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Digital Transformation 

  • March 2016
  • -
  • Frost & Sullivan
  • -
  • 79 pages

Digital Transformation : IoT-driven Business Models for ICT and Non-ICT Companies

The need for enterprises to differentiate themselves from their competitors has become increasingly important. As we continue to witness the emergence of new products and services around us, the emergence of IoT has opened up opportunities with new business models that were not possible before. Connectivity plays a central role because without it, it will not be possible for enterprises to develop new business models. However, IoT has greater value than connecting devices and ubiquitous objects to the Internet. Enterprises have so far confined the use of data to enhance internal processes; which is of limited value in driving their top line figure and generating shareholders’ value.

Key Findings

Maximizing the benefits of Internet of Things (IoT) requires enterprises to undertake a complete overhaul of their business model rather than making incremental improvements.

Enterprises’ biggest threats do not come from established and long standing competitors within their own industry but from startups that disrupt the status quo.

Enterprises should not only be looking at driving efficiency with IoT as the end game, but they should also generate new sources of revenue stream via innovative business models to justify their investment in this area.

Table Of Contents

Digital Transformation 

Executive Summary
1 Key Findings

Introduction and Overview of IoT
1 What is IoT?
2 Overview of IoT
3 IoT Value Chain
4 IoT Value Chain Definition
5 How can Enterprises Benefit from IoT?

Drivers and Restraints—Total IoT Market
1 Market Drivers
2 Drivers Explained
3 Drivers Explained
4 Market Restraints
5 Restraints Explained
6 Restraints Explained

Business Model Assessment
1 IoT as an Enabler for Industry Transformation
2 An Introduction to IoT Business Model
3 An Introduction to IoT Business Model
4 Types of IoT Business Models for New Revenue Streams
5 Evolution of Business Models
6 Value Creation for Customers
7 Value Capture for Shareholders

Revenue Sharing Business Model—Uber Taxi
1 Uber Taxi—Service Brokerage
2 Uber Taxi—Ability to Increase the Pool of Drivers
3 Uber Taxi—Comparison with Traditional Taxi
4 Uber Taxi—Rating Scale of Business Model

Device and/or Subscription Business Model—Michelin Fleet Solution
1 Michelin Fleet Management Solution Information Chain
2 Michelin Transforms Itself and Disrupts its own Industry
3 What Michelin Offers to its Stakeholders
4 Rating Scale—Selling Tyres vs Servicization

1 Farmobile Business Model
2 Farmobile Use of IoT Technology

1 SurePark Case Study
2 SurePark Business Model

Device-centric Business Model—Google Nest
1 Google Nest Smart Thermostat
2 Google Nest Adopts an Integrated Lifestyle Approach

1 AliveCor Converts a Smartphone into a Mobile ECG
2 AliveCor Democratizes the Technology with IoT

1 Fitbit Stays Relevant by Lowering the Cost of Insurance
2 Fitbit Uses Sensors Coupled with its Proprietary Algorithm

Selling Data—Telefonica Insight Solution
1 Telefonica Shifts from Selling Connectivity to Data Products
2 Telefonica Insights Solution Key Success Factors

Singtel Video Analytics
1 Singtel Video Analytics Solution Case Study
2 Singtel's Evolutionary Strategy Towards Digital Services

Volume-driven Business Model—Aviva Rate My Drive
1 Aviva Charges Auto Premium Based on Driving Profile
2 Aviva Gets More Competitive while Reducing its Risk

Key Takeaway of the Use Cases
1 Business Models of the 10 Companies
2 Value Capture vs Value Proposition Discussion
3 Value Capture vs Value Proposition Discussion

Considerations in Developing IoT Business Models
1 Stakeholders in the IoT Ecosystem
2 Stakeholders in the IoT Ecosystem
3 Enablers of New Business Models
4 Deploying IoT from a Telco's Point of View
5 Considerations in Deploying IoT for New Business Model
6 Legal Disclaimer

The Frost and Sullivan Story
1 The Frost and Sullivan Story
2 Value Proposition: Future of Your Company and Career
3 Global Perspective
4 Industry Convergence
5 360º Research Perspective
6 Implementation Excellence
7 Our Blue Ocean Strategy

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