both gain advantage, and social welfare is gained at the intersection of pricing and output.

Firms in competition must adjust their output and pricing so that their potential economic gains are maximized. In a competitive market, firms in an oligopoly pay close attention to the behavior of one another in order to ensure continued or improved market share. In doing so, these firms are likely to make errors in judgment which generate losses for the firms, which are usually quickly corrected and can often lead to greater efficiency. The behaviors of oligopolistic firms that are involved in this competitive process are analyzed through game theory, a set of tools that economists use to “analyze conflicts and cooperation” (Perloff, p. 147). Firms strategize output and pricing through matrices in an attempt to predict what their options are and what the options of their competitors are, and then choose what appears to be the dominant strategy according to the matrix. In cartels, these same oligopolistic firms covertly share information on pricing and output so that they can act as monopolies, they then fix prices and minimize output so that they can maximize profits for all the members of the cartel. These same game theory matrices are used to predict behavior of firms within the cartel. Issues arise with trust in cartels according to game theory. Ultimately the firms that engaged in cartel behavior are competitors and are more interested in maximizing their own profits rather than the profits of the industry as a whole. Non-cooperative firms that increase output against a cartel agreement can realize even larger gains than they could even as members of the cartel, if they can keep this information secret from the other members of the cartel. The longer a cartel member can keep increased output and sales secret from the other members the larger the gains they are able to realize.

All cartels work to detect members that violate the cartel agreement, or cheat, through various methods up to and including the inspection of another members books, and if caught they also work to punish the offending member. Saudi Arabia, the leading producer of the Organization of Petroleum Exporting Countries, OPEC, acts in the capacity as punisher for this cartel. OPEC is a cartel that includes petroleum producing counties in the Middle East, Africa, and South America and acts to control price and production in the participating nations. In order to control the incentive to cheat and also to counter the problem of defection, which is greater for small producers in the cartel, OPEC enforces a small producer bias within their quotas, (Griffin & Xiong, p. 290). Additionally, OPEC relies upon Saudi Arabia to act in enforcement of the cartel agreement by engaging in modified tit-for-tat strategy where they routinely overlook small amounts of cheating, but punish those nations that drastically deviate from their quotas by allowing them to overproduce as well, (Griffin & Xiong, p. 306). This strategy generally works to curtail large scale cheating as those countries are that engaging in cheating behavior are punished through lower prices for their production, while the Saudis experience a gain in both production and pricing. One of the problems with oil production with the OPEC nations appears to be that they have figured out what level of cheating is allowable and to adjust their quotas accordingly. Invariably this has led to an overall overproduction by the Saudis and a substantial increase in pricing as OPEC nations account for approximately 40% of the world’s crude oil production according to the U.S. Energy Information Administration. A historical analysis of weekly prices dollars per barrel for world production reveals that annually prices have been rising steadily since 2005.

http://tonto.eia.doe.gov/dnav/pet/hist/LeafHandler.ashx?n=PET&s=wtotworld&f=w

A detailed analysis of the data used to construct the above table indicates that the average for 2005 was $49.87, the average grew to $60.32 in 2006, $69.19 in 2007, spiked to $95.62 in 2008, and although the average came back down to $60.07 in 2009, it has since climbed back up to $75.59 for the first quarter of 2010.
The U.S. government recently announced that it will continue exploration for off-shore reserves in the Atlanta, the Gulf of Mexico, and the Arctic Ocean, (Keefe, 2010), as a result it is expected that OPECS overall contribution will remain at approximately 40% into the future. This is a dynamically efficient market move by the American government; by continuing to tap into previously unexplored reserves they will remain efficiently competitive in the industry. Through past discovery of oil reserves, the U.S. petroleum industry has consistently shown that they have been able to remain competitive despite the continued market manipulation from OPEC. It is expected that OPEC will continue to allow biased increased market share quotas in favor of small producers to prevent defection of these producers from the cartel over the next year. Additionally, OPEC will continue to exert forces on the market through overproduction as a result of Saudi Arabia’s successful tit-for-tat enforcement of the cartel agreement, and will therefore continue to drive up the price for barrels of crude oil, however, they may seek to punish those higher producers even further to try to contain prices to dissuade American exploration. This effort may mitigate rising crude oil prices somewhat by forcing Saudi Arabia to return in part to their role as a swing producer, allocated to making up the residual differences in total production, and then taking the tit-for-tat action only against the greatest increased production offenders within the cartel. Although this method has proved successful for OPEC in controlling cheating by cartel members, all in all it demonstrates an allocative inefficiency due to the fact that oil reserves are a limited natural resource.


References:

Armentano, D.T. (1981, Spring). The petroleum industry: a historical study in power. Cato Journal, 1 (1). 53-85. Retrieved from DOAJ Directory of Open Access Journals http://www.cato.org/pubs/journal/cj1n1/cj1n1-4.pdf

Griffin, J.T. & Xiong, W. (1997, October). The incentive to cheat: an empirical analysis of OPEC. The Journal of Law and Economics, 40(2). 289-316. Retrieved from Lexis/Nexis Academic

Keefe, B. (2010, March 31). Obama opens waters off Georgia, other states to oil exploration. The Atlanta Journal-Constitution. Retrieved from http://www.ajc.com/news/obama-opens-waters-off-423409.html

Perloff, J. M. (2007). Microeconomics (4th ed.). New York: Pearson Addison Wesley.

Witzel, M. (2008). The breaking of Standard Oil. European Business Forum, 2008(32). 50-53. Retrieved from EBSCOhost Business Source Premier.

