You must pay attention to the "EVOLVING" forces shaping the
strategic planning for energy development in this country.
It is fast becomming clear ( and HAS become clear to Herda & Company ) that, except for a few, who have a vested interest in ethanol ( namely farmers who feel they are underpaid for their commodities and on-line ethanol plant owners and operators ), that it cannot, in and of itself, solve our energy need in subsequent decades. Ethanol production( as was originally touted by the agricultural sector of our society )is, intrinsaclly, dependent upon an energy infrastructure that is declining. It simply takes too much energy to produce ethanol by the current methods, the yield is insufficient, and the distribution ifrastructure essentially, non-existent..
So we have here a company, that originally planned on formulating ethanol from its distinctly unique process ( which has nothing to do with the stated inefficiencies ). Its forward looking management team examines the larger picture and sees that its market for ethanol is potentially in jeopardy of disappearing ( which is a feasible outcome of the recognized inefficiencies of current ethanol production and utilization).
This company then alters it strategies to be oriented to another market - dieslel fuel ( or any other formulation it deems as marketable.
And you reaction is ..... this? Unbelievable!
My persepctive is that the company and its management team are doing what is recognizably the most effective and intelligent choice available. They are remaining fluid and adaptable in a highly volatile and uncertain environment.
