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Insights
The discovery of DNA and the invention of ways to visualize it, characterize it, map it, and move it from one organism to another have generated a controversial new class of asset ownership. By the end of 1999, the U.S. Patent and Trademark Office had issued more than 2300 patents for gene sequences. Many people oppose any patenting of the products of biotechnology research. However, without patent protection, the life-sciences industry would be unable to raise the hundreds of millions of dollars necessary to undertake the high-risk research necessary to develop new therapeutic drugs and other products. Because of this patent controversy, much uncertainty surrounds the patenting process in genomics. The field lacks reliable legal frameworks for commercialization of genomics products, and much interpretation of the law and science will have to take place before solid reference points become available. In the meantime, patent authorities and industry participants are working to find a balance between the social good of ready access to information about genes and proteins and the need to provide incentives for companies to pursue commercialization of life-saving products. In any event, genomics players need to prepare for long development timelines and to find ways to manage the uncertainty that will continue to haunt the patenting process. Author: Andrew Broderick. 7 pages. Index Keywords: Biotechnology; Medical Research; Pharmaceutical Industry; Research and Development; Technology Management.
The shock of the 11 September 2001 terrorist attack on the United States has intensified people's concerns about personal safety, but even before 11 September, other factors were pushing safety and security to the top of people's lists of worries. Fear of crime, a longtime reality in the United States and Europe, is spreading to traditionally safe countries like Japan. In turn, the changing structure of society—especially prolonged life expectancy and the transformation of traditional households—creates demand for products and services that support safe, independent living. In this climate, companies have an opportunity to use emerging technologies to help ensure the personal safety of consumers. In particular, the emergence of pervasive computing opens the door to networked and mobile solutions that help monitor people's health, track down people in trouble, and verify people's identity for access to information or buildings. Though pervasive computing is not yet a reality, some of the technological building blocks for it are on their way to commercialization. Among the technologies that offer the most promising solutions are location-tracking devices that use global positioning and wireless communication systems; biometric technologies for fingerprinting, iris recognition, and voice recognition; networks of computer chips with radio-frequency identification tags; and closed-circuit–camera systems that take advantage of streaming audio and video feeds. Authors: Carolyn E. Sleeth and Samantha Blighe. 7 pages. Index Keywords: Computer Networks; Demographic Trends; Information Technology; Mobile Communications; Safety; Security Industry.
In today's pressure-cooker environment, businesses may succeed for a while on the strength of a lucky break or a good idea, but companies that try to ride a tired business model through the next decade and beyond are likely, sooner or later, to lose ground to more innovative competitors. Even industrial stalwarts such as Xerox, AT&T, and Sears have seen their business models stumble in the past decade. For these and other companies, new business models can provide a powerful route to competitive differentiation. In particular, the Internet has become a fertile breeding ground for many such models. Companies like Dell, Amazon.com, Lands' End, Tesco, and Wal-Mart have exploited new opportunities to exploit the special strengths of the Internet in every part of the value chain. Not content to tinker with existing business models or copy other firms' efforts, they have pursued paths of self-determination, experimented with multiple models simultaneously to minimize their risk, and never lost sight of the ultimate goal of delivering value to their customers. New Internet-enabled business models have not been uniformly successful, however: Some companies have failed to match their models to the Internet's strengths. Thus, though every company has to find a model that fits its unique assets and objectives, a look at the experiences of the pioneers can help firms pin down the principles most likely to help them exploit the Internet successfully. Author: Paul R. Merlyn. 17 pages. Index Keywords: Competitive Analysis; Electronic Commerce; Innovation; Internet; Mobile Communications.
For almost a billion people worldwide, the mobile phone has joined the list of essential, take-everywhere possessions. Initially, this development simply made cellular subscribers much easier to contact, but several factors gradually awakened the cellular industry to a key commercial opportunity: In a mobile environment, the cell phone could become an unparalleled content channel. Unfortunately, the picture of the future that most journalists and analysts paint concerning mobile-location services (MLS) is misguided; they hype services that subscribers will rarely use, touting them as the saviors of the cellular industry. Many industry players have begun to believe the hype about the potential of certain services and hence risk jeopardizing substantial future revenue through misplaced investments. This study summarizes the many techniques that vendors have developed for calculating the locations of cellular terminals. It then dispels the myths about MLS adoption that many analysts and journalists have popularized, presents the facts of MLS adoption, and identifies the characteristics of compelling services. Readers will find a realistic perspective on current and future MLSs and a discussion of the parameters that operators must consider when negotiating deals with MLS developers. Finally, the study summarizes the deployment status of positioning technologies, handset issues, and privacy issues. Author: David Alker. 20 pages. Index Keywords: Communications; Consumer Electronics; Electronic Commerce; Internet.
