Meet the head of
the leading firm
in our business

Imagine the opportunity!
 Imagine that the leading energy company in the world has picked you to run 
the
company that it expects to be the leading retail energy company in North 
America.

 So you get a sharp competitive edge in the back room, you recruit IBM as a 
co-owner
assuring you the lowest cost per customer by a factor of two or three.
To get your foot in 27 million doors you recruit AOL as a co-venturer with a
commitment from AOL to promote NewPower,s wares.
You do an IPO and take in about $700 million for working capital.  The IPO is
over and the quiet period it required.
But the most important silver spoon -- so that you get your energy at the best
price and to protect you against price spikes -- you get up front 30 
Enron-trained
risk managers and traders.  Can you imagine having to recruit them?

To make sure this team is run by the optimum chief they picked Eugene 
Lockhart,
most recently president of Consumer Services at AT&T and before that president
of BankAmerica,s Global Retail Bank with its consumer, commercial and small 
business
banking services delivered through 3,000+ branches.
 Now, Lockhart's talking about his plans.
      Restructuring Today had lunch with Lockhart Thursday and reported in 
detail:

 *  How NewPower intends to actually start up the retail industry?  What is 
the
heart of NewPower,s business plan?
 *  How they'll make money in markets where margins may seem too thin.
 *  How he,s going to have 600,000+ customers next month and easily a million
by the end of 2001.
 *  What percentage of their sales come from the NewPower website.  What 
figure
is he using for cost of customer acquisition?
 *  Lockhart plans to have by the end of the first quarter or at the latest 
the
second quarter 750,000 customers making them by far the largest unregulated 
retail
marketer in the US.
 *  How does he think utilities will compete with the NewPower paradigm?
 *  What marketshare do they expect to get at first and then by 2005?
 *  What does he see as his biggest challenge?
 *  Why is this a good time for NewPower to invade California markets?
 *  Why will NewPower succeed where Enron failed?
 *  What,s the role of backward dating in forward market margins?
 *  Where NewPower gives a 20-25% discount on the commodity portion of a bill,
what kind of margin can it make now?
 *  How do higher prices help NewPower?  "We,re actually in a very good 
position
given (that) the gas cost increases perversely will work in our favor ... "
 *  "We have a 10-year, exclusive agreement with IBM whereby we can issue a 
bill,
collect the money and care for a customer at lower cost than anyone else in 
the
industry by several orders of magnitude."

We,d love to send you the two-story, detailed report on how the leading 
company
in our industry is going to get there and stay there.

Reply to daily@restructuringtoday.com and I'll rush you the two articles or 
call
1-800-486-8201.

Subscribe today!  Restructuring Today is the nations leading daily focused on
the convergence of electricity, natural gas, telecom and dot-com -- 
chronicling
the creation of America's largest industry.  If you fax the completed attached
order form to 1-202-298-8201, I'll make sure you don't miss a single vital 
issue.

Cordially,

Season Hawksley
US Publishing
1-800-486-8201
daily@restructuringtoday.com
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