IOT Quote of the week

The biggest trend I see in IoT is the shrinking amount of value that is being placed on the hardware itself. Whether it’s Amazon’s Echo, Nest’s Thermostat or, in our market, a wireless charging transmitter – the majority of the value is increasingly attributed to the software that sits on top of commoditized hardware.

Just look at the way Amazon advertises Echo, it’s almost as if the hardware itself is an afterthought, the real emphasis is on the platform that Amazon are creating on top of commoditized hardware.

In a world of connected devices, the services that companies provide are going to be delivered by software, with software transforming hardware into a service.

Software’s power to interpret context and manipulate commoditized hardware to create value for their customers is where we’re seeing the most value creation in IoT right now.

Dan Bladem , CEO Chargifi


About Chargifi

There are more than 7 billion mobile phones and tablets worldwide. People need power, and meeting their needs provides a substantial commercial opportunity for businesses around the world. Ready to unlock the potential of wireless charging?

Chargifi’s mission is to empower the connected world. We’re doing this by building the leading wireless power management software that enables Managed Service Providers and Systems Integrators to deploy wireless power at scale. Think Cisco Meraki enterprise WiFi management but for wireless power.  Whether it’s for your phone, tablet, laptop or other devices – power is where every journey begins. Chargifi exists to make sure you have power when and where you need it.

Sharing Economy websites in New Zealand

There are a host of websites being developed to help cater for people to people transactions cutting out the traditional more expensive providers.

In New Zealand Uber and Airbnb are getting a lot of traction now but there are dozens of NZ developed sites providing niche services including idle , shareacamper , yourdrive , cityhop and trademe to name just a few.

Rideshare and car-pooling…

Uber – the global ride-share app is available in NZ and Australia. One tap and a car comes directly to you. Hop in—your driver knows exactly where to go. And when you get there, just step out. Payment is completely seamless. Download the Uber app for a free ride on me**

Want to sign up as a driver in NZ? Then click on this link

Uber is a smartphone app that makes it easy to get paid for driving your own car. It’s simple to use. When you want to make money just turn on the app and pick up riders. You’ll see how much you made after every ride and you’ll get paid weekly.

Others to be profiled =  getchariot , Zoomy (Auckland central only)

Holiday rentals , places to stay…

Airbnb – connects travelers with hosts offering unique local experiences and places to stay.

On Airbnb, you can book homes and things to do, or start earning money as a host.

Idle – is an Airbnb property management website.  After every stay , Idle will have your home professionally cleaned. They offer several others services including planning and preparing your property for listing.

Camping , Motorhomes and recreational vehicles (RVs)…

Share a Camper – connect travelers with the whole of New Zealand. From coast to scenic coast

Employment and Internships , full-time and part-time roles…

Internships NZ – established company providing opportunities for those wanting roles in NZ companies.

Car Hire , Hourly rates , CBD locations…

Your Drive – wheels whenever you need them. Hire or rent out a vehicle from a local owner.

cityhop is New Zealand’s first car share company. It is based on the same concept as a car hire company however the major differences are that they have cars parked all over the CBD and members can hire by the hour!

Food delivery…

A growing list of companies who partner with restaurants offering quality food delivery (not just Pizza!)

Urban Sherpa , delivereasy , foodninja , deliveroo

(this post will be added to along with a guide to the whole sharing economy ecosystem in New Zealand).

  • **Free ride amounts varies city by city.

Rubicon the one to watch in transforming the waste industry

Article from Waste Dive.

Rubicon Global has generated more outside interest in the waste industry than any other company in recent years due to one prominent tactic: vowing to transform it entirely.

Since it was founded in 2008, the Atlanta-based technology company has grown to serve major clients in cities around the country through a network of thousands of independent haulers. They have attracted many high-profile investors and a series of articles proclaiming their potential to “disrupt” the waste world. The company’s name comes from Julius Caesar’s march across the Rubicon River to conquer Rome, and they have a similarly bold mission to change the waste industry.

