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September 29, 2008

Perfect Storm: Lower Volume, Competiton From Abroad - and Now Air Quality

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Containers - lots of them - come into the US through the Ports of Long Beach and Los Angeles. From a national point of view, the ports dominate west coast container shipments arriving from Asia.

Three key points:

  1. Shippers will go where the costs are cheapest and the down time to unload cargo in port is shortest (Levinson).
  2. Baja California is considering building a multi-billion dollar port south of Ensenada in Baja, California (Dickerson).
  3. Local authorities, the Air Quality Mangement District if I am not mistaken, are beginning to ban older, more-polluting trucks from servicing the harbors (to pick up incoming containers) because they are polluting the air (Roth).

Trumping the billion dollar investments in the LA ports by the Mexican government and its contractors to build an entirely new port without green restrictions is an iffy proposition in a down economy.

Less pollution and less traffic flowing through the LA region is perhaps the only positive outcome of a Baja port. In the short run, a successful bid to build a port in Baja is a disaster for the middle-class truck drivers servicing the LA ports.

What should the ports do?

One solution is to slowly wind down. That'll will take some time as the investments and infrastructure are huge and not easily - or sensibly, I know - abandoned.

The other solution is to turn the problem - regulation leading to higher costs - into a marketing opportunity.

  1. Make sure that every shipment through the ports is branded with the green port label.
  2. Make sure the shippers know about the green port label.
  3. Make sure ultimate consumers know about the green label, so much so that they demand green labeling on everything they buy.

The Ports have a choice:

  • Wind down now or sometime in the future or
  • View things as a very large marketing opportunity and act accordingly - now.

Given the large investments already sunk in the ports, I suggest the later.

One last thing about green labels: they only last so long before everyone else - the other harbors - have a green label of some sort of their own. While the label may work for a while the harbor's task is never done. After the green marketing effort, they need to address other things, like pay to employees (why do they always come first), technology to speed handling of containers, train and truck technologies, and other things to speed containers off the ships and on their way to consumers.

References

Dickerson, Marla. Mexico plans huge Baja port for U.S. trade. LA Times. 28 August 2008. http://www.latimes.com/business/la-fi-mexico28-2008aug28,0,844963.story

Levinson, Marc. The Box. How the Shipping Container Made the World Smaller and World Economy Bigger. Princeton University Press. 2006.

Roth, Alex. Two California Ports Will Ban Older Trucks. Wall Street Journal 29 September. A32.

September 23, 2008

Making a Baja Port Pencil Out

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Mexico wants to build a port in Baja to compete with the ports in Long Beach and Los Angeles. Dickerson nicely lays out all the positives and negatives here.

So why would anyone build a port south of the border for the American market? We don't have the financial numbers. I'll bet that they pencil out OK for the right investor, especially given the forty-five year term of the lease on the harbor. Deep pockets are involved. Maybe we accept that. Now comes the hard part.

Why would the shippers want to use the port? Since the inception of the containerized shipping industry in the fifties and its growth in the sixties and seventies, things have changed. What was once a growth industry has matured into a commodity business. Changes are occurring, of course, but they are coming slowly. Prices for shipping a container will likely remain fixed unless there is a change in technology that allows for more profitability for the lucky early adopters of the new technology.

A rough timeline of the changes in the industry shows changes in the container itself, the crane used to pick it up and either place in on or off the ship, the technology imbedded in the ship, the size of the ship, the speed of the ship and the ship's likely fuel economy. Quite a list.

The containers have gotten larger year by year. The early ones were six and a half feet tall. I notice that they're now nine and a half feet tall. Looks like the length has stayed constant at forty feet. The container itself is not likely to change too much, especially in a way that effects a Mexican port. Perhaps, the containers could get even larger than they are today - say fifty-five feet long versus today's forty feet - but that would require huge investments in cranes at every port the ships call at. The trucks would need a change. Finally, who is going to fill up a fifty-five foot long container?

