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In this paper, we present a techno-economic analysis of providing a Cooperative, Connected and Automated Mobility (CCAM) use case, namely Cooperative Lane Merging (CLM), in a cross-border environment. Multiple network deployment scenarios are proposed to provide Vehicle to Infrastructure (V2I) connectivity with respect to PC5 Mode 4 – enabled RSUs. Total cost of Ownership (TCO) model together with four revenue models are developed to assess the viability of providing CCAM services in the studied settings. Results show that the higher the number of simultaneous connected cars, the higher the TCO of the required deployment needs to be to meet the defined KPIs and especially for the green field deployment with no existing fibre cable or electricity facilities. Another important insight from this analysis is that only with a high fleet penetration rate of connected vehicles, a viable business case can be achieved.

To date, the European Commission is working hard on amending Directive 2010/40/EU, in which a new, technologyneutral framework for Cooperative Intelligent Transportation Systems (C-ITS) is proposed. C-ITS promise to reduce traffic congestion, lessen the environmental impact of transportation, and reduce the number of traffic mortalities. To realize those societal goals, adoption of C-ITS in passenger cars is essential. As passenger cars are no fast-moving consumer goods and the European fleet is subject to principles such as production cycles, traditional adoption models are not suitable to estimate expected penetration of C-ITS the fleet. Therefore, this paper provides a model to simulate penetration rates of C-ITS equipped cars in the European passenger car fleet, allowing simulation of both ITS-G5 and C-V2X technology diffusion separately. The model enables the assessment of the impact of policies such as a mandate, market decisions, and other scenarios, on the penetration of CITS in the European fleet. Insights into C-ITS penetration are valuable for a number of stakeholders, such as national and local governments, road authorities, car manufacturers and (network) technology providers, to appraise policy and business decisions. Lastly, the model can also be used to estimate penetration of other new technologies in passenger cars.

This paper studies the decentralized, digital ecosystem that is enabled by the Solid specification. Solid provides the possibility to break through data silos and simultaneously allows the end-user to regain control. However, research regarding business modelling and economic viability of such ecosystems is still lacking. Therefore, the goal of this paper is to provide first insights for this research area by proposing a value network model for such ecosystems. Though evaluation of existing frameworks and roles proposed by big initiatives like International Data Spaces, a first set of business roles is described. In a second step, these are evaluated with an actual validated use case where Solid is implemented within the HR domain.

Digital platforms are omnipresent in our society. For example, streaming movies via Netflix, interacting with friends through social media, or using Deliveroo to order your meal. Digital platforms and digital marketplaces caused a big impact on the value creation process within different application domains. Actual digital ecosystems have appeared and the value propositions of traditional players within different domains got challenged by new and more integrated offers. Within this setting, also smaller-scale initiatives try to find their position. Local initiatives such as energy management platforms to link residents with (renewable) energy suppliers, or community platforms to link neighbours and city or village initiatives, especially in "online-only" times are appearing fast. Although the number of both successful and failed cases is constantly growing, systematic understanding of the reasons behind this, is still lacking. This paper wants to add to this understanding by analysing digital platform initiatives from different points of view. The overall research question tackled in this paper is to determine critical characteristics that can impact the success of the digital, multi-sided platform business model. To achieve this, a conceptual framework that allows to analyse and compare platforms is presented. The framework is then applied on different existing platform solutions, in a broad range of application domains, to identify specific design choices and compare the different platforms. Overall, more general insights in the role of network effects, pricing strategy, and other key features that impact the risk of failure, are obtained. The analyses indicate that positive network effects are predominantly present which is important for the growth of the user base. Pricing schemes indicate that general customers do not want to spend a lot of money to use a platform. Therefore, they usually can use it for free. Advertisers play a crucial role in the revenue stream for a platform but too much ads can irritate the end user. Platforms also tend to use third parties for services which reduces the time to market and lowers the investment risk. Platforms immediately benefit from other technological advantages like scalability. Due to the low homing-costs for users, there is room for competition in each domain but of course platforms try to differentiate their offer from their competitors.