The company’s CEO Nate Morris, 36, has been at the forefront of this charge. He attributes his success so far to a “working class background” in Kentucky — relating to a part of the country that he feels is often overlooked — and bringing a more modern understanding of technology to an industry that has been wary of change.

Yet, until a few key announcements from the company, some in the industry were still unsure of what this promised disruption might look like. Waste Dive spoke to Morris to find out more about Rubicon’s plans and his thoughts on what needs to change in the industry.

WASTE DIVE: A lot of articles have called Rubicon “the Uber of trash.” Is this a fair comparison?

MORRIS: I have to take it as a compliment for our business and for our team, because I think today Uber speaks for the new way that the industrial economy will evolve. It speaks for a story around technology and its value in the industrial economy. I don’t think it always entirely encapsulates all of our model, because we do so much more than Uber. As far as data collection, the way we empower our haulers, the way we’re dealing with environmental challenges and actually collecting data around those environmental challenges. So I think it’s the way the girl or guy on the street would maybe understand what the model is about related to using technology to bring together thousands of independent haulers. But I don’t think it quite does it justice.

There are other companies with fleet management software and waste technology platforms out there. How do you differentiate Rubicon from companies that are doing similar work in the industry right now?

MORRIS: For us, more valuable than the revenue we create as a business is the data we collect. It’s going to allow the industry to be able to plug into things like artificial intelligence, machine learning, and to be a modern source of problem solving for today’s supply chain. If we look at the big players in the industry, as you know, they’ve grown through acquisition. So that creates a tremendous challenge for these companies in the future. Because at the time of making the acquisition they were focused only on creating more revenue and synergy. But they were acquired at a time when data wasn’t as important and wasn’t as focused upon. So for us, having one source of truth around all the information, being able to start from a clean slate, and not having the legacy challenges that the big players do, that I believe will allow Rubicon to win in the future.

Rubicon recently announced a major partnership with the French company Suez. How can we expect to start seeing Rubicon become more active in European markets?

MORRIS: We’re incredibly excited about the Suez partnership, and it doesn’t change our business here domestically or even abroad. I think it only enhances the way we work with our current customers in offering more solutions to them and more knowledge, and certainly more financial backing as well.

The CEO of Suez called me back in the summer … and I was very intrigued. Suez shared with me that they would like to move to a similar model and I was immediately struck by that. Because folks in our space, the big guys at least, would say that Rubicon is just a broker or “they don’t have anything that’s interesting.” I think having Suez see the potential and the opportunity, that to me was very revealing that we could have a true partnership that’s focused on our goal of getting off the landfill model and also moving to a model that’s driven by technology. That to me made a lot of sense, but I think it’s also a tremendous opportunity for Rubicon. We service many of the Fortune 500 companies and many of them have needs abroad. So that’s going to open up the sphere of opportunity for us to serve those customers in a way that even Waste Management and Republic Services can’t. So I think’s that incredibly powerful.

The European Union has moved farther away from the landfill model through taxes and other measures, while the U.S. is still more landfill-centric. Do you think Europe’s approach is more in line with the Rubicon model?

MORRIS: It is. And I think if we were to look at Europe we would see clues to where the American system will be going sooner rather than later, at least from a consumer demand side. What I find fascinating is that sustainability reports have been filed in Europe since the early ‘90s as a mandate. If you’re a publicly traded company you have to file that sustainability report. Today in the United States for public businesses it’s a voluntary measure. Which is certainly fine, but the millennial generation is getting more and more buying power and they’re now demanding [that] companies disclose their sustainability metrics. It’s been the key driver in their purchasing decisions.

I tell people all the time that we built this business for the millennial generation. We will own that demographic and people of that demographic will ask the question, I believe, “Are you using Rubicon for your waste and recycling?” And if not they’re going to know that they’re aligned with a model that’s solely incentivized to fill up landfills and not to do the best thing for small business and the environment.

“We built this business for the millennial generation.”

Nate Morris

CEO, Rubicon Global

I know that landfill diversion is a big focus for Rubicon, but do you see a role for waste-to-energy if diversion has been maximized first?

