Capitalizing on the Internet of Things

© Bosch Software Innovations GmbH 1
Capitalizing on the Internet of Things –
how to succeed in a connected world
Software Innovations
White Paper Series
Part I: Internet of Things Strategy
February 2014

Contents
The Internet of Things – disruptive opportunities 3
Business models at stake 3
Your biggest competitor: Do nothing 3
Challenges for existing business models 3
M2M – recast for the age of the IoT 6
Four key parts of an IoT ecosystem 7
IoT ecosystem in practice: Connected fleet 9
IoT ecosystem in practice: Predictive maintenance 10
Market size and number of devices 11
The IoT maturity model 14
Introduction to IoT business model innovation 15
Entrepreneurialism 16
Joint innovations 16
Systematic, tool-based business model innovation 16
Technical accelerators for IoT 17
Device management 17
Better decisions through data analytics 18
Machine data integration into business systems 19
IoT business model matrix 19
How to use the IoT business model matrix 20

The Internet of Things –
disruptive opportunities
Business models at stake
Approximately 14 billion
connected devices by 2022
75 percent of the world’s
population accesses the
internet by 2015
3 billion smartphones and
tablets by 2017
Three industrial revolutions that have brought epic changes to the world of business are
steam engines, mass production, and internet technology. Today, we are in the midst of
what is often called the fourth industrial revolution – the convergence of physical things with
the world of the internet: The Internet of Things (IoT). Let us give you three figures that
show why the IoT creates challenges both long-term and immediate. First, consider the
number of IP-enabled devices such as cars, heating systems or production machines. The
research database of the analyst firm Machina Research is expected to deliver around
14 billion of those connected things by 2022. Second, the ITU predicts that by 2015,
75 percent of the world’s population will have internet access. And third, the omnipresent
mobile revolution: according to the mobile forecast from Cisco's Visual Networking Index,
more than 3 billion smartphones and tablets will be in use globally by 2017. Managers need
to envision the valuable new opportunities that become possible when the physical world is
merged with the virtual world and where potentially every physical object can be both
intelligent and networked. And, starting now, they must create the organizations and IoT-
based business models that can turn these ideas into reality.
The IoT is the next generation of the internet. It is a global system of IP-connected
computer networks, sensors, actuators, machines, and devices. Merging this
physical world with the virtual world of the internet and software enables
companies and consumers to create and enjoy new services that are founded on web-
based business models. This will have a big impact on the way we do business.
Your biggest competitor: Do nothing
Adopting a ‘sit and wait’
attitude towards digitization
has made even established
market players disappear
The internet has transformed the communications business, the media landscape, retailing,
and the music industry. Digitization and new technological developments have made big,
unprepared players disappear – even market leaders and long-standing companies like the
German mail order company Quelle or the American imaging products company Kodak. As
consumers, we have all seen how quickly things change, and how new technologies appear
that challenge well-established products and standards. Nobody carries a Walkman and
cassettes these days; instead, we stream music with our smartphones.
Challenges for existing business models
Changing business in the
physical world takes longer
than in the virtual world
For many companies, the mere prospect of remaking traditional products into smart and
connected ones is daunting. But embedding them into the digital world using services-based
business models is much more fundamentally challenging. The new business models
impact core processes such as product management, operations, and production, as well
as sales and channel management. And given the dynamism of the net, innovations will
have to come more quickly. However, expecting too much too fast won’t help: changing the
business in the physical world takes longer than in the internet world, because there is a
huge installed base and a lot of investment in real hardware, which requires a solid
business case.

Lucrative IoT-based services: The study ‘Service Business Development:
Strategies for Value Creation in Manufacturing Firms’, undertaken by researchers
from the Institute of Technology Management at the University of St. Gallen, Switzerland,
concludes that these services are most definitely lucrative for traditional manufacturers.
Considering the example of a papermaking machine, they note that the sale of the machine
itself generates a margin of around 1 to 3 percent, while selling a related service yields five
to ten times as much. The ratio is much the same for the sale of rail cars versus related
mobility and maintenance services.
Secure hardware business
through IP-enabling devices
and by adding services to
products
Product / lifecycle management: For manufacturers in particular, the overall challenge in
the IoT is securing and extending their existing hardware business: This means first IP-
enabling their products and then providing new services based on these connected
products. The industrially manufactured product is no longer the focus, but rather the web-
based services that users access through the device itself or by using smartphones and
tablets. The focus is also on developing solutions that enhance the quality of life instead of
providing pure technology.
A new breed of competitors
meet in a revamped sales
arena
IoT: the end of linear value
chains
Competition / sales channels: Imagine an arena full of new competitors, all jostling for
position and attempting to shape the future, and of course, trying to win over the same
customers. Well established producers in traditional industrial fields – whether they make
coffee machines, cars, air conditioners or home fitness equipment, or run big vehicle fleets
or even electric utilities – are suddenly not only competing with companies like themselves
but are also confronted with players the likes of which they have never seen before.
This is easy to visualize when looking at a simplified manufacturer’s traditional value chain
(see Dave Gray’s sketch below on today’s line of production): The manufacturer relationship
might terminate at the warehouse or, at the very latest, at the point of sale.
Figure 1: The Line of Production
Source: Dave Gray with Thomas Vander Wal, ‘The Connected Company’, 2012

