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Business Transformation V5

The document discusses using megatrends to transform businesses by leveraging IoT and data analytics. It provides background on the speaker, Dr. Tan Guan Hong, who has experience in government, research, and private industry related to industrial automation, IoT, and data analytics. The document then covers several global and local trends that are opportunities for business transformation, including the growth of IoT devices, aging populations, ecommerce, and more. It argues that businesses must innovate and transform to leverage these trends or risk becoming obsolete. The document provides examples of innovative business models related to IoT and discusses challenges businesses may face in transforming.

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Using Megatrends to transform businesses leveraging on IoT and Data Analytics Dr Tan Guan Hong Worked @ GovTech, A*STAR, Tritech Group, SysEng, Philips Electronics (Experiences from TRL 3 to TRL 9) Vice President @ Singapore Industrial Automation Association Consultant @ Singapore Technology Land System & Electronics Technology Partner @ RekaNext Capital Technology Partner @ Pestech Holding (S) Pte Ltd RekaNext‘s Director @ XjeraLabs Pte Ltd A*STAR’s Director @ Sentient.io Business Advisor @ ACKCIO Business Advisor @ WisQo
Internet of Things (IoT) Global Trends 2
https://en.wikipedia.org/wiki/Moore%27s_law Moore’s Law Number of transistors in a dense integrated circuit doubles about every two years Technology Trends
Moore’s Second Law or Rock’s Law Cost of electronics and computer power to the consumer will keep falling ! Technology Trends
Telephone Camera Computer Smart phone Mechanical Car & Combustion Engine Electric Car & Autonomous Vehicles Cathode Ray Tubes TVs LCD TVs Metering & Data Logger Arduino Boards These will follow Moore’s Law Moore’s Law moves Mechanical to Electronic Products Technology Trends
6 Toyota Model Product Creation Process (PCP)
7 Product Creation Process (PCP)
8 Past Future
Grows up using Eyes and Fingers to interact Human to Human Network supported by IoT Network to interact with the Physical world via Sensors Global Trends
https://www.bloomberg.com/news/articles/2018-08-20/gen-z-to-outnumber-millennials-within-a-year-demographic-trends Gen Z (Born after 2001) comprises 32% of the global population of 7.7B in 2019, ahead of 31.5% Millennials (born 1980-2000) Self-Awareness vs Self-Centeredness," “Rise of Gen Z: New Challenge for Retailers” Millennials were more focused on what was in it for them, looked to others, such as the companies for solutions. The “i” Generation ! Gen Z are younger people, sought to create their own solutions, only know Digital World (IoT), Expose to “War on Terror“, “Cyber Security” and “Global Recession" https://www.huffingtonpost.com/george-beall/8-key-differences-between_b_12814200.html Global Trends
The population grew up from the computer generation using eyes and fingers to interact This is the “i” Generation of iWatch, iPhone and iPad The self centric world of “i” or me, me, me … Everything revolves round “i” , that individual Knowing this, how do we grow business in future ? Gen Z & iGeneration i i i
IoT demand will accelerate as the kids become more IT savvy, Individualistic and Social connected. Next when they enter the work force with increasing spending power, they will use technologies which are familiar and read in the Internet for knowledge. IoT will reach a Tipping Point Once it tips over, the IoT applications, services and devices will grow exponentially. Data is the Key Driver Young ICT educated Citizens entering work force IoT Demand Gen Z & iGeneration
Smartphones are forcing Businesses to come up with new Biz models Global Trends Smartphone Apps
Major Megatrends for 2015 i and Global Trends
https://www.cnbc.com/2017/08/17/when-youll-earn-the-most-in-your-career.html https://www.statista.com/statistics/824464/mean-disposable-income-per-household-by-age-uk/ Global Trends Earning power & Disposal Income by age groups Targeting 30 - 50 age groups
Working Population supporting Elderly ! 4 Homes & Cars / Family Need only 1 Home & 1 Car / Family What to do with the extra 3 Homes & Cars ? Empty ? Sell ? Value drop ? Who holds Asset ? Aging Population
18 Singapore Trends Aging Population will change spending patterns By % can skew statistical thinking. 5% of 10,000 is different from 5% of 1,000,000
WORLD Elderly • 2014: 605 M • 2050: 2,000 M • AGEING IS NOT A PROBLEM, ITS OPPORTUNITY! 0 2 4 6 8 10 12 1965 1970 1975 1980 1985 1990 1995 2000 2005 2010 2015 2020 ELDERLY PERCENRAGE YEAR SOURCE: DEPARTMENT OF STATISTICS SINGAPORE SINGAPORE • YEAR 2015: 430,000 Elderly • YEAR 2030: 900,000 Elderly Elderly Person > 60 years old Aging Population
The total fertility rate was 1.2 in 2014, compared to 1.3 in 2013, the Dragon Year. This is below the replacement rate of 2.1 . Replacement rate is 2.1 ! Manpower Shortage
Only Singapore, Hong Kong and Moldova have a fertility rate (the number of children per woman) as low as South Korea's. All are on 1.2, while the replacement rate - the number needed for a population to remain level - is 2.1. https://www.bbc.com/news/stories-45201725
