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Global Crisis/Innovation Blog

Micro-Finance: the “Atomic Energy” Syndrome Returns

By Shlomo Maital

        A BBC report notes that India’s huge microfinance industry faces collapse, as the borrowers in an entire large state, Andrha Pradesh, struggle to repay their loans. In Bangla Desh, where micdrofinance was first invented by Mohammed Yunus,  the government has slapped a ceiling on interest rates for microloans: 27 %.   Ceilings (maximum rates) tend to become also minimum rates. And how many strong businesses, like Microsoft, could afford to pay 27 per cent on their debt?  

  What went wrong?

    It is the atomic energy syndrome.  Splitting the atom made possible an enormous source of energy for peacetime purposes.  Heat from nuclear fission (and one day, from nuclear fusion) makes steam, that turns turbines, that generates electricity.  But splitting the atom also makes it possible to create nuclear weapons,  thousands of them, that threaten humanity.  Like almost all technologies, splitting the atom is both a fantastic boon and an enormous evil.  It all depends on how we use it.

  Microfinance has been, expectedly, misused. By allowing the private sector to run amok in this area, with the aim of making profit, it has made microfinance into a micro-example of what the village lenders did earlier – charge usorious exorbitant interest rates that the poor cannot repay, then take away all their possessions when they fail to pay it – at times, leading to suicide. 

     Some industries are simply not suited to for-profit rapacious capitalism. Health care is one.  Microfinance is another.  Why do free-market advocates repeatedly grab control of industries that need to be provided as public goods, and turn them into private bads? 

     Dr. Kazi Akhmed, a Bangla Deshi expert, notes that microfinance loans have to be repaid starting one week from receipt of the loan, in weekly installments. How many businesses can make profit within one week, in order to repay the loan?  Even philanthropic microfinance companies charge 12-15 percent interest – the rate of interest that the government of Ireland is struggling to pay.  How many poor people taking microfinance loans have the business expertise to know how to run businesses, especially in hard times, during the global crisis?  Lending the poor money is not enough; they need to learn about basic rules of business as well. Why is this not provided together with the money? 

     Collapse of microfinance will mirror the collapse of investment banks – only it will be the poor who pay the price, not the rich.  It could, and should, be prevented.   

Global Crisis/Innovation Blog

Blame the Fed – Again!

 

 

 

Frank Partnoy

Blame the Fed for irresponsibly slashing interest rates during 2001-4,  causing the worst part of the U.S. housing bubble. [See my editorial in Barrons, Dec. 15, “Blame the Fed”, refuting Allan Greenspan’s self-serving and misleading article*].   

   Blame the fed, again,  for irresponsibly bailing out foreign banks in 2007, then choosing NOT to bail out Lehman Brothers, a disastrous error,  then claiming (Bernanke) it didn’t rescue Lehman brothers because to do so would have broken the law.  False. 

   Now we know the truth.  A law suit brought by Bloomberg, under Freedom of Information, demanding that the Fed open its books and reveal what it did, to whom it loaned and how much, and against which collateral,  together with the Dodd-Frank Act, in which a tiny clause required the Fed to come clean, has now brought revealing documents from the Fed. 

    Why did it take a law suit?  Why did the Fed, the ultimate regulator, the body that demands transparency from the banks it regulates, not come clean itself?  Why did it hide the truth? 

    And the truth is this, according to Frank Partnoy, professor at U. of San Diego and author of Infectious Greed: How Deceit and Risk Corrupted the Financial Markets, a remarkable indictment of Wall Street skullduggery.  (See the Financial Times, Dec. 3, 2010 **).   The American Fed was lending prolifically, in 2007, to the tune of a staggering $3.3 trillion (more than 20 % of US annual GDP).  Much of this lending went to foreign banks!  Says Partnoy, based on his analysis of the newly-released Fed data:  “the Fed’s new data show it was well aware of the crisis [in 2007] and had the ability to lend tens of billions of dollars, but it opted to lend primarily to non-US banks.  Those non-US banks, incidentally, lent some of the money back to troubled US banks. 

