The Vault

2016 Frost & Sullivan Global IoT Platform Competitive Strategy Innovation and Leadership Award
White Paper / Apr 2016 / IoT, wot.io, oneM2M

InterDigital recieved the  “2016 Global Internet of Things Platform Competitive Strategy Innovation & Leadership” award from global research and consulting firm Frost & Sullivan for its wot.io data service exchange. Check out the award write-up to learn more about InterDigital IoT Solutions.

2016 Global Internet of Things Platform Competitive Strategy Innovation and Leadership Award 2016 BEST PRACTICES RESEARCH ? Frost & Sullivan 2016 2 ?We Accelerate Growth? Contents Background and Company Performance ........................................................................ 3 Industry Challenges .............................................................................................. 3 Strategy Innovation and Customer Impact .............................................................. 3 Conclusion........................................................................................................... 6 Significance of Competitive Strategy Innovation and Leadership ...................................... 7 Understanding Competitive Strategy Innovation and Leadership ...................................... 7 Key Benchmarking Criteria .................................................................................... 8 Best Practice Award Analysis for InterDigital?s wot.io ...................................................... 8 Decision Support Scorecard ................................................................................... 8 Strategy Innovation .............................................................................................. 9 Customer Impact ................................................................................................. 9 Decision Support Matrix ...................................................................................... 10 The Intersection between 360-Degree Research and Best Practices Awards ..................... 11 Research Methodology ........................................................................................ 11 Best Practices Recognition: 10 Steps to Researching, Identifying, and Recognizing Best Practices ................................................................................................................. 12 About Frost & Sullivan .............................................................................................. 13 BEST PRACTICES RESEARCH ? Frost & Sullivan 2016 3 ?We Accelerate Growth? Background and Company Performance Industry Challenges Diversity is positive in the world of the Internet of Things when enterprises know what they wish to accomplish and when they have the technology and industry knowledge to get there. The majority of end-users deploying IoT solutions, however, are not at this stage. Frost & Sullivan?s review of 2015 contract wins across the M2M/IoT ecosystem shows most are more M2M in nature than they are IoT; that is, they are related to connectivity and highly structured use of known datasets that offer insights for well- defined applications. Thus, the challenge for vendors is to offer solutions that accelerate enterprise adoption of true IoT, beyond M2M. This means enterprises must be able to leverage data and insights and benefit from more open-ended and mediated contractual relationships. InterDigital is a vendor who has the capacity to address these demands with a pre- integrated approach to managing devices and data from as many third-parties as the end- user might require. Strategy Innovation and Customer Impact Strategy Effectiveness The combination of falling sensor costs and improved connectivity options have driven development of the M2M (and more broadly, IoT) sector. However, extracting actionable insight from the growing volume of data being collected has remained a problem; enterprises and developers need to be able to tap into the right tool for the right job, and that can create issues with regards to interoperability. InterDigital?s wot.ioTM aims to solve this problem by unifying various data sources and routing them to third-party services that enable its clients to develop flexible and tailored solutions. InterDigital?s strategy is to deploy its IoT technologies through best-in-breed system integrators, aggregators and service providers across industries including industrial, healthcare, automation, and transportation. InterDigital enables customers and partners to create managed services offerings and data exchanges thus unlocking the true data value. For example, wot.io has been demonstrated with a large Enterprise Application Integrators that have hundreds of established connections already in place in this area. Similarly, InterDigital has partnered with Harman to target the home and building automation space. Likewise, oneTRANSPORT