Monday, September 22, 2008

Want a Good Response Rate? Better Get Personal

Today, most direct marketing takes the form of push marketing. It pushes email or print collateral out to the mailboxes of prospects who have not requested it. Rather than giving prospects a chance to reach out for a product or service that meets their needs, it is based on guesses about what customers want. It's no wonder over 95 percent of junk mail and email ends up in the wastebasket. Wouldn't it make more sense to invest in marketing campaigns that focus on actual expectations and requirements?

Push marketing has response rates of one or two percent at best because most people view unsolicited mail and email as intrusive. Just about everyone ignores junk mail and spam, even when it comes from their own financial institution. In short, over 95 percent of the effort, money, time and labor that go into such materials are wasted. Worse, it actually drives prospects away. Think of it as collateral damage.

What exactly is the problem with push marketing? It is based on the assumption that all customers have the same attributes and therefore will have the same banking needs. In today's market, nothing could be further from the truth.

So how can marketing be targeted better to address the consumer as an individual rather than part of an amorphous entity? A step in the right direction is to add the recipient's name to a direct mail piece. That alone can increase response rates by over 40 percent. But an even more effective way to target marketing communications is to base them on transactional data and personal customer information stored in the bank's database. This increases response rates by over 500 percent, even in a traditional direct mail campaign.

Consider the following personalized marketing communications tools as a way to increase response rates, boost sales and encourage customers to act.

Monthly or quarterly account statements may be regulatory requirements, but they can also double as a strategic communications vehicle to engage and connect with customers. Marketing that takes the form of in-context messaging in conjunction with traditional statements has several benefits. It saves money because the mailing serves a dual purpose. Also, customers usually open and read their statements. Moreover, marketing messages included with statements are based on factual information on the recipient's requirements and preferences as evident from the statement. Marketing monologues become conversations.

Similarly, billing and other notifications specific to customers can double as marketing vehicles. New loyalty programs and even partners' cross-selling offers are less likely to be discarded when they are personalized rather than sent out en masse to everyone. More progressive banks are even considering dynamic pricing, which can now be enabled by "the last mile" in personalized customer communication as a new source of revenue.

A few progressive organizations have already created personalized web portals for customers. These portals capture and store the customer's profile and are linked to a document publishing solution, allowing customers to request information on new products and services at the click of a button. Whether content includes travel offers, high net worth programs or financial planning tools, financial institutions can send the requested information as customized pieces based on the parameters established through the portal.

Some financial institutions have linked customer analytics and event management systems to create a personalized customer communication tool. Targeted communications are triggered by events such as account activity alerts, the customer's purchase of a home or life stage events.

A prerequisite for the success of such programs is an integrated customer communications technology platform that can do it all, from database management to the design of engaging paper documents and e-mail, to web publishing, to the creation of dynamic, personalized content for marketing messages.

One of the world's largest diversified financial services firms, with operations in more than 100 countries worldwide, avoids "collateral damage" by using technology for customer communications management. The company is using e-mail to distribute correspondence that cannot be realistically sent in paper format, such as alerts or reminders about e-statement availability. In addition, it uses e-mail to drive customers to the company's website for additional service needs to decrease the need for calls to the customer service center. It generates real-time email (delivered within 30 seconds) and just-in-time email (delivered within 15 minutes) for correspondence such as confirmation email or follow-up servicing correspondence related to customer service calls. Extensive use of email has helped increase the number of customer touch points and reduced customer service costs while monthly volumes went up from 40,000 print-only letters to more than 11 million letters for distribution via print and email. The company saved more than $20 million, reducing cost per correspondence by more than 95 percent.

Personalized marketing communications not only increase response rates, they build better customer relationships. It typically costs about $300 for a bank to acquire a new customer and attrition rates range from 10 to 40 percent. Since it takes about three years to recover the cost of acquiring a new customer, keeping customers through cross-selling and up-selling of more profitable and "sticky" products is critical. Personalized customer communications open the door for further communication and establish strong relationships with customers, making these approaches far more effective than anonymous push marketing. For example, 35-40 percent of all customer attrition is related to life stage events. By sending event-triggered communications, financial services organizations can leverage these changes in customers' lives.

In addition to a flexible technology infrastructure that drives personalized customer communications, there are other prerequisites for effective customer onboarding. The most successful loyalty building marketing programs are:

Relevant. They are founded upon a clear understanding of the targeted customer segment's demographics, attributes and past relationship with the bank, if any. Never assume all customers are the same. Pinpoint a relevant message that really meets their requirements.

Consistent. It's not just about acquiring customers, but also managing them through relationship building throughout the customer lifecycle. Keep messages consistent and consider the customer's satisfaction throughout the relationship, particularly with regard to life stages that might cause a switch in institutions.

Cost-effective. The challenge for marketing departments is to keep campaigns cost-effective and show ROI. Customer communications management platforms, tools and infrastructure are a worthwhile investment because they drive more effective, personalized messages to individual customers.

Push marketing drives customers away. Personalized, customized marketing pulls them in with products and services that meet their needs. Individually targeted messages sent with statements, notifications and other regular communications are less likely to join junk mail in the virtual or real wastebasket.

 

The Convergence of OEM and ECM - Largest Independent ECM Vendor Open Text to Buy Captaris for $131M

Open Text has acquired Captaris a leading provider of software products that automate document-centric processes for $131M. Under the terms of the agreement, Captaris shareholders will receive cash consideration of approximately US $131 million in total, or $4.80 per share in exchange for their Captaris stock. The deal, which is expected to close by the end of the year, is another example of the on-going consolidation in the office and enterprise solutions markets.

 Captaris is a provider of computer products that automate document-centric business processes. With a comprehensive suite of software, hardware and services, they help organizations gain control over many processes that include the need to integrate documents more securely and efficiently. They develop products and services for document capture, intelligent document recognition and classification, routing, workflow, document management and document delivery. Captaris has a large installed base of customers that includes many Fortune 100 companies, the majority of the Global 2000 companies, and thousands of mid-sized enterprises.  The customers use Captaris products to reduce costs, comply with regulations, increase the performance and productivity of critical business processes, and leverage their IT system investments.

 Captaris products and services include the following categories:

  • Intelligent document capture, recognition, classification, and routing solutions that create “smart documents” and automatically deliver them to meet the collaboration and compliance needs of today’s business environment.
  •  Business process management software that automates both functional and vertical business processes, helps organizations maintain accountability, supports compliance initiatives and increases productivity; and
  • Document management software products that target business needs for reducing paper by storing and accessing digital content throughout the information lifecycle and supporting compliance and collaboration within organizations.

 This acquisition fills out the ‘Capture’ gap within Open Text’s ECM portfolio of offerings while also adding $95M to its top line putting them on track to become a billion dollar firm as the only independent ECM vendor.  Today about 80% of the enterprise information consists of unstructured data stored in hard copy documents and other digital formats.  Captaris’ technology will strengthen Open Text’s ECM solutions by providing another on-ramp for integrating content into our ECM solutions.  Captaris’ software products let customers convert paper documents to digital content, and manage associated processes.  The acquisition will also expand Open Text’s partnership offerings by creating tighter integration with Open Text's invoice management solutions that work with SAP and Oracle.  Considering Open Text’s tighter integration with SAP and its fruitful channel partnership particularly in Europe, this move further cements the company’s strategic relationship with SAP.  Captaris also offers business information and delivery solutions built on the Microsoft .NET framework which integrate process and automate the flow of content.  Following SharePoint’s introduction, Microsoft started commoditizing the lower end of the EMC spectrum with basic content services capabilities now embedded in the MS Office bundle for the enterprise clients that need only entry-level functions, such as version control, check in/out, access control and audit trail.  Open Text’s acquisition will further help enterprise clients improve their ROI on SharePoint while also providing tighter integration into Open Text platform Livelink ECM 10.  

From a solutions perspective, Open Text will be able to further monetize its compliance and litigation solutions leveraging Captaris’ OEM relationships providing on-ramps (e.g. smart MFPs capturing and distributing files at a corporate legal department in preparation for discovery) to capture and digitize hard copy enterprise documents.  Traditionally, compliance and risk oriented initiatives within organizations have been haphazard and fragmented. The unifying element that compounds the challenges organizations face with compliance, risk, and governance activities is the ever-exploding volume of enterprise content. Gartner expects the worldwide ECM software market will reach $4.2 billion in 2010. In 2007, worldwide ECM revenue is projected to total $2.9 billion, a 12.8 percent increase from 2006. More than half of the growth is driven by compliance and litigation related corporate investments.