    Writing in the same remarkable issue of FT, Gillian Tett notes that the Fed, with its staggering $3.3 trillion in new lending, was replacing the collapsed securitization market, supplying liquidity where none was available, not only in the US but also in Europe.  This raises the question, for ECB head Jean Trichet, and for the EU in general:  Where were you? What were you thinking? Why were you asleep? 

     Scholars will doubtless research 2007-9 intensively.  As more and more data appear, we see a mixed picture of aggressive Fed action mixed with inexplicable and disastrous decisions.  We can, indeed, as a result, blame the Fed.  

———————————————–

* Alan Greenspan.  The Crisis.  Brookings Papers on Economic Activity:  Spring 2010, pp. 201-246.

** Frank Partnoy.  “Sunlight shows cracks in crisis rescue story”.  FT, Comment.

  Innovation Blog

Cookie-Cutter Innovation – AVOID IT!

By Shlomo Maital

 

   

Ford Focus

 The Dec. 1 Financial Times reports on “a drive to Lego-land” among car companies – standardizing car production worldwide, in the face of eroding prices and slumping margins and demand, in order to cut costs.  It notes that when Sergio Marchionne became FIAT CEO in 2004, he was startled to find that Fiat’s only two midsized cars, the Fiat Stilo and the Alfa Romeo 147, did not have even one single screw in common. 

   According to FT, the new Ford Focus, Ford’s flagship car, led by highly-esteemed CEO Alan Mulally, will go on sale next year in Europe and in North America, and will have 80 percent of its parts in common, whether built in Michigan, St. Petersburg or Chongqing (China).

    Great idea?

    It contains the seeds of the next car-industry crisis.

    When you standardize production, for cost-cutting, you also standardize beauty, aesthetics, style, jazz, appeal, excitement. GM did this.  They destroyed powerful brands, because Buicks, Oldsmobiles, Chevvies, Pontiacs, all began to look the same – DULL!   When the cookie-cutter accountants take over, the great designers who love beautiful exciting cars leave. 

     Innovators, if you have an exciting product, why not make it LOOK exciting?   Why not spend a bit more and make it look like it is,  new and pathbreaking!   One can say, well, the Ford Focus can look jazzy on the OUTSIDE but it can be standardized on the inside.  No way.  Cars have to be beautiful, jazzy, exciting, INSIDE, not just OUTSIDE, and they need to be unique, otherwise, might as well buy a Toyota as a Ford.    So beware, global-car cookie-cutter producers.  You may just cost-cut the heart out of your product.   

 

Global Crisis/ Innovation Blog

Where Will the Money Go? When Will Inflation Recur?

By Shlomo Maital

  Simplify!  Simplify!  In an age of uncertainty and enormous fog enfolding the global marketplace, how can we make sense of the rapid and often startling events that occur? For example, yesterday’s Financial Times reports that Ireland, Portugal, even Spain, cannot sell either government bonds or any corporate bonds any longer.  Since neither government nor business can do business without borrowing, unless this situation unfreezes soon there will be crisis.  The unthinkable appears increasingly likely – withdrawal of periphery states of Europe from the euro system, returning to their original currencies.  The key will be Spain, whose government owes 250 b. euros this year in maturing debt. If Spain cannot roll over the debt – what will happen? Spain’s socialist Prime Minister Zapatero appears angry and in total denial, blaming everyone and anyone for Spain’s woes – except his own government’s ineptness.

     Let’s simplify and look at the issue of money. America is engaged in an enormous and irresponsible experiment, flooding the world with money. (It is called QE2, it should be called PRINT ONE TRILLION MORE AND RUIN THE DOLLAR).  There already is a huge amount of money, not only dollars but euros and yen and yuan, in the world, after Central Banks tried to battle the crisis with credit expansion.  That money is at present earning nothing.  A quick look at the back page of The Economist reveals that real interest rates worldwide are near zero. Even where nominal interest rates are high (India, Brazil, Vietnam), inflation is equally high, and the different is nil.  So huge amounts of money are parked, waiting, waiting. It is like a football (soccer game), the final game of the World Cup 2012.  The pitch is ready. The players are on the sidelines waiting.  They have not yet taken the field. The referee is waiting to blow his whistle…..and we wait.  WHERE WILL ALL THAT MONEY GO?  It has to go somewhere – the opportunity cost of lost interest while it is waiting is huge, and pensioners, for instance, need their monthly payments, so pension funds, institutional investors, insurance companies, all need to find some reasonable return somewhere, adjusted for risk.

