Consultant Senior, IDATE DigiWorld
IDATE has just released its latest market report on connected cars, which is part of its ongoing series on the Internet of Things and M2M. The report provides an opportunity to take stock of a major market whose rate of development appears to be accelerating, with a series of announcements, veteran industry leaders such as Mercedes talking about driverless cars, the rise of newcomers such as Tesla, and connected car projects coming out of China, as foreshadowed by the new joint-venture between Internet giant, Alibaba and one of China’s first car-makers, SAIC Motors.
This is a market that every stakeholder along the value chain is gearing up for.
The strategy of most manufacturers is to make their cars connected. The main driver here is based on the regulation related to safety issues in Europe and the underlying revenue opportunity for them. In the USA, the recent GM announcement to embed 4G modules in all new cars is seen as a key trigger for market take-off. For telcos, the revenue opportunity could be interesting as the connected car will generate traffic that telcos will charge for indirectly (through the automobile manufacturer).
All main M2M mobile carriers are involved in the connected car space, as the connected car represents one of the major markets in volume. In a context where their traditional mobile revenues are flat and even declining in some regions, providing mobile connectivity in cars is a key business opportunity for telcos. Beyond car-related applications in driver assistance, from the perspective of a telco, the car can be seen as an additional cellular device, with a potential high-consumption service profile with such usage as the mobile Internet, entertainment on demand and mobile hotspot features. The prime business model remains the traditional wholesale relationship (B2B2C), even though some telcos like AT&T try to address end users directly through B2C models (through a retail data plan) and the integration of an automotive into the mobile share plan.
For Internet players, the strategy here is clear: the automobile is an additional connected device just as smartphones, tablets and laptops and needs to be addressed. However, Apple and Google do not have really the same approach. Indeed, whereas Apple aims to introduce its technology to interface with its products, Google is promoting the embedment of its technology into the car as a regular device. Google also wants to collect data to provide the most accurate advertising as possible, such as a related point-of-interest, based mainly on location.
A market that is starting to take off
On the market side, according to IDATE, in 2020, 420 million automobiles will be connected, representing a 34% CAGR on the 74 million connected vehicles in 2014. Nevertheless, this growth is not homogeneous for each category of connected cars. The embedded systems will lead the market by 2020.
Asia will lead the connected car market in 2020. Europe benefits from a 39% CAGR by 2020, mainly thanks to eCall regulation, entering onto market by end-2018.
In 2020, connectivity revenue for connected cars will exceed 9 billion EUR. In value, North America will be the leading zone, mainly due to higher ARPU than anywhere else in the world both for telematics and infotainment offerings. This encompasses direct connectivity through embedded systems but also indirect revenue related to smartphone usage. The major issues to be raised here are on the real willingness of the user to pay for such services. To encourage users to subscribe, telcos and manufacturers are already contemplating different revenue models including share plans. All the same, adoption is likely to remain limited over the next five years.
Forecast for connected car evolution, by implementation technique
worldwide, 2020 (%, Million units)
The headlines are full of the self-driving vehicle, which is on everyone’s lips in the industry. Automation could be framed at six levels, ranging from zero autonomy to fully automated. The leading manufacturers are, at the first steps, mainly luxury car providers. The traditional car manufacturers are focused on the semi-autonomous route, but the ‘upstarts’ from the realm of the Internet, such as Google and Apple, are straightaway testing the waters of the fully autonomous car. Nevertheless, many issues need to be removed to see the self-driving car market take off. Currently, they are legal (on how to handle accident responsibility), cultural (seeing no real demand from end users) and economical (on who will fund the infrastructure).
Find out more information on "Content economics market" in our dedicated market report
By Alexandre Jolin
Introduction by Florence Leborgne
The central question is: Will internet replace TV? More and more users are switching from their television sets to connected devices to watch TV, including their personal portable devices. This trend is at its most prevalent amongst the youngest viewers. Will this disruptive behaviour amongst 16 to 35 year olds become the status quo?
In terms of supply, TV programmes share their screen time with the Internet and its new forms of video content, such as UGC, professional and semi-professional shorts and VoD movies.