Adapting sales and marketing
approaches is necessary
because the IoT might create
channel conflicts
The IoT will change this perspective significantly – from a linear approach with clearly
allocated roles to what might be called a ‘sales arena.’ Now suppliers and manufacturers
are also targeting the customer with connected devices and new value-added services.
Before the IoT, this was limited to other players on the market. This creates channel
conflicts when approaching the customer – for selling the product, the service or both
elements together.
Figure 2: The new ‘sales arena’ in the IoT
Source: Bosch Software Innovations, 2014
Interacting with users over a
product’s lifetime
Accept risk of failing
Customer interaction: The points where customers and companies come together change.
Instead of ‘meeting at the point of sales,’ it becomes a continuous interaction as long as the
customer uses a product or services. When a product becomes an agent interacting with
humans and providing multiple services over a lifetime, it provides a new perspective on
business.
Exploratory management: Top-level and middle management have to adjust to the idea of
taking an exploratory approach toward advancing their IoT business ventures. They must be
engaged in shaping the future. However, the connected world is a highly volatile and
dynamic one which can also bring setbacks.

Devices become part of
business processes
Integration gap: This needs to close. In IoT business models, you, your customers, and
suppliers are all players, but so are connected devices. They have to become active
participants in business processes and integrated into the company’s existing systems in
order to run services efficiently. Consider the following comparison: in conventional offline
business models, objects provide users with a simple piece of information. For example, a
car’s odometer provides the following information: “50,000 kilometers. Time for service!” IoT
business models go a step further and connect the vehicle data up with additional
information in the cloud, services, and processes: “50,000 kilometers. Time for service!
Shall I arrange an appointment for you at the nearest garage offering the best value?” Or,
taking it even further, a vehicle platform evaluates on the basis of sensor data and
algorithms if service is really necessary, and suggests which parts have to be replaced.
Market feedback from our IoT blog
► “I’ve worked for Fortune 500s that view the IoT as either a threat or a complete mystery.”
► "My belief is that business models will be ‘discovered’ and, more importantly, the value of
the IoT will be determined by companies that start playing an active role and participate
in the value chain of first connecting everything to the internet, and then realizing the
unlocked value.”
M2M – recast for the age of the IoT
Most important question for
decision-makers: How does
the evolution from M2M to IoT
affect my organization
Hardware, connectivity and
applications are the three
layers primarily affected by
the evolution from M2M to IoT
Machine-to-machine (M2M) technologies are how we refer to communication between
mechanical or electronic technologies. M2M has been used for improvement measures for
years. One example for M2M use is found in transportation companies that track packages
by using sensors and embedded technologies. Today, M2M implementations are stand-
alone and proprietary systems used in special environments.
Many discussions around the topics of M2M and the IoT focus on how large the future
market is for both. This white paper tries to give an answer to this question in a later
chapter, too. After all, we think it is not so much a question of whether the market in 2022
will include over 10 billion or 100 billion connected devices or whether revenue is over or
below a certain amount. We believe the development from M2M to IoT is already
happening, so the most important questions for every decision-maker are: How does this
affect my organization? Does the IoT offer new opportunities for my organization to save
money or to make money?
The development from M2M to IoT will proceed primarily within three layers – hardware,
connectivity, and applications. M2M hardware is often very specialized, expensive, and
offers low processing power. IoT hardware has to become cheaper with increased
processing capabilities and intelligence. The availability of edge nodes and edge controllers
suitable for specific use cases and deployable in different environments is a cornerstone for
the development from M2M to IoT. Affordable and reliable connectivity with sufficient
coverage also counts. We expect solutions to take advantage of mobile ubiquity and
increased network quality and speed. Finally, the development of innovative applications
and the availability of appropriate application platforms is a critical factor for the recast of
M2M to IoT. Traditional M2M applications have been customized and provided minimal data
analytics capabilities. One of the primary measurements of a successful IoT application will
be its ability to extract useful information from a mountain of data collected from many
different sources, so that organizations, users, and devices are able to act faster. In an IoT