 This acquisition will likely displace some of Captaris’ competitors forcing them to be acquired by larger competitors; In the fax server and document delivery segment, some of their competitors are Esker, Biscom, Kofax/TOPCALL, Fenestrae, and GFI Software.  Captaris already had the leading market share worldwide and this would further consolidate the market.  In the capture segment where they acquired Oce’s Document technologies business, they face several more formidable competitors; In the optical character recognition (OCR) market, they go up against Nuance’s Scansoft division, ABBYY and Iris. In the intelligent document recognition (IDR) market, they compete against EMC/Captiva, Dicom/Kofax, and ReadSoft among others; these vendors provide packaged solutions. In comparison, Open Text’s acquisition will help them better compete in this segment thanks to Open Text’s size, reach and customer installed base particularly in the Global 1000 segment.   Captaris’ document management solutions compete primarily in the mid-market and MFP dealer channels based on functionality and price.  Their main competitors are Hyland Software (based on the OnBase product), EMC Corporation / Documentum (based on the ApplicationXtender product), Westbrook Technologies (based on the Fortis product) and Compulink Business Systems (based on the Laserfiche product). We would expect to see further consolidation among these vendors as the ECM segment is getting consolidated itself.

Another implication is that we will see the convergence of OEM market with Enterprise Content Management.  Creating and maintaining OEM and strategic relationships for vendors such as Captaris is important to their success because these relationships enable them to market and distribute our products to a larger customer base than we could otherwise reach through our direct marketing efforts. Captaris’ relationship with vendors like Xerox, HP and other has helped them transform their multi-function products into intelligent office utility as an on-ramp to client’s document-intensive business processes.

 Open Text, thanks to its healthy balance sheet and cash generation capacity should continue to make strategic acquisitions to fill in gaps within its Livelink platform and to increase its installed base of customers and channel relationships. This move will further boost Open Text’s strategic value to the major consolidators in the ECM.  SAP and Oracle would be the two top candidates to acquire Open Text within the next 12-18 months.

Friday, August 29, 2008

What is Next for the US Office Products Industry ? Winners & Losers

Ricoh's acquisition of IKON, if closes, will undoubtedly solidify its position as a global market leader. In the short-run, Canon is the biggest looser but in the long run HP will be. However, the biggest winner will be Xerox; It will help defend its turf against the print-centric assault by HP while aggressively targeting IKON-Canon customers during merger integration via its subsidiary of Global Imaging Systems. Having picked a much less problematic dealer group (Global vs IKON) to acquire, Xerox will have a window of opportunity to better compete against Ricoh particularly in the US middle market. Other winners include smaller players like Oce or Lexmark which will become natural candidates for acquisition with "scarcity premium" after a wave of consolidation.

Analysis:

The ongoing consolidation of US office products distribution channels appears to be finally over, or at least until a rival attempts to outbid Ricoh's apparently low-premium bid. Following Konica/Minolta's acquisition of Danka US, Xerox's acquisition of Global Imaging and Oce's buyout of Imagistics, Ricoh bought IKON, the only independent mega dealer in the US. Ricoh has emerged as one of the four industry heavy weights - in terms of brand equity, financial size, sales coverage/channel footprint and product depth & breath. The others include Xerox, Canon and HP. A long time consolidator of the industry, Ricoh's latest move constituted a MAJOR blow to Canon who lost %35 of its US business. When Xerox acquired Global Imaging Systems last year, Canon immediately dropped them. One would expect a similar move now considering long-time rivalry among Japan Inc. It becomes also very difficult to understand why Canon decided to watch Ricoh buying their channel in the US. According to industry insiders, a rep on average sells about 2-3 machines per month and this has been relatively stable over the years. Accordingly, losing feet-on-the-street of this magnitude could mean up to 300 basis point change in Canon's bottom-line. HP has lost its only viable office multi-function distribution & break/fix service arm and a sizeable revenue (about %25 of IKON’s sales) which could also hurt their long-standing sourcing relationship with Canon. In the short-run, Canon is the biggest looser but in the long run HP will be. However, this is all great news for Xerox! This will mark the end of long-term assault into its turf by HP. Xerox's field reps (at Global Imaging) have a valuable window of opportunity to aggressively target IKON-Canon customers. Having picked a much less problematic dealer chain (Global vs IKON) to acquire, Xerox can better compete against Ricoh which will have its hands full with IKON's internal restructuring efforts in addition to daunting post-merger integration tasks. Other winners include smaller players like Oce or Lexmark which will become natural candidates for acquisition. However, I am hearing that rival bidders could emerge as Ricoh seems to have paid less premium compared to similar transactions in the industry. Also, IKON inherited some scarcity value after a wave of consolidation. Apparently, one of their major shareholders was not involved in the process leading up to the sale of IKON. As a result, Canon could challenge the decision teaming up with unhappy shareholders in a defensive move and offer a much higher multiple. The board would have no choice but to respond.

Sunday, August 24, 2008

Smart Global Documents vs. Smart Indian Offshore Firms

Back in 2001 when I first started talking to analysts and colleagues about why offshoring would not solve corporate America's inefficiencies related to the biggest divide between the structured and unstructured data worlds, they thought I was talking about travelling to Mars; Global 1000 invested hundreds of billion dollars over the last two decades trying to fix the Y2K problem and to accelerate knowledge worker productivity and efficiency. However, the fundamental problem was right in front of their eyes; They've ignored 80% of the problem, which I call unstructured data - anything on paper, employees ideas, powerpoint slides, outlook email, utube videos etc. These two worlds - structured and unstructured - could not talk to each other. Think about your expense reports and how you snail mail them to the accounting department and how they manually try to match them against the POs in their legacy system. Think about the time consumming mortgage application and how many papers you need to sign....worst than having a root canal at your dentist? I then co-created the Smart Documents Vision and Strategy along with Robert Colangelo, that called out why there was going to be an inevitable end to the opportunistic rise of these Indian outfits as the WSJ article below suggests. I would love to hear your comments about the article.
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For India's Tech Titans, Growth Is Waning - WSJ
August 20, 2008;

NEW DELHI -- India's information-technology industry, the engine of the nation's economic resurgence, is losing steam. A decade ago, a host of Indian companies -- led by Infosys Technologies Ltd., Wipro Ltd. and Tata Consultancy Services Ltd. -- shot to global prominence by helping fix the "millennium bug" that threatened to crash many of the world's computers at the end of 1999. Often growing at 40% a year or more since, they quickly helped build a global tech-outsourcing industry that has changed how the world does business and how it views India.
Now that growth is slowing sharply. The credit crunch and spending slowdown in the U.S. are hurting the companies' biggest market, while a cheaper dollar shrinks their profits. Longer-term problems are surfacing. Competition is rising from other low-cost nations, ranging from Eastern Europe to the Philippines and Vietnam. And India's own success has raised labor expenses, cutting into the companies' low-cost advantage just as their revenue growth is slowing.
Infosys expanded its corps of software engineers by one-third between 2006 and 2007, adding 15,000 people. Its average salaries are rising 12% a year, and increasingly high turnover is forcing the company to spend more on training. Growth in profits fell to 18% in the most recent fiscal year, which ended March 31, compared with 56% the previous fiscal year. Tata Consultancy Services posted just a 4.9% increase in net profit in its latest quarter, compared with 37% in the same period a year earlier. Wipro's earnings growth slowed similarly, to 11.6% in the fiscal year ended March 30, down from 42.3% in the previous year.

The Indian tech industry's trade group, Nasscom, projects revenue to grow at 20% to 25% in coming years -- still heady by the standards of most industries, but barely half the recent rate. "The first round of growth is always easier," Nasscom President Som Mittal said last month. "The next 10 years is going to be different."

To compensate, India's outsourcing giants are trying to pivot into more ambitious -- and in some cases unfamiliar -- enterprises. In a project called "ShoppingTrip360," a team of Infosys engineers is pitching retailers on a wireless-equipped shopping cart that charts the most efficient path through a store based on a consumer's shopping list. Wipro won a contract to help design a water-flow system for the toilets in Airbus's new A380 superjumbo jet. Tata Consultancy Services has set up an "Innovation Lab" in Chennai where, for instance, engineers are trying to develop software that airlines could use to improve their customer service; the idea came from TCS executives' own airline peeves.