    Where????

    When will the money “go onto the field” and begin to play?  Where will it go? How will it be invested? With enormous uncertainty surrounding global capital markets, and risk hysteria (the next step beyond severe risk aversion) prevalent, with bond markets frozen, banks unwilling to lend – when will the money begin to ‘play’?  If you can innovate a new and attract investment vehicle, one which offers attractive return and transparent easy-to-measure clear risk, you can do very well.  The old vehicles are tired and unsuitable.

     I recently looked  at this question:   Why has the world not had inflation, if so much money has flooded into the world, in Europe, America and Asia?  Answer:  the ‘velocity’ of money has slowed everywhere, without exception.  The money is not in play.  Since economic momentum is the product of the amount of money times its velocity,   even if M money has grown,  V velocity has fallen to offset it, leaving momentum stagnant. 

    When will inflation again rear its ugly head?  When the money begins to move again.  When velocity begins to rise.   Watch that number closely.   You will have to calculate velocity yourself  (nominal GDP divided by Money),  the World Bank, which provides 1,158 data series,   sees fit NOT to provide one of the most vital ones, velocity of money.    

 Global Crisis/ Innovation Blog

Insanity:  1997/8, 2007/8 —  2017/8 ?

By Shlomo Maital

    In 1997/8,  a housing bubble and a wrongheaded decision not to rescue those ruined by it created a global crisis.

    In 2007/8, a housing bubble and a wrongheaded decision not to rescue those ruined by it created a global crisis. 

     It is not a misprint.  The events of 97/8 and 07/8 are strikingly similar. Only the names of a few of the players and the countries are different. 

    In 1997, Thailand found it had created an enormous housing bubble, including an entire ‘city’ that could house 700,000 people (about the size of Boston) between central Bangkok and the airport, funded by numerous fly-by-night banks. On July 2, the baht, the Thai currency, collapsed, helped by forex speculators.  America chose not to provide emergency loans to Thailand, via the IMF.  It was a horrendous decision. The ‘contagion’ quickly spread to the rest of Asia, and ultimately, on Aug. 18, 1998, led to Russia’s default on its debt (as Asia sank into recession, the price of oil plummeted, Russia’s oil revenues collapsed, and the Russian government couldn’t pay its debts). 

    The decision not to bail out Thailand was taken by U.S. Sec. of the Treasury Robert Rubin, who had been co-Chair of Goldman Sachs, where he worked for 26 years.  He was joined by Fed Chair Allan Greenspan.  I am certain they hugely regret it.

      In 2007/8, America found it had created an enormous housing bubble, including entire neighborhoods in California that emptied when mortgagees defaulted.   On Sept. 17, 2008, U.S. Secretary of the Treasury Henry (Hank) Paulsen, who had led Goldman, Sachs, along with Ben Bernanke, Fed Chair, chose NOT to rescue Lehman Brothers, facing bankruptcy. It was a horrendous decision.  The Lehman “contagion” led to a 20 % drop in stocks in one week, biggest in decade, and greatly worsened the global crisis.  I am certain Paulsen and Bernanke hugely regret this disastrous mistake. 

   The similarity between those two events is staggering, is it not? 

   Albert Einstein once wrote, “insanity is doing the same thing over and over and over, and expecting different results.”

    Those who run the global capital market system are making the same mistakes over and over.  Why would we expect anything other than recurring global crises?   Why is it totally justified to call this situation “insanity”?  

     And when will sanity be restored?   Before, or after, the crisis in 2017/8?  Can we expect from those who control our money and economy, an “innovation” — acting sanely, after learning minimally from history? 

Global Crisis/ Innovation Blog

Happiness – What Neuroscience Shows

By Shlomo Maital

  BBC has been running a four-year series on the science of happiness.  The results are truly fascinating.  In some ways, they are encouraging, because they indicate that there are many ways to be happy, or more happy, without gaining wealth or income – good news in an era when many people, in the U.S. and Europe, are struggling to find employment.