Of course, the traditional TV market is feeling the effects of this behaviour. Cord-cutting and cord-shaving are growing in the United States: 10% of TV households in the US are cord-cutters, 7% are cord-shavers and 3% are cord-nevers. Most of them are young people in the workforce who have never subscribed to a multichannel pay-TV service. In Europe, the situation is more mixed, and it is still impossible to say whether cord-cutting is becoming a trend, based on subscriber statistics.
We can, however, confirm that video on demand (VoD) is hugely popular across the board. Consumers still appear to be willing to pay to access the content they want. This willingness to pay is also contingent on price points which, for VoD, vary between 10 and 15 USD a month, compared to an average 60 USD for classic multi-channel cable, satellite or IPTV pay-TV plans.
SVOD services are also contributing more and more to financing TV productions, and becoming key actors in the rights market. In 2014, Netflix spent more than HBO on programming rights.
Even if the approach to marketing the content is completely different, the channels run by YouTubers are attracting as many if not more viewers than most pay-TV services. Moreover, we are seeing a sector of professional and semi-professional content produced specifically for distribution on social media sites emerge.
For now, the revenue generated by on-demand channels, SVOD and video advertising is still a far cry from the revenue generated by traditional linear TV.
But what does the future hold for television? Several models are emerging: syndicated offerings such as Hulu and Freeview Play, online multi-channel platforms such as Molotov TV, multi-channel networks that make it possible to target viewers who are still interested in TV content, but have abandoned classic distribution channels.
Interview – Olivier Huart
OTT services appear poised to oust traditional media in all areas. Should we be afraid of these new entrants, or instead welcome their arrival, and the innovation momentum they are setting off?
"OTT and live TV are bound to complement one another for several more years to come.” Live TV is still by far the most popular mass medium around the globe, including France. Even in the United States people still watch an average 4 hours and 30 minutes of live TV a day, compared to an average 30 minutes of OTT video.
Plus OTT video’s share of screentime far outweighs its market share in terms of value. Linear TV channels account for 96% of spending on TV production in France. Some content also remains fully the dominion of live television, namely sport. To paraphrase Mark Twain (or Steve jobs): "Reports of linear TV's death are greatly exaggerated".
Despite the massive popularity of mobile devices in everyday life, TV is still the device of choice for watching video content: 75% of the content viewed on Netflix is watched on a television. Smartphones, meanwhile, are tending to be used as a controller, a remote control for multi-screen platforms.
From an economic standpoint, there are clear advantages to using alternatives to broadcasting to distribute video content. The terrestrial TV network covers more than 97% of the population in France. Internet connection speeds still do not make it possible to deliver programmes in HD with the same high picture quality as broadcasting networks. Plus TDF was one of the first broadcasters worldwide to conduct trials on 4K UHD broadcasting. But additional spectrum resources will be required. This transition to UHD also depends a great deal on the willingness of channels wanting to monetise this new value proposition.
The future will be a mosaic of solutions, and less and less of a monolithic model. And consumers are the central ingredient. Seventy percent of them want a package that includes live TV and on-demand content they can play on multiple devices. So traditional channels have three paths available to them:
- create proprietary applications, such as myTF1;
- pool the content belonging to several channels onto a single platform, as with Freeview Play;
- have live TV viewers foot the bill for the transition to the open Web.
Round table – Ingredients of an OTT-only success story
François Abbé – Mesclado: moderator / Britta Schewe – gretegrote Interproduktion UG / Luc Reder – producer Page&Images
Luc Reder:Page&Images produces chiefly television documentaries, institutional films and transmedia storytelling systems. For now, the producers are still taking a wait-and-see attitude. “OTT models are seen as not lucrative enough compared to linear TV channels”. A lot of people are working on these avenues, but few on what we are putting out.
Production costs for video content dropped significantly when we made the transition from an analogue to a digital production chain.
Britta Schewe: I began working on the Internet before going to work for VIACOM and Deutsch Telekom, before realising that the Internet was a more dynamic sector. The keys to success on the Web are the same as on TV. “On both the internet and on television, you need to be able to produce attractive content and know how to reach your audience".
Luc Reder: The economic equation of TV production is still very much tied to the TV screen. Some of the content we are seeing on the Internet is either experimental or just what’s in fashion. Web documentaries, for instance, are tending to disappear. On the other hand, we are seeing a growing maturity in the production of video content for the Web.