world, we expect cloud-based applications enabled by virtualization to make application
deployment across common platforms feasible.
While the uses for the IoT seem to be limitless, getting the ecosystem to work harmoniously
will be challenging. For integrated IoT solutions to succeed, platforms have to connect
applications and devices via any network. Additionally, platforms have to connect new and
existing but disparate systems in one location.
The right amount of creativity and the courage to think unconventionally and not just focus
on the next quarter will be the most important success factor.
Four key parts of an IoT
ecosystem
In order to provide for the IoT’s multi-faceted challenges, the most
important thing to do is develop business ecosystems. A business
ecosystem is comparable to a coral reef, where we can find diversity of
species, symbiosis, and shared development. This doesn’t mean a reef is
necessarily a pleasant place; it has its share of predators and prey.
Nevertheless, the reef infrastructure allows species to keep each other
alive and adapt to changes. In such an ecosystem, there are many
participants (companies and consumers), decisions are made
collaboratively, and competitors are often partners at the same time, with a
shared understanding of the market and values.
For example, automakers and car rental companies have introduced new car sharing
business models enabling customers to locate cars using their smartphones, rent them for a
short time, and then park and return them anywhere within a defined zone (e.g. DriveNow
and Car2Go in Europe and ZipCar in the US). Another example is electromobility, where
companies, energy suppliers, public utility firms, the public sector, charge spot and parking
lot operators, retailers, and the drivers of electric vehicles are all cooperating closely.

There are four key parts of an ecosystem that play an essential role in our emerging
connected world.
Figure 3: The IoT ecosystem
A connected thing might
consist of a multitude of
connected things
Hardware and connectivity
are readily available – and
cheap
A variety of connected things are increasingly IP-enabled and equipped with different
sensors or actuators to gather information from the asset or control their behavior.
Connected things can be things such as a car, a security camera, a production machine or
a household appliance. However, when talking about connected things, do not forget that
one connected car can consist of a multitude of connected things such as sensors,
actuators or control units.
In the area of connected things, one key driver is the ubiquity of mobile communication
networks, including carrier networks like GSM, Edge and UMTS, as well as the abundance
of available short-range communication technologies like WiFi, ZigBee, Z-Wave, Bluetooth,
NFC, and RFID.
Another key driver is the continuous reduction of hardware costs and the accompanying
enormous increase in hardware performance for small devices. Instead of having to use
cumbersome, low-level embedded system technologies, more productive environments are
available, including software stacks like embedded Linux and embedded Java. And finally,
an increasing amount of all kinds of sensors and actuators are available at ever-decreasing
cost.
New web-based, value-added
services open up new
dimensions for both users and
enterprises
Next to connected things, the users of those things are playing an important role in a
connected world. For example, they use the car sharing service, the smart pill dispenser or
the Square credit card service. Users of networked things have a special role: in many
cases, it is no longer the industrially manufactured product that is the focus, but rather the
web-based service that the user accesses through the device over the lifetime of the
product.

Looking at the user side of things, there are also a number of important trends. First, the
mobile revolution has dramatically changed the world in the last five years. A business
model such as a real-time car sharing service becomes possible only with the ability to
locate the nearest car using a smartphone. Social networks are also providing interesting
potential in a connected world. For example, manufacturers now consider creating an
individual Facebook page for each produced asset (“a home page for my car”). Finally,
localization services such as FourSquare (“John Doe just checked in at the local
Starbucks”) provide a huge business potential.
As connected things become
players in business
processes, enterprises need
a management system for
their process tools and
techniques
Enterprises are typically responsible for providing services and processes related to the
connected things and to users. For example, a car sharing company needs to provide
customer-oriented services like car reservation, billing, etc. In addition, the car sharing
company has internal processes, such as car maintenance and repair. In the enterprise
area, we need to be able to efficiently manage processes related to connected things.
Established approaches such as Business Process Management (BPM) and Business Rules
Management (BRM) provide valuable tools and techniques in this area.
Partners play an increasingly important role in a connected world, from integrated supply
chains to lively ecosystems created by platform operators such as Salesforce or by mobile
app stores. In diverse sectors of the global economy, new web-based business models are
bringing together market players who previously did not do business with each other. For
example, a car sharing company might outsource the car repair process to an external
partner.
An IoT ecosystem in practice in the area of mobility: Connected fleet
Leasing and car rental companies are facing multiple challenges today. In a highly
competitive market, margins can be improved only through cost savings. At the same time,
customer requirements and expectations are increasing. Driven by increased fuel prices and
general sustainability efforts, fleet managers expect additional solutions from car leasing
companies to help them go green and save costs. Another example is an increased interest
in dynamic leasing contracts with flexible mileage and duration terms, offering better
flexibility. In a project with a leading leasing provider, Bosch Software Innovations
implements a connected fleet solution addressing many of these challenges and therefore
enabling the leasing provider to successfully compete in this market.
The connected things in this solution are represented by the vehicles in the fleet. Leveraging
an on-board, built-in unit and remotely connecting this unit with a backend application allows
the fleet operator to get real-time information about fleet performance, individual vehicle
status, and so on. In the enterprise backend, this information is consolidated and fed into the
relevant backend processes. Web-based access to vehicle information can be provided to
the individual car lessees. Other mobility providers, such as gas station operators, are also
integrated into the enterprise processes.

