My students use ideas from my (Jeff Funk) class on business models to develop a business model for robotic telepresence. Globalization and the need for global communication within and between firms drives the need for effective means of communicating without travel. While telepresence offers superior quality when compared to traditional video calls, it is expensive and lacks portability. Robotic telepresence offers a cheaper and more mobile form of telepresence. This presentation analyzes the business model for one supplier of robotic telepresence, Anybot
Telepresence Robots: Applications and Issues in Higher EducationMichael Paskevicius
Telepresence robots potentially open up access to education to people in remote geographical locations as well individuals who are unable to travel to campus due to health or social anxiety issues. This presentation explores the state of current learning environments, arguing for a multiaccess approach to designing education thereby increasing flexibility and choice to students.
Global Robotics Technology Market - Size, Share, Global Trends, Company Profi...Allied Market Research
Robotics Technology, is a combination of machine tools and computer applications, used for the designing, manufacturing and application of robots. Use of robotics technology allows consumers to automate processes, increase productivity, enhance quality and reduce human errors. Robotics technology is used in a wide range of industries including healthcare, defense, aerospace, automotive and infrastructure.
my students use ideas from my class on business models to develop a business model for smart energy glass from Peer+. Users can control the amount of light transmitted through the glass and thus the amount of heat admitted to the building. In addition, the glass converts some of the light into electricity. The slides describe the value propositions for various types of customers/applications including office and residential buildings. the slides also discuss methods of value capture and strategic control for the smart glass
Back in 2013 the McKinsey Global Institute published a report entitled Disruptive technologies: Advances that will transform life, business, and the global economy. The report identified 12 technologies that could drive truly massive economic transformations and disruptions in the coming years. The report also looks at exactly how these technologies could change our world, as well as their benefits and challenges, and offers guidelines to help leaders from businesses and other institutions respond. The Report estimated that, together, applications of the 12 technologies discussed in the report could have a potential economic impact between $14 trillion and $33 trillion a year in 2025.
The potential benefits of the technologies discussed in the report are tremendous—but so are the challenges of preparing for their impact. If business and government leaders wait until these technologies are exerting their full influence on the economy, it will be too late to capture the benefits or react to the consequences.
Disruptive Technologies examined the current challenges and opportunities brought by such innovation whilst providing delegates the opportunity to test technologies via live demonstrations.
Growth by business model innovation, a lecture at Leuphana UniversityPatrick Stähler
The presentation is all about being different by having a business model that makes the firm unique in the eyes of their customers. The concept of a business model innovation is illustrated with a case on the Bosch IXO, a small wireless powertool that changed the power tool market in Europe forever. It opened up new markets of previously unserved market segments
My students use ideas from my (Jeff Funk) class on business models to analyze the business model for Sony's AtracTable. This new type of display enables new forms of computer interaction in retail outlets such as self-checkout or information access, in malls such as information access, and in restaurants (games and information access). these slides analyze the customer selection, value proposition, value capture, and other aspects of a business model for Sony's AtracTable.
Telepresence Robots: Applications and Issues in Higher EducationMichael Paskevicius
Telepresence robots potentially open up access to education to people in remote geographical locations as well individuals who are unable to travel to campus due to health or social anxiety issues. This presentation explores the state of current learning environments, arguing for a multiaccess approach to designing education thereby increasing flexibility and choice to students.
Global Robotics Technology Market - Size, Share, Global Trends, Company Profi...Allied Market Research
Robotics Technology, is a combination of machine tools and computer applications, used for the designing, manufacturing and application of robots. Use of robotics technology allows consumers to automate processes, increase productivity, enhance quality and reduce human errors. Robotics technology is used in a wide range of industries including healthcare, defense, aerospace, automotive and infrastructure.
my students use ideas from my class on business models to develop a business model for smart energy glass from Peer+. Users can control the amount of light transmitted through the glass and thus the amount of heat admitted to the building. In addition, the glass converts some of the light into electricity. The slides describe the value propositions for various types of customers/applications including office and residential buildings. the slides also discuss methods of value capture and strategic control for the smart glass
Back in 2013 the McKinsey Global Institute published a report entitled Disruptive technologies: Advances that will transform life, business, and the global economy. The report identified 12 technologies that could drive truly massive economic transformations and disruptions in the coming years. The report also looks at exactly how these technologies could change our world, as well as their benefits and challenges, and offers guidelines to help leaders from businesses and other institutions respond. The Report estimated that, together, applications of the 12 technologies discussed in the report could have a potential economic impact between $14 trillion and $33 trillion a year in 2025.