Britta Schewe: The future of OTT distribution as a whole is hard to predict. I think that some TV channels will disappear. “The more a television channel bases its programming grid on purchasing broadcasting rights, especially to American shows, the greater its chances of going off the air.” “In the future, in-house production will be the dominant business model for channels.” Content is still king!
The issue of content discovery is key to successful online distribution.
Keynote Speaker – Nicolas Weil – AKAMAI TECHNOLOGIES
Our message is one of inverting yield curves between linear TV and on-demand services, mainly on the open internet. Every day, Akamai delivers 30% of the world’s internet traffic. Akamai believes in fully OTT channels, but picture quality is a crucial criterion. As the number of available 4K services grows, the bandwidth needed to receive these programmes increases dramatically.
The user experience is the central consideration, especially on mobile devices. Lag time affects usage. “50% of users are lost if a video does not launch within 10 seconds.” Only around 10% of households in Europe are able to receive video content in 4K over the open internet.
As the datarates required for online video increase exponentially, the investments that ISPs need to make in content delivery networks are becoming far too high. So the logic that governs CDN needs to be extended to users’ devices. There are several technical solutions that address this: Peer-Assisted Delivery (P2P), Store and Play Later and Multicasting.
Round table – From live TV to OTT: an inexorable shift for veteran players
Moderator: Eric Scherer – Director of Future Media – Groupe France Télévisions / Matthias Buechs: Director of Online – RTL Interactive / Roux Joubert: General Manager Platform – BBC Digital / Richard Lucquet: Verizon onCue – Director, Business Development Technology, Partnership & Licensing.
Eric Scherer: The road to OTT will be slippery for broadcasters. Linear TV start to show decreasing aspects. Cord-cutting appears to be real. Among young people in the US, 65% of video consumption happened on demand and mostly online. The online traffic on CBS news has shifted from 6% on mobile devices in 2011 to 60% in 2015. SVOD is surging everywhere but its growth remains lower in France and Germany.
The consumer is now at the centre of a new demand side driven economic paradigm. Consumers are now involved in the editorial process. They can help to fund the production of content with crowdfunding solution or even deciding of the deprogramming of a TV Show.
New internet players aren't only distributors. They tend to become producers & content creators including the creation of new format and story-telling schemes.
Matthias Buechs:Television is highly under pressure in Germany but still profitable. Amazon is the dangerous competitor as the service doesn't need to be profitable by itself. Video sharing platforms are competitors in terms of time consumption but not yet on consumer spent market.
Roux Joubert: The BBC has always been an innovator. Last year, it has been the first broadcaster to stop airing a linear TV channel to transfer it on Internet on an on demand format. It also provides pre-TV programs on BBC i>Player and broadcasted content available until 30 days after being aired.
Richard Lucquet: "Millennials are spending more time using their mobile devices than sleeping" on a daily base. To reach that audience, Verizon launched the go90 application, a service melting the best of TV and of online content on just one platform including social features. Verizon is planning than go90 could generate as much revenues as Fios TV within 5 years. "Internet is alive because of video".
Soichi NAKAJIMA, Senior Consultant for the Innovation Business Unit, IDATE
In the Internet world we now think at the platform level. Platforms play a great impact in the tourism industry. Hotel chains offer booking platforms.
How is the tourism industry evolving in the Internet era ? More than words I prefer to show you insightful Slideshares presented by the consultant (to be viewed on New Generation Platforms)
Click on the image to get the entire Pwt presentation
The market is divided between traditional tourism platforms and newcomers on this market. Booking.com aims to put the customer in direct contact with hotels to ease their choice and the final step: book.
The non-traditional room provider Airbnb came to disrupt and change the way rooms are sold. Airbnb focus on giving a wide array of room providers all over the world. The other disrupter expected to take its share is Google. It expects to bring new concepts.
Overview of Internet companies where the market is in the hands of American and Chinese companies.
Peter VERHOEVEN, Managing Director Europe, Middle East, Africa, Booking.com
We are in front of an ocean of opportunities. For 10 rooms available booking.com is selling 8 rooms. Previously named booking.nl, the company began a few years ago thinking about new ways to sell rooms. 19,000 are transacted over the platforms. This European startup is changing consumer trends.
But what made us successful? We're striving to get a real focus on accommodation. Booking made sure to have all the required resources, reminding itself to be always technology driven. Their motto in mind: transparency wins. Three catalysts have been identified to trigger action: price / location / peer reviews. Experience has an harnessing power. Everything you see today are the result of beta testing. 1,000 experiments are done everyday. Small test experimentation, data driven, always with the customer in mind made the result we have today.
