Palantir – The mysterious big data company that you should know about

22

October

2016

No ratings yet.

Palantir is the third highest valued startup in Silicon Valley, only trailing behind Airbnb and Uber. It is not a young startup, as it was founded in 2004. In its most recent funding round in 2015 it raised over $880 million and was valued at over $20 billion. It has yet to announce an IPO, however the CEO Alex Carp has stated that this was not one of its main focuses, claiming that: “An IPO would make running a company like ours very difficult”. This qoute characterizes Palantir, it is a highly secretive company that does not reveal much to the public. However if we look at what Palantir does, and who their clients are, this is not very surprising.

Palantir creates data analysis solutions for large private and public players. Originally they only worked for the US government. The CIA was one of the early investors, and used Palantir’s solutions for national security. Exactly what Palantir did for the CIA is not really known, however one of its first major successes was helping with the discovery of the Chinese Ghost Network in 2010. The Ghost Network was an infected botnet of 1295 high target computers in 103 different countries. These were computers in highly secure places: embassies, NATO computers, and even places such as the Dalai Lama’s office. Ever since, the US government has expanded Palantir’s services to 12 other US government groups, such as the NSA, the FBI, the Marine Corps, the Air Force and more, all of which require an incredibly high volume of data with high variety to be analyzed immediately.

In the meantime Palantir has expanded into the private sector, working for big banks, hedgefunds, consumer brands, such as Hershey’s and JP Morgan Chase. These private sector clients now account for a majority of Palantir’s revenue, estimated at around 75%. Palantir’s private sector clients rely on it for detecting fraud, studying consumer behavior, and other data analysis that will give them a competitive edge. Exactly what Palantir does for these companies is, again, not entirely certain, because of its highly secretive nature.

What we do know is that Palantir charges extremely high fees for its services, sometimes over $1 million per month. This has caused some of its bigger clients to reevaluate the value that Palantir offers, some of which have decided to stop working with the startup. Companies like Coca-Cola, the Nasdaq, and American Express have all walked away according to insider documents that were leaked. This is not the only problem that Palantir faces, according to other leaked documents the company suffers from high employee turnover, having almost turned over 20% of it’s staff in 2016. Another problem is that while Palantir does have high ‘bookings’ from potential clients, not all of these bookings actually translate into revenue. In 2015 Palantir had $1.7 billion dollars in booking, which translated into $420 million in revenue.

Palantir faces a problem that many other startups in Silicon Valley do. Many suspect that the valuations of Silicon Valley unicorns and startups suffer from a bubble. These startups face incredibly high expectations, and sometimes it is hard to meet them. Some investors have started to notice this and are adjusting accordingly. Morgan Stanley, which has invested $45 million into Palantir has marked it’s investement down by 32%. It did the same for Flipkart and Dropbox, both being revalued at a 27% and 25% decrease respectively.

Despite these problems Palantir is still an incredibly interesting company that has a lot of potential. It is one of the pioneers of big data analysis and an incredibly powerful player. I can definitely recommend watching out for what Palantir does next.

Sources:

https://www.palantir.com/wp-assets/wp-content/uploads/2012/08/ImpactStudy_GhostNet.pdf

https://news.fastcompany.com/palantir-has-lost-major-clients-like-coca-cola-american-express-and-nasdaq-4006398

https://www.bloomberg.com/news/articles/2016-05-06/palantir-struggles-to-retain-clients-and-staff-buzzfeed-reports

http://fortune.com/palantir-big-data-analysis/

http://uk.businessinsider.com/palantir-leaked-documents-clients-2015-1?international=true&r=UK&IR=T

https://techcrunch.com/2015/12/23/palantir-has-raised-880-million-at-a-20-billion-valuation/

http://www.forbes.com/sites/ryanmac/2015/01/19/palantir-ceo-alex-karp-to-be-a-billionaire-as-data-mining-company-raises-more-funds/#5831ea2c3c26

http://fortune.com/2016/02/26/morgan-stanley-palantir/

Please rate this

Digital Transformation Project – De Broodzaak Team 19

14

October

2016

5/5 (2)

Link to video

De Broodzaak is a ‘service’ company that is located at several NS stations in the Netherlands. It offers different types of consumer goods, for instance, grinded coffee, artisan bread with different toppings, and freshly pressed juices and soups. These products are prepared on the spot so that customers will be able to enjoy an excellent ‘on the go’ breakfast or lunch during their journey.