The efforts haven't yet been much help to the bottom line. Basic outsourcing remains the overwhelming share of their business -- 84% in the past fiscal year, according to Nasscom. But the revenues of Wipro's product-development unit rose by almost 50% in the past two years combined, to $686 million last year. The Indian tech firms are hoping they can leverage their ties to companies around the world to sell them on new ventures.
"We're in a challenging environment for growth," said S. Ramadorai, chief executive at TCS, India's largest technology company by sales, in an interview in Mumbai. The next opportunities won't be based merely on low-cost labor, he said, but on "innovation and strategy."
The industry's predicament is a rare setback for India's greatest business success story. In some recent years, technology companies have combined to hire more than 300,000 workers to keep up with soaring demand, as large Western companies sought to cut costs by sending back-office work overseas.

The change comes as India's broader economy already is slowing. Economists estimate that growth in gross domestic product will ease to between 7% and 7.5% this fiscal year, after five years of averaging almost 9% annually. The Indian economy depends heavily on service industries for expansion, and technology -- though a small piece of the overall pie -- has been India's fastest-growing sector for several years. It accounted for 4.5% of India's GDP in the year ended March 31, up from 2.5% in 2004. In contrast, agriculture, India's staple, has declined to 17% of GDP from 20% during that period.

The tech boom has especially transformed the southern cities of Bangalore and Hyderabad. American and European architects designed steel-and-glass high rises surrounded by manicured, palm-lined campuses, as a rural, developing region evolved into a driver of the globalization of the technology industry.

Global Phenomenon
Of course, tech outsourcing as a global phenomenon remains relatively new, and India's giants are still well-placed to gain a big share of new work. About 11% of the $1.7 trillion spent on technology world-wide last year was sent to tech outsourcers, according to the industry. The same companies also do outsourcing of back-office operations such as payroll processing, as well as call centers, though recent growth there also is reduced. "There is so much of outsourcing yet to be done," said K.R. Lakshminarayana, chief strategy officer at the Wipro Technologies division. "There is enough head space for all of us."

But snags started appearing two years ago. India's rupee, the currency in which the industry's costs are measured, began appreciating against the dollar. Most of the companies' sales were in dollars, so their revenues were worth relatively less when translated back to rupees. Between June 2006 and earlier this year, the rupee rose 16.4% against the dollar to 39.3 rupees from 47, though it has since given back about half of that gain.

Investment from private-equity firms and venture capitalists in India's smaller technology companies also started drying up, as investors became jittery over a stronger rupee and the U.S. slowdown. In the first half of 2008, such investments fell by 63% from the same period a year earlier, to $151 million, according to Chennai-based research firm Venture Intelligence.
The industry's frantic hiring drained the pool of skilled workers, drove up wages and increased turnover as employees job-hopped for more pay. The attrition rate for employees at Infosys was 13.7%, up from 11.2% in 2006.

To replenish the pool of recruits, India's tech giants are spending more on training and on educational initiatives at Indian universities, efforts that add to their expenses. Infosys sends trainers to nearly 500 colleges to teach engineering-school instructors how to foster discussion and collaboration in classes and rely less on rote memorization. TCS this year is training 1,500 college graduates who studied science to learn computer programming and communication skills, at a center it built for that purpose in Chennai.

The industry's biggest blow came last summer, when the meltdown in the U.S. subprime-mortgage industry and ensuing credit crisis froze new business from global banks and other financial institutions, which bring in close to half of the industry's revenues.
Earlier this year, TCS said two Wall Street banking clients had put a freeze on their tech spending until they could cope with the fallout. The Indian company now says that it expects sales in the banking sector to improve in the coming quarters. But other banks are asking for price reductions.

India's wage inflation, currency appreciation and high labor turnover have also started pushing tech work to smaller competitors in Eastern Europe and the Philippines that don't have the same problems. For example, Siemens AG has moved its in-house customer-service centers away from India. Over the past two years, Siemens has hired 1,500 workers to staff a customer center in Manila, where the company says the spoken English is closer to the American dialect of its U.S. customers. In the Philippines, Siemens says it has a 2.5% monthly turnover rate, compared with the 20% turnover it had in its India call center.

"India is still one place where a cost benefit is possible, but not always as much as it was before," says William McNamara, head of IT strategy for the company's North American office.
All that has added pressure on India's technology companies to find other sources of sales. In a departure from the tech companies' usual reliance on tech services provided at the behest of a customer, they are increasingly developing products on their own, then trying to pitch them to customers.

Engineers at Wipro in Bangalore are building a set-top box for digital-television subscribers that they hope to sell to cable companies. They started working on it two years ago after the U.S. Congress passed legislation mandating a move to digital cable by 2009. Now, the company is shopping its set-top box technology to American cable companies, targeting its cheaper, off-the-shelf box to smaller cable providers that may not want to pay for a fully customized product.
Infosys engineers have designed a cosmetics mirror that turns into an information screen when a radio-tagged lipstick is brought close it, to recommend coordinating colors and products to customers. They got the idea while doing work on inventory-maintenance applications for retailers in Singapore and elsewhere in Southeast Asia, where they learned that Asian shoppers don't trust salespeople to give them advice as much as computers, which are seen as more objective. The company has two pilot projects running in the Asia-Pacific region and is in talks with an American retailer to put some of the gadgets in U.S. stores.

They also are working on "smart shelves" that automatically track which piles of shirts customers have picked up the most often. That way, retailers know when their shirts attract a lot of attention but, for some reason, don't get bought. The company showcases the technologies to interested retailers at a mock apparel store on the company's campus in Bangalore, complete with a working checkout counter and muted classical music playing in the background.

The 'Innovation Lab'
At TCS's "Innovation Lab," the company's top programmers and engineers use experience gathered from working in certain industries to come up with products and services they hope to sell to clients. They've used information collected from TCS's airline clients to analyze passenger complaints and design marketing campaigns aimed at defusing them. One gadget: a radio-tagged pass that passengers only need to swipe at a terminal to check in, instead of manually typing in last names or confirmation codes. They've also developed software for handheld computers that lets the flight staff know frequent flyers' preferences -- if one needs a blindfold to sleep, for example.

Another group at TCS has hired life scientists and pharmacologists to do data analysis on clinical drug trials for pharmaceutical companies pursuing drug approvals from the Food and Drug Administration. They have secured contracts with GlaxoSmithKline PLC and Eli Lilly & Co., and the group is preparing to write applications to the FDA on the companies' behalf.
The tech companies also have been expanding into consulting, where they say revenue per employee is higher than in outsourcing. But they've struggled to break into the market, which is dominated by well-known names such as International Business Machines Corp. and Accenture Ltd., finding many of their own clients prefer to take advice from those companies rather than the Indian ones better known for their outsourcing. In the year ended March 30, TCS's consulting business contributed 3.4% to the company's total revenue -- the same as in the previous fiscal year.

India itself is emerging as a promising market after years when the companies generally sniffed at doing local work in favor of more lucrative and prestigious overseas assignments. One of the biggest recent orders in the industry was a $400 million government contract to build the technology to support India's new electronic passports, which have electronic chips to store information and make them harder to forge. After a 12-month bidding process, TCS won. The company declined to comment on the project, which is yet to be announced officially.

URL for this article:
http://online.wsj.com/article/SB121919218719255181.html

Monday, June 30, 2008

The Case For and Against Nuclear Power

By MICHAEL TOTTY
WSJ June 30, 2008

Is nuclear power the answer for a warming planet? Or is it too expensive and dangerous to satisfy future energy needs?

Interest in nuclear power is heating up, as the hunt intensifies for "green" alternatives to fossil fuels like coal and natural gas. Even some environmentalists have come on board, citing the severity of the global-warming threat to explain their embrace of the once-maligned power source.

NUCLEAR POWER'S PROS & CONS

NUCLEAR'S THE ANSWER
The argument for nuclear power can be stated pretty simply: We have no choice.

If the world intends to address the threat of global warming and still satisfy its growing appetite for electricity, it needs an ambitious expansion of nuclear power.

Scientists agree that greenhouse gases, mainly carbon dioxide, are building up in the atmosphere and contributing to a gradual increase in global average temperatures. At the same time, making electricity accounts for about a third of U.S. greenhouse emissions, mostly from burning fossil fuels to produce power.