The potential benefits of the technologies discussed in the report are tremendous—but so are the challenges of preparing for their impact. If business and government leaders wait until these technologies are exerting their full influence on the economy, it will be too late to capture the benefits or react to the consequences.
Disruptive Technologies examined the current challenges and opportunities brought by such innovation whilst providing delegates the opportunity to test technologies via live demonstrations.
Growth by business model innovation, a lecture at Leuphana UniversityPatrick Stähler
The presentation is all about being different by having a business model that makes the firm unique in the eyes of their customers. The concept of a business model innovation is illustrated with a case on the Bosch IXO, a small wireless powertool that changed the power tool market in Europe forever. It opened up new markets of previously unserved market segments
My students use ideas from my (Jeff Funk) class on business models to analyze the business model for Sony's AtracTable. This new type of display enables new forms of computer interaction in retail outlets such as self-checkout or information access, in malls such as information access, and in restaurants (games and information access). these slides analyze the customer selection, value proposition, value capture, and other aspects of a business model for Sony's AtracTable.
My students use ideas from my (Jeff Funk) class on business models to develop a business model for Senseg, a supplier of a special coating for touch displays. their coatings enable users to feel texture, temperature, and other characteristics that cannot be experienced on ordinary touch displays. this enables better 3D modeling, remote surgery and other applications. these slides describe the customer selection, value proposition, method of value capture and other aspects of the business model for Senseg.
These slides propose a business model for MDI Enterprises, a firm that makes automobiles powered by compressed air engines. These automobile are as clean as electric vehicles, but cheaper.
My students use ideas from my (Jeff Funk) class on business models to create a business model for Tactus, Tactur supplies a revolutionary new form of new technology that enables better touch screens. Using MEMS, portions of the screen rise up thus making it easier for the user to more easily interact with touch screen displays. these slides analyze the value proposition, customer selection, method of value capture, scope of activities, and method of strategic control for Tactus.
My students use ideas from my class to develop a business model for wireless electricity from WiTricity. The slides describe the value proposition for various types of customers/applications including medical, industrial, and consumer products. The slides also discuss the methods of value capture and strategic control.
These slides use ideas from my (Jeff Funk) class to develop a business model for Sony’s detachable camera lens. This product enables users to obtain high-quality photos from a relatively small device while using a mobile phone to upload pictures to Facebook and other web sites. The quality of these high resolution photos, which can even be obtained while using the zoom function, are far better than the typical photos obtained with a camera phone. Bluetooth enables users to easily connect the lens to any phone and thus users can easily upload photos to Facebook.
My students use ideas from my class to describe a business model for ARM, which is a successful provider of microprocessor cores for mobile phones. They describe the value proposition, customer selection, value capture, scope of activities, and method of strategic control for ARM's entry into the microprocessor market for PCs.
These slides use concepts from my (Jeff Funk) course entitled Biz Models for Hi-Tech Products to analyze the business model for a real-time microbial detector from Instant Bio-Scan. This detector provides real time information on the existence of microbes in water using a laser- and photo-sensor-based system. Photo-sensors can identify microbes faster and with higher accuracies than can conventional systems that may take weeks before an analysis is done. Instant Bio-scan is targeting water treatment and pharmaceutical plants.
These slides use concepts from my (Jeff Funk) course entitled Biz Models for Hi-Tech Products to analyze the business model for Health Care Magic’s (HCM) Internet health care service. HCM matches patients with doctors and the services are provided over the Internet thus increased convenience and lower costs for both patients and doctors. Patients are tech-savvy young people who are busy and who often want a second opinion. Health insurance companies and employers can also benefit from this service since it can reduce health care costs. HCM offers a subscription service to patients and passes on most of these revenues to the doctors.
these slides apply the concept of a business model to universities. They assess the existing business model and the changes that are driving the emergence of new business models. Student debt is rising as are licensing income and endowments. Information is also becoming widely available. What should universities do?
