Creation of MaaS market. Tekes 12 January 2017

Transcription

1 Creation of MaaS market Tekes 12 January 2017

2 Tekes - growth and wellbeing from renewal Main public funding organisation for R&D and innovation in Finland Provides funding and networks Seeking for forerunners and strategic innovations Focus on growth-seeking, innovative SME s Customers: companies, universities and public research institutes Annual budget 400 million euros in 2016 Personnel 400 in Finland and abroad Part of the Team Finland network

3 Tekes strategy 1 2 Funding We provide funding for companies pursuing growth and innovation, and engage in R&D projects. Working with customers We provide consultancy for our customers and help them to achieve their growth visions. 3 Networks 4 Innovation-driven export growth We build networks between companies, research groups and investors. Creating value for Finland growth through innovation Tekes accelerates the growth of Finnish companies and helps them to succeed in international competition. We promote export growth based on innovation. 5 An attractive innovation ecosystem We contribute to making Finland an innovation ecosystem that attracts companies and people with high expertise. 6 Working in the interests of society We provide funding for innovations that improve quality of life and create jobs, while driving export and generating tax revenue.

4 Tekes programmes and Team Finland programmes Bioeconomy and cleantech Arctic seas Green Mining Team Finland programmes: BioNets CleanWeb Scale and profit Digitalisation 5thGear Industrial Internet Business Revolution Witty City Liideri Business, Productivity and Joy at Work Wellbeing and health Bits of Health Feelings Intangible value creation and experienced value New business ecosystems and market access BEAM Business with Impact Innovative Cities INKA Smart Procurement

5 The Emergence of MaaS Platform and Ecosystem

6 Traditional usage patterns The paradigm where private use, mass services and on-demand services are viewed separately Transport, Logistics and Parking deploy either private, public or commercially managed resources Private use Mass transit Sharing of resources takes place either by using fixed schema (such as schedule or space allocation) or is based on a specific order (i.e. on-demand) On demand services => Low utilization of resources Þ Constraints in capacity Þ Limited service experience

7 Service progression The convergence ultimately leads into divergent services Current mobility services are created by combining existing public and commercially managed transport services into a service that enables users to plan, purchase and conduct their journeys in one seamless experience. Private use MaaS Mass transit Sharing services will be integrated into mobility service experience. This will be further enhanced with the creation of new parcel, cargo, delivery and accommodation services. On demand services Ultimately the mobility ecosystem fosters the creation of entirely new services that challenge existing paradigms of transport.

8 Versatile Mobility services drive smooth and efficient use of public, private and commercial resources Mobility as Service platform forms foundation for compelling mobility and sharing services Private use MaaS Mass transit Enables smooth and efficient use of private, public and commercially managed resources Transforms existing services Creates new service combinations Opens new service and business opportunities On demand services Speed, scalability and versatility (e.g. ability to address the most prominent use cases) are critical success factors for platform contenders Towards oligopolistic competition of platforms The global MaaS platform landscape is likely to be dominated by less than 5 contenders Ultimately, the functionality of MaaS platform drives the development of vehicles, infrastructure and urban environment

9 Future MaaS Ecosystem Enablers Outcomes and results 5G, IoT Integration Electric autonomous vehicles Private Mass use transit Information-driven Services Artificial Intelligence On demand services

10 Connectivity service provider Key technologies and enablers - Datacenters and server farms - Clouds - Open APIs - Software - Stacks - Bots and agents - Architectures - AI - Protocols (for networks) - AR/VR - Blockchain - Networks - Visualization tools Key data sources and data flows - Location data - Big data - Picture database - Maps and addresses - 3D models - Timetables - Traffic data - Payment data - Service databases - Vehicle data - Weather data - Road condition data - Sensor data (=roads, infrastructures etc.) Interconnected technical devices - Computers - Vehicles and machines - Systems - Equipment - Wearables - Cameras - Sensors/actuators - IoT networks - Weather stations - Interior feeds - Open data platforms (databases and APIs) Technical and data-infrastructure provider MaaS Mobility Integration Platform Providing a comprehensive, user-driven mobility service platform to integrate the location/traffic/service data into value-creating service flow Integration of multiple transportation services over open interfaces Optimizing the traffic flows, supporting the asset management and enabling the emergence of the autonomous driving solutions Data analytics provider Customers and end-users - Traffic information - Weather information - Risk assessments - Mobility service information - Service packaging - Sharing economy - Multimodality - Value-adding add-on services Smart vehicles - Location & weather - Safety solutions - Routing - Congestion - Autonomous driving - DSS for optimization - Maps and navigation - Companies and service providers - Client information - Service information - Fleet management - Logistics optimization - Safety services - Maintenance services - Infrastructure services - Service design Public authorities - Traffic information - Road/rail/ports usage - Public transport info - Optimization - Energy harvesting - Smart governance - Inspection, construction and maintenance End-user application providers