Nuclear power plants, on the other hand, emit virtually no carbon dioxide -- and no sulfur or mercury either. Even when taking into account "full life-cycle emissions" -- including mining of uranium, shipping fuel, constructing plants and managing waste -- nuclear's carbon-dioxide discharges are comparable to the full life-cycle emissions of wind and hydropower and less than solar power.

Nuclear power, of course, isn't the only answer. We need to get more energy from other nonpolluting sources such as solar and wind. Conservation is crucial. So is using technology to make more efficient use of fossil-fuel power.

But we have to be realistic about the limits of these alternatives. As it is, the 104 nuclear power plants in the U.S. generate about a fifth of the nation's energy. Wind accounts for about 1%, and solar even less than that. Any increase in the number of nuclear power plants can help -- even if they won't solve the whole problem.

More important from the standpoint of displacing fossil fuel, nuclear can meet power demand 24 hours a day. Solar and wind can't do that. Nuclear is the only current technology that fits the bill.

First, economics. Critics argue that the high cost of building and financing a new plant makes nuclear power uneconomical when compared with other sources of power.

But that's misleading on a number of levels. One reason it's so expensive at this point is that no new plant has been started in the U.S. since the last one to begin construction in 1977. Lenders -- uncertain how long any new plant would take because of political and regulatory delays -- are wary of financing the first new ones. So financing costs are unusually high. As we build more, the timing will be more predictable, and financing costs will no doubt come down as lenders become more comfortable.

Loan guarantees and other federal incentives are needed to get us over this hump. They are not permanent subsidies for uneconomical ventures. Instead, they're limited to the first half dozen of plants as a way to reassure investors that regulatory delays won't needlessly hold up construction. It's important to remember that although nuclear energy has been around a while, it's hardly a "mature" industry, as some critics say. Because of the lack of new plants in so many years, nuclear in many ways is more like an emerging technology, and so subsidies make sense to get it going.

It's also true that a shortage of parts and skills is raising the cost of new plants. But if we start building more plants, the number of companies supplying parts will increase to meet the demand, lowering the price.

Most important, nuclear power appears economically uncompetitive primarily because the price of "cheaper" fossil fuels, mainly coal, don't reflect the high cost that carbon emissions pose for the environment. Add those costs, and suddenly, nuclear power will look like a bargain.

That's likely to happen soon. Governments are expected to assign a cost to greenhouse gases, through either a direct tax (based on the carbon content of a fuel) or a so-called cap-and-trade system, which would set a limit on emissions while allowing companies whose discharges are lower than the cap to sell or trade credits to companies whose pollution exceeds the cap.

Suddenly, big carbon polluters like coal-produced electricity are going to look a lot more expensive compared with low-carbon sources -- in particular, nuclear, wind and hydropower.

It's estimated that a carbon "price" of between $25 and $50 a ton makes nuclear power economically competitive with coal. That should be enough to ease investor concerns about utilities that build new nuclear plants.

Even without a carbon tax, rising natural-gas prices are beginning to make nuclear power more competitive. That's true even in some deregulated markets, such as Texas.

NRG Energy Inc., based in Princeton, N.J., has filed an application to build a reactor adjacent to an existing plant in Texas. Though it's too early to know how much the plant will eventually cost -- or even if it ultimately will get built -- high natural-gas prices alone are enough to justify construction, according to NRG.

One other point on cost: Solar and wind advocates say these sources are cheaper than nuclear -- and getting cheaper. But again, even if true, the intermittent nature of these sources make them flawed replacements for carbon-emitting sources. Nuclear is the only clean-energy way to address that gap.

No 'China Syndrome'

Let's turn to the critics' other argument: safety. We're still living in a world whose viewpoints have been warped by the 1979 accident at the Three Mile Island plant in Pennsylvania and the 1986 explosion at the Chernobyl plant in the Ukraine, as well as by the anti-nuclear movie "The China Syndrome."

The truth is that there's little doubt that in the U.S., at least, plants are much safer now than they were in the past. Those accidents led regulators and the industry to bolster safety at U.S. nuclear plants. There are more safety features at the plants, plant personnel are better trained, and reactors have been redesigned so that accidents are far less likely to occur. For instance, every U.S. plant has an on-site control-room simulator where employees can hone their skills and handle simulated emergencies, and plant workers spend one week out of every six in the simulator or in the classroom.

The next generation of plants is designed to be even safer, using fewer pumps and piping and relying more on gravity to move water for cooling the hot nuclear core. This means fewer possible places where equipment failure could cause a serious accident.

And even if a serious accident does occur, U.S. plants are designed to make sure that no radiation is released into the environment. Reactors are contained inside a huge structure of reinforced concrete with walls that are as much as four feet thick; the Chernobyl reactor lacked such a structure.

What's more, you can't look at safety in a vacuum. Consider the hazards of the world's reliance on coal-fired plants: Coal mining world-wide results in several thousand deaths every year, most of them in China, and burning coal is a leading source of mercury in the atmosphere.

Furthermore, look at safety more broadly -- from an environmental perspective. The death and destruction stemming from global warming far exceed what is likely to happen if there is a nuclear accident. And yet, when we talk about safety, we seem to focus only on the risks of nuclear power.

Politics of Disposal

The long-term disposal of nuclear waste is also a problem -- but it's mainly a policy issue, not a technical one.

Most experts agree that the best way to dispose of waste is deep underground, where radioactive materials can be prevented from entering the environment and where it can be guarded against theft or terrorist attack. In the U.S., the Energy Department picked Yucca Mountain in southwestern Nevada for a repository, but political wrangling has so far blocked proceeding with the site, and final approval is considered a long shot. Even if approved, it won't be able to begin accepting waste for a decade or more.

In the meantime, interim storage in deep pools next to nuclear plants is considered sufficiently safe to meet the industry's needs until well into the future. The amount of waste produced is relatively small; all the waste produced so far in the U.S. would only cover a football field about five yards deep. Older, cooler fuel can also be stored for decades in dry casks.

Longer term, advanced fuel recycling and reprocessing can reduce the amount of waste that needs to be stored. While reprocessing wouldn't eliminate the need for a long-term repository, it can reduce the amount, heat and radioactivity of the remaining waste.

Stopping the Spread

Finally, critics say that an expansion of nuclear power will increase the danger that potentially hostile nations will use nuclear material from a power program to develop atomic weapons, or that rogue states or terrorists will steal nuclear material to make bombs.

While nonproliferation is an important consideration, the proliferation problem won't be solved by turning away from nuclear power.

To curtail these risks, governments need to strengthen current international anti-proliferation efforts to, among other things, give the International Atomic Energy Agency more information about a country's nuclear-related activities and IAEA inspectors greater access to suspect locations. Further, current fuel-reprocessing techniques are limited and new processing technologies are being developed to limit the amount and accessibility of weapons-grade materials (by, for instance, producing a form of plutonium that needs further reprocessing before it could be used in bombs).

One final point about security: One of the biggest dangers to our security is from oil nations providing support to anti-U.S. terrorist groups. The faster we can move away from carbon-based energy, the faster we take away that funding source. Nuclear energy offers the fastest and most direct path to that safer future.

NO TO NUCLEAR

Nuclear power isn't a solution to global warming. Rather, global warming is just a convenient rationale for an obsolete energy source that makes no sense when compared to the alternatives.

Sure, nuclear power generates lots of electricity while producing virtually no carbon dioxide. But it still faces the same problems that have stymied the development of new nuclear plants for the past 20 years -- exorbitant costs, the risks of an accident or terrorist attack, the threat of proliferation and the challenge of disposing of nuclear waste.

The cost issue alone will mean that few if any new nuclear power stations will get built in the next few years, at least in the U.S., and any that do will require expensive taxpayer subsidies. Instead of subsidizing the development of new plants that have all these other problems, the U.S. would be better off investing in other ways to meet growing energy demands and reduce carbon-dioxide emissions.

In fact, the sheer number of nuclear plants needed to make a major dent in greenhouse emissions means the industry hasn't a prayer of turning nuclear power into the solution to global warming. One study from last year determined that to make a significant contribution toward stabilizing atmospheric carbon dioxide, about 21 new 1,000-megawatt plants would have to be built each year for the next 50 years, including those needed to replace existing reactors, all of which are expected to be retired by 2050. That's considerably more than the most ambitious industry growth projections.