Copyright of GovTech © Not to be reproduced unless with explicit consent by GovTech. https://www.statista.com/statistics/804307/gross-domestic-product-gdp-per-capita-in-the-asean-countries/ https://asia.nikkei.com/Economy/Southeast-Asia-trying-to-improve-birthrates US$ https://www.channelnewsasia.com/news/singapore/singapore-total-fertility-rate-new-low-1-16-10002558a
23 eCommerce is growing very fast Global Trends
Reducing overhead costs is a Win-Win-Win for Consumers, Retailers and Manufacturers High Cost to Consumer v.s. Total Manufacturing Cost Threat is NOT the next Shopping Mall but Global eCommerce Global Trends Materials & Finishing $3.69 65.1% Freight/Insurance/Duties $1.03 18.2% Factory Margin $0.58 10.2% Agent $0.18 3.2% Labour $0.12 2.1% Factory Overhead $0.07 1.2% Cost to Retailer $5.67 40.5% Retailer Margin $8.33 59.5% Consumer Buying Price $14.00 http://www.macleans.ca/economy/business/what-does-that-14-shirt-really-cost/ http://reinventingprosperity.blogspot.sg/2015/10/the-truth-behind-your-14-shirt.html
Cost Breakdown Physical Store eCommerce Materials & Finishing $3.69 65% Freight/Insurance/Duties $1.03 18% Factory Margin $0.58 10% Agent $0.18 3% Labour $0.12 2% Factory Overhead $0.07 1% Cost to Retail $5.67 41% $5.67 68% Retail Labour $3.00 21% Retail Rental $2.66 19% Retail/Seller Margin $2.67 19% $2.67 32% Consumer Buying Price $14.00 $8.34 eCommerce/Physical Ratio 60% Less expensive to consumer Seller makes better % margin for same outlay Consumer pays less for same product Rental will drop & replace by services, which cannot do through Internet Retail property prices will drop as service depends on no. of people & tourists
Singapore Biz Cost Structure Retail Costs in Labour is 36% & Rental 32% Retail Margin $8.33 Retail Labour $3.00 36.0% Retail Rental $2.66 32.0% Actual Margin $2.67 32.0% Actual Margin for Retailer: Sell Price is $2.67 / $14 = 19 % Singapore Trends $14 shirt
• Growing IoT devices • Data Insights from Mobile Apps • i-Generation citizens • Aging population / Demographics • Shortage of younger citizen and raising salaries • Increasing Rental space • SMEs employ 70% of residents, translating to voting power Business Challenges
Source : http://www.singstat.gov.sg/statistics/visualising_data/Singapore-Economy20052014.pdf SMEs Make up 99% of enterprises Employ 7 in 10 employees Singapore Trends 28
Consumer IoT IIoT or Industrie 4.0 Structured Work Process with SOPs Paid to provide Service Unstructured Process as dealing with individuals Pays for Service Focus on Efficient and Outcomes Conflicting individual goals for self interest & benefit Highly fragmented, flexible and change over time fast Inflexible and Large Organisations, no single individual ownership IoT Influence by stake holders and KPIs Influenced by individuals, social behaviour and friends Consumer facing Process Driven B2B IoT , Enterprise IIoT or Industrie 4.0 (Reliable Focus) B2C IoT , Consumer IoT (Cost Focus) Business Challenges
Confidential Cloud Platform IoT (B–C) Milk - To C - RFID SuperMart Milk - To C - RFID IIoT (B-B) Milking Milk - To C - Volume - RFID Milk Processing Milk - To C - RFID MILK Cold Chain Households Security Trade Secrets Confidentiality Individual Privacy Grass - Moisture - pH Levels Farm A Grazing Consumers Cheese Fly Milk Structured Data Unstructured Data IIoT works with Structured Data to forecast and manufacture for consumers IoT organises the Unstructured Data into Structured information for IIoT system to work IIoT and IoT Food Chain for Food Traceability and Security Milk - To C - RFID Milk - To C - RFID Business Challenges
31 Today Ideal Situation Time Opportunities Identify Top Constraints hindering Stake Holders agreed Mid-Goal Process of Innovations
32 Business Environment is changing very fast with Digitization & Mobility • Step by step, competition is taking your “Cheese” away • Options: Transform, Compete head on, Get out, Do Nothing & Wait until obsolete
33 Tech# 1 Tech# 2 Tec h#3 Tec h#4 System Level for Heart to Function ? ? ? ? We need to Design a Functional Heart There are Tech#1 to Tech#4 Who will cover the ???? Design must cover all the missing gaps in between Sometimes the Tech#3 wants to cover Technologies outside the Heart for its own interest
First Mover Advantage Gold Ingots behind the hill !! Do I want to Tell Them ? Where is the $$? Some People Make Things Happen Some People Watch Things Happen Some People Wonder What Happen Business Innovation
90% 80% 95% Maturity Maturity Maturity Time` Time Time Technology#1 Technology#2 Technology#3 X X X ✔ ✔ ✔ New Business Innovation New Development Evolution of New Business 80% Matured When Technologies matures to 80% and above, there is no more technology competitive edge but rather a cost reduction strategy which is doing more of the same to increase operational efficiencies Now we leverage on these matured cost effective technologies by adding new innovations to create new market segments by integrating stable technologies to solve new challenges 20% New Business Innovation
Do the same , Don’t expect different results Business Innovation
Thank you for your attention Have a great Day ahead
