Welkom bij Kennisagenda Automatisch Rijden, een initiatief van het Ministerie van Infrastructuur en Waterstaat, Rijkswaterstaat en de RDW, om een online overzicht te geven van beschikbare en benodigde kennis op het gebied van automatisch rijden.
Het overzicht is verdeeld in een aantal kennisdomeinen om de diverse facetten in beeld te brengen. In de bibliotheek vindt u een uitgebreide collectie van rapporten, papers en presentaties, inclusief samenvattingen en achtergrondinformatie. De bibliotheek wordt wereldwijd gebruikt. Het laatste rapport over Ethiek werd in korte tijd 674 keer opgevraagd! Dagelijks worden ca 30 stukken gedownload.
“Automated driving, with its minimal space requirements and rather equal speed levels, could at least double the existing average road infrastructure capacity. “
Gevonden in (p.380): Autonomous Vehicles and Autonomous Driving in Freight Transport
Wat zijn de business modellen van producenten, willen ze wel verder ontwikkelen (nieuwe markt/spelers) ?
There are multiple models/players:
“The Branded Integrated Life-Style Model
It’s a sleekly designed experience, riding in this self-driving car. As elegantly designed as the sleekest smart phone.You use an app on your phone to summon your car when you need it or to program a daily pick-up. It’s as simple as setting the alarm on your phone.Your windshield doubles as a screen, synching seamlessly with your other connected devices. As you ride along, you swipe through applications and web sites, checking your progress and the local weather on a digital dashboard, uploading photos to your favorite web site or watching a video. When you arrive at your destination, the screens you’ve opened are synched and waiting for you on whatever device you pick up next.
In this model, perhaps a company with no traditional presence in the auto industry that is already an integral part of the consumer’s life outside the vehicle could become a key participant in the ecosystem. Since self-driving vehicles will no longer need the same level of rigorous testing and validation, and manufacturing could potentially be outsourced, their emphasis would be on consumer research, product development, and sale of integrated lifestyle experiences.
The Branded Lifestyle Value Proposition: Design, Technology, Software, Consumer experience
The Open System Model
It’s all about the data and how to use these data to customize the consumer value proposition.The market for big data
is growing exponentially. Market intelligence provider IDC predicts that by 2015 the “Big Data” market will be $16.9 billion, up from $3.2 billion in 2010.35 A major player in the data market might not want to manufacture vehicles, but could
well design a vehicle operating system. With more than a billion cars serving up trillions of data points about consumer behavior, traffic patterns, and topography, an operating system (OS) developer could afford to give away the OS but accrue significant value from the data they could aggregate. Who would manufacture the vehicle? The OS provider could partner with any of the world’s vehicle manufacturers—and not just the traditional automotive manufacturers. Partnerships could be established with one or more new players who might compete in the branded technology arena.
The Open System Value Proposition: Utility, Technology, Customization
Mobility On Demand Model
Zipcar was the pioneer in the shared-vehicle field, but other players are breaking into the market. Whereas current mobility on demand providers must make vehicles easily accessible for customers in urban areas, their vehicle maintenance and parking fees are high. With self-driving vehicles, proximity to end-users would no longer be necessary. Vehicles could be dispatched by taxi and car service companies.
Giant retailers with a core competence in managing complex distribution channels or fleet providers with the capability
to manage the complexity of renting and allocation of fleets could enter the fray and accrue significant value in the new ecosystem. New entrants in the market might compete at either end of the spectrum—with generic, low-cost utilitarian transportation on demand at one end (the low-cost airline model) and super-luxury mobile executive suites and sleeping pods at the other (the first class or private jet experience). Success will be determined by efficiency, reliability, flexibility, vehicle maintenance, customer service, ease of human-vehicle interface, and integration with existing consumer devices—and all the other psychographic factors that determine consumer behaviors and brand preferences.