Cranes are crucial. They're the key element that trap a ship in port, a losing proposition for the ship owner who isn't making any money unless the ship is under way to the next port. That means two things: there have to be enough cranes. The cranes that are available must be fast a both unloading a ship, and loading it. Mexico could compete here if they buy the newest, best cranes and keep them up-graded.

Ship technology continues to evolve. Early ships were converted WW II tankers. No longer. The ships are behemoths. The interactions between the cranes and the ships are computerized to ensure that the correct containers are swapped at the right time and that the ship is trimmed properly (flipping in port used to be a problem, way back when) at all times. There may be a place for more growth in the size of a ship, but it is my bet that the best place for improvement is in fuel economy and speed. That means hull design - and maybe even surface designs - that reduce drag from water and air might increase profitability.

All this ship design doesn't effect Mexican ports any more than American ports, unless there is some way to equate ship design with port utility. American ports are becoming more and more environmentally conscious, so Mexico may be able to take advantage of that, at least for the short term. Alternatively, the ship owners, or the shippers themselves (the ones that own the product in the containers), may be able to make a case to their customers that an environmentally friendly port helps them. Mexico has the opportunity to build green technologies into their port that exceed American technologies - and that reduce costs or time in port for shippers.

The California ports need help getting the containers to the trains. Congestion seems to be great between the ports and the train hubs in the Inland Empire of Riverside and San Bernardino Counties. If Mexican operator can negotiate with the rail roads to place an adequate train hub at the port, that could create an advantage, enough to reduce crucial shipping costs. Time is money, after-all. In this time of security checks at borders, it seems that a technology solution for speeding the containers over the border could make the Mexican proposal sensible.

Since some of the rail lines in Mexico will probably be new, there may be speed technologies that could be built into them as well as into the trains themselves. Fuel economy is still important as is speed to market. Some changes might be possible especially if the infrastructure is newly constructed with new, "buried" technologies.

Mexico may be able to add fuel to the ships to the equation. If they were able to fuel ships cheaply while they are in port, there may be pennies to be saved, enough to tip the balance toward the Mexican location. Same for the trains.

The Long Beach/Los Angeles ports are up and running. Yes, they are making continual improvements. If the Mexican port was able to make all the suggested changes add up to reduced shipping costs - and reduced time in port - they might have a case for creation and expansion of their proposed port.

If we think of all this from the US side of the border, the same suggestions apply. If the trains can't cross the border, the Mexican port can't pencil out. Alternatively, the US ports can make environmental and efficiency changes that increase the odds that their ports are cheap enough and speedy enough to hold their current clientele and attract others.

A lot of pencils are going to need pushing on this deal before it is done.  The shippers may perceive savings in dropping containers in a Mexican port. The investments to make that happen will be large - and risky - for all sides.

Reference

Dickerson, Marla. Mexico plans huge Baja port for U.S. trade. LA Times. 28 August 2008. http://www.latimes.com/business/la-fi-mexico28-2008aug28,0,844963.story

Levinson, Marc. The Box. How the Shipping Container Made the World Smaller and World Economy Bigger. Princeton University Press. 2006.

Speedo's Disruptive Olympics

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We all know Speedo for their sleek racing swimwear designs from way back when. We also know that Speedo made Michael Phelps' swim suit at the recent Olympics where he won all his medals. What we probably didn't realize was that Nike also made swimwear for the Olympics, but it just wasn't as good as Speedo's. In fact, some of the swimmers sponsored by Nike were allowed to use Speedo equipment (Associated Press).

Speedo's been around a long time. They've probably made changes to their products in a sustainable fashion, meaning that they make incremental changes to increase utility and speed, but didn't shake things up too much. Until now. Their new swim wear really shook up these Olympics with demonstrably successful changes that won medals. Sustainable changes mean slow, incremental changes.