38 Elements of MaaS Business model Coordination between different Mobility Service Providers (MSPs) to provide value to users and MSPs themselves Mobility as a Service Infrastructure Telco networks, Payment systems, Physical infrastructure to link up different modes of tpt, physical gates for identification of users Active mobility Shared bikes and scooters, lower cost of transport and lower carbon emission Public transportation Lower cost of transport and lower carbon emission Shared vehicles Ride hailing, carpooling, on- demand vehicles, AV, EV fleets Local transport authorities As a provider, or non-commercial interference in policy objectives. Should be convinced of MaaS’ benefits Real-time data & Traffic prediction Rerouting on the go with user information and traffic conditions Mobility Service Providers Internal Considerations Briefing
39 MaaS Opportunities for ST-Comfort JV • Developing JV opportunities by leveraging on both businesses eco- system • Identify the suitable elements of MaaS already working/in progress within both companies • Identify the Missing components for MaaS and explore partnering with other third partners to strengthen and shorten time to market • Prioritises the component development due to resource/investment constraints • Identify internal champions at each component Briefing
40 Chart#1 (Strength) and Chart#2(Weakness) • Everyone identifies the Strength of their own organisation. Writes one Strength per sticker and paste it on the Strength Chart#1 • Each person identifies at least 3 Strengths and indicate a Strength number (1 High, 2 Medium, 3 Low) • Repeat for Weakness. Everyone identifies the Weakness of their own organisation. Then writes one Weakness per sticker and paste it on the Weakness Chart#2 • Each person identifies at least 3 Weakness and indicate a Weakness number (1 High, 2 Medium, 3 Low) …. Note: High Weakness means vulnerable ! Chart#3 (Opportunities) and Chart#4(Threats) • Everyone identifies the Opportunities for their own organisation. Writes one Opportunity per sticker and paste it on the Opportunity Chart#3 • Each person identifies at least 3 Opportunities and indicate a Opportunity number (1 High, 2 Medium, 3 Low) • Repeat for Threats. Everyone identifies the Threats to their own organisation. Then writes one Threat per sticker and paste it on the Threat Chart#4 • Each person identifies at least 3 Threats and indicate a Threat number (1 High, 2 Medium, 3 Low) Part#1SWOT
41 • Next the Group discuss to prioritise within each quadrant each point and re-prioritise again to 1 (High) , 2 (Mid) and 3 (Low) as the previous Priority order can change after debating. This output will be used in the next group discussion for Action Plans • Group nominates a presenter and another for taking notes during Q&A Part#1SWOT
42 • Based upon the SWOT analysis and applying to the MaaS framework, identify the Action Plans to implement the MaaS Business model V 1.0 based upon the List of Topics/Questions • In the Action Plans, indicate short term ( 6 months) and long term (12 months) • Both parties must see the same opportunities by using each others strengths leveraging their strengths. • With Chart#5 for MaaS Business Model V 1.0, position the Strengths stickers on Left column and Opportunities stickers on Right column. Identify and develop action plans based upon these Strengths and Opportunities. • Weakness and Threats to the JV need to address, later as these need time to mitigate by working with external partners • With Chart#6 on Weakness on Left column and Threats on Right column. Then to proposal steps to mitigate them. Part#2 Action Plan • Next discuss to prioritise the Action Plans to 1 (High) , 2 (Mid) and 3 (Low) • Group nominates a presenter and another for taking notes during Q&A
Rolls Royce “Power by the Hour” Business Model started in 1962 ! Only the Manufacturer knows the Engine best. They don’t sell you only Engine Hardware but Engine Usage based business http://www.rolls-royce.com/media/press-releases/yr-2012/121030-the-hour.aspx Disruptive Business Model 43 Business Innovation
IoT Business Model of shifting CAPEX and OPEX to reduce risks for various stake holders in the Eco-system 44 Business Innovation
Value for Customer • Don’t Work, Don’t Pay • Customer is King as he $pays for Quality Data Only & Service Value to Service Provider • Customer Centric Business Model • Supports Innovation Projects for longer contract • Customer pays only by $ Z x (Days Working/Days in that month) by making failure expensive for Service Provider • Failure surfaces every month for Improvements Move Customer’s Budget from CAPEX to OPEX 45 Business Innovation
"A Customer is the most important visitor on our premises. He is not dependent on us. We are dependent on him. He is not an interruption in our work - he is the purpose of it. We are not doing him a favour by serving him. He is doing us a favour by giving us the opportunity to serve him.” Mahatma Gandhi 46 Business Advice
“You cannot Manage What you cannot Measure” Edwards Deming 47 Business Advice
Construction IoT Approach Data Generation to Digital Formats: Sensors Horizontal Technologies •Mobile •Internet •Cloud Data Collection, Analysis, Management & Alert Environmental Supply Chain Management Facility Management Retail Food & Beverage Security
