ADVANTAGE AUSTRIA INDUSTRY REPORT · 2020-04-28 · future.lab, Technical University of Vienna...

ADVANTAGE AUSTRIA INDUSTRY REPORT USA

THE FUTURE OF PERSONAL MOBILITY

TRENDS FROM SILICON VALLEY

MOBILITY SERVICES OF THE FUTURE

AUTONOMOUS DRIVING

ELECTROMOBILITY & CONNECTIVITY

INDUSTRY EVENTS

OPPORTUNITIES & SUCCESS FACTORS IN SILICON VALLEY

ADVANTAGE AUSTRIA OFFICE, SAN FRANCISCO

OCTOBER 2019

2

An AUSSENWIRTSCHAFT AUSTRIA / ADVANTAGE AUSTRIA service

Our complete range of services in regard to automotive, urban technologies, logistics and

rail transport (events, publications, news etc.) can be found at wko.at/aussenwirtschaft/automotive,

wko.at/aussenwirtschaft/urban, wko.at/aussenwirtschaft/logistik

and wko.at/aussenwirtschaft/schienenverkehr.

An information publication from the

Advantage Austria office in San Francisco

T +1 650 750 6220 E [email protected]

W wko.at/aussenwirtschaft/us

fb.com/aussenwirtschaft

twitter.com/wko_aw

linkedIn.com/company/aussenwirtschaft-austria

youtube.com/aussenwirtschaft

flickr.com/aussenwirtschaftaustria

www.austria-ist-ueberall.at

This Industry Report was authored by the Advantage Austria office [Austrian Trade Commission] in San Francisco in

cooperation with the future.lab and the Aspern.mobil at the Vienna University of Technology. Content development for the

report was led by Aggelos Soteropoulos, a member of the future.lab and of the research unit for transport system

planning. As part this process, Aggelos conducted several interviews with locally-based experts during a stay in Silicon

Valley and attended numerous conferences and industry events.

This Sector Report has been drawn up free of charge for members of the Austrian Economic Chamber as part of the

internationalization offensive go-international, a funding initiative by the Austrian Ministry of Economic and Digital Affairs

and the Austrian Economic Chamber.

This work is protected under copyright law. All rights, in particular the rights to distribution, copying, translation,

reprinting, reproduction by photomechanical or other means (photocopy, microfilm or other electronic processes)

and/or storage in data processing systems are reserved by the Austrian Economic Chamber - AUSSENWIRTSCHAFT

AUSTRIA [ADVANTAGE AUSTRIA], including in relation to partial use. Reproduction with citation of sources is

permitted unless otherwise specified.

Every effort has been made to ensure that the information on these pages is correct. However, please note that all

information is provided without guarantee and that Austrian Chamber of Commerce - AUSSENWIRTSCHAFT AUSTRIA

[ADVANTAGE AUSTRIA] accepts no liability in this regard

© AUSSENWIRTSCHAFT AUSTRIA [ADVANTAGE AUSTRIA], AUSTRIAN ECONOMIC CHAMBER

Published in accordance with § 25 Mediengesetz [Austrian Media Act] as currently amended

Produced, owned and published by:

AUSTRIAN ECONOMIC CHAMBER / AUSSENWIRTSCHAFT AUSTRIA [ADVANTAGE AUSTRIA]

Wiedner Hauptstraße 63, 1045 Vienna,

Editing: ADVANTAGE AUSTRIA OFFICE SAN FRANCISCO, 44 Tehama Street, San Francisco CA 94105, USA

T +43 (0)5 90 900-4212, F +43 (0)5 90 900-4094,

E [email protected], W wko.at/aussenwirtschaft/us

https://wko.at/aussenwirtschaft/automotive

https://wko.at/aussenwirtschaft/urban

https://wko.at/aussenwirtschaft/logistik

https://wko.at/aussenwirtschaft/schienenverkehr

tel:+16507506220

mailto:[email protected]

http://wko.at/aussenwirtschaft/us

https://www.facebook.com/aussenwirtschaft

http://twitter.com/wko_aw

https://www.linkedin.com/company/aussenwirtschaft-austria

https://www.youtube.com/user/aussenwirtschaft

https://www.flickr.com/photos/aussenwirtschaftaustria/albums

http://www.austria-ist-ueberall.at/

http://www.go-international.at/

https://wko.at/offenlegung



3


Contents

Contents ........................................................................................... 3

Foreword .......................................................................................... 4