   Here is a short précis on what scientists studying happiness have found:

***Happy people live a lot longer:   According to Professor Diener the evidence suggests that happy people live longer than depressed people. “In one study, the difference was nine years between the happiest group and the unhappiest group, so that’s a huge effect”.

*** We’re richer but often not happier:  “Standard of living has increased dramatically and happiness has increased not at all, and in some cases has diminished slightly,” said Professor Daniel Kahneman of the University of Princeton.  “There is a lot of evidence that being richer… isn’t making us happier”.

**** Above the minimum, money doesn’t count much:  “Once you have a home, food and clothes, then extra money does not seem to make people much happier.”

***  Why money doesn’t make us happier?  Two reasons.  We go for things which give us short bursts of pleasure whether it is a chocolate bar or buying a new car.  But it quickly wears off.  Secondly, it is thought that we tend to see our life as judged against other people. As we get richer, so do our peers, often.”

 *** What DOES bring happiness?  Ed Diener:  First, family and friends are crucial – the wider and deeper the relationships with those around you the better.   It is even suggested that friendship can ward off germs. Our brains control many of the mechanisms in our bodies which are responsible for disease.   Just as stress can trigger ill health, it is thought that friendship and happiness can have a protective effect.  According to happiness research, friendship has a much bigger effect on average on happiness than a typical person’s income itself.  [One economist, Professor Oswald at Warwick University, has a formula to work out how much extra cash we would need to make up for not having friends.  The answer is £50,000. ]   Marriage also seems to be very important. According to research the effect of marriage adds an average seven years to the life of a man and something like four for a woman.  The second vital ingredient is having meaning in life, a belief in something bigger than yourself – from religion, spirituality or a philosophy of life.

 The third element is having goals embedded in your long term values that you’re working for, but also that you find enjoyable.  Psychologists argue that we need to find fulfilment through having goals that are interesting to work on and which use our strengths and abilities.

   None of this is new or surprising, and all of it is consistent with common sense.  Yet, remarkably, how many of us pursue wealth and income, in the pursuit of happiness, often at the expense of those very things that do bring us happiness?  Why?

Innovation Blog

Not Innovative? Blame Marketing!

By Shlomo Maital

      

 

 

 

 Apple iPhone

   Writing in Market Leader (Quarter 4 2010),   John Kearon  (founder, CEO and ChiefJuicer at BrainJuicer Group) writes provocatively that:   “….the adoption of ‘marketing science’ is the reason why large corporations no longer seem capable of creating the kinds of new category innovations that made them big in the first place. ….. it is freedom from the constraints of marketing science that has enabled small startups to innovate and initiate new behaviours”. 

      A perfect example is Nokia vs. Apple.  Nokia carried out perhaps the largest market survey ever conducted by a major corporation. Surveying 300,000 cellphone users, in 2006-7, Nokia sliced and diced its market, segmented it into a 2×2  “aspiration vs. involvement” map, identified 12 different market segments, and tailored its “N” phones and its “E” phones precisely to the needs and wants of each segment.  In a presentation I heard personally by a brilliant young Nokia VP, Nokia spoke (this is in 2007) of multi-media devices, not cell phones (what we now call smart phones), and spoke of the fourth screen (the first three were movies, TV, computers, and the fourth – cell phones), being different from the other three, in that it created ‘connectivity’, ‘connection’….   So Nokia ‘got it’.  Perfectly.  And then Steve Jobs ate their lunch…and their supper, breakfast, and everything else in the cupboard. Nokia has now lost the profitable U.S. smart phone market.  What happened?

        Over-management. Over-marketing.  Over-slice/and/dice.  Failure to grasp the need for buzz and excitement when a new ‘category innovation’ like a smart phone is being launched, something Steve Jobs understands intuitively.  Apple has never had anything like the market survey excellence that Nokia has.  In spite of this – perhaps because of it? – Apple has triumphed.

    Kearon sums up the problem perfectly:

    “The problem with putting the consumer first when it comes to originating new categories is that people instinctively reject new behaviours, and it takes inventors/entrepreneurs to ignore these reactions and do it anyway.”