But let's start with the biggest problem with nuclear power: the cost.

While no one knows what a new reactor will cost until one gets built, estimates for new construction continue to rise. Building a new plant could cost as much as $6,000 a kilowatt of generating capacity, up from estimates of about $4,000 a kilowatt just a year ago. FPL Group, of Juno Beach, Fla., estimates that two new reactors planned for southeast Florida would cost between $6 billion and $9 billion each.

Part of the reason for the rising cost estimates is the small number of vendors able to supply critical reactor components, as well as a shortage of engineering and construction skills in the nuclear industry. Perhaps the biggest bottleneck is in the huge reactor vessels that contain a plant's radioactive core. Only one plant in the world is capable of forging the huge vessels in a single piece, and it can produce only a handful of the forgings a year. Though the plant intends to expand capacity in the next couple of years, and China has said it plans to begin making the forgings, this key component is expected to limit development for many years.

The only way to make nuclear power economically competitive would be the imposition of steep "prices" on carbon-emitting power sources. Nobody knows precisely how high those prices would have to go -- there are too many variables to consider. But estimates range as high as $60 a ton of carbon dioxide. This imposes an unacceptably high price on consumers.

More important, though, there are less-costly ways of weaning ourselves off these carbon-emitting energy sources. Even if a high price of carbon makes nuclear economic, the costs of renewable energy such as wind and solar power are cheaper, and getting cheaper all the time. By contrast, nuclear is more expensive, and getting more expensive all the time.

Solving a Problem

And yes, it's true that wind and solar suffer from the problem of not being available 24 hours a day. But new technology is already beginning to solve that problem. And we'd be better off -- from both an economic and safety standpoint -- if we used natural gas to fill in the gaps, rather than nuclear.

Subsidies to the industry distort the financial picture further. In the U.S., Washington assumes liability for any catastrophic damages above $10.5 billion for an accident, and has taken on responsibility for the disposal of nuclear waste. The 1995 federal Energy Policy Act also provides loan guarantees for as much as 80% of the cost of new reactors and additional financial guarantees of up to $2 billion for costs arising from regulatory delays.

The 1995 act saw subsidies as a way to prime the pump of a nuclear-energy revival in the U.S.; increased demand and a stable regulatory environment would ultimately reduce the cost of building new plants. However, the industry for 50 years has shown only a trend toward higher costs, and there's no evidence that subsidies will spur any reduction in those costs.

And besides, if nuclear power is such a great deal, it should be able to stand on its own, and not require such subsidies from the taxpayer. Government subsidies should sponsor research and development into new or emerging energy technologies where prices are already falling and the subsidies can jump-start demand to help further bring down costs. They're inappropriate for mature industries, like nuclear power, where market forces should be allowed to do their work.


The Safety Issue

Cost isn't the only reason an expansion of nuclear power is a bad idea.

The safety of nuclear plants has certainly improved, thanks to changes adopted in the wake of the Three Mile Island accident. But safety problems persist, because the U.S. Nuclear Regulatory Commission isn't adequately enforcing existing safety standards. What's more, countries where nuclear power is likely to expand don't have a strong system for regulating nuclear safety.

The important thing to remember about safety is this: The entire nuclear power industry is vulnerable to the safety standards of its worst performers, because an accident anywhere in the world would stoke another antinuclear backlash among the public and investors.

There's also the question of waste disposal. Proponents of nuclear power say disposal of the industry's waste products is a political problem. That's true. But it doesn't make the problem any less real. California, for instance, won't allow construction of more plants until the waste issue is resolved.

Opposition to a long-term waste repository at Yucca Mountain shows how difficult it will be to come up with a politically acceptable solution. Yucca Mountain has been plagued by questions about the selection process and its suitability as a repository, and even if it is ultimately approved, it won't be available for at least another decade -- and it will be filled to capacity almost immediately. If it isn't approved, any replacement site will face the same opposition from neighbors and local political leaders.

Proliferation Threat

By far the greatest risk is the possibility that an expansion of nuclear power will contribute to the proliferation of nuclear weapons. Plants that enrich uranium for power plants can also be used to enrich for bombs; this is the path Iran is suspected of taking in developing a weapons program. An ambitious expansion of nuclear power would require a lot more facilities for enriching uranium, broadening this risk. Facilities for reprocessing spent nuclear fuel for reuse pose the danger that the material can be diverted for weapons.

Expansion of nuclear power in the U.S. doesn't pose a great proliferation risk, but a nuclear renaissance will put a strain on the current anti-proliferation system. Most of the growth world-wide is expected to be in countries -- such as those in the Middle East and Africa -- where a nuclear-energy program could give cover to surreptitious weapons development and create the local expertise in handling and processing nuclear materials.

The dangers of nuclear proliferation would be heightened if a nuclear revival turned to reprocessing of spent fuel to reduce the amount of high-level waste that builds up and to maintain adequate fuel supplies. Reprocessing is a problem because it can produce separated plutonium -- which is easier to steal or divert for weapons production, as North Korea has done, than plutonium contained in highly radioactive fuel. And commercial reprocessing plants produce so much plutonium that keeping track of it all is difficult, making it easier to divert enough for weapons without the loss being detected.

If nuclear power really were able to make a big dent in greenhouse emissions, then it would be worth the time and resources necessary to address all these problems. Instead, though, the magnitude of these difficulties will keep any nuclear renaissance too small to make a difference, and will require expensive government support just to achieve modest gains. Those resources are better spent elsewhere.

Sunday, June 29, 2008

Learning from Tata's Nano

The innovations of the $2,500 car carry important lessons for Western executives
by John Hagel and John Seely Brown
http://www.businessweek.com/innovate/content/feb2008/id20080227_377233.htm

This is one of the most powerful innovations I have come across. After reading, think what this approach could accomplish from enhancing innovation; enabling mass customization; and reducing capital intensity. It just blew me away!!

Last month by Tata Motors of its newest car, the Nano, was revealing on many levels. The announcement generated extensive coverage and commentary, but just about everyone missed the Nano's real significance, which goes far beyond the car itself.

But, O.K., let's start with the car itself—particularly the price. At about $2,500 retail, the Nano is the most inexpensive car in the world. Its closest competitor, the Maruti 800, made in India by Maruti Udyog, sells for roughly twice as much. To put this in perspective, the price of the entire Nano car is roughly equivalent to the price of a DVD player option in a luxury Western car. The low price point has left other auto companies scrambling to catch up.

Thinking Outside the Patent Box

How could Tata Motors make a car so inexpensively? It started by looking at everything from scratch, applying what some analysts have described as "Gandhian engineering" principles—deep frugality with a willingness to challenge conventional wisdom. A lot of features that Western consumers take for granted—air conditioning, power brakes, radios, etc.—are missing from the entry-level model.

More fundamentally, the engineers worked to do more with less. The car is smaller in overall dimensions than the Maruti, but it offers about 20% more seating capacity as a result of design choices such as putting the wheels at the extreme edges of the car. The Nano is also much lighter than comparable models as a result of efforts to reduce the amount of steel in the car (including the use of an aluminum engine) and the use of lightweight steel where possible. The car currently meets all Indian emission, pollution, and safety standards, though it only attains a maximum speed of about 65 mph. The fuel efficiency is attractive—50 miles to the gallon.

Hearing all this, many Western executives doubt that this new car represents real innovation. Too often, when they think of innovation, they focus on product innovation using breakthrough technologies; often, specifically, on patents. Tata Motors has filed for 34 patents associated with the design of the Nano, which contrasts with the roughly 280 patents awarded to General Motors (GM) every year. Admittedly that figure tallies all of GM's research efforts, but if innovation is measured only in terms of patents, no wonder the Nano is not of much interest to Western executives. Measuring progress solely by patent creation misses a key dimension of innovation: Some of the most valuable innovations take existing, patented components and remix them in ways that more effectively serve the needs of large numbers of customers.