MORRIS: My belief is that any time we can create value from waste it’s a good thing, other than just burying it in the ground like the major firms do. There’s a school of thought that waste-to-energy is not a closed loop solution. We judge zero waste metrics around what is closed loop. So for us, under our key indicators, we would not give waste-to-energy full credit as being a diverted solution from landfill. That’s what we’re after to get to our clients’ goals and to get to our personal mission as a company.

How is Rubicon helping independent haulers stay competitive against larger companies in terms of infrastructure costs and what do you see for these smaller companies in the future?

MORRIS: Rubicon is a conduit for revenue that they wouldn’t be able to win by themselves. This is our national customer base. If you’re the independent hauler you get displaced from those national discussions because you don’t have a national footprint. We look at our hauling community as a customer and we want to treat them like a customer … We’ve had several haulers that have expanded into new markets as a result of Rubicon. If you’re in North Carolina we want you to go to South Carolina, we want you to go to Virginia. Or if you’re in Texas we want you to go to Oklahoma and Arkansas… We’re going to continue to partner with the independents and help them build their businesses and ultimately fight Waste [Management] and Republic.

Even with that financial support, low commodity prices for some materials have still made it tough for independent haulers. How does being part of the network help them better handle those materials?

MORRIS: We continue to get data about how material and volume is moving market by market. We’re then able to leverage that information to know how we can attract a solution contrary to landfill into that particular market. One of the reasons why certain solutions like anaerobic digestion have not had the scale of say a landfill is that a lot of it is information. Once that information is available, because Rubicon is incentivized to collect it, we’re then able to attract investments say from a Suez to be able to build those facilities to be able to move that material in a cost-effective way into something more sustainable than a landfill.

That’s one of the big challenges in our industry, is that you have the three big players that have owned the market nationally and they focused on landfill completely. They have no data, no technology. There’s no incentive and there’s no way for the industry to have ever evolved. Because if you don’t have the data you don’t know what solutions could be created and if you make all your money at the landfill you have no incentive to even try to find the information. So we think that that’s where the data is going to make these solutions more cost-effective in the long run.

Based on their size, I imagine that the big three companies — Waste Management, Republic Services and Waste Connections — could do something similar if they chose. Do you think that they’re not investing enough in data or they are and they’ve still decided landfills are the best for their business model right now?

MORRIS: Well, it all starts with Wall Street. The big three companies are beholden to Wall Street, and Wall Street wants their dividends. In order to achieve that dividend they’ve got to continue to feed the landfill. They can’t innovate because they have a fully baked, fully integrated model that they have to satisfy in order to make Wall Street happy. So the moment that they try to move away from their core revenue function, that’s when their shareholders go crazy. And I know Waste Management has tried it several times with no success.

I believe that if they would take a 10, 20, 30-year outlook they would see that our path is the right way for how the industry must evolve around data technology, around AI, around machine learning, but more importantly around cost savings and the environment.

Any thoughts on how driverless vehicles could affect the industry?

MORRIS: In order to get to an autonomous driverless vehicle, you have to have information. You’re going to have citizens around the country in driverless vehicles, because Google, Tesla, Uber, Lyft, all these groups have been able to consolidate the information about driving patterns. What is Waste Management and Republic…doing related to autonomous vehicles? How would they evolve when you have millions of driverless cars and trucks hauling freight around the country? How would they correspond in an ecosystem like that, in a traffic pattern? That’s something that no one has ever addressed with them. You’ve got $50 billion of market capitalization that’s invested in nothing related to the way that they’re consolidating information.

What’s shocking to me is that, you know for us, we look at technology as a vehicle for safety. We know that safety should be the number one concern of every company in our space. This has been something that’s been right in front of the face of the two big companies — Waste [Management] and Republic — and we’ve heard nothing about zero touch, about what they’re doing to use data to be safer in the future.

You mentioned millennials being a big focus for Rubicon. We’ve see a lot of engagement from them around climate change and environmental issues, but waste isn’t often part of those conversations. What do you think it will take to get the younger generation more engaged in waste issues moving forward?