86% of global travellers are likely to book using a smartphone. ⅓ bookings on booking.com come via a mobile device. We need to stay relevant. The customer wants instant confirmation and be part of the chain value. An hotel with 10 to 15 rooms located in the mountains wants to be present at an internet worldwide level. A lot of potentiality lies ahead.
Alex SCHLEIFER, Head of Design, AirBnB
We are dedicated to offer a platform presenting technical layers between guests, hosts and supplier transactions. We target to build a community where people?16 million travellers, can make friendships.
Europe now counts more than 50% of those travellers. Airbnb is present in 191 countries. France is a huge marketplace for Airbnb. Every trip on Airbnb is unique. The company is becoming good at matching and wants to speed up the sense of community. Their will is to customize and establish deep human contacts.
Alex Schleifer is mission driven and reminds their motto ‘Belong anywhere’. Create an environment and technology adapted to make it happen. He manages to change the way we look at travel.
What did you deeply transform?Community is a movement.The city as a whole is forward thinking. ‘You need to work with guts to make it happen’. Airbnb pays taxes in cities where people are hosted.
Technology is one step, the next is people and engagement. We facilitate human to human interactions. There’s place for everyone in that competition.
WEN Rui, Director of national Business Development, Youku Tudou
Youku Tudou is one of the largest video websites in China and was one of the first to produce its own content. Investments in linear television tend to have reached a plateau in China, and by 2016 investments in digital media will exceed those of TV for the first time.
Web-based content acts as an incubator. The power of the fan community is strong. The anchor for a web show offered to host a 4-hour show every 31 December for the next twenty years. Tickets to the show were sold for 1,000 USD each. 6,000 tickets were sold in the first 10 minutes.
We are also creating video commerce solutions that enable viewers to buy the items they see on-screen directly.
"The future of online video websites is about collaborating". And not being opposed to traditional producers.
Why do we consume TV? We crave belonging. TV engages us, it reaches millions of people in no time.
Mobile has implied time shift, liberated audiences. Youku Tudou is the Chinese Netflix founded in 2005. We entered a new era of Online Video Marketing. Our top priority is to get traffic to get more investors to get more advertisers.
The company targets to be N°1 across three screens: PC, phone, TV. Youku Tudou has:
- the power of video
- user loyalty
- time spent
In 2012, Youku acquired Tudou. Now they have merged.
‘We are connectors. We produce good content for our audience. We make revolutionized changes.’
IP (Intellectual Property) is a real issue as for song, movie, web based content. IP can be monetized and licensed to generate even more IP products. The company wants to explore things that have never been seen before.
Rui Wen presents Youku Tudou has a real beehive ‘Swiss knife’ dedicated to give customized and branded content to our audience.
And what if partnerships were the way forward for digital transformation?
Carlo d’ASARO BIONDO, President EMEA strategic relationships, Google
Dynamic disrupters are becoming more influential than the CAC 40. Google has and opens campuses all over Europe.. Frontiers of industries collapse. A structure has been created devoted to partnerships.
What’s the value we are bringing to customers?
Time is of people working together, transparently.
A quick look of another project underway launched by Alphabet: Google car.
How can we collaborate with car companies?
The era of companies doing things alone is now changing. We want to answer to a specific need and create from scratch. Standing still in a moving world is impossible. We make a wise and careful use of data.
/ICT players vs. the new disrupters? More and more, digital innovation is coming from outside the confines of ICT sectors. It is now materialising in every vertical market, as new disrupters emerge and change the rules. This new chapter in the digital revolution is synonymous with opportunities for IT market players, telcos and Internet giants, but also forcing them to rethink their business. /
What’s behind those words disrupters and ICT players? They sound quite fuzzy.
IDATE aims at anticipating. Yves Gassot, CEO, IDATE, points out that partners are part of the story.
Rob Van Den DAM, Global Telecommunications Industry Leader for the Institute for Business Value, IBM presents survey results to take a glance at the next wave of trends and technologies. 5,247 business leaders have been interviewed over 70 countries.
You have to make big strategic bets and redefine boundaries. Everyone has to reinvent themselves.