A Modular Design Revolution

But even this broader perspective fails to capture other significant dimensions of innovation. In fact, Tata Motors itself did not draw a lot of attention to what is perhaps the most innovative aspect of the Nano: its modular design. The Nano is constructed of components that can be built and shipped separately to be assembled in a variety of locations. In effect, the Nano is being sold in kits that are distributed, assembled, and serviced by local entrepreneurs. (what a breakthrough in thinking)

As Ratan Tata, chairman of the Tata group of companies, observed in an interview with The Times of London: "A bunch of entrepreneurs could establish an assembly operation and Tata Motors would train their people, would oversee their quality assurance and they would become satellite assembly operations for us. So we would create entrepreneurs across the country that would produce the car. We would produce the mass items and ship it to them as kits. That is my idea of dispersing wealth. The service person would be like an insurance agent who would be trained, have a cell phone and scooter and would be assigned to a set of customers."

In fact, Tata envisions going even further, providing the tools for local mechanics to assemble the car in existing auto shops or even in new garages created to cater to remote rural customers. With the exception of Manjeet Kripalani, BusinessWeek's India bureau chief, few have focused on this breakthrough element of the Nano innovation (BusinessWeek.com, 1/10/08).

This is part of a broader pattern of innovation emerging in India in a variety of markets, ranging from diesel engines and agricultural products to financial services. While most of the companies pursuing this type of innovation are Indian, the U.S. engineering firm, Cummins (CMI) demonstrates that Western companies can also harness this approach and apply it effectively. In 2000 Cummins designed innovative "gensets" (generation sets) to enter the lower end of the power generator market in India. These modular sets were explicitly designed to lower distribution costs and make it easy for distributors and customers to tailor the product for highly variable customer environments. Using this approach, Cummins captured a leading position in the Indian market and now actively exports these new products to Africa, Latin America, and the Middle East.

"Open Distribution" Innovation (I see this going far beyond the challenges discussed here of do working in emerging markets)

We have called this "open distribution" innovation because it mobilizes large numbers of third parties to reach remote rural consumers, tailor the products and services to more effectively serve their needs, and add value to the core product or service through ancillary services. Three innovations in products and processes come together to support "open distribution:"
• increased modularity (both in products and processes)
• aggressive leveraging of existing third-party, often noncommercial, institutions in rural areas to more effectively reach target customers
• creative use of information technology, carefully integrated with social institutions, to encourage use and deliver even greater value.

Modular designs combined with creative leverage of local third-party institutions help participants to get better faster. Companies such as Tata and Cummins are going far beyond "customer co-creation" in the narrow sense of soliciting isolated ideas from customers. Instead, they are building long-term personal relationships with customers, enriched by the specialized capabilities of broad networks of third parties that generate much deeper insight into customer needs and afford opportunities to tailor value.

Such innovations are quite different from those in the retail distribution systems pioneered by companies such as Dell (DELL) and the leading big-box retailers. These U.S. companies developed completely self-contained and highly standardized facilities and services for customers. But the open-architecture approach pioneered by Indian companies may offer much greater opportunity to deliver more tailored value to customers than the closed-architecture U.S. approach. The techniques initially developed to reach poor and rural customers may have even greater potential when used to reach highly demanding, affluent, urban customers in Western economies. (this is it as well!!!)

Welcoming Users Back into the Design Loop

The Tata Motors/Nano approach contrasts with the strategy of most other manufacturers. For more established automakers each new model represents an advance in tight integration, with more and more of the functionality deeply embedded in electronics that truly represent a "black box" to the customer. The days of customizing cars to personalize them and push their performance limits are rapidly receding into distant memory for the average customer. Yet, as Kathleen Franz, makes clear in her wonderful book, Tinkering: Consumers Reinvent the Early Automobile, it was the open design of early automobile models that blurred the lines between consumption and invention and led to a wave of innovations that were later embraced by the auto industry.

What are the broader lessons that Western executives should learn from this innovation story?
Emerging markets are a fertile ground for innovation. The challenge of reaching dispersed, low-income consumers in emerging markets often spurs significant innovation. Western executives should be careful about compartmentalizing the impact of these innovations on the edge of the global economy. As we suggested in Innovation Blowback, these innovations will become the basis for "attacker" strategies that can be used to challenge incumbents in more developed economies. What's initially on the edge soon comes to the core.

• Find ways to help customers and others on the edge to tinker with your products. Modular and open product designs help engage large numbers of motivated users in tailoring and pushing the performance boundaries of your products, leading to significant insight into unmet customer needs and creative approaches to addressing those needs.

• Pay attention to institutional innovation. Western executives often become too narrowly focused on product or process innovation. Far higher returns may come from investing in institutional innovation—redefining the roles and relationships that bring together independent entities to deliver more value to the market. Tata is innovating in all three dimensions simultaneously.
• Rethink distribution models. In our relentless quest for operating efficiency, we have gone for more standardization and fewer business partners in our efforts to reach customers. As customers gain more power, they will demand more tailoring and value-added service to meet their needs. Companies that innovate on this dimension are likely to be richly rewarded

Saturday, May 03, 2008

The Hydrogen Future

Hydrogen-filling stations are already open in several countries including the United States, Iceland, Japan and Germany.
It seems like every day there is a new announcement in the news about automobiles powered by fuel cells. The promises are tantalizing, since fuel cells have the potential to very quickly double the efficiency of cars while significantly reducing air pollution. At the same time, there have been news stories for decades about the problems associated with petroleum. Everything from oil spills to ozone alerts to global warming gets blamed on our dependence on fossil fuels.

These two forces are leading the world toward what is broadly known as the hydrogen economy. If the predictions are true, over the next several decades we will all begin to see an amazing shift away from the fossil fuel economy we have today toward a much cleaner hydrogen future.

Can society actually make this shift, or will the technological, economic and political barriers keep us bound to petroleum and other fossil fuels for the next century and beyond? In this article, you will learn about the benefits of a hydrogen economy, along with its potential problems. We will also examine some of the technology that would make the transition possible.

Problems with the fossil fuel economy

Currently, most of the world is locked into what could be called the fossil fuel economy. Our automobiles, trains and planes are fueled almost exclusively by petroleum products like gasoline and diesel. A huge percentage of our power plants use oil, natural gas and coal for their fuel.

If the flow of fossil fuels to the western worlds were ever cut off, the economy would come to a halt. There would be no way to transport the products that factories produce. There would be no way for people to drive to work. The whole economy, and in fact the whole of western society, currently depends on fossil fuels.

While fossil fuels have played an important role in getting society to the point it is at today, there are four big problems that fossil fuels create:

- Air pollution - When cars burn gasoline, they would ideally burn it perfectly and create nothing but carbon dioxide and water in their exhaust. Unfortunately, the internal combustion engine is not perfect. In the process of burning the gasoline, it also produces:
Carbon monoxide, a poisonous gas
Nitrogen oxides, the main source of urban smog
Unburned hydrocarbons, the main source of urban ozone
Catalytic converters eliminate much of this pollution, but they aren't perfect. Air pollution from cars and power plants is a real problem in big cities. It is bad enough now that, in the summer, many cities have dangerous levels of ozone in the air.

- Environmental pollution - The process of transporting and storing oil has a big impact on the environment whenever something goes wrong. An oil spill, pipeline explosion or well fire can create a huge mess. The Exxon Valdez spill is the best known example of the problem, but minor spills happen constantly.

- Global warming - When you burn a gallon of gas in your car, you emit about 2.3 kg of carbon into the atmosphere. If it were solid carbon, it would be extremely noticeable -- it would be like throwing a 2.3 kg bag of sugar out the window of your car for every gallon of gas burned. But because the 5 pounds of carbon comes out as an invisible gas, carbon dioxide, most of us are oblivious to it. The carbon dioxide coming out of every car's tailpipe is a greenhouse gas that is slowly raising the temperature of the planet. The ultimate effects are unknown, but it is a strong possibility that, eventually, there will be dramatic climate changes that affect everyone on the planet. For example, if the ice caps melt, sea level will rise significantly, flooding and destroying all coastal cities in existence today. That's a big side effect.

- Dependence - All western countries, cannot produce enough oil to meet demand, so they import it from oil-rich countries. That creates an economic dependence. When Middle East oil producers decide to raise the price of oil, the rest of the world has little choice but to pay the higher price.

Advantages of the hydrogen economy

In the previous section we saw the significant, worldwide problems created by fossil fuels. The hydrogen economy promises to eliminate all of the problems that the fossil fuel economy creates. Therefore, the advantages of the hydrogen economy include:

- The elimination of pollution caused by fossil fuels - When hydrogen is used in a fuel cell to create power, it is a completely clean technology. The only byproduct is water. There are also no environmental dangers like oil spills to worry about with hydrogen.

