Why cities need economic intelligenceThe economies of Europe’s cities are changingfast, and it is not easy to predict which segmentsof the local economy will grow and which oneswill decline. Yet, cities must make decisions as towhere to invest, and face a number of questionsthat are difficultto answer:Where dowe putour bets? Should we go for biotech, ICT, or anyother sector that may have growth potential?Do we want to attract large foreign companies,or rather support our local indigenous smallerfirms, ormustwe promotethestart-up scene?Or is it better not to go for any particularindustry but just improve the quality of lifein the city, hoping that this will help to retainskilled people and attract high tech firms?
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In the city of Amsterdam commercial transport is responsible for 15% of vehicles, 34% of traffic’s CO2 emissions and 62% of NOx emissions. The City of Amsterdam plans to improve traffic flows using real time traffic data and data about loading and unloading zones. In this paper, we present, reflect, and discuss the results of two projects from the Amsterdam University of Applied Sciences with research partners from 2016 till 2018. The ITSLOG and Sailor projects aim to analyze and test the benefits and challenges of connecting ITS and traffic management to urban freight transport, by using real-time data about loading and unloading zone availability for rerouting trucks. New technologies were developed and tested in collaboration with local authorities, transport companies and a food retailer. This paper presents and discusses the opportunities and challenges faced in developing and implementing this new technology, as well as the role played by different stakeholders. In both projects, the human factor was critical for the implementation of new technologies in practice.
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An overview of innovations in a particular area, for example retail developments in the fashion sector (Van Vliet, 2014), and a subsequent discussion about the probability as to whether these innovations will realise a ‘breakthrough’, has to be supplemented with the question of what the added value is for the customer of such a new service or product. The added value for the customer must not only be clear as to its direct (instrumental or hedonic) incentives but it must also be tested on its merits from a business point of view. This requires a methodology. Working with business models is a method for describing the added value of products/services for customers in a systematic and structured manner. The fact that this is not always simple is evident from the discussions about retail developments, which do not excel in well-grounded business models. If there is talk about business models at all, it is more likely to concern strategic positioning in the market or value chain, or the discussion is about specifics like earning- and distribution-models (see Molenaar, 2011; Shopping 2020, 2014). Here we shall deal with two aspects of business models. First of all we shall look at the different perspectives in the use of business models, ultimately arriving at four distinctive perspectives or methods of use. Secondly, we shall outline the context within which business models operate. As a conclusion we shall distil a research framework from these discussions by presenting an integrated model as the basis for further research into new services and product.