IoT Value-Chain Growth Sensors/Input Devices/data loggers Wired & Wireless Networks Application Developers Telcos Data Centers/ SANS Providers System Integrators Automation Consultants Business Intelligence Standards & Data Security Awareness & Skills Training Productivity Improvements Every chain link have many companies servicing that link in Value-Chain + + + + +
IoT also means A lot of Things The Business Disruption is the Better Customer Experience rather than Technology Advantage The Software/Internet Connectivity/User Interface inside the Devices makes them into Social Objects to link other people as a Tool IoT Needs Volume Adoption and standard Process to be Efficient so that prices will drop for higher volume. Cost reduction driven IoT will starts from B2B as B2B is usually Cost Reduction driven. It has clearer added value and smaller market to grow B2C is Sales Growth Driven, hence the end product added value so not so clear Service Business is not scalable Localized Business difficult to export See what Big Company don’t do. If they do it, you are already too late. Invest Early before others see opportunity Brand, Size matters to negotiate for Discounts Bulk Buying, Rental. Young staff joins Big Brands and Company. Common training of staff for economy of scale
Globalization Effect Big MNCs Many SMEs Global Trends Size matters now for Global Branding Gen Y & Talent Recruitment Business Continuity Succession by Professionals Negotiation for Economy of Scale Purchasing Discounts Rental Space Marketing SME working alone to protect their turf
The Business 3 domain blocks to be align Cars Drivers Awareness For business to work, all 3 blocks must work Each block has 2 states, “0” Not-working Logic and “1” Working Logic This business has 2 x 2 x 2 possible combinations (23) to work or fail Opportunity Business Innovation of aligning 3 available blocks
53 The business has 3 Technology blocks 0 0 0 0 0 1 0 1 1 0 1 0 1 0 0 1 1 0 1 0 1 1 1 1 For business to work, the probability is 1 / 23 = 1/8 = 12% The possibility of unit not working is 7/8=88% ! When getting it to work, can you assume that the person has the skills to troubleshoot any of the 7/8 ? Unlikely If we already have 2 Blocks proven to work already, our risk is only in 1 Block risk which is ½ = 50% only
IC Component Level • IC Layout & Software • Need to understand component characteristics and interconnect
Module Level Module Design • Module Embedded Software and need to understand component characteristics • Need to understand PCB Circuit layout beyond inter-connectivity between ICs • Shielded from the need to understand IC layout level
Having all working ICs Module Design • All ICs working according to its individual specifications • When all the components are mounted, it cannot be assumed that the Module can work according to Module level specifications • There is an interaction between component ICs to make the module work as a module… This is a System Integration Function
Module Application Level Application Software • Need to understand Application needs and Module characteristics • Need to understand Module interfacing protocol and timings • Shield from the need to understand individual component level
System Level System Application Software • Understand Final Product Application • Use off the shelf Modules and well documented • Need to understand Individual Module characteristics and their interactions • Shield from the need to understand individual component level
Innovation Strategy :- Chose your Battle ground to your advantage 300 100,000 100 Spartans Width & 3 Rows Mountain 1,000 Rows of 100 Persians System Thinking The Narrowest passage controls the battle ground ! Critical Path determines System Performance Sea
Know your targeted final system Computing Resources Server Note Book Embedded Systems Number of Codes
Rolls Royce “Power by the Hour” Business Model started in 1962 ! Only the Manufacturer knows the Engine best. They don’t sell you Engine Hardware but Engine Usage based business http://www.rolls-royce.com/media/press-releases/yr-2012/121030-the-hour.aspx
IoT Business Model of shifting CAPEX and OPEX to reduce risks for various stake holders in the Eco-system IoT Business Model
Value for Customer • Don’t Work, Don’t Pay • Customer is King as he $pays for Quality Data Only & Service IoT Business Model Value to Service Provider • Customer Centric Business Model • Supports Innovation Projects for longer contract • Customer pays only by $ Z x (Days Working/Days in that month) by making failure expensive for Service Provider • Failure surfaces every month for Improvements Move Customer’s Budget From CAPEX to OPEX
OPEX End User cost advantage 0 100 200 300 400 500 600 700 2005 2006 2007 2008 2009 2010 2011 Monthly Fee S$ Year OPEX vs CAPEX Model OPEX CAPEX Average Flood Monitoring Station per month 2014 Supply of Water Level Data @ Waterways (Fourth Contract in 2014) Business Model OPEX Service Provider Advantage - End User gains confidence to contract larger scale value tenders - Service Provider build capabilities to Design & Supply more robust system before expanding overseas - Minimize End User Risks while Provides Service Provider with continuous feedback about its Innovation

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Business Transformation V5

  • 1.
