Building Compelling Business Cases for Digital Water Metering

2021 ◽  
Vol 113 (5) ◽  
pp. 64-75
Author(s):  
Ian Monks ◽  
Rodney A. Stewart ◽  
Oz Sahin ◽  
Robert Keller
Water ◽  
2020 ◽  
Vol 12 (5) ◽  
pp. 1436
Author(s):  
Ian Monks ◽  
Rodney A. Stewart ◽  
Oz Sahin ◽  
Robert Keller ◽  
Samantha Low Choy

Business cases promoting the introduction of digital water metering (DWM) have, to date, focused on a limited number of benefits, especially water savings, metering costs, occupational health and safety (OHS), and deferral of capital works. An earlier study by the authors catalogued 75 possible benefits and developed a taxonomy based on a literature review, interviews and water industry reports. The objective of the present study was to elicit the opinions of Australian water industry experts on the benefits, then use the opinions to form probability distributions which, in future work, could be used to model the value of DWM benefits. The study findings have implications for researchers and practitioners seeking to accurately and stochastically model the benefits of DWM transformation programmes. Thematic analyses on the open ended responses scaled likelihood and estimated value of benefits into comparable units. We found 82% support for the benefits of DWM with only 6% disagreement and 12% non-commital; the savings value of cost of water benefits were predominately expected to range between 5% and 10% and much higher in some individual situations, while charges/operational costs benefits were predominately expected to range between 45% and 100%; and, moreover, we indicated how a risk-based range of project benefit could potentially be calculated. Opportunities for further investigations were identified.


2019 ◽  
Author(s):  
Roman Berenblyum ◽  
Filip Neele ◽  
Anders Nermoen ◽  
Constantin Sava ◽  
Caglar Sinayuc ◽  
...  

2021 ◽  
pp. 0734242X2198941
Author(s):  
Athanasios Angelis-Dimakis ◽  
George Arampatzis ◽  
Tryfonas Pieri ◽  
Konstantina Solomou ◽  
Panagiotis Dedousis ◽  
...  

The SWAN platform is an integrated suite of online resources and tools for assessing industrial symbiotic opportunities based on solid industrial waste reuse. It has been developed as a digital solid waste reuse platform and is already applied in four countries (Greece, Bulgaria, Albania and Cyprus). The SWAN platform integrates a database with the spatial and technical characteristics of industrial solid waste producers and potential consumers, populated with data from these countries. It also incorporates an inventory of commercially implemented best practices on solid industrial waste reuse. The role of the SWAN platform is to facilitate the development of novel business cases. Towards this end, decision support services, based on a suitable matching algorithm, are provided to the registered users, helping them to identify and assess potential novel business models, based on solid waste reuse, either for an individual industrial unit (source/potential receiver of solid waste) or a specific region.


2021 ◽  
Author(s):  
Shibley Rahman ◽  
Kit Byatt

Abstract Delirium is a common presentation in older inpatients with coronavirus disease 2019 (COVID-19), and a risk factor for cognitive decline at discharge. The glaring gaps in the service provision in delirium care, regardless of aetiology, after a hospital admission pre-existed the pandemic, but the pandemic arguably offers an opportunity now to address them. Whilst a delirium episode in itself is not a long-term condition, the context of it may well be, and therefore patients might benefit from personalised care and support planning. There is no reason to believe that the delirium following COVID-19 is fundamentally different from any other delirium. We propose that the needs of older patients who have experienced delirium including from COVID-19 could be addressed through a new model of post-acute delirium care that combines early supported discharge, including discharge-to-assess, with community-based follow-up to assess for persistent delirium and early new long-term cognitive impairment. Such a drive could be structurally integrated with existing memory clinic services. To succeed, such an ambition has to be flexible, adaptable and person-centred. To understand the impact on resource and service utilisation, techniques of quality improvement should be implemented, and appropriate metrics reflecting both process and outcome will be essential to underpin robust and sustainable business cases to support implementation of delirium care as a long-term solution.


2021 ◽  
Vol 13 (3) ◽  
pp. 1291
Author(s):  
Beatriz Mayor ◽  
Pedro Zorrilla-Miras ◽  
Philippe Le Coent ◽  
Thomas Biffin ◽  
Kieran Dartée ◽  
...  

Nature-based solutions (NBS) are increasingly being promoted because they can solve different pursued aims together with providing an additional array of multiple ecosystem services or co-benefits. Nevertheless, their implementation is still being curbed by several barriers, for example, a lack of examples, a lack of finance, and a lack of business cases. Therefore, there is an urgent need to facilitate the construction of business models and business cases that identify the elements required to capture value. These are necessary to catalyze investments for the implementation of NBS. This article presents a tool called a Natural Assurance Schemes (NAS) canvas and explains how it can be applied to identify business models for NBS strategies providing climate adaptation services, showing an eye-shot summary of critical information to attract funding. The framework is applied in three case studies covering different contexts, scales, and climate-related risks (floods and droughts). Finally, a reflective analysis is done, comparing the tool with other similar approaches while highlighting the differential characteristics that define the usefulness, replicability, and flexibility of the tool for the target users, namely policymakers, developers, scientists, or entrepreneurs aiming to promote and implement NAS and NBS projects.


Author(s):  
Fumiya Akasaka ◽  
Kazuki Fujita ◽  
Yoshiki Shimomura

This paper proposes the PSS Business Case Map as a tool to support designers’ idea generation in PSS design. The map visualizes the similarities among PSS business cases in a two-dimensional diagram. To make the map, PSS business cases are first collected by conducting, for example, a literature survey. The collected business cases are then classified from multiple aspects that characterize each case such as its product type, service type, target customer, and so on. Based on the results of this classification, the similarities among the cases are calculated and visualized by using the Self-Organizing Map (SOM) technique. A SOM is a type of artificial neural network that is trained using unsupervised learning to produce a low-dimensional (typically two-dimensional) view from high-dimensional data. The visualization result is offered to designers in a form of a two-dimensional map, which is called the PSS Business Case Map. By using the map, designers can figure out the position of their current business and can acquire ideas for the servitization of their business.


2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Guillaume Do Vale ◽  
Isabelle Collin-Lachaud ◽  
Xavier Lecocq

Purpose To cope with online competitors and new consumer behaviors, retailers need to hybrid digital and physical offerings to implement an omni-channel business model. This constitutes a digital transformation of the traditional business model. However, business cases on how traditional retailers are shifting from multi-channel to omni-channel retailing are lacking. This paper aims to explore the different issues and organizational paths during the transformation of a business model. Design/methodology/approach This study is based on a qualitative multiple case study of five retailers with a global reach currently implementing an omni-channel business model. Findings This research sheds light on three main issues encountered by retailers and the different underlying decisions when moving toward an omni-channel business model. The first relates to revenue attribution across channels, which involves rethinking traditional key performance indicators to give incentives to stores when promoting digital offers. The second issue concerns the supply chain decisions associated with cross-channel operations. The third issue relates to the delicate balance between global reach (digital channel) and local reach (specific store) for communication on social media and marketing decisions on pricing. This study provides empirical evidence about the variety of choices that retailers make to cope with the issues during the implementation of an omni-channel business model. Originality/value This work explores the issues faced by established firms when moving toward a new business model that is the hybridization of two existing business model managed separately. It provides comprehensive and clear illustration of how to manage such a business model transformation process that can be used by both business strategy practice and academic research.


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