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First Results of the NO-REST Standards Impact Assessment. Dr Knut Blind FhG-ISI Karlsruhe, Germany Dr Richard Hawkins TNO-STI Delft, Netherlands. Content. Trends Validation of Methodologies within NO-REST Business Models and Standardisation Dynamics Preliminary Survey Results

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first results of the no rest standards impact assessment

First Results of the NO-REST Standards Impact Assessment

Dr Knut Blind

FhG-ISI

Karlsruhe, Germany

Dr Richard Hawkins

TNO-STI

Delft, Netherlands

content
Content

Trends

Validation of Methodologies within NO-REST

Business Models and Standardisation Dynamics

Preliminary Survey Results

Dynamic Scenarios

Policy Questions

Outlook

trends
Trends

Long tradition of R&D evaluation in Europe and the U.S.

Long tradition of regulatory impact assessment only in the U.S., but recent upsurge in Europe

Increasing competition between standardisation bodies

Increasing self-regulation in Europe within the New Approach

validation of impact assessment reference model

3. EMPIRICAL

4. SCENARIO

5. ACTION

2. MODELLING

1. AUDITING

STANDARD(S)

Validation of Impact Assessment Reference Model

Application of busi-ness model approach to ICT-standards

Case studies of ICT-standards

Scenarios of impacts of ICT-standards

Survey

Presentation of policy issues at ETSI-workshop

business models and standardisation dynamics
BusinessModels and Standardisation Dynamics

linkingcommercialstrategies to standardisation demand

the standardisation stakeholder triad

ICT

Producers

The Standards Arena

ICT

Appliers

ICT

Consumers

The Standardisation Stakeholder Triad
intermediation in the standards arena
Intermediation in the Standards Arena

ICT

Producers

SDOs

consortia

industry associations

public agencies

ICT

Appliers

ICT

Consumers

business models and the standardisation environment
Business Models and the Standardisation Environment

Business models:

  • describe how firms earn revenues from goods and services
  • require coordination of technical and commercial systems
  • link technical coordination issues to real dynamics of networked organisations
the business modelling arena

Originators

Business modeling

arena

Consumers

Intermediaries

The Business Modelling Arena
standards and business models

Standardizationarena

Standards and Business Models

Originators

Business modeling

arena

ICT producers

Consumers

Intermediaries

ICT appliers

choosing an industry segment to demonstrate modelling dynamics
Choosing an Industry Segment to Demonstrate Modelling Dynamics
  • commercially and technologically pivotal to stakeholders,
  • relevant in such areas as e-commerce, e-business and public services,
  • illustrative of key dynamics
conceptual elements of broadband service platforms
Conceptual Elements of Broadband Service Platforms

Application

Middleware

(incl. APIs, tools etc.)

Broadband service platforms

User interface

Operating system

Public network

commercial strategies for service platforms
Commercial Strategies for Service Platforms
  • integrated platform strategy
  • dependent platform strategy
  • independent platform strategy
value propositions
Value Propositions
  • VP1: vendor specificity – e.g. MS Windows for mobile
  • VP2: vendor neutrality – e.g. Symbian (Parlay?)
  • VP3: vendor by-pass – e.g. Java 2 Micro Edition
traditional stakeholder positions in telecom service platforms

Origin-ators

Inter-med-iaries

Users

Business modelling

arena

Traditional Stakeholder Positions in Telecom Service Platforms

PTOs & telecom equipment vendors

end-user product & service providers

computer & software vendors

the current dynamic environment for broadband service platforms

PTOs & telecom equipment vendors

Origin-ators

Inter-med-iaries

end-user product & service providers

Users

computer & software vendors

Business modelling

arena

The Current Dynamic Environment for Broadband Service Platforms
the polarity of value propositions

VP1 – specificity

(integrated platforms)

VP2 – neutrality

(dependent platforms)

HIERARCHY

COMMUNITY

VP3 – by-pass

(independent platforms)