We analyzed the internal and external competitors of De Broodzaak and we also identified the Strengths, Weaknesses, Opportunities and Threats for De Broodzaak. The external competitors are all the competitors outside NS stations and the internal competitors are the ones that are located in the NS station halls. We conducted a survey at Rotterdam Centraal and Leiden Centraal to gather information from the customers of NS about De Broodzaak and its competitors.

The main problem according to customers is waiting times during rush hour. This is a big problem since De Broodzaak should quickly help its customers on their way. Customers that are delayed by 1 or 2 minutes could end up missing their train, which means another delay of sometimes up to 15 minutes. A second problem is product availability during rush hour, De Broodzaak often has a stock of a few of each of its sandwiches. Sometimes it happens that these few sandwiches are gone within a couple minutes. It also only takes De Broodzaak employees a couple minutes to restock these sandwiches, however seeing as customers have very small windows to buy their breakfast or lunch, this might mean they will not be able to get the sandwich they prefer. The mission of NS is to increase customer satisfaction by offering the customers the best service on their ‘door to door ‘journey. Both of the mentioned problems prevent De Broodzaak from offering the best service.

To solve this problem, we came up with the idea of creating an application where consumers can order their breakfast/lunch through an app beforehand, pay for it within the app, and pick their order up at a designated time. This cuts the main activity out of the ordering process that takes the most time in the shop, paying for your purchase. Disney did something similar with RFID wristbands and MyMagic+ and cut waiting times by 35%. Pre-ordering also makes it a lot easier for De Broodzaak to tailor to customer demand, which will help solve the product availability problem.

The app also comes with more benefits that helps different aspects of De Broodzaak’s services. It would allow De Broodzaak to gather more personalized customer data, which could be used for personalized promotions and deals, increasing customer retention. It could also be used for more advanced forecasting methods, which would further help with product availability. Besides that it could function as another channel for customer feedback, which could be helped to improve other parts of De Broodzaak’s services or products.

Our managerial recommendations for De Broodzaak (thus NS Retail), is to develop the above mentioned app.

References Video:

Alba, D. (2015). Starbucks’ Grande Plan: Selling Coffee via Apps. Retrieved from
https://www.wired.com/2015/11/no-one-…

De Leeuw, M. (2015). NS test nieuw concept Broodzaak op Utrecht CS. Retrieved October 8, 2016, from http://www.outofhome-shops.nl/nieuws/…

Formotus.com. (2016). Figuring the costs of mobile app development | Formotus. Retrieved October 8, 2016, from http://www.formotus.com/14018/blog-mo… development

NS (2015). NS Year Report 2015. Retrieved October 8, 2016, from http://www.nsjaarverslag.nl/FbContent…

Van Den Heuvel, J. P. et al (2012). Estimating Pedestrian flows at train stations using the Station Transfer Model. TU Delft Civil Engineering and Geosciences. Retrieved from http://repository.tudelft.nl/islandor…

This video is intended for educational purposes. No copyright infringement is intended. Please check out the links below for the original version of some video clips:

https://www.youtube.com/watch?v=0cRL1…
https://www.youtube.com/watch?v=N4Scw…
https://www.youtube.com/watch?v=bvGQq…
https://www.youtube.com/watch?v=UOBel…
https://www.youtube.com/watch?v=kMsnj…
https://www.youtube.com/watch?v=pDEht…

Music used in this video:
Kognitif – Yeah Yeah Yeah
https://soundcloud.com/kognitifoffici…
Creative Commons Attribution (https://creativecommons.org/licenses/…)

We do acknowledge that we do not own or derive any rights from the used audio or videoclip material.

Please rate this

Disney’s Billion Dollar Investment In The Internet Of Things – Was it Worth It?