1. Introduction ................................................................................. 5

2. Trends in the USA Mobility Market / California / Silicon Valley ..................... 8

2.1 Mobility Services / Shared Mobility ..................................................... 8

2.2 Automation / Automated Driving ...................................................... 14

2.3 Electrification / Electromobility ....................................................... 16

2.4 Connectivity ............................................................................... 18

2.5 Excursus: From Horizontal to Vertical Mobility ...................................... 20

2.6 Excursus: Quantum Computing in the Transport Sector ............................ 22

3. Actors in the Silicon Valley Mobility Ecosystem ....................................... 25

3.1 Business / Enterprises ................................................................... 25

3.2 Academia / Research .................................................................... 37

3.3 Goverment / State ....................................................................... 38

3.4 Interaction between business, academia and government: The role of labs .... 38

4. From Testing to Implementation: Framework Conditions, Strategies and Measures, using the Example of San Francisco ...................................................................... 42

4.1 Strategies and Measures for New Mobility Offerings ................................ 43

4.2 The Process Around E-Scooter Sharing ................................................ 46

5. Opportunities & Success Factors for Austrian Companies, Academic Actors and Cities in Silicon Valley ............................................................................................. 49

5.1 Success Factors for Companies in Silicon Valley ..................................... 49

5.2 Opportunities in the Area of Integrated Platforms .................................. 52

5.3 Opportunities in the Area of E-Mobility ............................................... 52

5.4 Opportunities in the Area of Automated Driving .................................... 52

5.5 Cooperation Agreement between the Austrian Economic Chamber and Stanford University 53

6. Industry Events and Trade Fairs ......................................................... 54

7. Resources & Points of Contact ........................................................... 57

8. Participating Individuals and Institutions ............................................... 63

9. Bibliography ................................................................................ 65

4


Foreword

Mobility affects us all. In our day-to-day lives, we depend on being able to complete journeys reliably and at a

reasonable price – and expect frictionless interaction with a diverse assortment of products and services.

Mobility also shapes our free time; indeed, to such a degree that the journey itself is now often the goal.

Now, at the beginning of the twenty-first century, we stand on the precipice of fundamental global change

propelled by two central drivers: the transition to sustainable mobility and the digitalization of transport.

First of all, it is no longer possible to ignore the fact that transport produced by this mobility behavior is a

major cause of CO2 emissions. In the USA and Europe alike, around a third of greenhouse gases are

produced by transport, with around two thirds of this being attributable to road traffic. These figures, along

with the prognosis of further growth in the sector, highlight the urgent need to act – whereby the trend for

growth is supported by the electrification of transport and the emergence of alternative means of transport,

primarily in the urban realm (see e-scooters and e-bicycles). Secondly, digitalization is impacting on the

entire economic sector, which stands on the precipice of its own fundamental change. Since around 2010,

traditional big hitters in the mobility, automotive and automotive supply sectors have faced a new competitive

situation, as have national and local transport companies and infrastructure operators. Influential

technology companies, many based in Silicon Valley, have begun to tap the market for themselves. As a

result of automation and connectivity, established business models and rationales have been called into

question, while new business areas are opening up. In Europe, where 3.3 million workers are directly and

indirectly dependent on automotive production alone, it is impossible to understate the significance of this

change. Organizations who wish to remain competitive and fit for purpose in the coming years must

recognize these trends and proactively contribute to shaping the future.

This study was compiled by the future.lab and the aspern.mobil LAB at the Vienna University of Technology

for and with the Advantage Austria office in San Francisco. Its goal is to give an in-depth insight into the

globally unique innovation ecosystem of Silicon Valley, where innovators are forging the (mobility) world of

tomorrow. To this end, it draws on numerous interviews, personal discussions, findings from recent

literature and the exchange of experiences regarding innovations in the mobility sector. It presents specific

examples and analyses of the effects of the change, which are already beginning to characterize the day-to-

day life and urban landscape of the San Francisco Bay Area. Moreover, it illustrates that business, science

and government must cooperate on a local and (intern)national level to overcome the associated complex

large-scale challenges.

The report identifies a number of fields in which Austrian organizations possess specialist know-how and

examines how such know-how may be leveraged to respond to current demand in Silicon Valley and achieve

entry into the US market. In a more general sense, it seeks to contribute to an enhanced understanding of

the rapidly occurring changes in the mobility sector and how these may be exploited as an opportunity to

actively co-shape the future of mobility.