    If you are a startup, or dream of one, you have a huge advantage in category innovation.  If you are a big market-survey-driven organization, you have a huge problem – unless you can find a way to enable inventors/entrepreneurs to thrive within your bureaucratic humdrum disciplined button-down culture.  

Innovation Blog

Allan Sandage and a Proof of God’s Existence

By Shlomo Maital

   Allan Sandage, perhaps the world’s greatest living astronomer, passed away 10 days ago in California. He was 84.  Sandage was the right-hand man of Edwin Hubbell, the astronomer who discovered galaxies other than our own (“Milky Way”), and whose Doppler effect discovery led astonishingly to the conclusion that the universe was expanding outward rapidly.  Here, briefly, is what the Global New York Times wrote about how Sandage ‘corrected’ Hubble’s estimates:

     Mr. Hubble’s original estimate was that for every million parsecs ( 3.26 million light years) a galaxy was farther away from us, it was retreating 530 kilometers per second            (around 300 miles per second) faster.  Mr. Hubble’s original estimate, however, corresponded to an age for the universe of only 1.8 billion years, at odds with both geological calculations of the Earth’s age and Mr. Sandage’s later estimate of the ages of star clusters.   But Mr. Hubble had made mistakes, and as Mr. Sandage  … delved into the subject, the problematic constant came down and the imputed age of the universe rose.  In 1956, Mr. Sandage suggested that the Hubble constant could be as low as 75 kilometers per second per megaparsec. By 1975 the value, they said, was all the way down to 50, corresponding to an age of as much as 20 billion years, comfortably larger than the ages of galaxies and globular clusters. This allowed them to conclude that the universe was not slowing down enough for gravity to reverse the expansion into a Big Crunch. That was in happy agreement with astronomers who had found that there was not enough matter in the universe to generate the necessary gravity.   As Mr. Sandage wrote in The Astrophysical Journal in March 1975, ‘‘.. the Universe has happened only once, and … the expansion will never stop.’’

  Where is the proof of God?  

  Work proceeds apace at the Hadron Accelerator in Switzerland, to simulate the Big Bang – the creation of the universe, when matter imploded intensely, then exploded intensely, expanding outward,  and it still is.  Hubble’s measurements originally showed that the rate of expansion would slow, and the Universe would again implode inward, explode… etc.  This perpetual Creation, perhaps, contradicted abstractly the Biblical account.  Then came Sandage, showing that the Universe would expand outward forever.  That meant that there was only one Big Bang and one act of Creation.  It is thus possible to interpret the Genesis account of Creation, as:   Big Bang,  “…God called the light “day,” and the darkness he called “night.” And there was evening, and there was morning–the first day…”  and that Day lasted several billion years (remember the sun had not yet been created). 

    We know this wasn’t your intention, Allan.  You simply sought the truth.  But thanks anyway.  Rest in Peace.

Innovation Blog

Nespresso:  Make Meaning, Make Money – Lots and Lots of It!

By Shlomo Maital

  

 

Nespresso pods

The history of coffee is replete with remarkable innovations, that consistently do what all innovators strive to do – take a simple inexpensive commodity, and move it higher and higher up the value chain.  Nestle, the global food company, is remarkably good at doing this, through branding. But Nespresso?  This is another world entirely.  Nestle, through Nespresso, has created an entirely new culture.  Note that the word “culture” has, as its first four letters, the word “cult”.  This is what Nestle has intentionally created – a Nespresso cult.   It has found a way to take a commodity, coffee, and create not a good, not even a service, but a transformational experience – drinking Nespresso – with a new language (color-coded pods, and flowery descriptions of the varieties of coffee in the pods) and an entirely new level of profit margins on selling coffee.    

      Nespresso is a coffee system in which a Nespresso machine forces steam through a 5-gram aluminum ‘pod’ of coffee, to make tasty espresso.  Nestle makes money both from the Nespresso machines and from selling the pods of coffee.

    According to Wikipedia:

    Espresso pods like those from Nespresso have become one of the fastest growing segments of the coffee market, with pods accounting  for 20 to 40 percent of the value of ground coffee sales in the European coffee market that totals USD 17 billion. In August 2010, it is reported that sales from Nespresso have been growing at an average of 30 percent a year over the past 10 years and more than 20 billion capsules were sold since 2000 at a current selling price equivalent to about $  0.43 to $ 0.62 a capsule.