    Using Megatrends totransform businesses leveraging on IoT and Data Analytics Dr Tan Guan Hong Worked @ GovTech, A*STAR, Tritech Group, SysEng, Philips Electronics (Experiences from TRL 3 to TRL 9) Vice President @ Singapore Industrial Automation Association Consultant @ Singapore Technology Land System & Electronics Technology Partner @ RekaNext Capital Technology Partner @ Pestech Holding (S) Pte Ltd RekaNext‘s Director @ XjeraLabs Pte Ltd A*STAR’s Director @ Sentient.io Business Advisor @ ACKCIO Business Advisor @ WisQo
  • 2.
  • 3.
    https://en.wikipedia.org/wiki/Moore%27s_law Moore’s Law Number of transistors ina dense integrated circuit doubles about every two years Technology Trends
  • 4.
    Moore’s Second Lawor Rock’s Law Cost of electronics and computer power to the consumer will keep falling ! Technology Trends
  • 5.
    Telephone Camera ComputerSmart phone Mechanical Car & Combustion Engine Electric Car & Autonomous Vehicles Cathode Ray Tubes TVs LCD TVs Metering & Data Logger Arduino Boards These will follow Moore’s Law Moore’s Law moves Mechanical to Electronic Products Technology Trends
  • 6.
    6 Toyota Model ProductCreation Process (PCP)
  • 7.
  • 8.
  • 10.
    Grows up usingEyes and Fingers to interact Human to Human Network supported by IoT Network to interact with the Physical world via Sensors Global Trends
  • 11.
    https://www.bloomberg.com/news/articles/2018-08-20/gen-z-to-outnumber-millennials-within-a-year-demographic-trends Gen Z (Bornafter 2001) comprises 32% of the global population of 7.7B in 2019, ahead of 31.5% Millennials (born 1980-2000) Self-Awareness vs Self-Centeredness," “Rise of Gen Z: New Challenge for Retailers” Millennials were more focused on what was in it for them, looked to others, such as the companies for solutions. The “i” Generation ! Gen Z are younger people, sought to create their own solutions, only know Digital World (IoT), Expose to “War on Terror“, “Cyber Security” and “Global Recession" https://www.huffingtonpost.com/george-beall/8-key-differences-between_b_12814200.html Global Trends
  • 12.
    The population grewup from the computer generation using eyes and fingers to interact This is the “i” Generation of iWatch, iPhone and iPad The self centric world of “i” or me, me, me … Everything revolves round “i” , that individual Knowing this, how do we grow business in future ? Gen Z & iGeneration i i i
  • 13.
    IoT demand willaccelerate as the kids become more IT savvy, Individualistic and Social connected. Next when they enter the work force with increasing spending power, they will use technologies which are familiar and read in the Internet for knowledge. IoT will reach a Tipping Point Once it tips over, the IoT applications, services and devices will grow exponentially. Data is the Key Driver Young ICT educated Citizens entering work force IoT Demand Gen Z & iGeneration
  • 14.
    Smartphones are forcingBusinesses to come up with new Biz models Global Trends Smartphone Apps
  • 15.
    Major Megatrends for2015 i and Global Trends
  • 16.
  • 17.
    Working Population supporting Elderly ! 4 Homes& Cars / Family Need only 1 Home & 1 Car / Family What to do with the extra 3 Homes & Cars ? Empty ? Sell ? Value drop ? Who holds Asset ? Aging Population
  • 18.
    18 Singapore Trends Aging Population will change spendingpatterns By % can skew statistical thinking. 5% of 10,000 is different from 5% of 1,000,000
  • 19.
    WORLD Elderly • 2014:605 M • 2050: 2,000 M • AGEING IS NOT A PROBLEM, ITS OPPORTUNITY! 0 2 4 6 8 10 12 1965 1970 1975 1980 1985 1990 1995 2000 2005 2010 2015 2020 ELDERLY PERCENRAGE YEAR SOURCE: DEPARTMENT OF STATISTICS SINGAPORE SINGAPORE • YEAR 2015: 430,000 Elderly • YEAR 2030: 900,000 Elderly Elderly Person > 60 years old Aging Population
  • 20.
    The total fertilityrate was 1.2 in 2014, compared to 1.3 in 2013, the Dragon Year. This is below the replacement rate of 2.1 . Replacement rate is 2.1 ! Manpower Shortage
  • 21.
    Only Singapore, HongKong and Moldova have a fertility rate (the number of children per woman) as low as South Korea's. All are on 1.2, while the replacement rate - the number needed for a population to remain level - is 2.1. https://www.bbc.com/news/stories-45201725
  • 22.
    Copyright of GovTech© Not to be reproduced unless with explicit consent by GovTech. https://www.statista.com/statistics/804307/gross-domestic-product-gdp-per-capita-in-the-asean-countries/ https://asia.nikkei.com/Economy/Southeast-Asia-trying-to-improve-birthrates US$ https://www.channelnewsasia.com/news/singapore/singapore-total-fertility-rate-new-low-1-16-10002558a
  • 23.