11

October

2016

5/5 (9)

Disney’s parks in the US are incredibly popular. Due to this popularity mainly at peak vacation dates, waiting times to enter the park or go into certain rides can be excessive. In 2008 Meg Crofton, president of Walt Disney World requested research be done into ways to help relieve these ‘customer pain points’.

The development team came up with RFID wristbands called MyMagic+. Visitors to Disney World would be able to buy wristbands with RFID chips that had several functions within the park. It would function as a hotel key, automatic payment system, and even allow visitors to make reservations at certain rides so that they could enter them immediately at their designated time and did not have to wait in line. The investment for this project was significant, a $1 billion budget was drawn out to create and launch MyMagic+. The question is, was this large investment worth it?

According to Disney’s financial report of 2015 they are currently still losing money to MyMagic+. However the investment is still relatively new, so this is not out of the ordinary. Customers are very positive about the MyMagic+ experience, and waiting times have been cut significantly. Waiting times at the entrance of the park have been cut by up to 35%. More than 18 million guests have now used the MyMagic+ wristbands.

However the problem with technology now a days is that it becomes obsolete very quickly. RFID technology is now compatible with most modern day smartphones. When asked if MyMagic+ would be expanded outside of Walt Disney World, Disney executives answered that it would, but most likely in different ways. They acknowledge that smartphones are most likely the way to go. In the new $5.5 billion dollar park in Shanghai, that just opened this spring, Disney will not be introducing the wristbands. Instead the park will make use of a mobile application and smartphones. Disney will also not be introducing the wristbands in its other two parks in California.

MyMagic+ was an interesting approach to applying the internet of things to an entertainment park. Whereas it does make the park more efficient and result in more customer satisfaction, it may have been the wrong way to go about using this technology. If Disney had made use of smart phones from the beginning onwards, investment costs would most likely not have been as high. MyMagic+ might have been a cheaper project and might have had better business results. In the end it is still a very interesting case related to the internet of things to look at, and many companies, including Disney itself, can learn from the project.

Sources:
Disney’s Annual Report 2015 – https://ditm-twdc-us.storage.googleapis.com/2015-Annual-Report.pdf
Bloomberg Report MyMagic+ – http://www.bloomberg.com/news/articles/2014-03-07/disney-bets-1-billion-on-technology-to-track-theme-park-visitors
Themepark Report MyMagic+ – http://www.themeparktourist.com/news/20141107/29594/5-important-facts-tucked-away-disney-s-quarterly-and-yearly-earnings-report
Steven Van Belleghem About MyMagic+ – https://www.youtube.com/watch?v=mtQKVEk1aig
Orlando Sentinel on MyMagic+ – http://www.orlandosentinel.com/travel/attractions/the-daily-disney/os-disney-magicbands-phones-20160408-story.html
Shanghai and MyMagic+ – http://www.bloomberg.com/news/articles/2016-01-10/why-disney-won-t-be-taking-magic-wristbands-to-its-chinese-park

Please rate this

Technology of the Week – The Disruption of Autonomous Vehicles

16

September

2016

5/5 (3)

Link to Video

The technology that we choose for this week is autonomous cars. Transportation plays a huge role in society and influences many different industries. To get a better idea on which industries to focus, we interviewed two experts. The first interview we did was with a practice leader of disruptive technology at Gartner, Bart Mellink. The second interview was with Vincent Everts, trend watcher and tech entrepreneur. Coincidentally Vincent was going to pick up his new Model X at the Tesla factory in Tilburg on Thursday, and invited us to come along. While we were not allowed to film everywhere inside the factory, we did get some great footage and we were even allowed to drive the new Model X! Or actually, let the new Model X drive us, as it is capable of accelerating, stopping, and even changing lanes on its own. Due to time constraints of the video, we were not able to include much of both interviews, however you can watch the full interview with Vincent on Vincent’s YouTube channel.