These slides use ideas from my (Jeff Funk) class to develop a business model for the TruTouch Alcolol Detector. This detector uses near-infrared spectroscopy to measure the amount of alcohol in a person’s blood. Early adopting customers include safety-critical workplaces and businesses that sell alcohol. The value proposition includes fewer workplace accidents and fewer sales of alcohol to intoxicated individuals. TruTouch can profit from this product through both selling and leasing the product and using its patents to prevent copiers from entering the market.
These slides use concepts from my (Jeff Funk) course entitled Biz Models for Hi-Tech Products to analyze the business model for Singapore Telecom’s Cloud Storage System Service. Storing recorded videos from a cable TV service on the cloud can provide users with more value than can storing them on a set-top box. Users can access them from any device and they don’t need to purchase an expensive set-top box. Storing the recording videos in the cloud also provides advertisers with more value because data on when and how often users access the videos can be made available to advertisers. These slides describe the specific value proposition for viewers and advertisers and other aspects of the business model such as the method of value capture, scope of activities, and method of strategic control.
my students use ideas from my class on business models to develop a business model for ion proton's DNA sequencer. This sequencer uses semiconductor technology to read an organism's DNA sequence and is faster and cheaper than existing sequencers. This presentation describes the value proposition, customer selection, method of value capture and other aspects of a business model for Ion Proton's DNA sequencer
My students use ideas from my (Jeff Funk) class on business models to develop a business model for Senseg, a supplier of a special coating for touch displays. their coatings enable users to feel texture, temperature, and other characteristics that cannot be experienced on ordinary touch displays. this enables better 3D modeling, remote surgery and other applications. these slides describe the customer selection, value proposition, method of value capture and other aspects of the business model for Senseg.
These slides propose a business model for MDI Enterprises, a firm that makes automobiles powered by compressed air engines. These automobile are as clean as electric vehicles, but cheaper.
My students use ideas from my (Jeff Funk) class on business models to create a business model for Tactus, Tactur supplies a revolutionary new form of new technology that enables better touch screens. Using MEMS, portions of the screen rise up thus making it easier for the user to more easily interact with touch screen displays. these slides analyze the value proposition, customer selection, method of value capture, scope of activities, and method of strategic control for Tactus.
My students use ideas from my class to develop a business model for wireless electricity from WiTricity. The slides describe the value proposition for various types of customers/applications including medical, industrial, and consumer products. The slides also discuss the methods of value capture and strategic control.
These slides use ideas from my (Jeff Funk) class to develop a business model for Sony’s detachable camera lens. This product enables users to obtain high-quality photos from a relatively small device while using a mobile phone to upload pictures to Facebook and other web sites. The quality of these high resolution photos, which can even be obtained while using the zoom function, are far better than the typical photos obtained with a camera phone. Bluetooth enables users to easily connect the lens to any phone and thus users can easily upload photos to Facebook.
My students use ideas from my class to describe a business model for ARM, which is a successful provider of microprocessor cores for mobile phones. They describe the value proposition, customer selection, value capture, scope of activities, and method of strategic control for ARM's entry into the microprocessor market for PCs.
These slides use concepts from my (Jeff Funk) course entitled Biz Models for Hi-Tech Products to analyze the business model for a real-time microbial detector from Instant Bio-Scan. This detector provides real time information on the existence of microbes in water using a laser- and photo-sensor-based system. Photo-sensors can identify microbes faster and with higher accuracies than can conventional systems that may take weeks before an analysis is done. Instant Bio-scan is targeting water treatment and pharmaceutical plants.
These slides use concepts from my (Jeff Funk) course entitled Biz Models for Hi-Tech Products to analyze the business model for Health Care Magic’s (HCM) Internet health care service. HCM matches patients with doctors and the services are provided over the Internet thus increased convenience and lower costs for both patients and doctors. Patients are tech-savvy young people who are busy and who often want a second opinion. Health insurance companies and employers can also benefit from this service since it can reduce health care costs. HCM offers a subscription service to patients and passes on most of these revenues to the doctors.
these slides apply the concept of a business model to universities. They assess the existing business model and the changes that are driving the emergence of new business models. Student debt is rising as are licensing income and endowments. Information is also becoming widely available. What should universities do?