Figure 4: The IoT ecosystem applied to a connected fleet use case
An IoT ecosystem in practice in the area of manufacturing:
Predictive maintenance
Manufacturers and industrial enterprises of various kinds are facing similar challenges. They
are selling products on highly competitive markets. Almost all companies feel the pressure
to increase their results, and reducing costs is always one possible way to achieve better
net operating results. New options to reduce operational costs are limited. Most plants and
production processes are already optimized. Connecting and integrating things might offer
new options. One option for more efficiency is predictive maintenance.
Figure 5: The IoT ecosystem applied to a Predictive Maintenance use case
.

The connected things in this ecosystem are various sensors integrated into machines, to log
and transfer machine and production data in real time to backend systems. The enterprise is
establishing backend systems, which collect and analyze the transferred data. Failures and
malfunctions can be predicted via rule-based data evaluation, before they occur.
Maintenance processes can be optimized and efficiently steered based on the real-time
information about machine conditions. The user is the service engineer or operations
manager who receives real-time access to all necessary information through a service
portal. The partners are suppliers who are integrated into the operation and maintenance
processes of the enterprise. A new degree of automation and efficiency is possible – e.g.
new parts are automatically ordered on time before replacement via the enterprise
maintenance platform and service staff is directly allocated only when necessary.
Increased efficiency is one result of a predictive maintenance scenario: all maintenance
applications are applicable in one portal while the integration of all operation and
maintenance processes, combined with the machine data, are on one platform, which
enables an end-to-end process solution. Maintenance and repair costs can be optimized,
incident reaction time can be accelerated and maintenance windows are scheduled only if
necessary. As a result, uptime can be significantly increased, unplanned downtime can be
decreased, and loss of production can be avoided. In parallel, parts are replaced only when
necessary and service staff can be allocated more efficiently. Predictive maintenance is a
new option for decreasing maintenance costs and increasing uptime.
Market size and number of
devices
Based on an evaluation carried out on basic information provided by the
Machina Research database, we are expecting approximately 14 billion
connected devices worldwide by the end of year 2022, starting with more
than 2 billion connected devices by the end of 2013. These numbers are
based on the assumption that a device connected directly or indirectly with
the internet is a connected device. That means a connected car is one
connected device, which can itself consist of numerous connected things
such as sensors, entertainment or navigation units and so on. Furthermore,
the number is based on the assumption that smartphones and tablets are
not IoT connected devices. Even if smartphones and tablets are connected
to the internet, they are interfaces integrating the user into the IoT
ecosystem.

Figure 6: Total number of connected devices by 2022
Source: Machina Research database, 2014

Figure 6 points out the tremendous growth of connected devices in the coming years for all
relevant industries. If we did not take smart buildings into consideration, the number of
connected devices would be approximately 6 billion in 2022, starting around 900 million at
the end of 2013. However, since buildings consist of many independently connected
devices, the smart building sector incorporates a relatively high number of connected
devices. That does not necessarily mean that the intelligent building industry is the
automatic winner in the growing world of IoT opportunities; the potential for increasing
efficiency or developing new services or even new business models is not linked to the
number of connected devices. Connecting and managing a manufacturing machine or
various parts of a power plant might provide greater opportunities than connecting one
refrigerator.
Four focus industries of IoT
connected devices: Intelligent
buildings, automotive,
healthcare and utilities
Based on this evaluation, we assume that the highest amount of IoT connected devices will
be concentrated in four industries in 2022 – intelligent buildings, automotive, healthcare,
and utilities.
But it’s not just the number of connected devices in specific industries that should matter.
It’s even more interesting to consider which applications will have the greatest importance.
A more detailed look at the utility industry reveals that more than 90 percent of all connected
devices will be related to smart metering applications. Electric vehicle charging and
transport & distribution will be of only minor importance with regard to the number of
connected devices. But even application areas with comparably low numbers of connected
devices might provide huge opportunities for developing new solutions and enjoying greater
success in the marketplace. In smaller application areas, the number of competitors and
competitive pressure will likely be lower, and the effect that efficiency or revenue have on
new solutions is not necessarily linked to the number of connected devices.
The automotive industry provides a similar picture. 90 percent of all connected devices will
be used for vehicle platform applications. Other applications – emergency call,
entertainment, navigation and security & tracking – will prove important for the development
of new business models and increased efficiency in this industry. The IoT evolution in the
automotive industry has already started when you consider connected fleets, car-to-go
solutions, and on-board entertainment offerings.
The sector manufacturing and supply chain will require a relatively low number of connected
devices compared to other industries. But the potential effect of device management and
IoT solutions in this sector is comparably high. For example, predictive maintenance
applications have shown high potential for reducing costs or increasing uptime and
productivity. An evaluation of this sector shows that all application areas are equally
important. It will be dominated by applications in the field of processing, transmission and
distribution, warehousing, and predictive maintenance.

