smart mobility in smart cities

CINEV–HongKong(24November2015) ©SylvieFaucheux,IsabelleNicolaï,MartinO’Connor—SmartMobilityinSmartCities Presentation—Page1

CINEV — China International New Energy Vehicle Show

SMART MOBILITY IN SMART CITIES

24-25-26 November, Asia-World Expo Hong Kong

Round Table 2: Success stories of Urbanization & New Concepts of cit ies in Europe and China

17:00 – 18:00pm, Tuesday 24 November 2015.

BUSINESSMODELSANDTHEDIFFUSIONOFINNOVATIONSINTHESMART-MOBILITYSECTOR


Sylvie Faucheux, Professor of Economics, LIRSA, CNAM (Paris, France)


TABLEOFCONTENTS—BUSINESSMODELSANDTHEDIFFUSIONOFINNOVATIONSINTHESMART-MOBILITYSECTOR

1. Smart-Mobility:TheContextandtheChallenges

2. FromDisruptiveInnovationtoNewBusinessModels

3. TheFrenchExampleofVEDECOMInstitute

4. Conclusions


1. SMART-MOBILITY:THECONTEXTANDTHECHALLENGES

• Smart-Mobility solutions are disruptive innovations involving paradigm shiftsbecause it is linked to radical technological innovations and to end-useinnovations.

One of the most striking features is the vision of the automobilenotasapossessionbutassimplyanelementinthemobilitychain.

AnillustrationistheB2Bmodel,whereamobilityoperatormakesavailabletousersthemeansof transportadaptedtotheirneeds (e.g.,a real-timemultimodalservice;Peugeot’sMu;theOrangefleetof‘connected’vehicles;Citroënwithahighdegreeofpersonalisationofthevehicle).

This combination of new technological possibilities and new conceptions of themobility “needs”,has theeffectof completely reshuffling thedeckas far asmarketopportunity.


• Smart-Mobility impacts on the structure of supply and the patterns ofgoods/servicedemand.

• Smart-Mobility is provoking substantial change to the existing “ecosystem” ofmobilitymarkets.

Forexample,onthesupplyside:apronouncedshiftinthemixofpartnersinthevaluechainwith,(1)integrationof‘new’actorsnotablyfromtheelectrical,electronicsandinformationtechnologysectors;and,(2)modificationoftheroles(andinsomecasesthedisappearancealtogether)oftraditionalpartners(forexample,thedistributorsofrefined petroleum products have a much reduced place in the production andservicingofelectriccars…).

THEEVOLVINGECOSYSTEMOFSMART-MOBILITYINNOVATION


TheQuestions….

- How innovationwavescoming fromdifferent sectorscanbe linkedormelded?

- Whataretheimpactsofthemergingbusinessmodelsforthediffusionoftheseinnovationsonthewider“ecosystem”ofmobility?


1. FROMDISRUPTIVEINNOVATIONTONEWBUSINESSMODELS

Thebusinessmodelforadisruptiveinnovationisatoolofcreativedestruction,itisintegrativeinnewwaysofthefactorsandpartnersinvaluecreation.

• Thesenewpartnershipsinvolvesanewcooperativeeconomicgovernance:Ø Abehavioural component: theactors shouldbeunited ina“win-win” logic,withanattitudeofsharedorreciprocalconfidencein.

Ø Aknowledgemanagementcomponent:proceduresforinformationsharing.Ø An organisational component: The partners has to seek to establishframeworks such as joint projects or task forces requiring collaborationbetween partners, in this way both promoting mutual understanding andencouraging“fairplay.

• To have the benefice of a Shared Value according to “open innovation” or “Openbusiness”:

Ø Promotingtheexplicitalignmentof the interestsofbusinesspartners,soastoprovideaclearbasisforcooperation.


Ø Ensuring the coordination of joint work programs with a clear division oflabouragreedbyallpartiesandaccountabilityontermsofresults.