These slides use ideas from my (Jeff Funk) class to develop a business model for the TruTouch Alcolol Detector. This detector uses near-infrared spectroscopy to measure the amount of alcohol in a person’s blood. Early adopting customers include safety-critical workplaces and businesses that sell alcohol. The value proposition includes fewer workplace accidents and fewer sales of alcohol to intoxicated individuals. TruTouch can profit from this product through both selling and leasing the product and using its patents to prevent copiers from entering the market.
These slides use concepts from my (Jeff Funk) course entitled Biz Models for Hi-Tech Products to analyze the business model for Singapore Telecom’s Cloud Storage System Service. Storing recorded videos from a cable TV service on the cloud can provide users with more value than can storing them on a set-top box. Users can access them from any device and they don’t need to purchase an expensive set-top box. Storing the recording videos in the cloud also provides advertisers with more value because data on when and how often users access the videos can be made available to advertisers. These slides describe the specific value proposition for viewers and advertisers and other aspects of the business model such as the method of value capture, scope of activities, and method of strategic control.
my students use ideas from my class on business models to develop a business model for ion proton's DNA sequencer. This sequencer uses semiconductor technology to read an organism's DNA sequence and is faster and cheaper than existing sequencers. This presentation describes the value proposition, customer selection, method of value capture and other aspects of a business model for Ion Proton's DNA sequencer
Emilie Robert Observatory of free healthcare in Mali 2012Emilie Robert
This presentation was given at the 2nd global symposium on health systems research, in a panel on knowledge translation strategies in West Africa to promote access to healthcare. This panel which I organized was chaired by Valéry Ridde. The symposium took place in Beijing (China) in November 2012.
Knowledge translation strategies in West Africavaléry ridde
Panel of 4 presentations done at Second Global Symposium on Health Systems Research.
Promoting evidence-based decision-making to improve access to health care
for vulnerable populations: Knowledge translation strategies in West Africa
These slides use concepts from my (Jeff Funk) course entitled Biz Models for Hi-Tech Products to analyze the business model for Ola Cabs, an Indian ride sharing company that has beaten Uber in India and is now challenging Uber on the global level. It has introduced a wide variety of low end vehicle service (two and three-wheelers), is expanding into last mile e-commerce deliveries, trucking, ambulance services, 2-wheelers for deliveries, and is linking with restaurants, ticket booking and used good marketplaces.
The slides summarize the business model for Ola Cabs including the value proposition, customers, method of value capture, scope of activities, and method of strategic control.
These slides use concepts from my (Jeff Funk) course entitled Biz Models for Hi-Tech Products to analyze the business model for PlugSurfing. PlugSurfing is creating a global network of EV charging stations that can be used with a single account thus eliminating the need for multiple passwords, credit cards, and other identifiers. It had created a network of 25,000 charging points by January 2016, mostly in Germany and the Netherlands. It already has a density of 17 charging points per square kilometer in central cities and 4 per square kilometer in suburbs. It has also begun expanding into France, Italy, and Belgium. The slides summarize the business model for PlugSurfing including the value proposition, customers, method of value capture, scope of activities, and method of strategic control.
These slides use concepts from my (Jeff Funk) course entitled Biz Models for Hi-Tech Products to analyze the business model for Zomato, a food discovery site that is transforming the global restaurant business and that is a member of the WSJ’s billion dollar startup club. Not only does it connect users and restaurants, it is also helping restaurants manage their finances, food and equipment orders, and design restaurants. Its core business is helping users find, book, and evaluate restaurants and helping restaurants advertise their services to users and accept bookings. However, the global network that Zomato is building of users and restaurants is enabling Zomato to extend its business into all aspects of F&B.
These slides use concepts from my (Jeff Funk) course entitled Biz Models for Hi-Tech Products to analyze the business model for Vishuo Biomedical, a Singaporean startup. This startup offers a data analytics bioinformatics platform that includes an integrated drug-gene-relation database and this platform is constantly updated as scientific advances are reported in academic journals. The platform analyzes genetic sequence data and provides visualization and reports for hospitals. Vishuo targets hospitals and research institutes with DNA sequencers but who need data analytic tools to interpret the DNA sequencing output. The slides summarize the business model for Vishuo including the value proposition, customers, method of value capture, scope of activities, and method of strategic control.
