Intelligent Transport Systems - Telenor

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Figure 1 Mainstream taxonomy of ITS and stakeholders 12 Stakeholders of general interest usually mentioned: Public authorities (road, traffic, transport, police, local government, telecommunications) Infrastructure operators (transport, telecommunications) Transport sector (service providers, operators, users and their associations, motorway operators, freight and logistics) Industry (automotive, electronics, information technology, telecommunications, civil construction) Finance and insurance (insurance companies, banks, investment houses, payment clearers) (EU T-ET classification) monopoly, and/or reduce margins – or to simply pull out. For all but the last, a presence in ITS development – in this broad sense – is of strategic importance. Alternatively, “deep pockets” are required to buy an active position at a premium price when markets are established. Below we are mainly concerned with applications to improve the flow of personnel, goods and traffic in the broad sense. Accordingly, we exclude ITS from, say, entertainment and mobile speech telephony as such. However, the platforms and the acquired data may serve many purposes – even simultaneously. And new applications repeatedly appear – re-drawing the boundaries between what we conceived to be established markets. Consider the scenario – the kid’s “Grand Theft Auto” software game in the back seat gets its map data from the navigation system on Dad’s dashboard. Not only is realism added, but a market merge of substantial impact takes place – for the telcos as well as for the road authorities! Strategic Challenges and the ITS Option The fluidity of markets and technologies within ICT – in a world increasingly without geographical hindrances – makes strategic choices extremely complex for the owners of (several) infrastructures and service platforms, as well as to the service providers. As computing gets increasingly mobile, and teleand datacom becomes embedded in products and services that are invisible and irrelevant to the user, the buyer and/or even the market channel, many mutually connected standard business strategy questions come to the foreground: • How to avoid becoming squeezed by position in the value chain – by integration along the chain, by horizontal expansion or by monopolising the position? Generally used classification: Advanced Traveller Information Systems Advanced Traffic Management Systems Advanced In-vehicle Technologies Freight & Fleet Management Systems Advanced Public Transport Systems Emergency Management Systems Electronic Payment Systems Advanced Safety Systems http://www.itsworldcongress.org/itsite.htm?whatis.htm • How to avoid being/becoming a commodity supplier – i.e. how to maintain some degree of monopoly to allow for higher margins? • How to compensate for becoming a commodity supplier – by volume, efficiency gains, new markets, or innovation of products and business models? (Or even by creative bookkeeping?) • How to adjust for efficiency gains leading to reduced overhead capacity – by contraction or expansion? And eventually along which dimension? The tactical approach is how to maintain the customer grip. In the limited context of telco and ICT strategic perspectives, ITS is just another field of opportunities: ITS engagements may offer promising options to answer the questions above. In the same business perspective, it has to be answered whether such engagements in ITS are more costeffective than engagements in other areas and, if so, within which time horizon? Historical figures or business records can only to a modest degree answer such complex questions about new products, markets and business landscapes. With so many parameters, among which some would be teleological (i.e. prescriptive/ intentional), there may be a host of right answers – all depending on timeframes, wills and wishes. More may be gained from studying the scene and its backdrop than historical performance against a different backdrop. Here we will briefly view the compact versions of economists’ thinking, and technology development within telecom. With this in mind, we will also look at what happens within the transport industry. What should hopefully appear to the reader is that: Telektronikk 1.2003
• transportation undergoes a fundamental reform where ITS is the name of the enabling technology; • ITS applications are based on a network economy value creation mode; and that • ITS draws heavily on a dichotomy – essential in the future of the ICT business: The omnipresent stupid network – wether fixed or radio-based, stable or spontaneous, and, on the other hand, the technically independent applications – getting born, living and dying outside the net. Derivation from Economists’ Thinking – ITS as a Third Party Income Booster Essential practical experience of economists, theoretical views on network economic value systems and regulation of natural monopolies are presented below: • Monopolies become inefficient as time passes, and should be forced into competition (even the threat of introducing competition may help). • In a perfect competitive market, product price would be equal to marginal cost. Hence in a perfect competitive market – should it exist – business is uninteresting. To make a real profit, some degree of monopoly (i.e. market imperfection) is needed. • In network economic value creation systems (like telco, bank, airline companies and similar network operations), marginal costs are next to nil, as almost all costs are fixed. Competition therefore easily destroys such value creation systems. • Hence, network economies have the characteristics of “natural monopolies” and should be protected against such destructive competition. • To hinder a network monopoly to reap a monopoly profit, it must be under some regulation as to permissible margins. The network operator must accept it as a business of – in the long run – relatively low, but stable, margin. • To be permitted to “live” from the monopoly, the network operator must open up for third parties, both upstream and downstream. Hence, as demand is created by upstream value addition (applications), the network operator should stimulate upstream value addition by third parties, and their access to infrastructure at fair prices. Telektronikk 1.2003 • Telco networks are traditionally built to meet peak demand, and to carry the costs for that capacity through income from the mean demand. The unused capacity has a cost that must be carried somehow. • Added network use that fills up the gap from mean consumption to peak consumption, means net income to the operator. To fill this gap seems a smart move for the network operator. Alternative ways to achieve it are: - Under the old innovation regime it meant in-house development, integration and control, preferably by using network elements to produce the application (called “VAS”, i.e. Value Added Service). - Under the prevailing innovation regime it means helping 2nd and 3rd parties to create services and develop markets. This must be done by a high degree of co-operation, i.e. concerted action, complementary partners, and competition at all levels. Absolute control or domination is as destructive as is absolute competition. - Some parts of the telco business are under the old innovation regime, juridically, technologically, as well as mentally – some parts are under the new. Hence, both strategies are needed, but they are not equally suitable or equivalent in any given situation: The new regime offers new opportunities, which do not exclude the old one. These views are not all generally accepted, but they increasingly seem to gain ground. Even the present liberalistic era is being reshaped. Respected authorities and NGOs claim that the societal costs of exposing natural monopolies to competition, whether they be roads, jails, water and power supply, or telcos, railroads and airlines, may by far exceed the advantages (e.g. Stiglitz 2002). Also, it is increasingly understood that the same kind of value production may be suitable for competition in the urbanisation of California, Brazil and the Netherlands, but may be a natural monopoly in rural India, the US Midwest, Northern Norway, and in the French countryside. The long-lasting debate on how telco networks should be owned – by business, by government or as commons – is a derivative from these very same points. Accordingly, in the economists’ perspective, ITS is just one of many possible areas for such business growth initiatives, and just one of many possible application markets that might thrive on the top of an open natural monopoly infrastructure: Initiatives can be in-house, by helping partners or 3rd parties develop the market. There 13
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Page 4 and 5: Jan A Audestad (61) is Senior Advis
Page 6 and 7: Figure 1 Example of MEMS 4 Therefor
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Page 24 and 25: Table 1 European Architecture Proje
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Page 42 and 43: 40 References 1 VICS Center. Februa
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Figure 13 Overview of class diagram
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Table 1 European cities with census
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Figure 5 Vehicle on Cardiff test tr
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Figure 6 Some examples from the dev
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122 Telektronikk 1.2003
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Figure 1 Network configuration Figu
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Figure 5 Interconnection of network
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128 • Smart dust about one cubic
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134 In order to obtain a high level
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Einar Utvik (62) worked in Televerk
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140 Norwegian delegation to PP-02 M
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Elected Council members Elected Cou
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