The IoT maturity model
The IoT maturity model illustrates the different levels a solution can reach
on the IoT value curve. Enterprises are not adopting IoT solutions and new
business models overnight. Many of our customers and partners are
actually embracing the opportunities of a connected world in a stepwise
approach.
Figure 7: The IoT maturity model
At the start, there are isolated things connected with the internet. The gathered data is
processed only for a very isolated purpose (e.g. monitoring a pipeline). That means that
early IoT applications often follow a stovepipe approach and the value of data collected from
connected things is mostly locked.
In a first step of adoption, these assets are connected to the internet, but only to isolated
backend systems. This enables remote access to the assets, albeit often with limited data
available, and a more reactive approach to act on this data. On this level, only fragmented
device information is available and thus only a reactive event reaction is possible.
In the second step, managed connectivity is established to approach serviceable devices.
Devices are remotely accessible and initial proactive monitoring approaches are in place.
Additionally, it is possible to deliver software and manage change and configuration
remotely. Reduced service costs are an important result of serviceable devices. Managed
connectivity also makes intelligent services possible, which means that the analytics results
from the data gathered by the connected devices can be used to predict failures or perform
predictive maintenance. Enhanced monitoring and reporting capabilities are available in
addition to a much more detailed view on usage data.

The result of the third step is optimized connectivity. Applications, users, things, and
enterprise systems (e.g. CRM, ERP, PLM, etc.) are integrated all on one platform. That
way, a new ecosystem develops on one software platform based on the integration of all
distributed players via internet protocol. This new ecosystem could be integrated into
another ecosystem via cloud-to-cloud integration, evolving into an even bigger ecosystem.
The highest level of maturity in this model is called differentiated. Because of integration
and optimization, new revenue-generating capabilities are possible, based on cloud-
delivered customer applications and the capabilities to manage and control complete
products remotely and in a differentiated way. In this way, each product or service can be
customized and managed on behalf of differentiated user demands. Differentiated audits
and reports are easy to perform and visibility reaches a new level. Clouds are not only
integrated into another, but various clouds are meshed and the barriers between
ecosystems are torn down. This level of maturity has not yet been fully accomplished by
most organizations today. Even advanced business models have achieved no more than
optimized connectivity and are only now beginning to develop into differentiated models.
Introduction to IoT business model
innovation
Enterprises are continuously looking for ways to sharpen their existing
business models or even develop completely new ones. Sooner or later,
most enterprises will therefore evaluate the opportunities based on IoT
technologies. The question is how to benefit from connecting things and
how to measure the return on investment (ROI), which is multidimensional:
ranging from cost savings to increased or even new revenues generated by
improved customer satisfaction and brand differentiation.
Value-added services
intensify customer
relationships and bring
additional customer insights
Focus on two basic business
model traits for the IoT:
evolutionary and disruptive
To expand and intensify the relationships with existing customers is one of the main
objectives for most companies. Value-added services and new business models are
important methods for achieving this objective and are bringing fundamental new
opportunities for enterprises. IoT technologies create new ways for companies to enrich
their services, gain customer insights, increase efficiency, and create differentiation
opportunities. Business models based on ‘connecting things’ bring companies closer to their
customers and deliver real ROI.
However, the majority of successful business models in the IoT will not follow the pattern:
‘A vendor sells a physical item to a customer.’ Also, conventional Web 2.0 business models
– advertising being the most outstanding – don’t have the potential to scale or work for the
IoT. The IoT connects non-physical items such as data and services to physical things. This
is why more sophisticated (‘evolutionary’) and maybe even completely new (‘disruptive’)
business models will play a major role.