Disruptive changes shake things up. It looks like Speedo had a disruptive change going on as their latest upgrades helped swimmers in their suits win more medals.

The most interesting part of the story is yet to come: apparently, Nike is abandoning the swimwear market and leaving it to Speedo (Associated Press). It looks like Nike wasn't able to effectively out-perform Speedo in the engineering department where it counted. Nike left a market to a smaller, seemingly more innovative company. It'll be interesting to see if and when they return.

Reference

Associated Press. Nike to exit elite swimwear market. New York Times. 22 September 2008. http://www.nytimes.com/aponline/business/AP-Nike-Swimwear.html

Disruptive Behavior in the Banking Mess

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Everything was fine, until everything on Wall Street was not fine. Now two old players in the investment banking business are more bank, less investment. Goldman Sachs and Morgan Stanley, after resisting change and insisting all was well, have changed their stripes and are now regulated bank holding companies (White). Less risk. Lower rewards. That's Wall Street today.

In parallel, as the investment banks become less investment and more bank, the remaining investment bankers are looking to build market share. Jefferies & Company and Evercore Partners are thinking of becoming more dominant in the new Wall Street (Story).

The rules have changed. The deck has been re-shuffled, disrupted. Disruptive strategies have pretty set processes, although they aren't sometimes obvious.

  • Simple as compared to complex strategies make more sense. Warren Buffet said back in 2003 some of the derivatives he was looking at "weapons of financial mass destruction (Serwer, 24)." I think that pretty well describes some of the products that failed in the last couple of months.
  • Cheap launches are more likely to succeed.
  • Speed to market is a good indicator of future success for technology companies. It might be a predictor for service companies as well.
  • Disruptive companies might actually not be as good as their competition. They'll have fewer bells and whistles on their products, but they'll be simple and easy to understand.
  • Innovation in tech products does show, usually in unique design features that make the experience easier or more fun. Making a service product more fun makes it easier to use if done correctly.

The bigger investment banks are becoming more commercial and will probably leave opportunities for smaller investment banks to grow. Some people say the big companies will retain their business; others say the little guys have a change (Story). It seems to me that, if handled correctly, the smaller banks have a chance if they follow the disruptive strategy game-plan.

References

Serwer, Andy and Allan Sloan. The Price of Greed. Time. 29 September 2008. 32.

Story, Louise. As the Giants of Wall Street Topple, Smaller, Nimbler Rivals Move In. New York Times. 23 September 2008. http://www.nytimes.com/2008/09/23/business/23streets.html?_r=1&ref=business&oref=slogin

White, Ben and Louise Story. Last Two Big Investment Banks Reinvent Their Businesses. New York Times. 23 September 2008. http://www.nytimes.com/2008/09/23/business/23streets.html?_r=1&ref=business&oref=slogin

Disruptive Technology: Smaller Companies Have the Edge

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Bare bones. Light weight-three buttons only. Affordable-$120 versus $340 industry average. Shy - there's a word to describe a new product. Sales in the first year of one million units versus six million for the whole camcorder industry (Jana). What's the product? Pure Digital's Flip camcorder.

Disruptive technology? Yes. Why? There's a question.

  • Sony owns the business. They invented light weight as in the first Walkman. They just forgot that people weren't interested in a new feature. They were interested in a simple camcorder that would take simple movies that could be simply shown on the Internet.
  • The Flip isn't as good. The paint is cheaper. The lens probably isn't as good. Nobody cares. They probably don't notice, as most of the video shot with the Flip is ending up on low-res outputs like a laptop.
  • Sony takes it's time, relatively. Innovation is progressing more rapidly at Pure Digital. They were able to ship a million units in the first year with no trouble - and not troubles, as well. Pure Digital started in the throw-away-camera business. Simple things that got thrown away quickly. Their customers said they wanted a throw-away camcorder. It ended up being not quite throw-away, but close. New products are coming out quickly.
  • The Flip is so simple, you can't up-grade it. No additional memory sticks to worry about.
  • It's low tech as the Flip works on regular batteries. No bricks or cords.
  • No cords to down-load the movie. The USB "flips" out at the press of a button, thus the name. Nothing to lose. Nothing to go find when you're ready to see your production.
  • The Flip software actually isn't cutting edge at all. It's not perfect. It's just good enough to do the job. Most people are satisfied with what they get for the price they paid.