These slides describe my efforts to change engineering education. By focusing on group projects and presentations and real-world engineering issues that are applicable to much of industry, we can help students develop and demonstrate real-world skills. Industry will notice well done analysis of real-world issues and this has occurred in my two classes. The next steps are to work more closely with industry, focus more engineering classes on group projects and presentations, and to create new forms of resumes and transcripts. These resumes and transcripts should promote the students through linked presentations that demonstrate the real-world capabilities of students and that help engineering departments build brand images.
These slides discuss Network Effects, Platforms, Standards, and Complex Systems. All of these concepts continue to become more important as the digital economy progresses. From Uber to Instacart, and from smart phones to driverless vehicles, these concepts are playing an increasingly important role in the global economy. Their impact is most obvious when one thinks of the winner take all markets that are becoming increasingly common.
These slides analyze the value propositions for the members (more than 140) of Wall Street Journal's Billion Dollar Startup Club. Value propositions are important, because they are a major reason for the success of a product or a service. Many of these value propositions involved multiple dimensions of performance and large changes in user behavior. Young entrepreneurs should look for these types of value propositions.
These slides use concepts from my (Jeff Funk) course on Business Models at National University of Singapore to analyze the business model of Augmented Reality for travel. Augmented reality superimposes information on top of our sensory data. One way to do AR is to use a smart phone’s camera to view a world with information superimposed on the smart phone’s display. For travel, nearby places of interest can be provides along with ratings, reviews directions, public transport, and other information on them. This information can be obtained from Google Earth and other sources. The slides describe the value proposition, method of value capture, customers, scope of activities, and method of strategic control for two startups involved with AR and travel.
These slides use concepts from my (Jeff Funk) course on Business Models at National University of Singapore to analyze the business model of SCIO’s molecular sensor. This pocket sensor uses infrared light to determine the molecular makeup of fruits, vegetables, drugs, and other organic materials. As a replacement for bulky spectrometers, it can be used by scientists, engineers, and consumers to determine the sugar content, nutritional value, and other aspects of organic materials. The slides describe the value proposition, method of value capture, customers, scope of activities, and method of strategic control for SCIO.
These slides use concepts from my (Jeff Funk) course on Business Models at National University of Singapore to analyze the business model of Garena. Garena provides a platform for online multi-player games and is now striving to become a platform for a wider variety of activities. Players compete through both skill and money, with purchases of tools and characters helping them win games. Garena profits from the sale of these tools and characters. Garena also provides communication services that complement the online games and it is using these services to expand the breadth and power of its platform. The slides describe the value proposition, method of value capture, customers, scope of activities, and method of strategic control for Garena.
These slides use concepts from my (Jeff Funk) course entitled Biz Models for Hi-Tech Products to analyze the business model for Expliseat, a provider of ultralight airline seats. Made from titanium and carbon fiber, these seats have 40% the weight, 10% the number of parts, and are 5 centimeters thinner than existing seats. The lighter weight saves on fuel cost and the fewer parts reduce assembly and logistics costs, making the seat cost about the same as existing seats. The thinner seats can enable more legroom or more seats, depending on the airline’s preference. These slides describe the value proposition, customers, method of value capture, scope of activities and the method of strategic control for Expliseat.
These slides use concepts from my (Jeff Funk) course on Business Models at National University of Singapore to analyze the business model for Google Cardboard. Google Cardboard provides users with a virtual reality experience for a much lower price than that from Occulus Rift. It combines a fold-out cardboard mount with an Android smart phone to enable users to feel as though they are part of a video or game. It is light, does not require wires, and content will be available from YouTube and Google Play. Young males are expected to be the largest users of Google Cardboard. Google expects to make money from sales of content through Google Play. The slides describe the value proposition, method of value capture, customers, scope of activities, and method of strategic control for Google Cardboard.
These slides use concepts from my (Jeff Funk) course on Business Models at National University of Singapore to analyze the business model for Theranos. Theranos provides diagnostic testing for consumers that is faster and cheaper than the existing system. Its tests are done in easy to access pharmacies (e.g., Walgreens) as opposed to hard-to reach doctors’ offices. The tests use small bio-electronic integrated circuits (ICs) instead of large scientific instruments. These ICs utilize micro-fluidic channels that require a pin-prick of blood instead of a vial of blood, which makes the tests more appealing and faster than the traditional tests. The slides describe the value proposition, method of value capture, customers, scope of activities, and method of strategic control for Theranos.