What’s keeping these C-suite executives awake and nervous on an everyday basis? Within 3 to 5 years more competitors will be there. A new trend is emerging where competitors are showing up from the outside, like out of nothing. Four Seasons and Airbnb have made their share of the market.
Every industry will be impacted by the Uber syndrome. Completely new business models have been imagined. Rob Van Den DAM states that we should prepare to face digital invaders who can move really fast without any infrastructure. They might act like greedy animals. They’re on the look-out for any move from the ecosystem.
Remember to be first, be best or be nowhere. Boundaries are blurring.
CxOs expect industry convergence to have the biggest impact on their business. In 2015, the workplace is anywhere, the aim is to share economy while having still in mind that cyber risk is increasing.
What external forces are impacting the industry? Data privacy has an impact on the industry. Innovators excel in financial performance. Torchbearers focus on having better products and new revenue models. At present the focus must really put on considering new customer segments in new markets.
Uber succeeded thanks to an application. Torchbearers want to be first so they realized they had to invent a new business model along with a new product.
Chairman: Xavier LORPHELIN, Managing Partner, Serena Capital
So how new platforms are disrupting the business world? Platforms have revolutionized the digital economy. GAFA or to explain it briefly Google, Apple, Facebook and Amazon equal in terms of worth the 40 first French quoted values. GAFA gave birth to new challenges and new services. To name but a few Alibaba -part of Chinese GAFA-, Spofify, gaming platforms: all playing in the same platforms and also the 40 years old Microsoft and Cisco.
What are they looking at? Their desire is to create value.
Booking platforms will be opened for hotels. The next step for the company SNCF is to bring about door to door services. Small is big. It’s where the value lies. GAFA creates value from small economy units. In this battle the importance lies in getting an intimate knowledge of the customer.
Who is going to survive and win the game?
‘Imagine a world in which every single person on the planet is given free access to the sum of all human knowledge. That's what we're doing.’
Jimmy Wales offers a website like a real multilingual (from Afrikaans to Cantonese) living dictionary feeded by internauts. Jimmy had a dream and he made it come true: a user fed encyclopaedia was born in 2004.
Forbes Magazine ranks him as a ‘Web Celeb’.
Before knowledge was individual. Now word of mouth has more power than ever before. Wikipedia means to gather all human knowledge and summarize it to make it accessible for every human being. Specific rules have been set up to access high quality. Choice has been made to make everything freely licensed. Our storehouse of knowledge is as inclusive as possible. Since 15 years, through three focus points: link, size, concentration, Wikipedia strives to go to deeper ressources.
This worldwide encyclopaedia is available in 288 languages:
8 languages present 1,000,000 entries
46 languages present at least 100,000 entries
120 languages present 10,000 entries
223 languages present 1,000 entries
How is China dealing with this free access source of knowledge?
China commands a great censorship of Internet. Before the country was more opened. The country filters some articles making fun of the government.
Wikipedia doesn’t impose censorship.The website is at present under a new secured address https. However, Wikipedia is blocked in China. Opened knowledge is a real battle of wills where you need to be patient. Stay tuned as next month Jimmy Wales will fly to Beijing. More news will come in due time.
Wikipedia is ranked 50 top website in China, which is quite good! This collaborative encyclopaedia has a noticeable impact in this land lost in translation.
Is there a worldwide cultural divide?
Research statistics are high among Nordic countries. Don’t mull over for long, the weather is the reason. From our diverse cultures around the world we start really different kinds of research.
A revolution is happening in Africa. The mobile changed our relationship with Internet. Its use is much faster. Africa is experiencing an explosion access to Internet.
The bandwidth has been passed under the sea and made this change come true.
Just an overview with some figures:
January 2002 - 72 Mbits/s
January 2007- 693 Mbits/s
End of 2012 - 12,000 Mbit/s
Technology works hands in hands with the widespread of knowledge.For the first time ordinary people will be able to connect. Across Africa top sites are: Google, Facebook, Twitter, Wikipedia, Local newspapers. We are witnessing the rise of a digital middle class. In 20 years, massive connectivity has reached hundreds of millions of people not speaking English or French.
Across Africa people are requesting to get a free access to Wikipedia. Like a butterfly effect a group of teenagers in South Africa started an online petition. Three months later MTN was the 1st first cellular network to give free Internet access to citizens.