Mathias Mitteregger Georg Fürlinger

future.lab, Technical University of Vienna Advantage Austria office, San Francisco

5


1. Introduction

Mobility is experiencing the start of a seismic shift. In the current scientific and transport policy discourse,

four key trends form the center of focus; these will not only play a role in the longer-term reshaping of the

sector, but are also making increasing inroads in the here-and-now, particularly in personal mobility. 1

These trends are (1) automation, (2) electrification, (3) shared mobility or mobility services (‘Mobility as a

Service’) and (4) connectivity. 2,3,4 The mobility market is vast. Around the world, the automotive industry

invested around $120 billion in automated driving, electromobility, shared mobility/Mobility as a Service and

connected driving in 2017 and 2018 alone. 5

Figure 1: Overview of the mobility trends currently exerting effects on the mobility market (source: own illustration)

Particularly in the personal mobility sector, the focus to date has been on vehicle ownership – yet this

represents one of the most significant ever misallocations of economic resources, since the average car is

only used for one to two hours per day. The development of efficient, shared and ever-more individualized

products is increasingly gaining traction, with rising numbers of new offerings from the digital (often startup-based) platform economy. 6 Initially, these offerings focused on the car (car-sharing). Today, they

also extend to bicycles and e-scooters, which are now offered by a variety of companies and are available in

many cities worldwide.

IT companies – and startups with abundant risk capital – are contributing particularly to the development of

1 see Rammler 2019: 126 2 see McKinsey&Company 2016: 12 3 see Bormann et al. 2018: 18 4 see Deloitte 2017: 2 5 see Holland-Letz et al. 2019 6 see Bormann et al. 2018: 12

Mobility market

Automation

Sharedmobility

Connect-ivity

Electro-mobility

6


new driving and usage concepts for vehicles on the basis of their digital expertise. Moreover, such

companies are increasingly moving into other areas, thus exposing established mobility market actors –

public transport operators as well as traditional automotive companies – to increasing levels of new

competition. This applies above all to the urban mobility markets, since these have the greatest degree of

individualization and flexibility and thus the most favorable conditions for establishing new digital platform

economies. 7 Particularly in cities, public transport is comparatively well developed and most people can

access key transport hubs by foot. This encourages the use of car-free mobility styles and the uptake of

sharing options. 8

For companies already established in the mobility market, including traditional car manufacturers and

public transport operators, these trends signify a major upheaval and have ushered in an increasing level of

discourse around their role. Already, we are witnessing the beginning of a shift from traditional automotive

manufacturers to mobility service providers. This shift, along with the work occurring around the four key

mobility trends, presents complex challenges – not only for companies in the sector (be they traditional

automotive companies or IT companies), but also for actors such as cities. Such challenges can usually no

longer be overcome in isolation. Even now, partnerships and cooperation agreements between individual

automotive companies (e.g. the joint venture between Daimler and BMW)9, between automotive companies

and startups (e.g. investments by Ford and VW in the startup Argo.ai) 10 and between automotive companies

and IT companies (e.g. Jaguar and Waymo) 11 are illustrating that collaboration between different actors is

essential in the context of these new mobility trends and is likely to increase in the future. In a similar vein,

the new mobility solutions associated with these trends are focused strongly on urban areas, which is

ushering in increasing cooperation or coordination between companies and urban actors. This can already

be seen in the case of the e-scooter, for which new regulations have been drawn up in a variety of cities

around the world. To this end, e-scooter companies and the city administration are required to work ever

more closely together.

This report is intended to provide an overview of the developments surrounding the four mobility trends, with

a particular focus on the situation in Silicon Valley. The different actors in the Silicon Valley mobility

ecosystem will be highlighted and described. Finally, the report will present potential opportunities for

Austrian companies, cities and research institutions. It will also describe how different actors can learn from

one another regarding developments around the trends, and how know-how can be built up.

Why Silicon Valley?

Silicon Valley plays a key global role in the field of innovative technologies and new trends and remains the

undisputed star of the global startup and innovation scene. There are a multitude of factors that make the

San Francisco Bay Area such a unique innovation ecosystem: above all, the diversity of the people and the

breadth of (technology) questions addressed here, which are unrivalled throughout the rest of the world.

