1.What does the emergence of autonomous vehicles mean to you? What value about car travel would you increase, decrease, eliminate? 2. Think of at least 3 Blue Ocean innovations that would be needed in order for autonomous vehicles to be successful: these can be internal/organizational efficiency innovations or new products/services. 3. Do you think the biggest barriers will be technical or social in nature? 4) each individual should create a list of at least 10 “factors of competition” that are relevant to the personal transportation market. 5) Conduct “mini-interviews” with at least 5 people and get feedback about your identified factors of competition – are some factors more important to people than others, are there factors identified by your interviewees that you missed? Note: these are informal “mini-interviews”, and each individual must conduct at least 5 interviews to provide market feedback on your factors of competition. Record your notes from each mini-interview using the table structure below: Interviewee Name, Age, Location, Gender and About Eliminate Reduce Raise Create Insights Mary Jones: 48 from Birmingham, AL. Female. Busy working mom with 2 middle-school kids 1. External Appearance 2. Taxi services 3. New road construction 4. Road signs 5. Mom having to drive kids to soccer practice – YEAH!! 1. Complexity of the dashboard 2. Air pollution 3. Engine size and performance 4. Car salesmen and personal car ownership 1. Entertainment and internet access in car 2. Comfort through alternative seating styles (e.g. 4 people facing each other around a table) 3. Ease of maintenance and longevity of cars 1. Members-only service (e.g. I belong to the Volvo driving club, which has its own app and fleet of cars) 2. Vehicle support services – cars need to come in to get gas and fixed by mechanics Value proposition: Time (not having to drive kids everywhere) Safety (people could drink and get home safely) Fun (spend travel time playing with kids, watching movies etc.) individual’s interview summary table, each individual’s original list of 10 competitive factors. These should all be aggregated into one document and uploaded to our Canvas course site. Interviewee Name, Age, Location, Gender and About Eliminate Reduce Raise Create Insights Mary Jones: 48 from Birmingham, AL. Female. Busy working mom with 2 middle-school kids 1. External Appearance 2. Taxi services 3. New road construction 4. Road signs 5. Mom having to drive kids to soccer practice – YEAH!! 1. Complexity of the dashboard 2. Air pollution 3. Engine size and performance 4. Car salesmen and personal car ownership 1. Entertainment and internet access in car 2. Comfort through alternative seating styles (e.g. 4 people facing each other around a table) 3. Ease of maintenance and longevity of cars 1. Members-only service (e.g. I belong to the Volvo driving club, which has its own app and fleet of cars) 2. Vehicle support services – cars need to come in to get gas and fixed by mechanic.

1. 1.What does the emergence of autonomous vehicles mean to you? What value about car travel
would you increase, decrease, eliminate?
2. Think of at least 3 Blue Ocean innovations that would be needed in order for autonomous
vehicles to be successful: these can be internal/organizational efficiency innovations or new
products/services.
3. Do you think the biggest barriers will be technical or social in nature?
4) each individual should create a list of at least 10 “factors of competition” that are relevant to
the personal transportation market.
5) Conduct “mini-interviews” with at least 5 people and get feedback about your identified
factors of competition – are some factors more important to people than others, are there factors
identified by your interviewees that you missed? Note: these are informal “mini-interviews”, and
each individual must conduct at least 5 interviews to provide market feedback on your factors of
competition. Record your notes from each mini-interview using the table structure below:
Interviewee
Name, Age, Location, Gender and About
Eliminate
Reduce
Raise
Create
Insights
Mary Jones: 48 from Birmingham, AL. Female. Busy working mom with 2 middle-school kids
1. External Appearance
2. Taxi services
3. New road construction
4. Road signs
5. Mom having to drive kids to soccer practice – YEAH!!
1. Complexity of the dashboard
2. Air pollution
3. Engine size and performance
4. Car salesmen and personal car ownership
1. Entertainment and internet access in car
2. Comfort through alternative seating styles (e.g. 4 people facing each other around a table)
3. Ease of maintenance and longevity of cars
1. Members-only service (e.g. I belong to the Volvo driving club, which has its own app and
fleet of cars)

2. 2. Vehicle support services – cars need to come in to get gas and fixed by mechanics
Value proposition: Time (not having to drive kids everywhere)
Safety (people could drink and get home safely)
Fun (spend travel time playing with kids, watching movies etc.) individual’s interview summary
table, each individual’s original list of 10 competitive factors. These should all be aggregated
into one document and uploaded to our Canvas course site.
Interviewee
Name, Age, Location, Gender and About
Eliminate
Reduce
Raise
Create
Insights
Mary Jones: 48 from Birmingham, AL. Female. Busy working mom with 2 middle-school kids
1. External Appearance
2. Taxi services
3. New road construction
4. Road signs
5. Mom having to drive kids to soccer practice – YEAH!!
1. Complexity of the dashboard
2. Air pollution
3. Engine size and performance
4. Car salesmen and personal car ownership
1. Entertainment and internet access in car
2. Comfort through alternative seating styles (e.g. 4 people facing each other around a table)
3. Ease of maintenance and longevity of cars
1. Members-only service (e.g. I belong to the Volvo driving club, which has its own app and
fleet of cars)
2. Vehicle support services – cars need to come in to get gas and fixed by mechanics
Value proposition: Time (not having to drive kids everywhere)
Safety (people could drink and get home safely)
Fun (spend travel time playing with kids, watching movies etc.) individual’s interview summary
table, each individual’s original list of 10 competitive factors. These should all be aggregated
into one document and uploaded to our Canvas course site. uine he Muppet Movie Introduction
(For the annotated bubliography /rudiments of research, we will forego wrining an introduction.
The introductory paragraph typically ends with your thesis statement.) Thesis Statement:

3. Although he ts merely a frog puppet, Kermit meets the definition of a Campbellian Hero by
encountering many o the archetypes identi ed by Thell and hy fulfilling almiit all the ups of the
Hero's Journey I. First Body Paragraph: Ordinary World, Call to Adventure, Refusal of Call,
and Crossing the Threshold A. Topic Sentence :rernt's tteros, Tolueney egins with Call B.
Ordinary World: The evie opens wsm Kekit in o en 1. Explanatión: e hes m a namp and eeve
Relahvely 2. Useful movie quote: d to be 3. Relation to thesis: Keernit's hoed Snow A. Sense of
Restlessnesg and pese ht seful secondary sourceé quote: (We'll be on the lookout or one of these
wben we analyze our secondary sources. If we find one, we'll include it in our annotated
bibliography.)
Solution
1)
One popular line of thought goes as follows: as autonomous ride-hailing services become
ubiquitous, people will no longer need to buy their own cars. This notion has a certain logical
appeal. It makes sense to assume that as driverless taxis become widely available, most of us will
eagerly sell the family car and use on-demand taxis to get to work, run errands, or pick up the
kids. After all, vehicle ownership is pricey and most cars spend the vast majority of their lives
parked.
Even experts believe commercial availability of autonomous vehicles will cause car sales to
drop.
The reality is that the impending death of private vehicle sales is greatly exaggerated. Despite the
fact that autonomous taxis will be a beneficial and widely-embraced form of urban
transportation, we will witness the opposite. Most people will still prefer to own their own
autonomous vehicle. In fact, the total number of units of autonomous vehicles sold each year is
going to increase rather than decrease.
2) The blue ocean’s strategy four-action framework and value curve Proposed by Kim and
Mauborgne (2005), the blue ocean’s strategy questions why organizations continue a fierce
dispute within saturated markets (red oceans) where large investments are made in pursuit of
sustainable and profitable growth when results often are only small market-share gains (Kaplan,
2012). Therefore, for a company to be in a “blue ocean”, the premise is to make competitors
irrelevant, avoiding such fierce competitive battles and offering customers with something
unique and yet untapped in a given business segment, thereby producing the so-called value
innovation (Kim & Mauborgne, 2005; Osterwalder & Pigneur, 2010). To answer the questions:
how to make competition irrelevant? how to unveil unexplored markets and create blue oceans?
Kim and Mauborgne (2005) developed a four-action framework that allows one to systematically

4. explore ways of rearranging attributes that generate value for clients in order to offer entirely
new experiences. This is achieved by reducing and/or eliminating less valued competitive
attributes for a specific segment of consumers, and by raising or creating new attributes that
generate differentiated value for such consumers’ segment. The generated matrix from these four
actions (eliminate, reduce, create and raise) leads companies to act based on the answers to build
a new value curve. In blue oceans demand is created rather than contested, resulting is ample
opportunity for growth that is both profitable and rapid (Kim & Mauborgne, 2005; Osterwalder
& Pigneur, 2010), therefore, competition is irrelevant because the “rules of the game” are
waiting to be defined (Kim & Mauborgne, 2005), thereby, the authors conclude that blue oceans
are created when a company achieves an innovation that simultaneously creates value for both
consumers and company.
4)
When people predict the demise of car ownership, they are overlooking the reality that the new
autonomous automotive industry is not going to be just a re-hash of today’s car industry with
driverless vehicles. Instead, the automotive industry of the future will be selling what could be
considered an entirely new product: a wide variety of intelligent, self-guiding transportation
robots. When cars become a widely used type of transportation robot, they will be cheap,
ubiquitous, and versatile.
Several unique characteristics of autonomous vehicles will ensure that people will continue to
buy their own cars.
1. Cost: Thanks to simpler electric engines and lighter auto bodies, autonomous vehicles will be
cheaper to buy and maintain than today’s human-driven vehicles. Some estimates bring the price
to $10K per vehicle, a stark contrast with today’s average of $30K per vehicle.
2. Personal belongings: Consumers will be able to do much more in their driverless vehicles,
including work, play, and rest. This means they will want to keep more personal items in their
cars.
3. Frequent upgrades: The average (human-driven) car today is owned for 10 years. As driverless
cars become software-driven devices, their price/performance ratio will track to Moore’s law.
Their rapid improvement will increase the appeal and frequency of new vehicle purchases.
4. Instant accessibility: In a dense urban setting, a driverless taxi is able to show up within
minutes of being summoned. But not so in rural areas, where people live miles apart. For many,
delay and “loss of control” over their own mobility will increase the appeal of owning their own
vehicle.
5. Diversity of form and function: Autonomous vehicles will be available in a wide variety of
sizes and shapes. Consumers will drive demand for custom-made, purpose-built autonomous
vehicles whose form is adapted for a particular function.