But how do you come up with these business models? Good news: it’s not the Quest for the
Holy Grail. For us, an executive IoT skill set rests upon three pillars: entrepreneurialism,
joint innovations, and systematic tools for business model innovation.
Entrepreneurialism
Explorative entrepreneurs
needed
The connected world is a highly volatile and dynamic one, and the task for entrepreneurs is
to actively shape this world and make the most of the opportunities it presents. This
includes being ready to deal with high-speed change. From what we have seen, IoT
entrepreneurs also need to follow exploratory approaches as they face limited predictability
and want to minimize risks.
Joint innovations
Cooperation between
companies of all sizes from
industry, trade, and service
sectors
With the IoT, the economic order and the competitive landscape will increasingly be subject
to change. Digital networking offers undreamed-of technological possibilities. Companies of
all sizes and from all industries need to work together to seize the opportunities and
possibilities presented by networking over the internet. It is about working together in both
interdisciplinary and cross-sector ways. Collaborations between companies with
complementary know-how are a major driver of this connectivity trend. Executives need to
learn and adapt quickly within their ecosystem(s).
Systematic, tool-based business model innovation
90% of all new business
models recombine already
existing ideas, concepts, and
technologies
The Business Model Innovation Lab at the University of St. Gallen provides executives with
a very useful basic business model innovation tool, the ‘St. Gallen Business Model
Navigator™.’ The lab analyzed some 300 cases of industry-changing business models from
American Express Travelers Cheques to Zara and found 55 underlying, repetitive patterns
for successful business models.
These patterns serve as building blocks for new business models. They provide external
inspiration in the process of creating new ideas for a company’s business. Combining or
transferring them to new industries creates new solutions.
Example from the Bosch Group: For Bosch, one viable way to enter new and
generally highly dynamic markets is with units that are small, agile, and
independent. Currently, Bosch has four innovation clusters for Connected Mobility,
Connected Energy, Connected Building, and Connected Things. The clusters take on the
role of incubators, which then test out business ideas beyond the normal constraints of
established businesses. The Connected Things innovation cluster recently became Bosch
Connected Devices and Solutions GmbH.

Technical accelerators for the IoT
There is a tipping point in the growth curve of many technologies when
they break out of closed domains and into the world at large. Solutions now
have to be engineered to put the potential of proactively and automatically
managed devices to work. The value of the data tsunami gathered from
connected devices has to be unlocked as well. Both managed devices and
the value of data have to be integrated into business processes.
Device management
Needed: A connected device
strategy based on
systematically collecting and
analyzing device data
Access to connected things
provides actionable
intelligence before a standstill
or errors occur
Service structures are
improved based on insights
from connected devices and
users
Remote access to devices
eases configuration and
updating
Service solutions that remotely detect, identify, and resolve various kinds of issues are the
catalyst for a superior service level. Improved uptime, reduced onsite visits, and shorter
service calls can be achieved through proactive service processes. This is made possible
through a connected device strategy based on collecting and analyzing device data in a
systematic and targeted way. The data, collected from devices and systematically analyzed
by specialized backend systems, build the bridge to proactive service processes and value-
added services.
Remote diagnosis and repair
A main objective of device management systems is to enable experts to remotely access
connected things and to diagnose problems without user intervention. Incidents should be
automatically identified, even before they become manifest, in order to eliminate them
remotely and to minimize downtime and service delays. Remote troubleshooting and repair
applications enable experts to fine-tune and regulate devices without on-site visits.
Proactive and remote software updates are another benefit, applying to a wide range of
various devices at different locations with no need for travel to the site. It is easy to
transform proactive fault notification, remote problem diagnosis, and remote repair
applications into successful business cases.
More resource efficiency
Service resources are expensive, and the right expertise is not available everywhere.
Device management monitoring allows diagnosis and remote repair to be performed from
anywhere in the world. It gives companies new ways to put their service resources to work
more efficiently. When utilized intelligently, the best service experts can be put on the right
job, regardless of the expert’s location; this reduces working time per incident as well as
travel costs. Service staff are then allocated only when necessary rather than being planned
around a prearranged maintenance window.
Reduce configuration and change management effort
Remote software management on isolated devices or on a complete array of devices allows
software updates without costly software duplication or on-site visits. By storing detailed
information about the configuration of each device, it is possible to map the specific
software releases and installed software configuration on each device. This assures that
each device always has the correct and most up-to-date software configurations. Errors,
security issues, latencies, downtimes, and so on can be avoided.

Device management employs connected devices such as actuators. But connected devices
can be sensors as well, collecting and transferring huge amounts of data that were not
available before. The question is how to unlock the value of these data.
Better decisions through data analytics
Data insights allow for more
intelligence and optimization
User behavior data spice up
product design and
management
Predictions based on data
history facilitate focused
maintenance
By utilizing tools and applications in order to get insights into the data provided by
connected things, organizations are able to create even greater value beyond improved
services.
Quality improvements
By analyzing data across multiple systems, organizations can reduce costs and downtime
or increase the quality of products and services. Analyzing trends over whole systems
allows quality issues or design faults to be identified. Manufacturing or service processes
can be optimized and faults in third-party supplied parts can be recognized faster. Data
analytics helps us to understand the relationships between problems and specific parts.
Problematic production outputs can be identified early and unhappy customers or even
expensive recall processes can be avoided.
Product design
Data gained from user behavior allows the identification of usage patterns. This enables
product managers to design products and features that not only fulfill customer demands in
a much better way but also increase market share by offering a superior product design that
takes real-time customer information into consideration.
Predictive maintenance
Analyzing data history helps us to predict necessary maintenance cycles for devices and
machines and their components. The analysis of sensor data uncovers archetypes and
failure indicators. That way, failures and incidents can be identified even before they occur.
Maintenance cycles need not be scheduled on a time frame basis and unnecessary
maintenance assignments can be avoided. Exactly tracking a device’s usage and wear
means maintenance and replacement of parts need only be done if truly necessary. As a
result, the work force can be allocated more efficiently and the costs of parts to be replaced
can be reduced to a minimum.