- The elimination of greenhouse gases - If the hydrogen comes from the electrolysis of water, then hydrogen adds no greenhouse gases to the environment. There is a perfect cycle -- electrolysis produces hydrogen from water, and the hydrogen recombines with oxygen to create water and power in a fuel cell.

- The elimination of economic dependence - The elimination of oil means no dependence on the Middle East and its oil reserves.

- Distributed production - Hydrogen can be produced anywhere that you have electricity and water. People can even produce it in their homes with relatively simple technology.

The problems with the fossil fuel economy are so great, and the environmental advantages of the hydrogen economy so significant, that the push toward the hydrogen economy is very strong.

Technological Hurdles

The big question with the hydrogen economy is, "Where does the hydrogen come from?" After that comes the question of transporting, distributing and storing hydrogen. Hydrogen tends to be bulky and tricky in its natural gaseous form.
Once both of these questions are answered in an economical way, the hydrogen economy will be in place.

We'll look at each of these questions separately in the following sections.

Where does the hydrogen come from?

One of the more interesting problems with the hydrogen economy is the hydrogen itself. Where will it come from? With the fossil fuel economy, you simply pump the fossil fuel out of the ground and refine it. Then you burn it as an energy source.
Most of us take oil, gasoline, coal and natural gas for granted, but they are actually quite miraculous. These fossil fuels represent stored solar energy from millions of years ago. Millions of years ago, plants grew using solar energy to power their growth. They died, and eventually turned into oil, coal and natural gas. When we pump oil from the ground, we tap into that huge solar energy storehouse "for free." Whenever we burn a gallon of gasoline, we release that stored solar energy.

In the hydrogen economy, there is no storehouse to tap into. We have to actually create the energy in real-time.

There are two possible sources for the hydrogen:

- Electrolysis of water - Using electricity, it is easy to split water molecules to create pure hydrogen and oxygen. One big advantage of this process is that you can do it anywhere. For example, you could have a box in your garage producing hydrogen from tap water, and you could fuel your car with that hydrogen.

- Reforming fossil fuels - Oil and natural gas contain hydrocarbons -- molecules consisting of hydrogen and carbon. Using a device called a fuel processor or a reformer, you can split the hydrogen off the carbon in a hydrocarbon relatively easily and then use the hydrogen. You discard the leftover carbon to the atmosphere as carbon dioxide.

The second option is, of course, slightly perverse. You are using fossil fuel as the source of hydrogen for the hydrogen economy. This approach reduces air pollution, but it doesn't solve either the greenhouse gas problem (because there is still carbon going into the atmosphere) or the dependence problem (you still need oil). However, it may be a good temporary step to take during the transition to the hydrogen economy. When you hear about "fuel-cell-powered vehicles" being developed by the car companies right now, almost all of them plan to get the hydrogen for the fuel cells from gasoline using a reformer. The reason is because gasoline is an easily available source of hydrogen. Until there are "hydrogen stations" on every corner like we have gas stations now, this is the easiest way to obtain hydrogen to power a vehicle's fuel cell.

The interesting thing about the first option is that it is the core of the real hydrogen economy. To have a pure hydrogen economy, the hydrogen must be derived from renewable sources rather than fossil fuels so that we stop releasing carbon into the atmosphere. Having enough electricity to separate hydrogen from water, and generating that electricity without using fossil fuels, will be the biggest change that we see in creating the hydrogen economy.

Where will the electricity for the electrolysis of water come from? Right now, most of the electricity produced in the world comes from coal or natural gas. All of that generating capacity will have to be replaced by renewable sources in the hydrogen economy. In addition, all of the fossil fuel energy now used for transportation (in cars, trucks, trains, boats, planes) will have to convert to hydrogen, and that hydrogen will be created with electricity, as well. In other words, the electrical generating capacity in the country will have to double in order to take on the demands of transportation, and then it will all have to convert from fossil fuels to renewable sources. At that point, and only at that point, will the flow of carbon into the atmosphere stop.

Right now there are several different ways to create electricity that do not use fossil fuels:

* Nuclear power
* Hydroelectric dams
* Solar cells
* Wind turbines
* Geothermal power
* Wave and tidal power
* Biomass (For example, a landfill might burn methane that the rotting trash produces.)

In the future, barring some technological breakthrough, it seems likely that one of two things will happen to create the hydrogen economy: Either nuclear-power or solar-power generating capacity will increase dramatically. Remember that, in a pure hydrogen economy, the electrical generating capacity will have to approximately double because all of the energy for transportation that currently comes from oil will have to be replaced with electrically generated hydrogen. So the number of power plants will double, and all of the fossil fuel plants will be replaced.

The electrical-generation problem is probably the biggest barrier to the hydrogen economy. Once the technology is refined and becomes inexpensive, fuel-cell vehicles powered by hydrogen could replace gasoline internal combustion engines over the course of a decade or two. But changing the power plants over to nuclear and solar may not be so easy. Nuclear power has political and environmental problems, and solar power currently has cost and location problems.

How do you store and transport the hydrogen?

At this moment, the problem with putting pure-hydrogen vehicles on the road is the storage/transportation problem. Hydrogen is a bulky gas, and it is not nearly as easy to work with as gasoline. Compressing the gas requires energy, and compressed hydrogen contains far less energy than the same volume of gasoline. However, solutions to the hydrogen storage problem are surfacing.

For example, hydrogen can be stored in a solid form in a chemical called sodium borohydride, and this technology has appeared in the news recently because Chrysler is testing it. This chemical is created from borax (a common ingredient in some detergents). As sodium borohydride releases its hydrogen, it turns back into borax so it can be recycled.

Once the storage problem is solved and standardized, then a network of hydrogen stations and the transportation infrastructure will have to develop around it. The main barrier to this might be the technological sorting-out process. Stations will not develop quickly until there is a storage technology that clearly dominates the marketplace. For instance, if all hydrogen-powered cars from all manufacturers used sodium borohydride, then a station network could develop quickly; that sort of standardization is unlikely to happen rapidly, if history is any guide.

There might also be a technological breakthrough that could rapidly change the playing field. For example, if someone could develop an inexpensive rechargeable battery with high capacity and a quick recharge time, electric cars would not need fuel cells and there would be no need for hydrogen on the road. Cars would recharge using electricity directly.

Prospects for the future

You will hear more and more about the hydrogen economy in the news in the coming months, because the drumbeat is growing louder. The environmental problems of the fossil fuel economy are combining with breakthroughs in fuel-cell technology, and the pairing will allow us to take the first steps.
The most obvious step we will see is the marketing of fuel-cell-powered vehicles. Although they will be powered initially by gasoline and reformers, fuel cells embody two major improvements over the internal combustion engine:

They are about twice as efficient.
They can significantly reduce air pollution in cities.
Gasoline-powered fuel-cell vehicles are an excellent transitional step because of those advantages.
Moving to a pure hydrogen economy will be harder. The power-generating plants will have to switch over to renewable sources of energy, and the marketplace will have to agree on ways to store and transport hydrogen. These hurdles will likely cause the transition to the hydrogen economy to be a rather long process.

Saturday, January 27, 2007

For Turkey, Growth May Turn on School Reform

Uneven OpportunitiesIn Education System Impede Big Work Force
By WILLIAM ECHIKSON WSJ January 24, 2007

ISTANBUL -- The 41 blue-uniformed 8-year-olds in third-grade math class at the Capa Ataturk Primary School are on the front line of one of Turkey's most important battles: improving its unequal, underperforming education system.
Turkey is last or next to last in almost all rankings of educational achievement by the Organization for Economic Cooperation and Development, whose members include most of the developed countries of Western Europe, Asia and the U.S. Its average math, reading and science level is 60 points under the OECD average and almost 120 points below the leader, Finland. Only 40% of Turkish youth have a high-school diploma, compared with the European Union average of 85%.

"We have the largest working population in Europe but also the worst educated," says Neyyir Berktay, coordinator of the Education Reform Initiative, a nongovernmental think tank. "Unless we radically improve the educational and skill set of the population, there's no way we would be competitive, or ready to join the EU."

While membership in the EU may be more than a decade away, experts say fast-growing, Westernizing Turkey must improve its schools if it wants to take the next step up the development ladder and remain attractive to foreign investors. Turkey's economy has grown an average of 7.7% for the past three years, and foreign investment jumped to an estimated $17.4 billion last year from $2.8 billion in 2004.

