Verhaert Innovation Day 2011 – Prof. Dr. Botteldooren (Ghent University) - The Idea Project

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External speaker from the University of Ghent at the 8th edition of our Innovation Day on October 21st 2011.

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  • Scientific innovation has two different paths:
    The demand driven, “Market Pull” method.
    The supply driven, “Technology Push” method.
    They differ because of how they manage and organize resources.
    “Technology” Push approaches:
    Typified by programs, but not necessarily software programs
    Internal development comes up with a patent or a technological device to fulfill the need of a customer
    Has high market related risk because application is not known
    Has low technology related risk because application is known
    Innovation is created, then appropriate applications are sought to fit the innovation
    Did the market ask "please give me an iPod with download store" or a camera phone? Most likely not; so this would be a technology push,.
    “Market” Pull approaches:
    Implemented on platforms
    Platforms are open ended and can evolve based on changing needs
    Has low market related risk because application is known
    Has low technology related risk because solution is not known
    When the market asks for better safety features in a car then this would be market pull.
    Technology risk is how uncertain we are about finding a solution. Market risk is how uncertain we are about finding an application.
    Technology advances often occur some time before the market knows about them. So when the new products with the new tech hits the market, the line between market pull vs. technology push is blurred.
  • “intelligent devices”
    will grow to 430 million in 2013
    from 73 million in 2008,
    while total device revenues
    will exceed
    $12 billion
  • http://webcache.googleusercontent.com/search?hl=nl&q=cache:P-UmNSkQizcJ:http://www.giiresearch.com/report/bc92075-sensing-monitoring.html+market+sales+%22pollution+sensors%22&ct=clnk
  • Norway: http://www.stanza.co.uk/facade/concepts
    http://www.streetlinenetworks.com/smart-parking-solutions/how-our-sensor-technology-works.html

  • Capture the energy dissipated while cycling and braking

    Map pollution levels, traffic congestion, and road conditions in real-time. Control through smart phone, access data on phone or the web

    Plan healthier bike routes, to achieve your exercise goals or to meet up with friends on the go.

    Share your data with friends, or with your city

    Contributing to a database of environmental information

  • The way it works is that the sensor (pictured) first gets stuck into soil to measure the temperature, the moisture of the soil and the level of sunlight. The data collected is sent wirelessly to a relay device users have to install at home, from where it is sent to a Docomo database. Gardening experts employed by the company analyze the data and give specific feedback to users, for example at which times exactly to water their garden, through cell phone emails.
    Docomo says the trial will last through February next year. The sensors are expected to cost between $24 and $36, with Docomo charging a yet to be determined monthly subscription fee for the service.
  • The ShotSpotter Gunshot Location System®
    helping agencies worldwide quickly respond to urban gunfire, reduce crime, secure critical infrastructure, and improve awareness of enemy attacks.

    ShotSpotter’s sophisticated technology delivers timely actionable intelligence to users including event type, audio, location, duration, incident mapping and graphical displays.


  • The service system is a framework that consciously connects service touch-points so that they can sense, respond and reinforce one another.
    The system must be dynamic enough to be able to efficiently reflect the expectations people bring to the experience at any given moment.

    Service systems enable people to have experiences and achieve goals.
  • Verhaert Innovation Day 2011 – Prof. Dr. Botteldooren (Ghent University) - The Idea Project

    1. 1. 21.10.2011. Slide 2 21,10,.2011. Slide 2 THE IDEA-PROJECT: MEASURING LOCAL ENVIRONMENTAL STRESSORS AND THEIR IMPACT CONFIDENTI AL Dick Botteldooren Universiteit Gent - Intec Dick.botteldooren@intec.ugent.be Dany Robberecht Director consulting office Dany.robberecht@verhaert.com
    2. 2. 21.10.2011. Slide 3 Helping technology developers to reach the market - pushing towards the market pull - identifying the market & target customers - creating the value generating opportunities - designing strategy & business model
    3. 3. 21.10.2011. Slide 4 21,10,.2011. Slide 4 Wireless sensor technology – internet of things - Food industry - Packaging industry - Infrastructure management - Services industry - Intelligent devices - Machinery building - Retail industry - Environmental industry “Physical world becomes one big information system!”
    4. 4. 21.10.2011. Slide 5 The global market for environmental sensing and monitoring technologies • Market size: $9.1 billion (2008); $13 billion (2014, estimated) • Annual growth rate: (CAGR) of 5.2% • The largest share of the market: radon, GPS, remote sensing and new technologies; $4.9 billion (2008); $6.8 billion (2014, estimated); CAGR of 6.2% • The second-largest market share: terrestrial sensing and monitoring technologies; $2.6 billion (2008); $3.4 billion (2014; estimated); CAGR of 4.7% • The faster growing segments: sophisticated sensors, monitoring equipment, large scale networks such as satellite, GPS and remote sensing, associated networking equipment, and a large slate of new technologies. Environmental Sensing and Monitoring Technologies: Global Markets published by BCC Research in June, 2009.
    5. 5. 21.10.2011. Slide 6 Investigating market attractiveness and valorization opportunities Market attractiveness Alternative valorization directions Business potential
    6. 6. 21.10.2011. Slide 7 Designing value creating opportunities What is the job to be done for customers? How can we create added value?
    7. 7. 21.10.2011. Slide 8 how can “IDEA” help the city to become smart?
    8. 8. 21.10.2011. Slide 9 Learning from the benchmarks Assen, Netherlands Sensor city Noise & traffic NY, US Smart city solutions Smart parking Paris, France Green watch Man & broadcast ozone & noise Cambridge, UK Citysense Traffic & pollution Kopenhagen, Denmark bikes Map pollution levels, traffic congestion, and road conditions in real-time while biking Trondheim, Norway “Façade & online” Real time environmental & emotional state of the city Smart cities cities in Japan Docomo sevice Environmental sensing
    9. 9. 21.10.2011. Slide 10 21,10,.2011. Slide 10 The Copenhagen wheel
    10. 10. 21.10.2011. Slide 11 21,10,.2011. Slide 11 Docomo gardening sensors (Japan)
    11. 11. 21.10.2011. Slide 12 21,10,.2011. Slide 12 The shotspotter gunshot location system (NY, US)
    12. 12. 21.10.2011. Slide 13 journey of customers building a stronger engagement … between your offering and customers
    13. 13. 21.10.2011. Slide 14 Energy harvester to support the riding
    14. 14. 21.10.2011. Slide 15 Designing business model & strategy TECHNOLOGY AND EVIRONMENTAL ANALYSIS VALORIZATION OPPORTUNITY SEARCH BUSINESS MODEL DESIGN VALORIZATION PLAN
    15. 15. 21.10.2011. Slide 16 IDEA BUSINESS MODEL Service based business model (data and service sales) Co-creation based business model (partnership with carrier product manufacturer) Product sales based business model (hardware, software sales) License based (sales of IPR) 4 alternative business models 1 2 3 4
    16. 16. 21.10.2011. Slide 17 It is about finding the match point between new technologies and market
    17. 17. 21.10.2011. Slide 18 Hogenakkerhoekstraat 21 9150 Kruibeke (B) tel +32 (0)3 250 19 00 fax +32 (0)3 254 10 08 info@verhaert.com More at www.verhaert.com helps companies and governments to innovate. We design products and systems for organizations looking for new ways to provide value for their customers. We are a leading integrated product innovation center; creating technology platforms, developing new products and business in parallel, hence facilitating new- growth strategies for our clients.

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