    23 eCommerce is growingvery fast Global Trends
  • 24.
    Reducing overhead costs isa Win-Win-Win for Consumers, Retailers and Manufacturers High Cost to Consumer v.s. Total Manufacturing Cost Threat is NOT the next Shopping Mall but Global eCommerce Global Trends Materials & Finishing $3.69 65.1% Freight/Insurance/Duties $1.03 18.2% Factory Margin $0.58 10.2% Agent $0.18 3.2% Labour $0.12 2.1% Factory Overhead $0.07 1.2% Cost to Retailer $5.67 40.5% Retailer Margin $8.33 59.5% Consumer Buying Price $14.00 http://www.macleans.ca/economy/business/what-does-that-14-shirt-really-cost/ http://reinventingprosperity.blogspot.sg/2015/10/the-truth-behind-your-14-shirt.html
  • 25.
    Cost Breakdown PhysicalStore eCommerce Materials & Finishing $3.69 65% Freight/Insurance/Duties $1.03 18% Factory Margin $0.58 10% Agent $0.18 3% Labour $0.12 2% Factory Overhead $0.07 1% Cost to Retail $5.67 41% $5.67 68% Retail Labour $3.00 21% Retail Rental $2.66 19% Retail/Seller Margin $2.67 19% $2.67 32% Consumer Buying Price $14.00 $8.34 eCommerce/Physical Ratio 60% Less expensive to consumer Seller makes better % margin for same outlay Consumer pays less for same product Rental will drop & replace by services, which cannot do through Internet Retail property prices will drop as service depends on no. of people & tourists
  • 26.
    Singapore Biz CostStructure Retail Costs in Labour is 36% & Rental 32% Retail Margin $8.33 Retail Labour $3.00 36.0% Retail Rental $2.66 32.0% Actual Margin $2.67 32.0% Actual Margin for Retailer: Sell Price is $2.67 / $14 = 19 % Singapore Trends $14 shirt
  • 27.
    • Growing IoTdevices • Data Insights from Mobile Apps • i-Generation citizens • Aging population / Demographics • Shortage of younger citizen and raising salaries • Increasing Rental space • SMEs employ 70% of residents, translating to voting power Business Challenges
  • 28.
  • 29.
    Consumer IoT IIoT orIndustrie 4.0 Structured Work Process with SOPs Paid to provide Service Unstructured Process as dealing with individuals Pays for Service Focus on Efficient and Outcomes Conflicting individual goals for self interest & benefit Highly fragmented, flexible and change over time fast Inflexible and Large Organisations, no single individual ownership IoT Influence by stake holders and KPIs Influenced by individuals, social behaviour and friends Consumer facing Process Driven B2B IoT , Enterprise IIoT or Industrie 4.0 (Reliable Focus) B2C IoT , Consumer IoT (Cost Focus) Business Challenges
  • 30.
    Confidential Cloud Platform IoT(B–C) Milk - To C - RFID SuperMart Milk - To C - RFID IIoT (B-B) Milking Milk - To C - Volume - RFID Milk Processing Milk - To C - RFID MILK Cold Chain Households Security Trade Secrets Confidentiality Individual Privacy Grass - Moisture - pH Levels Farm A Grazing Consumers Cheese Fly Milk Structured Data Unstructured Data IIoT works with Structured Data to forecast and manufacture for consumers IoT organises the Unstructured Data into Structured information for IIoT system to work IIoT and IoT Food Chain for Food Traceability and Security Milk - To C - RFID Milk - To C - RFID Business Challenges
  • 31.
  • 32.
    32 Business Environment ischanging very fast with Digitization & Mobility • Step by step, competition is taking your “Cheese” away • Options: Transform, Compete head on, Get out, Do Nothing & Wait until obsolete
  • 33.
    33 Tech# 1 Tech# 2 Tec h#3 Tec h#4 System Level forHeart to Function ? ? ? ? We need to Design a Functional Heart There are Tech#1 to Tech#4 Who will cover the ???? Design must cover all the missing gaps in between Sometimes the Tech#3 wants to cover Technologies outside the Heart for its own interest
  • 34.
    First Mover Advantage GoldIngots behind the hill !! Do I want to Tell Them ? Where is the $$? Some People Make Things Happen Some People Watch Things Happen Some People Wonder What Happen Business Innovation
  • 35.
    90% 80% 95% Maturity Maturity Maturity Time` Time Time Technology#1 Technology#2 Technology#3 X X X ✔ ✔ ✔ New BusinessInnovation New Development Evolution of New Business 80% Matured When Technologies matures to 80% and above, there is no more technology competitive edge but rather a cost reduction strategy which is doing more of the same to increase operational efficiencies Now we leverage on these matured cost effective technologies by adding new innovations to create new market segments by integrating stable technologies to solve new challenges 20% New Business Innovation
  • 36.
    Do the same, Don’t expect different results Business Innovation
  • 37.
    Thank you foryour attention Have a great Day ahead
  • 38.