These slides use concepts from my (Jeff Funk) course entitled Biz Models for Hi-Tech Products to analyze the business model for Airware, a provider of operating systems for drones. Developing applications for drones involves high development costs and these costs can be reduced through the use of a well-designed operating system that is used in many types of drones. Just as Android, iOS, and Windows have reduced the development costs for application software in smart phones and personal computers, Airware’s operating system, or aerial information platform as they call it, can reduce the cost of implementing drones for agriculture, delivery, movie production, security, and the many other applications that have been proposed. Airware is trying to develop an eco-system of drone manufacturers, application developers, sensor manufacturers, and drone operators, each of which contributes towards low cost and high performance applications for drones. These slides describe the value proposition, customers, method of value capture, scope of activities and the method of strategic control for Airware.
These slides use concepts from my (Jeff Funk) course on Business Models at National University of Singapore to analyze the business model for a fictitious alliance between Qualcomm and Bosch. Together, these firms can create a dense network of wireless charging stations that can enable the use of inexpensive electric vehicles. The dense network of charging stations reduces the importance of range and thus the weight, volume, and cost of batteries that are needed to propel the vehicle. The slides describe the value proposition, method of value capture, customers, scope of activities, and method of strategic control for Q-Bo, a fictitious alliance between Qualcomm and Bosch.
These slides use concepts from my (Jeff Funk) course on Business Models at National University of Singapore to analyze the business model for Jasper. Jasper provides a platform for the Internet of Things that enable companies to connect their “things” to the Internet. It provides each thing with a global SIM card that works with local telco wireless systems. It also provides a middleware platform that enables data analysis and presentation. This enables users to monitor their things 24/7, better manage costs and customer usage, and integrate these outputs with their own IT systems. Jasper charges for each connection and thus begins making money as soon as users connect to their systems. The slides describe the value proposition, method of value capture, customers, scope of activities, and method of strategic control for Jasper.
These slides use concepts from my (Jeff Funk) course entitled Biz Models for Hi-Tech Products to analyze the business model for Slack, a supplier of collaborative tools for teams. These tools offer a new form of mail service that is very different from that of traditional e-mail programs such as Microsoft Outlook, G-Mail, and Yahoo-Mail. Slack designed its mail service for the cloud computing environment, as opposed to the traditional in-house computing environment. Accessing documents from the cloud is easier with Slack’s service than with Microsoft Outlook as is enabling apps for Slack’s service and reading messages. Reading messages is easier because they are organized by person (like instant messaging on smart phones) as opposed to time. By measuring usage, Slack can charge by active user thus reducing the risk of trying Slack, particularly for individuals, who are the main market for Slack. These slides describe the value proposition, customers, method of value capture, scope of activities and the method of strategic control for Slack.
These slides use concepts from my (Jeff Funk) course entitled Biz Models for Hi-Tech Products to analyze the business model for Oscar Health Insurance. Unlike most health care insurance companies, Oscar focuses on end-users as opposed to companies. It connects end users with its network of health care providers (e.g., doctors, hospitals). It focuses on end-users, largely because America’s new health care plan, usually called Obamacare, opened up this opportunity for focusing on end-users, who didn’t have coverage through employers. Oscar reduces its costs through a simpler form of web-based billing, Telemedicine, and wearable technology. These slides describe the value proposition, customers, method of value capture, scope of activities and the method of strategic control for Oscar.
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Discover the innovative and creative projects that highlight my journey throu...dylandmeas
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Biz model for portable telepresence anybot
1. MT 5016
Business Model for
High-Tech Products
ASSOC PROF Funk, Jeffrey Lee
Ushashree Divakar
Li Yinbei
Zhou Kaijing
Chang Chiew Yuen
Wang QianQian
Oh Chin Lock
4. Outline
• Telepresence & Robotic Telepresence
• Motivation of Telepresence & Markets
• Customer needs & segments
• Robotic Telepresence and Anybots QB
• Value proposition
• Value capture
• Scope of activities
• Strategic Control
• Summary
5. Telepresence today
Suppliers
• Polycom
• Cisco
• Huawei
• HP
Features
• High resolution
• High fidelity
• Immersive
• High investment
(Source: Mombasa and Coast Tourist Association)
7. Motivation for Robotic Telepresence
Globalization + Internet boom
• Cross functional projects
• Increasing companies setting up their manufacturing
and R&D facilities overseas
• Increasing need for collaboration and communication
across geographical regions
• Increasing internet connectivity
8. Telepresence Market
Source: ABI Research
Results from the latest market study by For the full year 2011, total enterprise
International Data Corporation (IDC) showed a videoconferencing market revenue reached
strong fourth quarter of 2011 (4Q11), with $2.7 billion – that's an increase of 20.5 percent
videoconferencing revenue growing 19.0 over the full year 2010.
percent quarter over quarter and 24.6 percent
year over year to reach $807.9 million.