11 Concrete proactive MaaS actions ongoing..

12 Task R&D Project: BOMaaS Creates requisites for Openness Building an Open Mobility-as-a-Service Ecosystem with a Finnish Swedish approach Outcomes and results 1. FEASIBILITY ANALYSIS Costs and benefits of an open transport marketplace need to be clarified. Especially the socio-economic impacts of MaaS have not been discussed. 1. COSTS AND BENEFITS OF MAAS Economic and social impacts of transport systems and added-value of open MaaS ecosystems will be clarified and presented in plain language. 2. INFORMATION ONTOLOGY Before API standardization we need to agree on what we re actually exchanging in the market. 2. REQUIREMENTS SPECIFICATION Specifying the exchange frame and API requirements will make it easy for players to enter the market. 3. INTEGRATION Creating a common mindset requires bringing the partners at the same table. Integration starts with different stakeholders adapting the same standards. 3. PARTICIPATION Understanding the benefits and being part of the movement will create a will to take part in the marketplace.

13 Engaging key stakeholders into co-creation of MaaS platform Stakeholder groups Align development, pilots and scaling Municipalities and regions (4-6) Technology companies (3-5) Software companies (3-5) Service development companies (3-5) MaaS Service Providers (2-4) Transportation companies (2-4) Taxi companies (2-4) TOTAL = Actors Program office Stakeholder engagement Strategy Roadmap MaaS Fund Verification Scaling Management and Policy Roadmap and Platform Development Service Development Smart Procurement Funding Incentives Technology and Service Providers Private Public -> Platform -> Pilots -> Commercial deployment Plan Develop Pilot Commercialize Scale

14 Engaging key stakeholders into co-creation of MaaS platform Stakeholder groups Municipalities and regions (4-6) Technology companies (3-5) Software companies (3-5) Service development companies (3-5) MaaS Service Providers (2-4) Transportation companies (2-4) Taxi companies (2-4) TOTAL = Actors MaaS Program office and Fund look after Participation fees 500 k Tekes ecosystem funding 500 k = TOTAL 1.000k Management and Policy Roadmap and Platform Development Service Development Smart Procurement Coordination Participation Apply Tekes funding for platform developmen Apply EIB Funding for pilot and operations Apply EU funding for European wide impact

15 Complementary roles of Program office, MaaS Fund and Operative actors Program office MaaS Fund Technology and Service Providers Creates common strategy for the actors Funding of platform development Municipalities and regions (4-6) Interacts with the policy makers Funding of Pilots Technology companies (3-5) Software companies (3-5) Prepares master plan for platform development Funding of first commercial deployments Maintains up- to date view about pilots Funding of scale- up activities MaaS Service Providers (2-4) Supports smart procurement and scale- up activities Sets requirements for openness and incentives for scaling- up Transportation companies (2-4) Service development companies (3-5) Taxi companies (2-4) Governance// Funding// Resources Pension funds Governance in line with the operative business Innovation cluster funding Financed by EIB Business terms in financing. Leverages funding from MaaS Fund

16 Desired market progression scenario From monopolies and fragmentation to Internet business Open Pilots and open interfaces facilitate the creation of multi-actor environment GSM model Few licensed operators Standardized technologies across countries Active multi-vendor environment Internet Model Wide spectrum of actors Standard interfaces Scalable technologies Emergence of dominant actors Dynamic multiactor Pilots with several Service Providers Agreed common API:s and rules for data governance Super platforms dominate Wait and see. Rely on commercial pilots De-facto standards, API:s and SDK:s of global powerhouses Public transport dominates Pilots with public transport actors only Current IT infra dominates Central Monopoly model State operates infrastructure and services Users and other service providers passive Fragmented model Isolated local services Non-scalable services remain local Local monopolies Users and other service providers passive Distributed Versatile service development along global trends and local conditions Policy makers take an active stance. International collaboration Dominant use cases enforced by platform owners drive the market Policy makers defensive Services focus on transport. Rest is left for global platforms Policy makers reactive Applied from Casey 2013 and Heikkilä 2014 Closed Pilots as orchestrated program = > SCALING No pilots Pilots as local efforts => LIMITED SCALE Competitive, scalable and versatile multi-actor environment