MORRIS: We’ve tried to show the challenge that we’re all faced [with] today by the amount of trash that’s being buried into the ground across every landfill in the world. Trash is an epidemic, and if this generation doesn’t do something then who will? We view that as a call to action, as a call to reach across party lines.

“Trash is an epidemic, and if this generation doesn’t do something then who will?”

Nate Morris

CEO, Rubicon Global

This isn’t a Republican or a Democratic issue, which I love. I can go in places like my home of Kentucky, where the climate debate has been very contentious, and I can show a way forward on sustainability and the environment that is cost neutral or better, that’s driven by the free market, that helps small business and gets people to change their outlook on the way they perceive the environmental movement. And that gets me really excited. We’re met with the same level of enthusiasm [by] my friends in San Francisco and New York about what we’re doing.

We believe we’re bridge builders around the way the environmental discussion continues to evolve in this country. We want to be at the forefront of that discussion, bringing people together — because it’s been far too contentious — and trying to find a solution that makes sense for business and that makes money for business. And I think if we can do that, which we’re doing, we can win.

Fieldays set to show off Smart Agriculture , leading change June 2017 Mystery Creek

The 2017 Fieldays Innovation Awards are now open.

The 2017 Fieldays Innovation Awards are designed to celebrate and support New Zealand’s most innovative agricultural inventions, and to showcase emerging products and technology that will lead change in the rural sector.

The Sigfox LPWAN from Thinxtra is now rolled out across Hamilton and its surrounds and the Mystery Creek area is well covered for innovative product demonstrations to the NZ and International Farming community wanting to develop Smart Agricultural products.

Opportunities are available for the local tech community to develop products that can help farmers become more efficient and productise the solutions for volume markets in other parts of the world.

Applicants showcase their ideas, designs and products at the Fieldays Innovations Centre during next year’s Fieldays, which runs over three days in June.

Fieldays Innovations event manager Gail Hendricks says since its inception 49 years ago, Fieldays has celebrated innovation and the awards are an important platform for showcasing New Zealand agricultural innovation.

“The theme for Fieldays in 2017 is ‘leading change’ and supporting innovation is vital to the future of agriculture in New Zealand,” says Hendricks.

Awards are given across multiple categories and winners will receive thousands of dollars in business support and advice to help get their innovations to market.

“This support is of immense value, giving innovators access to New Zealand’s top intellectual property and commercial lawyers, business advisors, product development and innovation consultants and others,” says Hendricks.

Hendricks says there is always significant public, business and agricultural industry interest in the Fieldays Innovation Awards.

“The Innovations Centre is probably the busiest space at Fieldays and always attracts a lot of attention,” she says.

“Every year, there is always broad media interest and the television breakfast shows broadcast from the Innovations Centre during Fieldays. The place is just buzzing.”

Hendricks says the Innovation Awards are a great opportunity for people to test their products in the market. With 130,684 visitors through the gates in 2016, Fieldays provides an opportunity to talk to future or potential customers and conduct valuable market research.

“Entrants’ products and ideas will get exposure to the people who may use it once it’s in the market, providing on the spot feedback,” says Hendricks.

“Fieldays also gives award entrants exposure to the judges, who are engineers, patent attorneys and people with exposure to the international market. A large number of companies come to see what’s there, to see what the latest thing is to buy or invest in.”

During Fieldays the Innovations Lab, which is located inside the Innovations Centre, will be set up as a dedicated space for award entrants to meet with experts such as lawyers, patent and trademark attorneys, product development consultants and other business experts for free advice and support.

“The idea is that The Lab is a space where innovators can come to thrash out ideas, seek advice or brainstorm,” Hendricks says.

Hendricks says next year will see the return of the Innovations Capital Event, where a select group of innovators are invited to the Innovations Centre to mix and mingle with investors, make contacts, ask questions, “and hopefully find someone who will support their idea or business.”