9. Bloomberg Businessweek's Drake Bennet thinks there is a better, and cheaper,
alternative to business travel: Telepresence robots.
The worldwide market for telepresence robotics is expected to grow from $556.1
million in 2010 to $13.1 billion in 2016. Robots that can be controlled from any
location could be responsible for everything from office security and surveillance to
holding remote meetings and virtual collaboration.
Methods to achieve “Being there”
Robotic
Email, Telephone Web Video Tele- Being
SMS Conference Conference, Physically
Telepresence presence there!
Least Effective Most Effective
10. Customer Selection
is there a market ???
whom to serve and not
serve ???
11. Customer Segments
Global
organization
Event, Hospital /
conference Medical • Provide interface to doctors,
& museum centers
specialist to communicate with
patients remotely.
• Tele-operation.
Disaster Anybots
Education
recovery QB
Exploration Home care
Military,
Police,
Security
12. Customer Segments
Global
organization
Event, Hospital /
conference Medical
& museum centers
Disaster Anybots
Education
recovery QB
• Allow education institutes to
engage the best experts and
educators around the world to
Exploration Home care
provide teaching.
Military,
Police,
Security
• Mobility will enhance classroom
interaction to stimulate studies.
13. Customer Segments
Global
organization
Event, Hospital /
conference Medical • Companion for elderly living alone
& museum centers
at home
• Possibility with situation-specific
intelligent – reminding (e.g. taking
Disaster Anybots medication or drinking)
Education
recovery QB
• Alert message when emergency
detected
Exploration Home care
Military,
Police,
Security
14. Customer Segments
Global
organization
Event, Hospital /
conference Medical
& museum centers
• Area monitoring by military, police
Disaster Anybots and securities.
Education
recovery QB
• Fire detection applications
• Allowing user to patrol and
examine remote areas
Exploration Home care
Military, • Perform precision observation and
Police, data collection without
Security
experiencing the hazard
15. Customer Segments
Global
organization
Event, Hospital /
conference Medical
& museum centers
• Deployment in an underwater
Disaster Anybots environment in order to produce
Education
recovery QB interactive webcasts of scientific
material.
• Navigate to areas that are difficult
and impossible to reach by human
Exploration Home care e.g. natural resource exploration.
Military,
Police,
Security
16. Customer Segments
Global
organization
Event, Hospital /
conference Medical
& museum centers
Disaster Anybots
Education
recovery QB
• Deployment for use in disaster
recovery in earthquake, nuclear
disaster e.g. Fukushima
Exploration Home care
Military,
Police,
Security
17. Customer Segments
Global
organization
Event, Hospital / • Presenting papers, attending
conference Medical presentations, participating in
& museum centers
panel discussions, and co-chairing
a technical session.
• A “telepresence hall” for
Disaster Anybots presentations and/or professional
Education
recovery QB networking.
• Museums could arrange tele-
presence visiting to examine
exhibits from different angles in a
Exploration Home care
museum. (Australian National
Military, Museum, 2012)
Police,
Security
18. Customer Segments • Meeting, collaboration, sales
& marketing
Global
organization • Auditing, inspection &
Event, Hospital /
maintenance
conference Medical
& museum centers
Why do we only target at
global organization?
Disaster Anybots
Education High
recovery QB
market
demand
Low
tech-
nology
Exploration Home care barrier
Military, Low R&D
Police, Investment
Security
19. Empathy Map – Office Staff
THINK AND FEEL
Time wasting
Stuck in traffic
Hassle to travel and coordinate
No break – back to back meetings
Increasing backlog
HEAR SEE
Usage of video conference Team in different location
Ready to travel for meetings when require Webcam
New development of internet speed Video conference
Webinar
SAY AND DO?