What lessons should be learned from that?
1919: It took 62 days to cross the US for an Army convoy
1956-91: The interstate system was built and saw the rise of the now so-famous fast-food Mac Donald.
More than ever, smartphones create disruption.
These business come to reach your emotions as they talk to you as a unique human being. They create a new market place.
Jimmy Wales created a new business model. He created tpo The People’s Operator, a mobile company with shared profits. 10% are given to a cause you love. The objective is to build a community, to get charity partners. Wikipedia started with no business model and Jimmy Wales set it up reminding himself that people want to learn and improve their life.
We live in an highly connected world. Before the movie industry was reluctant, claiming problems of copyright. Now they realize that being on Wikipedia is an asset. The boundary line has shifted. Dark Vador has gained power.
As regards piracy, the combat is to sell your products. Remember that people have always evaded the system. It impacts but does not destroy business. It’s the human condition to disrupt.
I feel that every person can express his/her thoughts and make it come true. I feel that there’s some space for many new business models. I know that one of the key is to know more, to be educated and to spread knowledge. Another key is to gain more tolerance towards the opportunity of failure in innovation. The questiion is raised and still on: How do I commit people to take part in my project?
Some specific questions face-to-face with Jimmy Wales.
Knowledge is free on the internet, thanks to worldwide website like Wikipédia. Are we going to preserve this? If yes, in which way?
I think so. I think we’ll have a hybrid of websites, payable and free, community supportive. I don’t see any hindpoint. I think we’ll always have a mix of business models.
Can we say that Wikipedia was the first step in the trend to learn online? (in reference to MOOCs)
In a certain sense but obviously people were learning before Wikipedia came online. One of the earlier and major users of Internet were academics publishing their papers online, collaborating online, things like that. Certainly in terms of public facing, large-skills projects we were early.
Why internet neutrality is important for you? Why Wikipédia couldn’t work without this technical condition?
Neutrality or its lack would have little impact on Wikipedia. It’s more of a general principle for the Internet. We don’t want to be in the situation where owning the last mile connectivity people were able to get an advantage over other businesses in an unfair way. It’s a very complicated subject for regulation. People should pay attention but it’s not simple.
Cette jeune start-up a été créée il y a 3 ans par un éditeur papier. Sa volonté était de s’emparer de la transition vers le numérique dans son secteur.
Les différents acteurs se sont concertés pour proposer des livres numériques par tous, pour tous et partout. Ebk, c’est un logiciel de conversion à partir d’un pdf adaptable sur tous supports. Mais au delà de cet aspect déjà existant, c’est aussi la possibilité de modifier et d’enrichir un ebook en toute simplicité pour le diffuser tous azimuts. Vidéo, audio, quizz, les possibilités sont multiples ! De plus, le format epub, libre et ouvert permet à l’utilisateur de s’emparer de l’outil sans connaissance technique particulière.
Et c’est ainsi que sous nos yeux, un manuel scolaire prend vie et on serait tenté de se replonger dans ses cours d’école pour bénéficier de cette interactivité !
Le livre numérique par tous, pour tous et partout !
Ce logiciel représente aussi un formidable outil de démocratisation du savoir : le module voice over va par exemple permettre aux malvoyants d’accéder aux informations, le sous-titrage en langue des signes facilitera l’accès aux vidéos pour les mal-entendants. Le champ des applications est large : les CCI et la CMA ont apprécié cet outil pour leurs rapports annuels.
Pour Emmanuel Bégou, co-fondateur de ebk, le DigiWorld Summit 2015 a été un accélérateur de rencontres, au carrefour de la recherche et de la réalité du terrain.
Ou comment Fruition Sciences développe une viticulture de précision pour apporter aux viticulteurs des outils afin de mieux gérer leurs vignes en qualité et en rendement.
Cette société a vu le jour aux Etats-Unis et plus précisément en Californie, terre viticole, en 2009. Ce sont 2 français qui vivaient là-bas pour y terminer leurs études qui se sont lancés dans ce projet. Et c’est tout naturellement qu’en 2011, ils ont crée Fruition Sciences France. Le principe de l’outil est de faciliter la vie des viticulteurs en leur faisant gagner du temps.