Machine data integration into business systems
Data from connected devices
help optimize business
processes
Data in combination with
enterprise systems provide
more efficiency and
transparency
The real value in connecting things is that it allows the data collected from connected
devices to be analyzed and integrated into already established enterprise systems (CRM,
ERP, PLM, data warehousing, etc.). As a result, business processes can be optimized,
service calls reduced, and warranty claims minimized.
Data collected from connected things in combination with other enterprise systems are the
key to a new level of transparency and efficiency across enterprises and their partner
ecosystems. For example, real-time usage data can be integrated into a CRM system, or
data collected from a production unit can be forwarded to a supply chain management
system. Error-prone manual steps can be reduced, supply chains can be optimized, and
new sales opportunities can be identified (e.g. replenishment for consumable goods, cross-
or up-sell opportunities or replacements for written-off assets). Based on real-world data,
usage patterns or issues and incidents can be identified, opening up new possibilities for
quality assurance, product lifecycle management, and enhanced product features and
services.
By monitoring expandable parts in production plants, maintenance units can exchange parts
proactively to avoid downtime. Sales and marketing units can monitor sales, usage, and
consumption over a long period of time and can offer the right service at the right time.
Observing critical data points in a device allows proactive recognition of failures and
notification of service teams to avoid outages for customers.
IoT business model matrix
To identify and develop the business model that suits your organization,
customers, partners or competitive environment might be a challenge.
Many parameters and variables have to be taken into consideration. This
chapter aims to give you some initial ideas about how to start identifying
the risks and opportunities related to the IoT. For business models in
general, we see two fundamental characteristics: business models can be
either ‘disruptive’ or ‘evolutionary.’
Evolving an existing business
model can be the first entry
point into the IoT
The fundamental difference is that evolutionary business models will help you primarily to
save costs in a first step, speeding up your time-to-market and improving quality. This will
increase competitiveness, revenue, and market share. But it is also a fundamental starting
point for manufacturers new to the IoT. This is the right stage to challenge the existing
business model: what about adding connectivity to products? Which services are possible?
Where do we see potential use cases? However, there are limitations. From our
conversations, we observe that many companies look at the potential of the IoT only
through the glasses of their existing business model. A very common mistake is waiting to
make fundamental decisions, such as waiting until a market is big enough to enter
(according to the existing business model’s definition). This can lead to an unrecoverable
disadvantage.

Only disruptive business
models for the IoT allow for
sustainable new revenue
streams
Use the IoT business model
matrix as a strategic tool for
your individual assessment
Disruptive business models present the opportunity for completely new revenue streams,
for creating an open business environment or allow for disaggregating and reassembling
entire value chains.
How to use the IoT business model matrix
► To help you get started on your either evolutionary or disruptive IoT business model, we
abstracted nine typical IoT use cases.
► Based on the 55 successful patterns identified by ‘The St. Gallen Business Model
Navigator™’, we added this information to each broader category. Note that not all
mentioned patterns per category will fit with every use case of the particular category.
► Each pattern has four central dimensions, as outlined in the ‘Magic Triangle’ below:
the Who, the What, the How, and the Revenue. This will help you to sharpen your
particular starting position.
► Play around with your use case, the patterns, and their dimensions to customize your
individual IoT business model.
Figure 8: Business model definition – the Magic Triangle
Source: University of St. Gallen, Institute of Technology Management, 2013

