“Quicklook” Assessment of Greater Adelaide's Assets & Challenges ...

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SMART CARD INDUSTRY Local Participants David West (Rundle Mall Manager) Andrew Mills (DAIS) Stephanie Dausts (WCH) Peter Williams (IEPO) Ian Harrison (SA BV2010) John Maunder (DT) Types of Smart Cards • High Value Card - Personal Information • Low Value Card - Transportation SWOT Strengths • Cards can be changed to meet demand needs • Worldwide usage • Enables technology buyers to get advance dollars for low-value cards Weaknesses • No software standard / multiple opportunities • No identified urgent need in either private or public sectors. • No business process identified where opportunity could be profit center immediately • Card reader cost is high • Multi-platform card readers have not been developed • Card readers will not have other uses making them inefficient • Card reader system is not fully implemented in other states • Uncertain public support • No business model has been developed to demonstrate adequate return on investment at the government level • Privacy concerns • No one has successfully implemented a system in Australia Opportunities • Market leader opportunity for high value cards as driver’s license and for license tags. Time saver in the public sector • This is a monitoring opportunity…first to determine a national operating standard and then to observe first innovators into the market place. • Retail industry as affinity item • Healthcare industry for children • Public transportation • Library • License Tags for Police Identification Purposes…to save time with initial calls • Buildings in case of fire / burglaries • CRC development of cost effective multi-platform readers Threats • Consumer rejection at the low level in the public sector • Economic downturn makes development cost prohibitive in public sector • Technology advancements obsolete the system prior to being completely in place COMMERCIAL IN CONFIDENCE 106
Entrepreneurial Infrastructure • In place overseas but not established locally Issues • False start with Tellstra • Can’t build business case with Smart Card to make it return required investment dollars Perceived Life Cycle Status • Perceived by public sector as embryonic life cycle stage Porter’s 5 Forces Rivalry – Moderate to High • Two to three dominate technologies • Slow market growth and acceptance • High asset costs • High switching costs • Low level of product differentiation at consumer level • High strategic stakes for market share • High exit barriers • Potential issues with cultural barriers Substitutes – High • Cash • Credit cards Buyer Power - High • High because of few buyers (gov’t) Supplier Power – High • Switching costs are high for single source readers Barriers to Entry / Exit - High • Non standard adoption by other states • Card reader specificity • High start-up costs for readers • High exit barrier because of required asset investment Things to Consider Must resolve the card reader issues • High initial cost and potentially costly exit barriers • Single use of reader • Single platform capabilities of reader. • Security to protect privacy information from getting into wrong hands Interview Notes Reasons for the Smart Card • Public transport ticketing – 16 different operators of public transport are now present COMMERCIAL IN CONFIDENCE 107
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“Quicklook” Assessment of Great
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Table of Contents Adelaide Knowledg
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Interview Notes:...................
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Introduction and Overview Adelaide
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US Participants David V. Gibson, Ph
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and top-tier support for 500+ offic
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Eric Sloan Electrical Engineer, Mob
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Investor Communications Web Team Su
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B. Acc MICHAEL BRIDGE Proprietor, M
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SECTOR COORDINATING CONTACT EMAIL A
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Entrepreneurial Infrastructure - Sm
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The Interviews SARDI - SA RESEARCH
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• An international reputation for
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opportunities. South Australian res
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• Aquaculture is the fastest grow
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The discussion issues were intense
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SARDI Aquaculture Program Leader So
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AUSTRALIAN SUBMARINE CORPORATION (A
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MANUFACTURING Manufacturing Intervi
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• Getting small and medium size b
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BRANDING ADELAIDE July 12 , 2001 Da
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Tall Poppy Syndrome Ways in which t
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CIVIC LUNCHEON By Barbara Fossum, D
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NOTES FROM MEETING Margaret Caust,
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Roseanne - Still need disciplines t
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where appropriate and suggestions f
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• World IT Congress (in Feb. 2002
Page 55 and 56: 9. Because people are moving back i
Page 57 and 58: DSTO SWOT Strengths o Many availabl
Page 59 and 60: DEFENSE TEAMING CENTER Interview Te
Page 61 and 62: • They are working with the local
Page 63 and 64: • Big negative: people move to Ad
Page 65 and 66: way to give the government more dim
Page 67 and 68: “Enterprise Education is directed
Page 69 and 70: edge professional development known
Page 71 and 72: Interview Team -Pete Polonsky -Dave
Page 73 and 74: THE SOUTH AUSTRALIAN FOOD INDUSTRY
Page 75 and 76: Interview Team • Eddie Trevino, T
Page 77 and 78: • Infogram is a games publisher f
Page 79 and 80: HEALTH TEAMING Interview Team • C
Page 81 and 82: • Found that there is an (embryon
Page 83 and 84: • Jurgen is putting a working gro
Page 85 and 86: chamber of commerce set up BV2010.
Page 87 and 88: • Collaboration: 6 CRCs: viticult
Page 89 and 90: Interview Team Kevin Hudson Adrienn
Page 91 and 92: John Chapman did the presentation.
Page 93 and 94: “Because we are good we can be in
Page 95 and 96: Issues Opportunities that is done o
Page 97 and 98: INNOVATION, SCIENCE, AND TECHNOLOGY
Page 99 and 100: Stage 2- External to rest of Austra
Page 101 and 102: clusters in the Adelaide area shoul
Page 103 and 104: MINERALS INDUSTRY, INCLUDING OIL AN
Page 105: often than not, from international
Page 109 and 110: o “There is some hope but don’t
Page 111 and 112: Prescott’s Automotive Services Pt
Page 113 and 114: THEBARTON PRECINCT & CHARLES STURT
Page 115 and 116: Stephen Watt is an “innovation an
Page 117 and 118: TRANSPORTATION STUDY PORTS CORP AND
Page 119 and 120: Proposals to develop national wareh
Page 121 and 122: UK when compared to Asia. Additiona
Page 123 and 124: VENTURE CAPITAL, ANGELS AND OTHER E
Page 125 and 126: Vic. 204 31.3 598 24.1 Qld. 43 6.6
Page 127 and 128: • Transfer the cooperative model
Page 129: iv http://www.portscorp.com.au/ v h
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