    Let’s run the numbers. I have just spent some NIS 500 (about $135) to buy 23 sleeves of Nespresso pods, each sleeve containing 10 pods.  One pod, then, costs about 60 cents, which is the cost worldwide, on average.  Bought at retail, a pound of coffee can cost between, say, $1.99, up to, say, $5.99 (Starbucks).   Until now, Starbucks has been the gold standard for selling coffee for exorbitantly high prices ($5.00 or more for a latté).   But Nestle takes the prize.  Five grams of coffee (1/200 of a kg.) at 60 cents each means that a kg. (2.2 pounds) of podded coffee costs 60 cents x 200 or $120.00.   Or, one pound of podded coffee costs $120/2.2 =  $55.   In other words, about 10 times the cost of a premium branded Starbucks bag of coffee.  Nestle has managed to run up the price of coffee by an order of magnitude.  

Part of the secret is technology – the Nespresso machines force steam at high pressure through the pods, and thus require using less coffee.  Part of the secret is marketing – creating a culture of Nespresso pods, color-coded, each with flowery descriptions, thus creaming “meaning” for coffee drinkers.  For instance, my wife likes Rosabaya de Colombia,  Colombian coffee; I prefer Kazaar, a limited experiment with very strong coffee that alas has been discontinued.  You cannot buy the pods in a supermarket – that would demean them, and moreover, would force Nestle to share its margin with the retailer. You buy directly from Nestle, usually on-line or in special outlets.  This ‘channel’ innovation also deserves careful study.

      I cannot think of another innovation that has made so much out of so little.  The Nespresso brand should be carefully studied by all innovators, to learn secrets that can transfer to non-food products. 

Innovation Blog

Innovation Management: If you don’t execute, you WILL be executed

By Shlomo Maital

In 2007, we visited Nokia headquarters on a benchmarking visit with a group of Israeli managers.  We heard from top Nokia leaders, including Jorma Olilla, and were deeply and profoundly impressed by what they told us. 

    A Nokia VP, Jonas Gøst (pronounced Guest), told us about his “four screen” analysis —  the first screen was movies (individual enjoyment); the second screen, TV (individual enjoymenet),  third screen computer (individual enjoyment), but the fourth screen is MMD (multi-media device),  the experience is communal/networked.  MMD of course is a “smart phone”.  Nokia truly “got it” early.  They did their homework thoroughly.  They surveyed 300,000 cell phone users, understood their needs, and segmented the market into 12 segments, and designed and marketed a phone specially tailored for each.  They invented smart phones.

   By all odds, Nokia should today RULE the smart phone market worldwide.

    The actual result:  as of Q3 2010, Nokia’s global cell phone market share has fallen, in just 12 months, from 36.7 per cent down to 28.2 per cent, a huge drop of 8.5 per cent in just a year. Nokia’s mobile operating system Symbian once ruled the world, and is now plummeting, overtaken by Android.  Nokia has lost the American smart phone market to Apple, and has nearly disappeared from that key market.  Apple ate their lunch.

     What in the world?

     I think it is all about execution.  In innovation, if you don’t execute, you will be executed.

    The mobile OS  Symbian was complex, hard to use, and failed to enlist masses of developers.  Nokia’s decision to make it ‘open source’ Symbian,  spun off into a non-profit foundation, was a huge error.  The Nokia smartphones were well designed, well conceived – and failed to excite, they had no ‘wow’!  Nokia focused on the ‘what’ of product development, not on the ‘for whom?’ (for those who love cool stuff, e.g.). 

     You can have the greatest strategic innovation plan in the world.  If you don’t execute it fl flawlessly, your products will be executed – and so will you  — Olli-Pekka Kallasvua  the  Nokia CEO  has been fired and replaced by former Microsoft executive Stephen Elop.  Elop’s first decision has been to radically revamp Symbian, re-integrate it into Nokia and improve it radically.

Blog entries written by Prof. Shlomo Maital

Shlomo Maital

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