Minimal travel (esp. people with family)
Silos team
Avoid responsibility
PAIN GAIN
Missing time with family, friends More time with family, friend
Long travel time Closer communication with colleagues located remotely
Segregated time – lack of communication Multi-tasking
21. Anybots QB’s specifications & features
Cost & Country of • USD 9,700
Origin • United States
Human-
• It looks vaguely like Wall-E, the
Resemblance robot imp from 2008 Pixar film
Quotient
Mobility • Runs on Segway-style wheels
• The QB has a video camera for
Interaction Ability eyes
• Since it is essentially roaming
Cognitive Ability videoconference center, it‟s your
brain in a robot‟s body
Creepy-Robot • A laser pointer in its right eye,
designed for pointing at things in
Factor the office
Source: Anybot.com
23. Business Meeting & Office communication
Low setup cost & High usage rate
Move beyond the meeting room
• Videoconference / Telepresence is
confined to structured environment like
conference room.
• People prefer to talk and interact in non-
structured environments, anywhere.
25. Product inspection & Factory audit
Many factories need consistent inspection.
Limitation of CCTV
• Limited to the fixed viewpoint
• More CCTV camera requires if more area need to
be covered
Anybots enable companies to conduct
inspection remotely from HQ and make more
frequent inspections.
37. Value chain
Firm infrastructure activities
Support Research, development and design
activities
Human resource management
Primary Purchasing, Dealer
activities inventory Market- Outbound support
Manufac- and
holding, ing & logistics
materials turing Sales customer
handling service
(Source: Prof Funk‟s lecture)
38. Research & Development
Balance Computer
control vision
Path Video /
Planning /
Sensor Audio
Networking
/ Motion
Communic Control
ation
39. Design
• In-house designing
• human like design vs. minimal design
• Customize appearance design for customers
• Communication interface via ROS applications
40. Manufacturing
Partnership with U.S based OEM manufacturer (E System)
• Built to the professional quality needed for business communications
• Better protect intellectual property compared to oversea manufacturing
• Benefit greatly from time-to-market
• Reduce capital outlay compared to in-house manufacturing
41. Marketing and Sales
• Invite selected organizations to be beta testers (e.g. Carnegie Mellon
University, NASA)
• Grant distributor rights to RoboMatrix to introduce Anybots’ QB
telepresence robot rental service to the Japanese and Taiwanese markets.
RoboMatrix is a division of Innovation Matrix, Inc., a leading distributor of robotic, motion control,
and automated systems.
44. Strategic Control
Protection against
( )
imitation
Create scale or
network effects
Have better
complementary
assets
Cross the chasm
Control industry
architecture
45. Patent Protection
3 utility patents (20y), 2 design patents (14y) granted!
Temporary Monopoly, Prevent Imitation
However, should prosecute patents in other key
markets other than USA
46. Maximizing Profits as the innovator
Components (e.g. cams, screens, mechanical parts, battery) are standard and easy to acquire
As early stage company, does not control many complementary assets.
However ….
Key design elements are protected by Patents
• Software for remotely controlling the robot,
• Software for balancing the robot,
• Design of the robot.
Control the platform and interface
• Suppliers supply „cheap‟ standard components
• IP control need for integration ensures that the integral design
reaps more profits!
• Control the industry architecture
47. Control of Industry Architecture
Platform, Integral Design
IPR +
Control
Platform API Integration Interface
Application Developers Robotic Sensors Mechanical
Makers Modules Makers
OEM Manufacturers
Service Providers VAR Distributors Retail
Customers
48. Network Effects – Open API, 3P developers
Telepresence market
shows :- Usage
increases with more
units deployed
(Metcalfe’s Law)
(source: cisco)
• Core platform protected against imitation
• Open the interface (standard API) for 3P app developers
• Create network effects – open innovation to tap innovative
complementary apps on QB platform
49. Options available to Anybots
Go to the leaders (e.g. Cisco, iRobot, Toyota, Polycom)
• Leverage on the IP protection to negotiate licenses with good royalties
• Work with the leaders to access their complementary assets to scale, cross the chasm
Go by themselves
• Enforce patent infringement aggressively
• Build complementary assets (marketing, sales) and outsource manufacturing
• Once market is big enough, pursue licensing or strategic buy-out
50. Value Costumer Costumer
Key partners Key activities
proposition relationships segments
Key resources Channels
In Conclusion
Cost structure Revenue streams