is a UK partnership project featuring an open transport data marketplace that relies on InterDigital technologies. BEST PRACTICES RESEARCH ? Frost & Sullivan 2016 4 ?We Accelerate Growth? Strategy Execution InterDigital?s wot.io is essentially a middleware layer that accelerates time-to-market for IoT and M2M deployments. It connects IoT systems from multiple partners to provide clients with the flexibility to use the services that are most appropriate for their business requirements. Data from a variety of IoT platforms (including ThingWorx, ARM mbed and Stream Technologies to name but a few) is routed to third-party services via wot.io?s operating environment; this approach gives clients choice, flexibility and the ability to scale as their IoT requirements change. To accelerate time-to-market, wot.io includes a series of pre-integrated service bundles (coined Ship IoTTM), featuring popular partner offerings. In instances where a more bespoke approach is required, InterDigital offers the ability to fully customize to meet individual client demands. InterDigital works with a number of specialist IoT systems integrators to enable development of customized solutions. By taking away some of the integration headache, InterDigital enables customers using wot.io to focus on developing innovative IoT applications; resources can be focused on higher value activities, enabling enterprises to develop solutions that can give them a competitive advantage rather than being tied up with the ?nuts of bolts? of IoT deployment. Ship IoT enables IoT solutions to be built quickly based on core data services such as Circonus (visualization and analytics), bip.ioTM (technology acquired by InterDigital in late 2014 that offers Web API automation) and Scriptr.io (cloud-based backend for IoT, mobile and web applications). The bip.io web automation platform ? which is a freemium based open tool ? enables access to over 50 data services. It links into a range of popular business tools such as Dropbox, Slack, Google Drive and Twitter, and also handles syndication feeds such as RSS. By bundling together popular services, wot.io helps accelerate time-to-market and enables customers to benefit from robust integration. Competitive Differentiation InterDigital?s strategic positioning is simple: it aims to remove the complexity that many enterprise customers face when developing an IoT solution. The company?s wot.io data service exchangeTM offering enables interoperability today between various IoT devices, platforms, and data services ? with the ultimate goal of helping its partners and clients to quickly deploy and develop solutions that can unlock the value of IoT data. InterDigital?s wot.io fills a sizable niche in the IoT market, inserting itself in the space between high-end systems integrators (which many enterprises cannot afford) and in- house development teams (which often lack scale and resources). InterDigital?s relationship with integrators is an interesting one ? it views them more as partners or customers than competitors. In this way, InterDigital can help to address more mid-size enterprises by offering automation of some of the application level integration that is essential in the IoT space. BEST PRACTICES RESEARCH ? Frost & Sullivan 2016 5 ?We Accelerate Growth? The wot.io?s cloud-based data service exchange offering is notable against its peers due to the combination of three key attributes. First, it offers the ability to connect any data source, and to route data in whatever way makes most sense for a given client. Second, its data flow programming model gives visibility of how data is shared. Third, the exchange is low-latency and highly scalable, enabling real-time applications that are unaffected by large data volumes. These technological attributes, combined with InterDigital?s strong partner line-up, contribute to a highly differentiated market positioning. Additionally, InterDigital has not only pre-integrated, but also built relationships with many third party providers ? this is an area that arguably gets less attention than it deserves given the time and effort that such activities can bring. Executive Team Alignment InterDigital IoT Solutions senior management team brings a wealth of industry expertise from across the IT and Telecoms sectors. James Nolan, who currently leads InterDigital IoT Solutions brings over 20 years of innovation in the wireless space. Mike Jeronis who leads Product Development for InterDigital?s IoT Solutions brings a wealth of experience in embedded technologies and product design. They are joined by strong Product Management and Business Development teams. In short, InterDigital?s IoT Solutions leaders have deep understanding and long-standing expertise in the core area in which it operates. Compared to some of the other nascent companies in the IoT arena, this is a strong advantage ? the executive team can draw on its market knowledge, understanding and contacts to quickly develop the business. Additionally, Tom Gilley (a founder of wot.io and its former President) worked in Apple?s Portable Product Group and Advanced Technology Group, and has founded several tech companies. Stakeholder Integration InterDigital has developed ? and is continuing to extend ? a broad range of partnerships related to wot.io. It has forged relationships with over 80 third-party data services, spanning analytics, business intelligence, device management, reporting, monitoring and beyond. Its focus on partnering with best-in-class ecosystem players across the key IoT solution application areas is essential, enabling it to deliver high levels of choice to customers. For data services providers, there is strong appeal of being involved in wot.io?s operating environment, as it gives them access to a growing client base and enables easier integration with other IoT-focused solutions. In terms of industry-specific opportunities, InterDigital sees the most potential in markets that already have a large number of connected devices in place; notably, industrial and public sectors (the latter being mainly trials at present). For example, through its inclusion into ThingWorx?s IoT Marketplace, wot.io is well placed to address IoT opportunities in the manufacturing sector through ThingWorx?s parent, PTC. InterDigital?s involvement in public sector trials, like oneTRANSPORT in the UK, is also a good means of establishing a leadership position as cities embrace open data. Finally, the next major area of BEST PRACTICES RESEARCH ? Frost & Sullivan 2016 6 ?We Accelerate Growth? opportunity is the connected home/building where a growing number of platforms are starting to emerge. One of the reasons for a protracted journey for smart homes to take off is that the service and product landscape is simply too diverse and complicated. Consumers will increasingly demand a single point of command/control over their various smart homes solutions ? InterDigital is well placed to develop its offering to meet this requirement. Customer Purchase Experience InterDigital?s product portfolio is based on an open operating environment which provides its clients with greater flexibility. It is interoperable with many IoT platforms including ARM?s mbed, ThingWorx, AllJoyn, and its own oneMPOWERTM, offering the ability to aggregate data from a broad range of devices and industries. An important area of differentiation in this regard is the ease with which applications/services can be added (or indeed, be removed); this is essential, given the rapidly changing needs of end users, many of are still at the experimental stage with regards to understanding how to truly leverage the potential of IoT. InterDigital creates broad marketing campaigns of how its technologies play in enabling various industry solutions. It primarily reaches service providers via licensing its technologies to systems integrators, aggregators, etc. They may act as the customer facing providers, but InterDigital continues to support with innovative feature development, implementation and hardening of full industry solutions along with its partners and customers. More importantly, service providers, especially those starting their IoT journey, have both a time and resource constraint in prototyping and testing IoT devices and applications. By reducing customers? time to market, InterDigital is able to improve customer purchase experience because they do not need iterations of proof of concepts by less ?open? and flexible IoT platforms. Conclusion InterDigital is focused on removing the complexity of IoT solution development and deployment; given the increasing number of IoT platforms, device and data services available to enterprises today, this positioning meets a clear market need. By partnering broadly and simplifying integration, InterDigital?s solutions like wot.io are playing a vital role in a fast-moving and rapidly evolving sector. With its strong overall performance, InterDigital?s wot.io has earned Frost & Sullivan?s 2016 Competitive Strategy Innovation and Leadership Award. *InterDigital is a registered trademark of InterDigital, Inc. bip.io, data service exchange, oneMPOWER, SHIP IoT, and wot.io are trademarks of InterDigital, Inc. BEST PRACTICES RESEARCH ? Frost & Sullivan 2016 7 ?We Accelerate Growth? Significance of Competitive Strategy Innovation and Leadership Any successful approach to achieving top-line growth must (1) take into account what competitors are, and are not, doing; (2) meet customer demand with a comprehensive, value-driven product or service portfolio; and (3) establish a brand that resonates deeply with customers and stands apart from other providers. Companies must succeed at these three things?brand, demand, and positioning?to achieve best-practice