The Mobility on Demand Value Proposition: Flexibility, Reliability, Convenience, Cost
The OEM Model
Traditional automotive manufacturers have decades of experience in designing and manufacturing vehicles, and shaping an emotional connection with consumers. But will they move fast enough to maintain their brand dominance? Smart automotive manufacturers should be planning now, thinking about how to restructure their organizations and what potential strategic investments they should be making. History has not been kind to those who get stuck protecting the status quo in the face of disruptive change. In fact, collaboration is already taking place across the ecosystem as companies strive to stay relevant.The joint project between Intel and DENSO36 to develop in-vehicle communication and information systems exemplifies the new cross-industry synergistic relationships.
Vertical integration is an option for companies looking to bring a critical skill or technology in house. Some vehicle manufacturers have established venture capital subsidiaries to invest in promising new technologies as a means of bridging any skill or technology gaps. Doing so may provide a competitive advantage in this rapidly evolving ecosystem.
The OEM Value Proposition: Design, Technology, HMI, Supply Chain Management “
Gevonden in (p.32-33): Self-Driving Cars, The Next Revolution
“This chapter explored three scenarios for the deployment of vehicles with higher-order automation: the continuous evolution of driver assistance systems by the established auto industry, the revolution of personal mobility by non-automotive technology companies, and the transformative merging of private and personal mobility by start-ups and transportation service providers. “
Gevonden in (p. 207):
Note Joop: Zie ook recente verzameling transitiepaden door Tom Alkim samengesteld: https://www.dropbox.com/s/bzo215xwhwdyvth/Overview%20Roadmaps%20Automated%20Driving_final_withoutaspect.pdf?dl=0
Wat kan NL doen om in de context van NL maximaal te profiteren van de energie die nu wordt ingezet op de wens van coöperatief en autonoom rijden?
“The automotive industry is a global industry in which value is generated predominantly by suppliers to automakers. The Dutch automotive industry is no exception to this rule. Within specific areas in the automotive industry, the Netherlands even plays a significant role with leading innovative companies that are involved in automotive activities worldwide. In these areas, the Dutch automotive sector is highly innovative and possesses a considerable knowledge base. To further strengthen its role, the Dutch automotive sector has developed a vision supported by a strong ambition of the Dutch automotive industry to increase its annual revenues from Eur 12 bn to Eur 20 bn.
The Dutch automotive sector has two responses to the opportunities and challenges of today’s automotive industry: innovation and cooperation. Innovation is vital in the continuous struggle for cost reductions alongside increasing levels of quality, individuality, and personalisation, and legal requirements (e.g., noise, safety and emission). Effective cooperation is becoming more and more crucial as competitive advantage will gravitate towards those that discern their strengths and move quickly to build or join appropriate new collaborative networks.”
Gevonden in (p.7): Vision for the Dutch automotive sector
“Brand equity has been found to be positively related to customer loyalty and willingness to pay. While strong brands are generally helpful for the marketing of products and services, the importance of brands has been found to vary across industry sectors, with a high relevance for the marketing of automobiles . The relevance of branding strongly depends on the function of the brand as risk reducing factor, its function to enhance information efficiency, and its symbolic value. Since the purchase of a new car is an extensive decision involving comparably high expenditures and the collection of extensive information, strong brands can promote the purchasing process.
Besides the sparse empirical evidence for the risk-reducing effects of strong brands in the context of automated driving , the aforementioned brand functions should be positively related to consumer acceptance of automated driving systems. Knowledge and experience of consumers with automated driving technology is marginal. In combination with additional cost for automated driving abilities, consumers are likely to evaluate a purchase decision as risky. Strong brands can effectively help to reduce perceptions of risk. “
Gevonden in (p.691): Consumer Perceptions of Automated Driving Technologies: An Examination of Use Cases and Branding Strategies
“While consumers still have many questions about safety, liability and the operation of self-driving cars, their receptivity increased significantly when presented with the right value proposition, which can be summed up as follows: shorter commute times + reduced traffic-related variability + the ability to use the vehicle in either self-driving or human- operated mode (self-driving on/off) = a strong incentive for consumer adoption.
Companies that get the value proposition right – and deliver a mobility/driving experience that is esthetically and emotionally pleasing could dominate the market. Companies that miss the mark on either the technology or the mobility experience could find themselves left behind. “
Gevonden in (p.4): Self-Driving Cars: Are We Ready?