Experts say university-educated Turkish workers are as productive as their peers in Western Europe, but the mass of less educated workers, often employed in Turkey's "informal" economy, falls behind. As delegates at the World Economic Forum in Davos, Switzerland, get set to discuss how to improve educational standards for the world's economy, Turkey offers an example of the promise of such initiatives but also the difficulties they often face in the developing world.
"Education is a common problem in developing countries, but the opportunity in Turkey is tantalizing because of remarkable progress made by the modern, well-educated side of its economy," says Rauf Gönenç, author of the OECD Turkey report. "If there is a better performance in education, the country could harvest a much broader, remarkable rise in living standards."

Turkey has made some progress over the past decade. Instead of five years, the law now requires free eight-year compulsory basic education. One million more students are in school this year compared with 1997, an increase of 5%. A new curriculum replacing memorization with active learning was introduced last year.

Critically, educational investment by companies has been made tax-deductible, allowing the private sector to fund 14,000 additional classrooms in the past two years, adding almost 25% to the country's classroom capacity. New, high-level private universities, including Sabanci University and Bilkent University in Ankara, funded by corporate leaders have been established.

While these elite English-speaking universities are considered without parallel in the Islamic word, some worry they consume a disproportionate amount of spending and perpetuate an unequal educational system. Turkish public spending on education is below the OECD average, but private spending on tuition and private schools pushes total educational spending to 7% of gross domestic product, behind only Denmark and the U.S.

"While at the top our education system resembles Yale, the vast majority of our universities are like junior colleges in the backwoods," says Deniz Gokce, an economics teacher at Istanbul's Bosphorus University who previously taught at Emory University in Atlanta. "We need a much more equitable system."

A particular problem is female education. One out of five adult women in Turkey is illiterate and one in 10 girls doesn't attend compulsory primary school, according to a World Bank study. The poor performance of girls is a major reason why a small portion of Turkey's overall population enters the formal work force. While three-quarters of women with higher education hold jobs, only about a fifth of those with no or minimal education does, the OECD estimates.
In response, the government has launched a campaign, "Girls! Let's Go To School," focusing on the impoverished eastern part of Turkey, where the problem is worst. Dogan Group's newspaper Milliyet has built 20 dormitories in last 18 months, allowing 5,400 girls from the east to go to high school.

Another private-sector program is phone operator Turkcell AS's "Snowdrops." Since 2000, Turkcell has given high-school scholarships to 12,000 girls, "snowdrops," almost all from the impoverished East. Some now work in the company's call centers, while others are studying at university.

"Even if school is free, you have to pay for uniforms and school materials and transport," says Lale Saral Develioglu, the Turkcell marketing manager who runs the program. "In rural areas, that means that for families with eight, even 10 children, not all can go to high school. If fathers have to choose, they educate their boys and the girls stay home to help with the housework."
Some progress is visible at the Capa Ataturk Primary School in Istanbul. Half of the 10-year-olds are girls. The school boasts a brand-new theater with 250 seats and two just-finished computer rooms, each with 18 computers.

But many resources are stretched or lacking. Limiting enrollment to 41 per class requires logistical gymnastics for school principal Kenan Kirali. Half the students arrive in the morning, the other half in the afternoon.

"I've visited schools over Europe and even in the worst of these countries, Bulgaria, classrooms cannot have more than 30 students," Mr. Kirali laments. "Our government is spending much more on education -- look at all my new classrooms and all my students get free textbooks. But you just can't teach 40 children at the same time."

The OECD urges increasing spending on nursery schools. Only about 20% of Turkish children attend, compared with 70% in Scandinavia. Vocational schools must also be upgraded and spending increases targeted at the eastern part of the country, at the expense of the richer west, the OECD said.

While the country's moderate Islamic government accepts these recommendations, the debate on education often focuses on another issue -- the role of religion in school. Turkish law bans schoolgirls from wearing traditional Islamic headscarves and limits religious education. Prime Minister Recep Tayyip Erdogan came to power pledging to end the headscarf ban and promote religious schools called Imam Hatip schools, which have become popular among families seeking a more traditional religious education.

But Turkey's secular president and army have blocked his initiatives, and grades at Islamic schools receive less weight than from secular schools when applying to university. As a result, enrollment in the Iman Hatip schools has fallen to 100,000 from 185,000 a decade ago.

Wednesday, November 08, 2006

Why the European Union needs Turkey

By Guler Sabanci
Published: November 7 2006 02:00

Turkey has been an integral part the twists and turns of European history for 700 years. She has had her good days and bad days, she has played with strong hands and weak hands, but she has always been an influential player at the table of European politics. Our countries know each other rather well.
We should remember this long history of engagement when discussing Turkey's European Union membership negotiations, which formally began just last year. An EU report on the progress of the talks, due to be released tomorrow, is being seen by some as a "crisis point". Yet there will be no vote on accepting Turkey as a full member of the union for at least another decade.
The progress report is important but must be seen in this context. It is an interim document that underlines what still remains to be done as opposed to celebrating what has been achieved. By its very nature it cannot do justice to the profound importance of these talks when it comes to facing the global issues of tomorrow.
The main challenges facing humanity over the coming century cannot be tackled at the level of a single nation state. Climatic changes, potential pandemics, the gap between rich and poor, security and immigration all are problems that require a governance system that covers significantly more than current sovereign areas. The EU is a vaguely understood, but courageous, search for such a new governance structure. My country has to be a part of this. Turning inward and trying to close the world out is a backward step, both for the EU and Turkey.
The strategic importance of Turkey within Europe is undeniable. Her experience with multi-ethnic and multi-denominational governance structures, geographic position, historical ties with and knowledge of areas to its south and east, its young population, access to energy and control of water resources make Turkey a critical player in the emerging EU.
The main problem is political. Economic fears are often cited but those arguments are quite empty. For sure, the current rules of the EU would require a transfer of resources to Turkey for about 10 to 15 years. However, in plain business terms the discounted present value of Turkey's contributions to an ageing Europe beyond that period is greater than the outlay. In the long run, in economic terms Europe needs Turkey more than Turkey needs Europe.
We are moving towards a lofty goal but the road there is narrow and leaves little room for manoeuvre. After 700 years of dealing with each other, all parties can point to historical reasons for caution. As the process is not really one of "negotiating" but checking to see if Turkey fulfils certain conditions for entry, it is by its very nature unilateral. Any unilateral process is open to all sorts of misunderstandings that need a conscious effort to prevent or undo. There are some principles to follow that will make this process easier.
First, unilateral does not - should not - mean "arbitrary" or "variable". If it is seen that way the "candidate" may lose interest. Something of this nature has been happening to Turkish public opinion, in particular with respect to Cyprus. After the accession of a divided Cyprus to the EU - in spite of the Greek Cypriot rejection of the United Nations plan supported by the EU - the agreement whereby sanctions on North Cyprus were to be lifted as a first step seems to have been forgotten. Yet the demands on Turkey remain.
Second, there is a need to find a way of providing "wiggle room" for all parties to allow politicians to win the support of their public. It is in no one's interest to push any party into a corner from which they cannot emerge.
Third, the EU must avoid blatant asymmetry. Turkey can not be chastised for parts of its penal code that may inhibit freedom of expression while member states try to criminalise historical debate about what happened to Armenian and Turkish communities during the first world war in a manner that inhibits free speech and research to expose the truth.
Fourth, there is a need to keep "pressure" in the system to ensure that the requisite reforms are being implemented, in particular the legal protection of the individual. This should not be hard as there are many non-governmental organisations in Turkey pushing for such reforms irrespective of the EU talks.
Most important there is a need for sincerity, an honest effort on both sides to arrive at a successful result, Turkey's accession as a full member. It is unfortunate that pandering to domestic political concerns has led to suspicions that the ongoing process may be insincere, with member states going through the motions in full knowledge that they have a preference for an outcome other than full membership.
In spite of all the fears over a significant setback, I am optimistic that the talks will eventually reach a successful conclusion. A number of things can, and will, change in the next decade. Politicians will come and go and old fears will be faced by new concerns. Our old continent has made errors of judgment in its long history but seldom has it been unable to sense where its true interests lie over an extended period of time.
The writer is chairman and managing director of Sabanci Group, the Turkish conglomerate