levels in competitive strategy. Understanding Competitive Strategy Innovation and Leadership As discussed above, driving demand, brand strength, and competitive differentiation all play a critical role in delivering unique value to customers. This three-fold focus, however, must ideally be complemented by an equally rigorous focus on strategy innovation and customer impact. BEST PRACTICES RESEARCH ? Frost & Sullivan 2016 8 ?We Accelerate Growth? Key Benchmarking Criteria For the Competitive Strategy Innovation and Leadership Award, Frost & Sullivan analysts independently evaluated two key factors?Strategy Innovation and Customer Impact? according to the criteria identified below. Strategy Innovation Criterion 1: Strategy Effectiveness Criterion 2: Strategy Execution Criterion 3: Competitive Differentiation Criterion 4: Executive Team Alignment Criterion 5: Stakeholder Integration Customer Impact Criterion 1: Price/Performance Value Criterion 2: Customer Purchase Experience Criterion 3: Customer Ownership Experience Criterion 4: Customer Service Experience Criterion 5: Brand Equity Best Practice Award Analysis for wot.io Decision Support Scorecard The Decision Support Scorecard is organized by Strategy Innovation and Customer Impact (i.e., the overarching categories for all 10 benchmarking criteria; the definitions for each criteria are provided beneath the scorecard). The research team confirms the veracity of this weighted scorecard through sensitivity analysis, which confirms that small changes to the ratings for a specific criterion do not lead to a significant change in the overall relative rankings of the companies. The results of this analysis are shown below. To remain unbiased and to protect the interests of all organizations reviewed, we have chosen to refer to the other key players as Competitor 1 and Competitor 2. BEST PRACTICES RESEARCH ? Frost & Sullivan 2016 9 ?We Accelerate Growth? DECISION SUPPORT SCORECARD FOR COMPETITIVE STRATEGY INNOVATION AND LEADERSHIP AWARD Measurement of 1?10 (1 = poor; 10 = excellent) Competitive Strategy Innovation and Leadership Strategy Innovation Customer Impact Average Rating InterDigital?s wot.io 9 8 8.5 Competitor 1 8 6 7 Competitor 2 7 6 6.5 Strategy Innovation Criterion 1: Strategy Effectiveness Requirement: Strategy effectively balances short term performance needs with long-term aspirations and vision for the company Criterion 2: Strategy Execution Requirement: Adoption of best-in-class processes to support the efficient and consistent implementation of business strategy Criterion 3: Competitive Differentiation Requirement: Unique competitive advantages with regard to solution or product are clearly articulated and well accepted within the industry Criterion 4: Executive Team Alignment Requirement: The executive team is aligned on the organization?s mission, vision, strategy and execution Criterion 5: Stakeholder Integration Requirement: Strategy reflects the needs or circumstances of all industry stakeholders, including competitors, customers, investors, and employees Customer Impact Criterion 1: Price/Performance Value Requirement: Products or services offer the best value for the price, compared to similar offerings in the market Criterion 2: Customer Purchase Experience Requirement: Customers feel like they are buying the most optimal solution that addresses both their unique needs and their unique constraints Criterion 3: Customer Ownership Experience Requirement: Customers are proud to own the company?s product or service, and have a positive experience throughout the life of the product or service Criterion 4: Customer Service Experience Requirement: Customer service is accessible, fast, stress-free, and of high quality BEST PRACTICES RESEARCH ? Frost & Sullivan 2016 10 ?We Accelerate Growth? Criterion 5: Brand Equity Requirement: Customers have a positive view of the brand and exhibit high brand loyalty Decision Support Matrix Once all companies have been evaluated according to the Decision Support Scorecard, analysts can then position the candidates on the matrix shown below, enabling them to visualize which companies are truly breakthrough and which ones are not yet operating at best-in-class levels. DECISION SUPPORT MATRIX FOR COMPETITIVE STRATEGY INNOVATION AND LEADERSHIP AWARD High Low Low High C u s to m e r I m p a c t Strategy Innovation Award Recipient Competitor 2 Competitor 1 BEST PRACTICES RESEARCH ? Frost & Sullivan 2016 11 ?We Accelerate Growth? The Intersection between 360-Degree Research and Best Practices Awards Research Methodology Frost & Sullivan?s 360-degree research methodology represents the analytical rigor of our research process. It offers a 360-degree-view of industry challenges, trends, and issues by integrating all 7 of Frost & Sullivan's research methodologies. Too often, companies make important growth decisions based on a narrow understanding of their environment, leading to errors of both omission and commission. Successful growth strategies are founded on a thorough understanding of market, technical, economic, financial, customer, best practices, and demographic analyses. The integration of these research disciplines into the 360-degree research methodology provides an evaluation platform for benchmarking industry players and for identifying those performing at best- in-class levels. 