Evidence of disruptive technology:

  • Simple
  • Cheap
  • Faster to market with new up-grades
  • Maybe not quite as good as what out there, but useful.
  • One or two unique features that pique folks interest, probably based on very good design elements.

Oprah raved about it on her show. Rosie O'Donnel likes it as well (Jana). Think simple for your next new product.

References

Christensen, Clayton M. The Innovator's Dilemma. When New Technologies Cause Great Firms to Fail. Harvard Business School Press. 1997.

Christensen, Clayton M. and Michael E. Raynor. The Innovator's Solution. Creating and Sustaining Successful Growth. Harvard Business School Press. 2004.

Jana, Reena. incase: How the Flip - a bare-bones digital camcorder-grew from a simple idea to a contender among giants like Sony. BusinessWeek. 28 April 2008. 76. http://www.businessweek.com/magazine/content/08_17/b4081076893508.htm

If They Build the Port, Will Anybody Come?

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Think tiny. That's the size of Punta Colonet, a hamlet 150 miles south of Ensenada on the Baja Pacific coast.

Think huge. That's the size of the container port - and the investment at $4-billion - the Mexican government plans to install in Punta Colonet.

Big names are involved too. It is said that Carlos Slim Helu, the world's second richest man, is interested in bidding on the project. He's teamed with the Mexican railroad and mining company Grupo Mexico and Ports America Group, a port management company from New Jersey.

"The goal of the project is to make Mexico more competitive," says Miguel Favela, head of Mexican operation for Ports America (Dickerson)." They envision a city of 200,000 surrounding a port with a capacity of 2 million shipping containers a year, compared to LA/Long Beach's 15.7 million last year (Dickerson).

The big risk? The port has to hook up to American rail systems somewhere. The railroads are mum about whether they'll get involved.

Reference

Dickerson, Marla. Mexico plans huge Baja port for U.S. trade. LA Times. 28 August 2008. http://www.latimes.com/business/la-fi-mexico28-2008aug28,0,844963.story

Competition versus Collaboration in the Cancer Wars

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Old way: compete with other cancer researchers for scarce funds. Focus on cancers with big populations of effected folks. Don't share results because someone may use those results to get funds for research you want for yourself and your team. The result? Solving the cancer  problem takes longer than it should. Some people with "unpopular" cancers die before their time.

New way: Communities in the health care battles create a business plan that focuses on measurable results from efforts supported across the scientific disciplines. Scientists collaborate on results instead of compete for funding. Collaboration takes a different form: the funding sources essentially hire scientists with the different skill sets and set them to work with scientists from other laboratories, all of them focusing on a broader problem (or specific problem if it makes sense) than would normally be addressed. Divisions within the community lessen. Collaboration ensures that crucial data is shared earlier. More people live longer.

The final product isn't a scientific paper. It is a result. A treatment is produced rather than a paper.

Funding sources are taking note by using a Silicon Valley approach. They're "paying for profits" (Saporito, 5) instead of waiting around. The focus on delivering a working pharmaceutical has reduced development time from a decade to four years in certain instances. Specific, targeted cancers with limited populations especially benefit from the targeted approach.

Ultimately, it is uncertain whether the new approach to cancer treatment is the right way to go. The focus on communication, sharing of information, and collaboration in an engineering and biological environment hopefully will yield results faster than today's norm.

Reference

Saporito, Bill. He Won His Battle With Cancer. Time. 4 September 2008. http://www.time.com/time/magazine/article/0,9171,1838776,00.html