ThePolarity of Value Propositions
fluid stakeholder alignments
Fluid Stakeholder Alignments

VP1 – specificity

VP2 – neutrality

VP3 – by-pass

originators

HIERARCHY

COMMUNITY

intermediaries

users

business model clustering
Business Model Clustering

data traffic generation

Broadband

service

platform

retail service sales

advertising

tool licence

service end users

public data network

wholesale

platform access

operating system license

wholesale

network access

preliminary survey results
Preliminary Survey Results
  • Approach
  • Descriptive Results
  • Correlations
preliminary survey results approach
Preliminary Survey Results: Approach
  • Online survey among ETSI-members and CEN/ISSS participants between February and May 2005
  • Due to very low response, revision (shorter and simpler) of ETSI questionnaire
  • Meanwhile almost 50 responses
  • High item-non-response in the quantitative impact assessment part
  • Mostly descriptive statistics and some selected correlations
  • Plans: further reminder in next CEN/ISSS newsletter and survey among ITU members supported by ITU
preliminary survey results23
Preliminary Survey Results
  • Changes how standards are made
    • formal standards bodies should take a greater coordination
    • cost of monitoring and participating in consortia has raised the overall costs of standardisation
    • standards developed in consortia should not necessarily be developed through formal standards institutions
preliminary survey results24
Preliminary Survey Results
  • The mandatory and voluntary dimension of standards
    • companies cannot operate in their principal markets unless they apply "voluntary" standards
    • some consortia standards are likewise essential
preliminary survey results28
Preliminary Survey Results
  • Correlation of impact dimension (formal standards):
    • standards increase global production possibilities and therefore also product variety
    • standards increase the quality of procured components and therefore also product variety
    • the higher the speed of development caused by standards the higher their positive impact on profitability
    • the higher the degree of adoption caused by standards the higher their positive impact on profitability
    • the higher the positive impact on market concentration, the higher their positive impact on profitability
dynamic scenarios for standardisation
Dynamic scenarios for standardisation

COMMUNITY

HIERARCHY

R&D strategy

dynamic scenarios for standardisation30
Dynamicscenarios for standardisation …

UPSTREAM

coordination strategy

DOWNSTREAM

slide32

UPSTREAM

COMMUNITY

HIERARCHY

DOWNSTREAM

Dynamic scenarios for standardisation …

Formal

slide33

UPSTREAM

COMMUNITY

HIERARCHY

DOWNSTREAM

Dynamic scenarios for standardisation …

Informal

Formal

slide34

UPSTREAM

Informal

Proprietary

Formal

COMMUNITY

HIERARCHY

DOWNSTREAM

Dynamic scenarios for standardisation …

future scenarios increased vendor specificity

UPSTREAM

Proprietary

Informal

Formal

COMMUNITY

HIERARCHY

DOWNSTREAM

Future scenarios: increased vendor specificity
future scenarios increased vendor neutrality

UPSTREAM

DOWNSTREAM

Future scenarios: increasedvendorneutrality

Informal

HIERARCHY

COMMUNITY

Formal

Prop.

future scenarios increased vendor by pass

UPSTREAM

COMMUNITY

HIERARCHY

DOWNSTREAM

Future scenarios: increasedvendorby-pass

Informal

Formal

Prop.

policy issues
Policy Issues
  • Policy response to the negative impacts of proprietary standards (e.g. conflict between IPR and standardisation policies)
  • Reconciling the industry impact of standards with the policy impacts
  • Speed of standards development as critical policy aspect?
  • Role of standards for vertical market structure (e.g. outsourcing)
  • Role of standards for market concentration
  • Strategic issues of standards are more important than their cost effects
outlook
Outlook
  • Extension of the survey
  • Application of more sophisticated statistical methodologies
  • Further case studies for granularity
  • Development of indicator based studies
  • Validation of other impact methodologies
  • Guidelines for impact assessment framework
  • Application of impact assessment methodology to a specific standard