Ø Ensuring that the added-value created in collaboration of shared in anequitable way and not appropriated by one partner in the commercialrelation.


3. TheFrenchExampleofVEDECOMInstituteVéhiculeDécarbonéCommunicantetsaMobilité/Carbon-free,communicatingvehicleanditsmobility

• VEDECOMisoneofasmallnumberofnationalInstitutesforEnergyTransitionsetupinFranceduringthepastfiveyearsaspartofthePland’Investissementd’Avenir(theFrenchnationallong-termresearchandtechnologyinvestmentplanforthefuture).

• VEDECOMisbasedinVersaillesandissupportedlogisticallyandfinanciallybyMov’eo(theFrenchmobilitybusinesscluster)andbylocalgovernancecommunities.


•

•

• Urbanizationplanoftheparkon‘Mobilitiesofthefuture’withVeDeCoM

("ChartepaysagèreeturbainedeVersaillesSatory-Ouest",EtablissementPublicParis-Saclay,2013)


• VEDECOMintendstobecomealeadingEuropeaninstituteforSmart-Mobility.Assetup in2012,the Institutecomprisesmorethan40membersof industryandservicesectors (automotive, aeronautics, system engineering, electronic components, ITC,numericalsimulation,infrastructuremanagement,transportoperators,digitalandenergygridoperators),plusresearchandhighereducationinstitutions,andoflocalcommunities.

• The VEDECOM partners have agreed to collaborate on a spectrum ofpre-competitiveandpre-normativeresearchsubjects.

Ø The research and demonstration activities at VEDECOM are organized in twoprogrammes:"Vehicles"ontheone-hand,"Eco-Mobility"ontheotherhand.

Ø The projects belong to three research domains on "Vehicle Electrification", "DrivingDelegation and Connectivity" (which cuts across the two domains), and "SharedMobilityandEnergy"intermsofinfrastructureandservices.

Each domain comprises several research projects on technology and service bricks andassociateddemonstrators.

Source:http://vedecom.fr/en/.


THEVEDECOMCOLLABORATIVERESEARCHTHEMES


• TheVEDECOMInstituteisbasedonanovelandunprecedentedcollaborationbetweenindustries of the automotive sector, infrastructure and services operators in themobilityeco-system,academicresearchinstitutions,andlocalcommunities.

• The institutional innovation has broken down old boundaries and built newrelationshipsatalllevels,inordertoengagean“openinnovation”processinseveralsensesoftheterm:opentonewideas,opentonewbusinessmodelswithconsumers,open to new working relationships with territorial authorities (mobility services,networksandinfrastructures).

• The VEDECOM partners identify explicitly the challenge of building a commonplatformasaspringboardforlaunchingintoanas-yetpoorlydefinedfuture.Amongthemechanismsofcollaboration,theyhavedefined:

Á Adomainofpre-competitiveinnovationandintellectualproperty(IP).Á A phase of pre-normative activity, prior to establishment of regulations, at local,

nationalandEuropeanlevels.


4. CONCLUSIONS

Theopeninnovationprocessisverymuchlargerthansimplesharingoftechnologiesandknow-how.Itextendstothe“invention”andthegovernanceofpartnerrelations,withtheaccentonongoingteambuildinginthesearchofnewsharedopportunities.

Á Onthesupplyside:As intheVeDeComconsortium,thechallengetakenupisforthepartnerstobea“winner”collectively,notonetowinagainstothersintheteam.

Á On the demand side: Infrastructure development in support of smart-mobility (e.g.,frequent&accessibleelectric car chargepoints; cheapand reliabledataservices formodalshifts,etc..)isanecessaryconditionforuptakeofsmart-mobilityinnovations.


Thankyou

Sylvie Faucheux, Professor of Economics, LIRSA, CNAM (Paris, France)

Isabelle Nicolaï, Professor of Economics, Laboratoire Génie Industriel, CentraleSupélec, UPSay (France)

& Martin O’Connor, Professor of Economics, REEDS, UPSay (France)

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