Among the diverse topics that analysts discussed at a recent Scan meeting in SRI Consulting Business Intelligence's London office were emerging investment opportunities in Japan, changes in corporate venture-capital operations, and corporate interest in outsourcing and decentralized management structures. The Japanese story is of interest to U.S. and European companies that have previously hesitated to invest in Japan because of its general disinterest in creating an investor-friendly environment. Regulatory changes in Japan, largely stemming from the troubling economic climate in the country, now make investment more attractive, and bold companies have already made substantial investments in the Japanese automotive, pharmaceutical, and telecommunications sectors. Economic forces also lie behind another Scan discussion: As innovators resist corporate venture-capital units' emphasis on short-term returns, companies may have to rethink the incentives they offer start-ups. Though capital will continue to be important, corporate incentives such as industry experience and access to markets will be equally important to many innovators. In the third big Scan story, analysts noted that companies are increasingly eager to mimic the characteristics of successful small companies: flexibility, speed, and responsiveness. To do so, companies may have to encourage senior managers to loosen their grip on power and "outsource" decision making to low-level managers who can respond directly to customers' needs. Authors: Rob Edmonds, Carl Telford, and Robert Thomas. 11 pages. Index Keywords: Economic Trends; Innovation; Japan; Management; Mergers and Acquisitions; Strategic Planning. Scan
Researchers and system developers are proposing to solve many of the problems of wireless telecommunications by turning every device in the system into a node that can serve as a relay or repeater for the system and its network on an ad hoc basis. The result is a web of wireless devices that can accommodate comparatively large amounts of data; can manage changing data-traffic patterns, weather conditions, and user locations; and can navigate around physical objects that block traditional broadcast systems. Such systems have the potential for a growth pattern similar to that of the Internet and may eventually be just as transformational as the Internet has been. The problematic "last mile" for broadband services to homes, businesses, and mobile consumers could see an affordable solution that is completely wireless. News 1996-2001 Index The Index of publications for the Business Intelligence Program (B-I-P) is now available. This Index includes a one-page graphical description of the Business Intelligence Program process and the deliverables available to each client. The Index includes a list of all B-I-P publications from 1996 through 2001. The summaries below describe current activities and programs not included in the B-I-P membership but of potential interest to members. Two New MacroMonitor Marketing Reports In the post–11 September 2001 world of consumer finance, one unanticipated result of the heightened security concerns might be the increased willingness of consumers to take the digital approach to their banking, bill-paying, and other transaction needs. After 11 September, concepts such as protection, portfolio balance, and even life goals have taken on new meanings. SRI Consulting Business Intelligence's Consumer Financial Decision (CFD) program has just published E-Finance: Critical Mass for the Digital Masses? and Crisis in Consumer Confidence: What It Means for Financial Institutions. For more information about CFD, telephone: +1-609-734-2048; e-mail: info@sric-bi.com . New Report from the Learning-on-Demand Program New Report from the Learning-on-Demand Program Corporate eLearning is in the midst of rapid change. Once a cottage industry of mostly small technology start-ups, it is increasingly attractive to larger technology players and professional-service firms. The Learning-on-Demand (LoD) program has been tracking these developments with an eye to helping eLearning providers and adopters adjust to the new realities of the maturing corporate eLearning market. In Evolving Business Models in eLearning (Volumes 1, 2, and 3), LoD analysts zero in on six areas that are relevant to companies seeking successful business models in eLearning. For more information about LoD, telephone: +1 650 859 4600; e-mail: info@sric-bi.com . Current Watch-List B-I-P's scanning and research processes identify areas on the periphery of your business's focus area that constitute potential opportunities or threats. The areas that we decide bear watching go on B-I-P's watch list of defining forces that are transforming the business environment. Current watch-list topics include:
The Bulletin will periodically highlight each defining force, listing related B-I-P publications. |
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