U.S. Energy Information Administration, (2010, March 31). World Crude Oil Prices. Washington, DC: Author. Retrieved from http://tonto.eia.doe.gov/dnav/pet/PET_PRI_WCO_K_W.htm

U.S. Energy Information Administration, (2009, May 27). International Energy Outlook 2009 (Report #:DOE/EIA-0484). Washington, DC: Author. Retrieved from http://www.eia.doe.gov/oiaf/ieo/highlights.html

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David Hector Thibodeau

1045 Wylie Street SE • Atlanta, GA 30316

• davidhectorthibodeau@gmail.com



Professional Experience:



Georgia College & State University - Milledgeville, GA 31061 2008 - Present

www.gcsu.edu



­Serials/Acquisitions Coordinator

­• Establish policies and procedures for the efficient operation of the Serials and Acquisitions Department, oversees database maintenance and quality, and processing of materials.

­• Supervise full-time faculty, staff, and student positions.

­• Manage electronic serials collection using electronic management software systems.

­• Update bibliographic holdings for serials collection using standard library utilities.

­• Direct all major projects and daily activities involving the management of the serials collection.

­• Oversee participation in National Library of Medicine’s DOCLINE ILL program.

­• Meet with department faculty to review their acquisitions needs and serve as a library liaison with academic departments.

­• Provides assistance and advice to the Dean/University Librarian in the overall administration of the library, including strategic planning and the establishment of overall goals and objectives.

­• Assist library administration in monitoring the budget and expenditures, recommends equipment, supplies, personnel, and other needs. Perform fiscal period close in Voyager integrated library system.

­• Serve as primary liaison to vendors and as the technical contact for electronic databases, including setting up trials, negotiating licensing agreements, managing SLAs, and authoring RFQs and other correspondence.

­• Participate in collection development to support the curriculum by recommending acquisitions and participating in the evaluation of current collections.

­• Develop and prepare statistical and narrative reports.

­• Provide reference services as assigned.



KPMG LLP - Atlanta, GA 10/2003 - 10/2007

http://www.kpmg.com/



­Southeast Area Library Associate

­• Relocated from Miami to Atlanta by KPMG due to assuming additional offices in 2006.

­• Reference, research, and collection management for fifteen Southeast area libraries.

­• Developed on-line training sessions for proprietary accounting research platform.

­• Set up, developed, and administered SharePoint internal collaboration web site.

­• Liaison to National Operations teams on SharePoint development.

­• Redeveloped external acquisitions web site to be high functioning and suitable for firm-wide use.

­• Collaborated with marketing department to improve collateral for delivery to clients and targets.

­• Account contact and administrator for firm-wide on-line subscription.

­• Coordinated development of the Latin American Tax Handbook between the European Tax Centre, the Latin American Tax Center, and the International Bureau of Fiscal Documentation.

­• Led a team to develop an electronic tool to survey library users.

­• Appointed Work Environment Initiative Local Action Committee Representative in South Florida.

­• Promoted from Area Library Coordinator to Area Library Associate and relocated from Boston to Miami in 2003; originally responsible for library collections, acquisitions, vendor relations, and accounts in 13 Northeast area offices.



KPMG LLP - Boston, MA 03/200- - 10/2003

http://www.kpmg.com/



­Northeast Area Library Coordinator

­• Implemented integrated library system software in area libraries.

­• Assisted in creating a collection development database on MS Access to track expenditures.

­• Substantially decreased print purchases through resource sharing and eliminating duplicative materials.

­• Developed electronic process for Partners to select and order professional literature annually that resulted in $60K savings in the Northeast in the first year, (project adopted firm wide).

­• Piloted on-line access to tax literature platform in Northeast Area that resulted in over $25K cost savings in Northeast area and a wider distribution of resources, (project adopted firm wide).

­• Coordinated and developed training programs for Lexis/Nexis, Westlaw, and other information platforms for professionals and support staff, (project adopted firm wide).



Education:



American Intercontinental University

­• 2010 – Present, MBA – Project Management Concentration



­Simmons College--Boston, MA

­• Summer 2000; audited - Knowledge Management

­• Summer 1999; audited- Management of Information Technology

­• 1996-1998 MLIS, Graduate School of Library and Information Science



­Boston College--Newton, MA

­• 1984-1988 BA, College of Arts and Sciences: Double Major: English and Psychology





­Hebrew University--Jerusalem, Israel

­• Summer 1988 & summer 1990, Assistant Archaeological Field Supervisor and associated graduate level classes.



Leadership:



Georgia Leadership Institute – State Personnel Administration

­• 2009 – The Seven Habits of Highly Effective People



­Florida Library Leadership Program -- Tallahassee, FL

­• 2005-2006 - Year-long comprehensive series of learning sessions that focuses on developing an understanding of leadership, within a conceptual framework and practical applications.



Certifications:



Emory University - Center for Lifelong Learning – Atlanta, GA

­• 2008 - Emory University: Management Certification.

­• Courses included: Essentials of Personnel Management, Win-Win Negotiations, Essentials of Supervision, Essentials of Motivation, and Essentials of Coaching for Managers.



­New Horizons--Boston, MA

­• 2002 - Certified Internet Webmaster – Foundation Fundamentals

­• Courses included: Networking, Internet, and Web-Page Authoring Fundamentals.



Professional Memberships:

SLA Georgia Chapter Board Member 2009 - Present

­Tennis Club II Condominium Association President, Fort Lauderdale, FL 2005-2006

­Member: ALA, NASIG, CIP



Skills / Strengths:

• Lexis/Nexis, Westlaw, Factiva, ProQuest, EBSCOhost, & other information databases.

­• Conversational French, some Spanish

­• MS office: Excel, Access, PowerPoint, Word, Outlook, SharePoint, Visio, and Project.