Bart Mellink encouraged us to look at the aftermarket effects that autonomous cars would have. What he meant with the aftermarket was what happens during the lifecycle of the car after it has been manufactured. Who buys it, who services it, who insures it, what do you do with it? Each answer to these questions will lead you to a player that plays a part in the aftermarket. Currently these players are split into different industries. Owners of cars are often private consumers. These private consumers get their car serviced at repair shops, their auto insurance from insurance providers, and park at privately owned parking lots. These are all individual industries that each have large markets with many private consumers.

Once fully autonomous cars become the majority, cars will be utilized very differently. Currently cars are estimated to be used only 5% of the time, whereas they are parked 95% of the time. Autonomous cars will be able to drop people off, and continue on to help the next person. This makes shared mobility much more attractive, which means that privately owning a car as a consumer will become less common. Car ownership will most likely transfer to companies that will employ large fleets of autonomous cars. This means that all these industries that previously had a large market of many individual customers, now have to deal with a smaller market with only a few very large customers. This will radically transform these industries. The main difference being that business networks and partnerships will become much more important!

We decided to choose two industries, and discuss how they would change using Porter’s five forces model of industry attractiveness. The first industry we choose was the insurance industry, which after analysis turned out to become less attractive. The second industry we choose was the parking industry, which after analysis turned out to become more attractive, mainly because we believe it would merge with the autoservice industry.

14375254_1439690699381625_860988315_o

Team 19 in in the Tesla Factory in Tilburg!

Group Members:

  • M.S. Bochenczak 371793mb
  • M.A.P. Mellink 369249mm
  • F.H. Middelmann 366976fm
  • K. de Jong 345242kj

References:

Businessballs.com. (2016). michael porter’s five forces competition theory model. [online] Available at: http://www.businessballs.com/portersfiveforcesofcompetition.htm [Accessed 15 Sep. 2016].

designboom | architecture & design magazine. (2015). AUDI urban future initiative brings automated parking garage for self-driving cars to boston-area. [online] Available at: http://www.designboom.com/design/audi-urban-future-initiative-11-20-2015/ [Accessed 15 Sep. 2016].

Gartner.com. (2016). Gartner’s 2016 Hype Cycle for Emerging Technologies Identifies Three Key Trends That Organizations Must Track to Gain Competitive Advantage. [online] Available at: http://www.gartner.com/newsroom/id/3412017 [Accessed 15 Sep. 2016].

McKinsey & Company. (2015). Ten ways autonomous driving could redefine the automotive world. [online] Available at: http://www.mckinsey.com/industries/automotive-and-assembly/our-insights/ten-ways-autonomous-driving-could-redefine-the-automotive-world [Accessed 15 Sep. 2016].

McKinsey & Company. (2016). Disruptive trends that will transform the auto industry. [online] Available at: http://www.mckinsey.com/industries/high-tech/our-insights/disruptive-trends-that-will-transform-the-auto-industry [Accessed 16 Sep. 2016].

Nash Islam, c. (2016). The huge impact driverless cars will have on parking and urban landscapes. [online] Techworld. Available at: http://www.techworld.com/personal-tech/huge-impact-driverless-cars-will-have-on-parking-urban-landscapes-3637704/ [Accessed 16 Sep. 2016].

Clips used in the video:

https://www.youtube.com/watch?v=0y8eRrEjHkQ

https://www.youtube.com/watch?v=d7M_pCnEyv8

https://www.youtube.com/watch?v=M4wHKfYJ6e8

https://www.youtube.com/watch?v=wA2P76gQUCo

https://www.youtube.com/watch?v=NodzOaLJENo

https://www.youtube.com/watch?v=TsaES–OTzM

https://www.youtube.com/watch?v=ldKMl8HPu2I

Music used in the video:

“Hot Swing” Kevin MacLeod: Hot Swing – na licencji Creative Commons Attribution (https://creativecommons.org/licenses/by/4.0/)

Źródło: http://incompetech.com/music/royalty-free/index.html?isrc=USUAN1100202

Wykonawca: http://incompetech.com/

https://www.youtube.com/watch?v=f2XLCNaxnzE&index=132&list=PLzCxunOM5WFI6sgbAppnSgLQxxNg_d10L

We do acknowledge that we do not own or derive any rights from the used videoclip materials.

Please rate this