Grâce à la synchronisation de données portant aussi bien sur le climat (par les informations des stations météo), sur la plante elle-même que sur les cartes (par comparaison ou par superposition), les éléments vont devenir intelligibles et accessibles aux viticulteurs. Avec 7 collaborateurs aux Etats-Unis et 6 en France, Fruition Sciences n’a pas fini de se développer.
Sur le stand du village du numérique, ce sont Malek, diplômée de SupAgro en technologie de l’information et Daniel, stagiaire, qui nous ont reçus. Pour eux, participer au DigiWorld Summit 2015 est en parfaite cohérence avec l’approche big data de la société. En janvier, ils partiront au CES de Las Vegas pour toujours mieux diffuser cette image d’innovation qui leur est chère dans un souci de préservation des ressources de la planète.
Fruition Sciences a remporté le prix spécial du jury à l’occasion des Digiworlds Awards !
Fondée en 2010 au Cap en Afrique du Sud, la start-up Powertime a reçu le premier prix des Digiworld Awards pour l’Afrique et le Moyen Orient. La sélection des lauréats a été effectuée par un jury composé de 11 personnalités de l’industrie numérique, avec le soutien d’Accenture, Orange, Cap Gemini, et Ericsson.
Powertime est créateur de systèmes mobiles innovants permettant aux consommateurs d’acheter de l’électricité et du crédit téléphonique prépayés ainsi que de payer leurs factures de façon pratique et sécurisée. Grace à l’utilisation des technologies mobiles, Powertime permet également aux utilisateurs de comprendre et de mesurer leur consommation d’énergie et de réduire leur coût de consommation d’électricité ainsi que leur empreinte énergétique. Powertime est un des leaders de l’achat d’électricité prépayé sur mobile en Afrique du Sud et couvre 11 millions de compteurs Eskom et municipaux en Afrique du Sud.
Pour Sébastien Lacour, directeur général de Powertime : "ce prix est une fantastique reconnaissance du travail accompli par nos équipes depuis ces 5 dernières années. Powertime a toujours été pionnier dans le m-commerce avec plus de 70% de nos transactions effectuées depuis nos applications iOS, Android, BlackBerry et Windows. Nous délivrons une expérience utilisateur précise et avons construit un business model éprouvé ainsi qu’une gamme de produits large couvrant le paiement de facture (eau, taxes d’habitation, électricité) et l’achat de coupons prépayés (électricité et crédit téléphonique).
Notre objectif est de miser sur notre expertise et connaissance construites sur le marché sud-africain afin de propager la révolution du m-commerce en Afrique et à l’échelle mondiale. Nous avons hâte de nous associer à d’avantages de partenaires afin d’accélérer notre croissance en dehors de notre marché cœur."
Qui ne s’est jamais senti frustré lors d’un match de se retrouver trop loin pour apprécier telle ou telle action sportive ? Qui n’a jamais eu envie d’appuyer sur "pause" ou "ralenti" pour mieux voir un joueur, un détail ? Vogo vous a entendus et répond à votre demande grâce à sa technologie qui a donné naissance à l’application bien connue aujourd’hui.
Vogo vous permettra de revoir les actions au ralenti, de faire des arrêts sur images, des retours en arrière, pour mieux apprécier certains moments en proposant plusieurs angles de vue. En résumé, vous spectateur, choisissez de devenir téléspectateur au moment qui vous convient. L’application est disponible sur tous les supports ; smartphones, tablettes... L’équipe de Vogo est composée de professionnels du broadcast, passionnés de sport. Et s’ils étaient 4 à l’origine, ils sont aujourd’hui 10 à avoir aménagé dans leurs nouveaux locaux tout récemment.
Désormais, Vogo se développe aussi hors de la sphère sportive, dans les concerts, les défilés de mode. Et demain, ce sera la dimension commerce électronique dans laquelle Vogo se lancera en proposant par exemple d’acheter le tee-shirt de votre joueur préféré pendant le match ! En résumé, l’expérience utilisateur se trouve augmentée et enrichie. C’est Christophe Carniel, fondateur de Vogo, qui nous a accueillis sur le stand. Pour lui, le DigiWorld Summit 2015 permet de montrer que sa société participe à l’écosystème de la région Languedoc-Roussillon et de rencontrer de futurs partenaires.
S’il avait un souhait pour les prochaines éditions, ce serait "d’encourager les synergies entre le public et les start-up présentes au village numérique".