Investment strategy markets

More than ever before, an industrial gases company needs to learn to develop a competitive investment strategy under conditions of uncertainty. It must identify these uncertainties, assess future market scenarios and their implications, and explicitly consider the roles it might play in influencing these scenarios. The company then must create a strategic portfolio that involves a combination of actions that, collectively, are robust enough to respond to the uncertainty in the marketplace and actively manage this portfolio as uncertainties resolve themselves and the marketplace evolves. 

Many refinements that pick up the number of complex value chain relationships have since been added to value chain activities (Slywotzky Morrison, 1997). The link between strategy, management, investment, operations, marketing, service, and the environment is displayed in McLarty s adaptation of Porter s value chain (Chaffey et al., 2004 Deise et al., 2000). This is displayed in Figure 9. 

In conjimction with McKinsey, GE developed a nine cell portfolio model to measure the relative attractiveness of a company s multiple business for investment purposes based on market attractiveness (high/medium/low) and competitive position (strong/medium/weak). Alternate investment strategies are advised for the portion of business contained within each cell of the matrix. 

The development of cost-effective hydrogen and fuel cells technologies and infrastructure requires time, public and private sector investment, and technology breakthroughs to achieve commercial maturity and market penetration. Many IEA Member countries have already embarked on this effort in close co-operation with industry. Many others are in the process of revising and reinforcing their research and development strategies. 

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