360-DEGREE RESEARCH: SEEING ORDER IN THE CHAOS Technology Obsolescence Disruptive Technologies New Applications CEO Demographics Needs and Perceptions Segmentation Buying Behavior Branding and Positioning Competitive Benchmarking Emerging Competition Competitive Strategy Capital Investments Availability of Capital Country Risk Economic Trends Crowd Sourcing Growth Strategies Career Development Growth Implementation Industry Evolution New Vertical Markets Industry Expansion Industry Convergence Emerging Technologies Smart Cities Sustainability New Business Cultures GeoPolitical Stability BEST PRACTICES RESEARCH ? Frost & Sullivan 2016 12 ?We Accelerate Growth? Best Practices Recognition: 10 Steps to Researching, Identifying, and Recognizing Best Practices Frost & Sullivan Awards follow a 10-step process to evaluate award candidates and assess their fit with select best practice criteria. The reputation and integrity of the Awards are based on close adherence to this process. STEP OBJECTIVE KEY ACTIVITIES OUTPUT 1 Monitor, target, and screen Identify award recipient candidates from around the globe ? Conduct in-depth industry research ? Identify emerging sectors ? Scan multiple geographies Pipeline of candidates who potentially meet all best- practice criteria 2 Perform 360-degree research Perform comprehensive, 360-degree research on all candidates in the pipeline ? Interview thought leaders and industry practitioners ? Assess candidates? fit with best-practice criteria ? Rank all candidates Matrix positioning all candidates? performance relative to one another 3 Invite thought leadership in best practices Perform in-depth examination of all candidates ? Confirm best-practice criteria ? Examine eligibility of all candidates ? Identify any information gaps Detailed profiles of all ranked candidates 4 Initiate research director review Conduct an unbiased evaluation of all candidate profiles ? Brainstorm ranking options ? Invite multiple perspectives on candidates? performance ? Update candidate profiles Final prioritization of all eligible candidates and companion best-practice positioning paper 5 Assemble panel of industry experts Present findings to an expert panel of industry thought leaders ? Share findings ? Strengthen cases for candidate eligibility ? Prioritize candidates Refined list of prioritized award candidates 6 Conduct global industry review Build consensus on award candidates? eligibility ? Hold global team meeting to review all candidates ? Pressure-test fit with criteria ? Confirm inclusion of all eligible candidates Final list of eligible award candidates, representing success stories worldwide 7 Perform quality check Develop official award consideration materials ? Perform final performance benchmarking activities ? Write nominations ? Perform quality review High-quality, accurate, and creative presentation of nominees? successes 8 Reconnect with panel of industry experts Finalize the selection of the best-practice award recipient ? Review analysis with panel ? Build consensus ? Select winner Decision on which company performs best against all best-practice criteria 9 Communicate recognition Inform award recipient of award recognition ? Present award to the CEO ? Inspire the organization for continued success ? Celebrate the recipient?s performance Announcement of award and plan for how recipient can use the award to enhance the brand 10 Take strategic action Upon licensing, company may share award news with stakeholders and customers ? Coordinate media outreach ? Design a marketing plan ? Assess award?s role in future strategic planning Widespread awareness of recipient?s award status among investors, media personnel, and employees BEST PRACTICES RESEARCH ? Frost & Sullivan 2016 13 ?We Accelerate Growth? About Frost & Sullivan Frost & Sullivan, the Growth Partnership Company, enables clients to accelerate growth and achieve best in class positions in growth, innovation and leadership. The company's Growth Partnership Service provides the CEO and the CEO's Growth Team with disciplined research and best practice models to drive the generation, evaluation and implementation of powerful growth strategies. Frost & Sullivan leverages almost 50 years of experience in partnering with Global 1000 companies, emerging businesses and the investment community from 31 offices on six continents. To join our Growth Partnership, please visit http://www.frost.com.