Ballard Power: Shifting Dependence, Changing Structures
The multi-billion dollar commercial potential of fuel cell technology has generated much excitement in the investment community over the past decade, an enthusiasm shared by those in energy and environment circles. Fuel cells have no moving parts, and generate electricity from an electrochemical reaction between hydrogen and an oxidant, such as oxygen: the only by-products are water and heat, making it the ultimate clean technology. Although there are many potential markets, from electric generation to power for mobile phones, the idea of fuel cell vehicles has captured the public’s imagination. Its champions speak of the dawning of a ‘hydrogen age’ and the beginning of the end of the internal combustion engine (ICE).
KeywordsFuel Cell Switching Cost Strategic Alliance Proton Exchange Membrane Fuel Cell Internal Combustion Engine
Unable to display preview. Download preview PDF.
- 4.M. Pencak and N. Stein, Energy Technology: An Overview (Toronto: Credit Suisse First Boston, Equity Research, 6 July 2000), (accessed 13 February 2001); available from FirstCall.Google Scholar
- 6.M. J. Bradley … Associates and Northeast Advanced Vehicle Consortium, Future Wheels: Interviews with 44 Global Experts On the Future of Fuel Cells for Transportation and Fuel Cell Infrastructure and A Fuel Cell Primer (Boston: Northeast Advanced Vehicle Consortium, 2000), 32–3.Google Scholar
- Ballard Power Systems, Prospectus 23 February 2000 (Burnaby, BC: Ballard Power Systems, 2000), 45.Google Scholar
- 11.D. B. Smith, Gearing Up GM’s Hy-Wire Fuel Cell Vehicle for the Paris Auto Show (New York: Salomon Smith Barney, 14 August 2002).Google Scholar
- 13.Ballard Power Systems, Annual Report 1999 (Burnaby, BC: Ballard Power Systems, 2000), 4.Google Scholar
- 17.D. Smith, Ballard Power Systems: Honda Internal Development Breakthrough Could Leap Cost Bundle (New York: Citigroup Smith Barney, 14 October 2003);Google Scholar
- 22.D. Smith, BLDP: Re-Defined Agreement: Shareholder Value Clouded (New York: Citigroup Smith Barney, 8 July 2004);Google Scholar