On average there are around 70 to 80 applicants for the Innovation Awards, and entries typically come from a variety of fields including dairy and dry stock farming, horticulture, information and communication technology, cloud and mobile-based software, animal health and genetics, water and waste management, environment and clean-tech, animal and farm management, farm safety and leading research.

“We get all sorts of people entering the Fieldays Innovation Awards, including farmers, engineers, business people, tinkerers and people in the high-tech sector,” says Hendricks.

“The awards offer a great opportunity for start-up companies. If you are a backyard inventor with a quirky invention for the agricultural community or if you are an established business who wants to put your new idea out there, this is a great way to do it,” she adds.

Sources – Biz Edge


Nokia’s Intelligent Management Platform for All Connected Things (IMPACT) targets Smart Cities

Nokia updated its Internet of Things platform with pre-integrated applications targeting smart cities.

The company’s Intelligent Management Platform for All Connected Things (IMPACT) platform gives IoT users a secure, standards-based foundation on which to build and scale new services, officials said.

IMPACT was developed to address a fragmented and complex IoT ecosystem by providing a common platform for all IoT applications and managing data collection, event processing, device management, data analytics and applications enablement for any device, any protocol and across any application, company officials said. It also features multi-layered security across the platform to safeguard data, identities and devices.

The pre-integrated applications include:

  • Video analytics that provide new functionality for a range of IoT applications by automatically detecting anomalies in video feeds in real time — such as traffic accidents, speeding vehicles and unauthorized entry into secure locations — and triggering alerts for further action.
  • Smart parking to help municipalities better manage inventory, resulting in more efficient use of parking spaces, reduced traffic and pollution. Drivers get real-time information on parking space availability and streamlined payment processes.
  • Smart lighting that optimizes electricity use and reduces costs through real-time inventory management; automatically detects lighting issues and failures to help ensure maximum uptime.
  • Vehicle maintenance that can use data on vehicle fuel levels, speeds and GPS locations for predictive maintenance, fuel efficiency, supply chain optimization and geo-fencing solutions.

The single horizontal platform lets users “manage and analyze data across multiple IoT applications,” Frank Ploumen, CTO of IoT platform and applications at Nokia, said in a statement.

“The intent here is to create solutions that are either ready to go or almost ready to go with minimal customization as the customer requires, so it is very much focused on solving real world problems and minimizing time to build these solutions,” he told WirelessWeek. “This is a complete turnkey package ready to go, ready to solve a real world problem out of the box.”

The Rise of Mobility as a Service

  • The rise of mobility as a service: Reshaping how urbanites get around” – In forward-looking cities like Helsinki, Paris, Eindhoven, Gothenburg, Montpellier, Vienna, Hanover, Las Vegas, Los Angeles, Denver, Singapore and Barcelona, mobility as a service (MaaS) is emerging as the next revolution in urban travel. MaaS relies on a digital platform that integrates end-to-end trip planning and payments.
  • “Making cities smarter: How citizens’ collective intelligence can guide better decision making” – Optimizing physical infrastructure is only part of the smart city story. City planners now have access to a host of new tools that can help them tap the collective wisdom of the citizenry to make better decisions. Data science, behavioral science and digital technologies can give voice to more constituents and help leaders to make their cities not only more efficient, but also better places to live.
  • “The race to autonomous driving: Winning American consumers’ trust” – Deloitte surveyed more than 22,000 consumers in 17 countries as part of its continuous assessment of consumer behavior via its Global Automotive Consumer Insight platform. Among the findings: U.S. consumer interest in advanced vehicle automation has increased, especially among younger generations; however willingness to pay for these technologies has decreased. The survey also found consumers’ preferences vary substantially when looked at through generational and geographic lenses. However, US consumers’ stated willingness to pay for these technologies has decreased over the last two years, putting pressure on original equipment manufacturers (OEMs) looking for ways to build enough value in these features to gain a decent return on their costly R&D efforts. In addition, fewer than half of US consumers surveyed say they trust traditional OEMs to bring fully autonomous vehicles to market, opening the door for new entrants to gain a critical foothold at the nascent stage of the industry.