    38 Elements of MaaS Businessmodel Coordination between different Mobility Service Providers (MSPs) to provide value to users and MSPs themselves Mobility as a Service Infrastructure Telco networks, Payment systems, Physical infrastructure to link up different modes of tpt, physical gates for identification of users Active mobility Shared bikes and scooters, lower cost of transport and lower carbon emission Public transportation Lower cost of transport and lower carbon emission Shared vehicles Ride hailing, carpooling, on- demand vehicles, AV, EV fleets Local transport authorities As a provider, or non-commercial interference in policy objectives. Should be convinced of MaaS’ benefits Real-time data & Traffic prediction Rerouting on the go with user information and traffic conditions Mobility Service Providers Internal Considerations Briefing
  • 39.
    39 MaaS Opportunities forST-Comfort JV • Developing JV opportunities by leveraging on both businesses eco- system • Identify the suitable elements of MaaS already working/in progress within both companies • Identify the Missing components for MaaS and explore partnering with other third partners to strengthen and shorten time to market • Prioritises the component development due to resource/investment constraints • Identify internal champions at each component Briefing
  • 40.
    40 Chart#1 (Strength) andChart#2(Weakness) • Everyone identifies the Strength of their own organisation. Writes one Strength per sticker and paste it on the Strength Chart#1 • Each person identifies at least 3 Strengths and indicate a Strength number (1 High, 2 Medium, 3 Low) • Repeat for Weakness. Everyone identifies the Weakness of their own organisation. Then writes one Weakness per sticker and paste it on the Weakness Chart#2 • Each person identifies at least 3 Weakness and indicate a Weakness number (1 High, 2 Medium, 3 Low) …. Note: High Weakness means vulnerable ! Chart#3 (Opportunities) and Chart#4(Threats) • Everyone identifies the Opportunities for their own organisation. Writes one Opportunity per sticker and paste it on the Opportunity Chart#3 • Each person identifies at least 3 Opportunities and indicate a Opportunity number (1 High, 2 Medium, 3 Low) • Repeat for Threats. Everyone identifies the Threats to their own organisation. Then writes one Threat per sticker and paste it on the Threat Chart#4 • Each person identifies at least 3 Threats and indicate a Threat number (1 High, 2 Medium, 3 Low) Part#1SWOT
  • 41.
    41 • Next theGroup discuss to prioritise within each quadrant each point and re-prioritise again to 1 (High) , 2 (Mid) and 3 (Low) as the previous Priority order can change after debating. This output will be used in the next group discussion for Action Plans • Group nominates a presenter and another for taking notes during Q&A Part#1SWOT
  • 42.
    42 • Based uponthe SWOT analysis and applying to the MaaS framework, identify the Action Plans to implement the MaaS Business model V 1.0 based upon the List of Topics/Questions • In the Action Plans, indicate short term ( 6 months) and long term (12 months) • Both parties must see the same opportunities by using each others strengths leveraging their strengths. • With Chart#5 for MaaS Business Model V 1.0, position the Strengths stickers on Left column and Opportunities stickers on Right column. Identify and develop action plans based upon these Strengths and Opportunities. • Weakness and Threats to the JV need to address, later as these need time to mitigate by working with external partners • With Chart#6 on Weakness on Left column and Threats on Right column. Then to proposal steps to mitigate them. Part#2 Action Plan • Next discuss to prioritise the Action Plans to 1 (High) , 2 (Mid) and 3 (Low) • Group nominates a presenter and another for taking notes during Q&A
  • 43.
    Rolls Royce “Power bythe Hour” Business Model started in 1962 ! Only the Manufacturer knows the Engine best. They don’t sell you only Engine Hardware but Engine Usage based business http://www.rolls-royce.com/media/press-releases/yr-2012/121030-the-hour.aspx Disruptive Business Model 43 Business Innovation
  • 44.
    IoT Business Modelof shifting CAPEX and OPEX to reduce risks for various stake holders in the Eco-system 44 Business Innovation
  • 45.
    Value for Customer •Don’t Work, Don’t Pay • Customer is King as he $pays for Quality Data Only & Service Value to Service Provider • Customer Centric Business Model • Supports Innovation Projects for longer contract • Customer pays only by $ Z x (Days Working/Days in that month) by making failure expensive for Service Provider • Failure surfaces every month for Improvements Move Customer’s Budget from CAPEX to OPEX 45 Business Innovation
  • 46.
    "A Customer isthe most important visitor on our premises. He is not dependent on us. We are dependent on him. He is not an interruption in our work - he is the purpose of it. We are not doing him a favour by serving him. He is doing us a favour by giving us the opportunity to serve him.” Mahatma Gandhi 46 Business Advice
  • 47.
    “You cannot Manage Whatyou cannot Measure” Edwards Deming 47 Business Advice
  • 48.
    Construction IoT Approach Data Generationto Digital Formats: Sensors Horizontal Technologies •Mobile •Internet •Cloud Data Collection, Analysis, Management & Alert Environmental Supply Chain Management Facility Management Retail Food & Beverage Security
  • 49.