Evolutionary
business models
Disruptive
business models
Category
Improve the status quo
to be ready for the IoT
Optional prep phase – good to
put out feelers to the IoT and
ready the organization for
disruption.
Create new revenue by adding
services to connected
products
No longer is the product the focus,
but rather the web-based services
that users access through the device.
Open up business by
connecting things
Connected things and users become part
of production and business processes.
This allows mass customization and lot
size 1.
Break up value chains by
connecting things
Create superior value chains by
integrating partners, users, things, and
enterprises in one platform.
Abstract
IoT use cases
Improving existing business
models allows for two
opportunities. First, an
improved cost base, faster
time-to-market, and higher
quality will ensure increased
competitiveness, revenues, and
market share. Second, in
particular for manufacturing
companies in the ‘isolated’
stage (referring to the IoT
maturity model), the evolution
of an existing business model
is a viable entry point to trial
IoT use cases and readiness
for the new ‘sales arena’.
1. Remote access & monitoring
Devices know more about
themselves (e.g. real-time location
tracking).
2. Self-awareness
Devices are able to evaluate and
analyze environmental conditions
and react accordingly.
3. Resource efficiency
Because of gathered device data
and remote device management
capabilities, maintenance
resources can be allocated much
more efficiently.
4. End user product / service design
Interfaces and business processes
permit the user to act as product
manager.
5. Quality improvements
Data analytics helps to understand the
relation between problems, parts, and
processes, which increases product
and service quality.
6. Product design
Data about real user behavior and
feedback help to identify usage
patterns and design better products.
7. Aggregation of products &
services
Connectivity allows for expansion of
a conventional distribution channel
and offers more services along the
value chain.
8. Technology platforms
IoT platforms that connect and
integrate all parts of an ecosystem
are the key to new business models
9. Partner integration in value chain
Opening up own sales channels to
third parties makes them business
partners. Sharing data and
eliminating strong competitive efforts
are sidelines.
Successful
business model
patterns based
on ‘The St.
Gallen
Business Model
Navigator™’
for the IoT
2 – Affiliation
5 – Barter
7 – Cross Selling
10 – Customer Loyalty
11 – Digitalization
12 – Direct Sales
13 – E-Commerce
24 – Integrator
42 – Rent instead of buy
45 – Reverse Innovation
48 – Shop-in-Shop
1 – Add-on
15 – Flat Rate
18 – Freemium
20 – Full Service Provider
28 – Lock-In
35 – Open Source
36 – Orchestrators
37 – Pay per Use
39 – Peer-to-Peer
40 – Performance Based Contracting
48 – Shop-in-Shop
8 – Crowdfunding
9 – Crowdsourcing
11 – Digitalization
25 – Layer Player
31 – Mass Customization
32 – Multi-sided Platform
33 – No Frills
34 – Open Business Model
35 – Open Source
54 – User Manufacturing
16 – Fractionalized Ownership
24 – Integrator
34 – Open Business Model
36 – Orchestrator
47 – Self-Service
52 – Trash to Cash

Bosch Software Innovations GmbH, the Bosch Group’s software and systems house, designs,
develops, and operates innovative software and system solutions that help our customers around
the world both in the Internet of Things and in the traditional enterprise environment. We place
particular focus on the topics of mobility, energy, industry, banking and insurance. Our software
suite is the perfect foundation not only for projects relating to the Internet of Things but also for
projects in the fields of Device Management (M2M), Business Process Management (BPM) and
Business Rules Management (BRM).
With some 600 associates worldwide, Bosch Software Innovations has locations in Germany
(Berlin, Immenstaad, and Stuttgart), Singapore, China (Shanghai), Australia (Melbourne), and the
United States (Chicago and Palo Alto).
More information can be found at www.bosch-si.com.
The Bosch Group is a leading global supplier of technology and services. According to
preliminary figures, its roughly 281,000 associates generated sales of 46.4 billion euros in 2013
(Note: due to a change in the legal rules governing consolidation, the 2013 figures can only be
compared to a limited extent with the 2012 figures). Its operations are divided into four business
sectors: Automotive Technology, Industrial Technology, Consumer Goods, and Energy and
Building Technology. The Bosch Group comprises Robert Bosch GmbH and its more than 360
subsidiaries and regional companies in some 50 countries. If its sales and service partners are
included, then Bosch is represented in roughly 150 countries. This worldwide development,
manufacturing, and sales network is the foundation for further growth. In 2013, Bosch applied for
some 5,000 patents worldwide. The Bosch Group’s products and services are designed to
fascinate, and to improve the quality of life by providing solutions which are both innovative and
beneficial. In this way, the company offers technology worldwide that is “Invented for life.”
Additional information is available online at www.bosch.com, and www.bosch-press.com,
http://twitter.com/BoschPresse.
Europe
Bosch Software Innovations GmbH
Schöneberger Ufer 89–91
10785 Berlin
Germany
Tel. +49 30 726112-0
Fax +49 30 726112-100
www.bosch-si.de
America
Bosch Software Innovations Corp.
161 N. Clark Street
Suite 3550
Chicago, Illinois 60601/USA
Tel. +1 312 368-2500
Fax +1 312 268-6286
www.bosch-si.com
Asia
Bosch Software Innovations
c/o Robert Bosch (SEA) Pte Ltd.
11 Bishan Street 21
Singapore 573943
Tel. +65 6571 2220
Fax +65 6258 4671
www.bosch-si.sg

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