IoT-driven Business Models for ICT and Non-ICT Companies, Forecast to 2020

Support for Improved Internal Processes, Top Line Figures and Shareholder Value Galvanizes Enterprise Adoption of IoT-driven Models

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

Table of Contents

IoT-driven Business Models for ICT and Non-ICT Companies, Forecast to 2020Executive SummaryKey FindingsIntroduction and Overview of IoTWhat is IoT?Overview of IoT IoT Value Chain IoT Value Chain DefinitionHow can Enterprises Benefit from IoT?Drivers and Restraints—Total IoT MarketMarket DriversDrivers Explained Drivers Explained (continued)Market RestraintsRestraints Explained Restraints Explained (continued) Business Model AssessmentIoT as an Enabler for Industry TransformationAn Introduction to IoT Business ModelAn Introduction to IoT Business Model (continued)Types of IoT Business Models for New Revenue StreamsEvolution of Business ModelsValue Creation for Customers Value Capture for ShareholdersRevenue Sharing Business Model—Uber TaxiUber Taxi—Service Brokerage Uber Taxi—Ability to Increase the Pool of DriversUber Taxi—Comparison with Traditional TaxiUber Taxi—Rating Scale of Business Model Device and/or Subscription Business Model—Michelin Fleet SolutionMichelin Fleet Management Solution Information ChainMichelin Transforms Itself and Disrupts its own Industry What Michelin Offers to its StakeholdersRating Scale—Selling Tyres vs. ServicizationFarmobileFarmobile Business ModelFarmobile Use of IoT TechnologySureParkSurePark Case Study SurePark Business ModelDevice-centric Business Model—Google NestGoogle Nest Smart ThermostatGoogle Nest Adopts an Integrated Lifestyle ApproachAliveCorAliveCor Converts a Smartphone into a Mobile ECG AliveCor Democratizes the Technology with IoTFitbitFitbit Stays Relevant by Lowering the Cost of InsuranceFitbit Uses Sensors Coupled with its Proprietary AlgorithmSelling Data—Telefonica Insight SolutionTelefonica Shifts from Selling Connectivity to Data ProductsTelefonica Insights Solution Key Success FactorsSingtel Video AnalyticsSingtel Video Analytics Solution Case Study Singtel’s Evolutionary Strategy Towards Digital ServicesVolume-driven Business Model—Aviva Rate My DriveAviva Charges Auto Premium Based on Driving ProfileAviva Gets More Competitive while Reducing its Risk Key Takeaway of the Use CasesBusiness Models of the 10 CompaniesValue Capture vs. Value Proposition DiscussionValue Capture vs. Value Proposition Discussion (continued)Considerations in Developing IoT Business ModelsStakeholders in the IoT Ecosystem Stakeholders in the IoT Ecosystem (continued) Enablers of New Business ModelsDeploying IoT from a Telco’s Point of View Considerations in Deploying IoT for New Business ModelLegal DisclaimerThe Frost & Sullivan StoryThe Frost & Sullivan StoryValue Proposition: Future of Your Company & CareerGlobal PerspectiveIndustry Convergence360º Research PerspectiveImplementation ExcellenceOur Blue Ocean Strategy

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