    IoT Value-Chain Growth Sensors/Input Devices/data loggers Wired & Wireless Networks Application Developers Telcos Data Centers/ SANS Providers System Integrators Automation Consultants Business Intelligence Standards& Data Security Awareness & Skills Training Productivity Improvements Every chain link have many companies servicing that link in Value-Chain + + + + +
  • 50.
    IoT also meansA lot of Things The Business Disruption is the Better Customer Experience rather than Technology Advantage The Software/Internet Connectivity/User Interface inside the Devices makes them into Social Objects to link other people as a Tool IoT Needs Volume Adoption and standard Process to be Efficient so that prices will drop for higher volume. Cost reduction driven IoT will starts from B2B as B2B is usually Cost Reduction driven. It has clearer added value and smaller market to grow B2C is Sales Growth Driven, hence the end product added value so not so clear Service Business is not scalable Localized Business difficult to export See what Big Company don’t do. If they do it, you are already too late. Invest Early before others see opportunity Brand, Size matters to negotiate for Discounts Bulk Buying, Rental. Young staff joins Big Brands and Company. Common training of staff for economy of scale
  • 51.
    Globalization Effect Big MNCs ManySMEs Global Trends Size matters now for Global Branding Gen Y & Talent Recruitment Business Continuity Succession by Professionals Negotiation for Economy of Scale Purchasing Discounts Rental Space Marketing SME working alone to protect their turf
  • 52.
    The Business 3domain blocks to be align Cars Drivers Awareness For business to work, all 3 blocks must work Each block has 2 states, “0” Not-working Logic and “1” Working Logic This business has 2 x 2 x 2 possible combinations (23) to work or fail Opportunity Business Innovation of aligning 3 available blocks
  • 53.
    53 The business has3 Technology blocks 0 0 0 0 0 1 0 1 1 0 1 0 1 0 0 1 1 0 1 0 1 1 1 1 For business to work, the probability is 1 / 23 = 1/8 = 12% The possibility of unit not working is 7/8=88% ! When getting it to work, can you assume that the person has the skills to troubleshoot any of the 7/8 ? Unlikely If we already have 2 Blocks proven to work already, our risk is only in 1 Block risk which is ½ = 50% only
  • 54.
    IC Component Level •IC Layout & Software • Need to understand component characteristics and interconnect
  • 55.
    Module Level Module Design •Module Embedded Software and need to understand component characteristics • Need to understand PCB Circuit layout beyond inter-connectivity between ICs • Shielded from the need to understand IC layout level
  • 56.
    Having all workingICs Module Design • All ICs working according to its individual specifications • When all the components are mounted, it cannot be assumed that the Module can work according to Module level specifications • There is an interaction between component ICs to make the module work as a module… This is a System Integration Function
  • 57.
    Module Application Level ApplicationSoftware • Need to understand Application needs and Module characteristics • Need to understand Module interfacing protocol and timings • Shield from the need to understand individual component level
  • 58.
    System Level System ApplicationSoftware • Understand Final Product Application • Use off the shelf Modules and well documented • Need to understand Individual Module characteristics and their interactions • Shield from the need to understand individual component level
  • 59.
    Innovation Strategy :-Chose your Battle ground to your advantage 300 100,000 100 Spartans Width & 3 Rows Mountain 1,000 Rows of 100 Persians System Thinking The Narrowest passage controls the battle ground ! Critical Path determines System Performance Sea
  • 60.
    Know your targetedfinal system Computing Resources Server Note Book Embedded Systems Number of Codes
  • 61.
    Rolls Royce “Power bythe Hour” Business Model started in 1962 ! Only the Manufacturer knows the Engine best. They don’t sell you Engine Hardware but Engine Usage based business http://www.rolls-royce.com/media/press-releases/yr-2012/121030-the-hour.aspx
  • 62.
    IoT Business Modelof shifting CAPEX and OPEX to reduce risks for various stake holders in the Eco-system IoT Business Model
  • 63.
    Value for Customer •Don’t Work, Don’t Pay • Customer is King as he $pays for Quality Data Only & Service IoT Business Model Value to Service Provider • Customer Centric Business Model • Supports Innovation Projects for longer contract • Customer pays only by $ Z x (Days Working/Days in that month) by making failure expensive for Service Provider • Failure surfaces every month for Improvements Move Customer’s Budget From CAPEX to OPEX
  • 64.
    OPEX End Usercost advantage 0 100 200 300 400 500 600 700 2005 2006 2007 2008 2009 2010 2011 Monthly Fee S$ Year OPEX vs CAPEX Model OPEX CAPEX Average Flood Monitoring Station per month 2014 Supply of Water Level Data @ Waterways (Fourth Contract in 2014) Business Model OPEX Service Provider Advantage - End User gains confidence to contract larger scale value tenders - Service Provider build capabilities to Design & Supply more robust system before expanding overseas - Minimize End User Risks while Provides Service Provider with continuous feedback about its Innovation