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Digital Transformation

  • ID: 3631201
  • Report
  • Region: Global
  • 79 Pages
  • Frost & Sullivan
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IoT-driven Business Models for ICT and Non-ICT Companies


  • AliveCor
  • Aviva
  • Farmobile
  • Fitbit
  • Google
  • Singtel
  • MORE
The need for enterprises to differentiate themselves from their competitors has become increasingly important. As we continue to witness the emergence of new products and services around us, the emergence of IoT has opened up opportunities with new business models that were not possible before. Connectivity plays a central role because without it, it will not be possible for enterprises to develop new business models.

However, IoT has greater value than connecting devices and ubiquitous objects to the Internet. Enterprises have so far confined the use of data to enhance internal processes; which is of limited value in driving their top line figure and generating shareholders’ value.
Note: Product cover images may vary from those shown
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  • AliveCor
  • Aviva
  • Farmobile
  • Fitbit
  • Google
  • Singtel
  • MORE
1. Executive Summary

2. Key Findings

3. Introduction and Overview of IoT

What is IoT?
Overview of IoT
IoT Value Chain
IoT Value Chain Definition
How can Enterprises Benefit from IoT?

4. Drivers and Restraints-Total IoT Market

Market Drivers
Drivers Explained
Market Restraints
Restraints Explained

5. Business Model Assessment

IoT as an Enabler for Industry Transformation
An Introduction to IoT Business Model
Types of IoT Business Models for New Revenue Streams
Evolution of Business Models
Value Creation for Customers
Value Capture for Shareholders

6. Revenue Sharing Business Model-Uber Taxi

Uber Taxi-Service Brokerage
Uber Taxi-Ability to Increase the Pool of Drivers
Uber Taxi-Comparison with Traditional Taxi
Uber Taxi-Rating Scale of Business Model

7. Device and/or Subscription Business Model-Michelin Fleet Solution

Michelin Fleet Management Solution Information Chain
Michelin Transforms Itself and Disrupts its own Industry
What Michelin Offers to its Stakeholders
Rating Scale-Selling Tyres vs. Servicization

8. Farmobile

Farmobile Business Model
Farmobile Use of IoT Technology

9. SurePark

SurePark Case Study
SurePark Business Model

10. Device-centric Business Model-Google Nest

Google Nest Smart Thermostat
Google Nest Adopts an Integrated Lifestyle Approach

11. AliveCor

AliveCor Converts a Smartphone into a Mobile ECG
AliveCor Democratizes the Technology with IoT

12. Fitbit

Fitbit Stays Relevant by Lowering the Cost of Insurance
Fitbit Uses Sensors Coupled with its Proprietary Algorithm

13. Selling Data-Telefonica Insight Solution

Telefonica Shifts from Selling Connectivity to Data Products
Telefonica Insights Solution Key Success Factors

14. Singtel Video Analytics

Singtel Video Analytics Solution Case Study
Singtel’s Evolutionary Strategy Towards Digital Services

15. Volume-driven Business Model-Aviva Rate My Drive

Aviva Charges Auto Premium Based on Driving Profile
Aviva Gets More Competitive while Reducing its Risk

16.Key Takeaway of the Use Cases

Business Models of the 10 Companies
Value Capture vs. Value Proposition Discussion

17. Considerations in Developing IoT Business Models

Stakeholders in the IoT Ecosystem
Enablers of New Business Models
Deploying IoT from a Telco’s Point of View
Considerations in Deploying IoT for New Business Model
Legal Disclaimer
Note: Product cover images may vary from those shown
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4 of 3
- AliveCor
- Aviva
- Farmobile
- Fitbit
- Google
- Singtel
- SurePark
- Telefonica
- Uber
Note: Product cover images may vary from those shown