More than half of startup founders come from outside the United States, with worldwide leading universities

and research institutions providing much of the intellectual capital and talent that underpin disruptive

companies. In addition, large sums of venture capital – over 40% of US-wide venture capital financing – help

promising ideas to reach market maturity at a record pace. It is the close-knit networks of relationships

between people in different fields, embedded in a culture of openness and experimentation, that create this

fertile ground for innovation. 12

Particularly within the mobility sector, it is clear that Silicon Valley is the place to watch for the emerging

trends of tomorrow. Furthermore, it is clear that major changes are taking place and that there are

numerous emerging providers set to change the market in the long term. In the United States,

approximately 500 mobility companies – most of them new to the sector – have received around $55 billion

7 see Bormann et al. 2018: 12 8 see bmvit 2016: 29 9 see Daimler 2019a 10 see Manager Magazin 2019 11 see Jaguar 2018 12 see Fürlinger 2014

7


in investments since 2010, , which places the US well ahead of China and Germany. Despite the overall size

of the United States, half of these companies are located in the San Francisco Bay Area and thus in and

around Silicon Valley.13, 14

Figure 2: Countries with the highest numbers of new companies in the mobility sector and total sum of15

That these mobility trends are emerging primarily in and around Silicon Valley is no accident. Together, the

four trends constitute a large market. Technology firms located in Silicon Valley, in particular, are engaging

increasingly with these trends and exploring new business models, while the region’s venture capitalists are

investing increasingly in startups founded around mobility trends. Alongside this, traditional automotive

industry players – increasing numbers of whom have branches and innovation centers in the region – shift

their own research and development budgets to ready themselves for future developments. 16

Aside from this, Silicon Valley’s mentality, culture and relatively poor public

transport situation – which, unlike Europe, often leaves no other option than

taking the car – create exceptionally favorable framework conditions for the

emergence of new solutions around these four trends. The same applies for the

USA’s relatively flexible legislation, which, for example, permits the testing of

automatic vehicles on Californian public roads. The Silicon Valley mobility

ecosystem is further characterized by a particularly close link between academic

actors (e.g. Stanford University and UC Berkeley) and companies, one that is also

increasingly seen in cooperation with actors from public institutions (cities). This

close relationship is a powerful driver of developments in the area of the four new

mobility trends, which means the time to implementation of new mobility

solutions is also greatly accelerated – much in the fashion of a life-sized test

laboratory. Ultimately, it is the specific ecosystem of Silicon Valley and the

interplay of numerous actors and factors that are responsible for its innovative

pre-eminence.

13 A few years ago, Silicon Valley was mainly contained with the region around Stanford University, between the towns of Redwood City

and San José. In the intervening period, it has become geographically synonymous with the entire San Francisco/San Jose Bay area,

including all the localities in between, and often also the region between Berkeley and Fremont in the East Bay. 14 see Kässer et al. 2017: 6 15 see ibid. 16 see Krieg et al. (2018): 14

“The USA has fewer

regulations and,

particularly in Silicon

Valley, a different

culture to the rest of the

world. This means that

in many cases, mobility

solutions are simply

deployed and tested on

the streets: ‘Fail and

Optimize’, not ‘Ask for

Permission’”.

Expert view from

Perceptive Automata

8


2. Trends in the USA Mobility Market / California / Silicon Valley

As noted in the introduction of the report, the four mobility trends can be observed to a large extent in the

current mobility market in California and Silicon Valley. Current developments relating to these four trends

in California are described briefly in the following.

2.1 Mobility Services / Shared Mobility

The concept of “shared mobility” denotes mobility services enabling shared use by different individuals.17

Such services straddle the gap between individual and public mobility and facilitate access to transport

without needing to own it.18 Provision and booking is usually arranged via an app and/or an internet platform,

and there are typically two tariff options for users to choose from. With ‘pay as you go’, which is offered by

the majority of providers, users pay solely for their actual use of the service (with rates also being time and

location-dependent); however, providers are increasingly also offering mobility packages with a specific

amount of kilometers/minutes or all-in-one flat rates (subscription services), paid by monthly payment. 19

The latter, for example, was introduced by Uber in the form of its Ride Pass in summer 2019. 20 Moreover,

mobility services are increasingly focused on the integration and combination of different (public and private)

transport offerings and modes of transport via a single, digital access portal (platform, app), thereby

allowing mobility solutions to be adapted and tailored to individual needs (Mobility as a Service, MaaS).21

A variety of (mostly commercial) shared mobility providers have emerged in recent years, many from the

United States and from San Francisco in particular. Currently, transport options are provided to customers

via two different location systems: station-based (whereby facilities are borrowed from and returned to fixed

stations/locations) and ‘free-floating’ or ‘dockless’ (station-independent). Furthermore, shared mobility

services can be differentiated according to whether they facilitate the sharing of modes of transport (e.g. car

sharing, bike sharing) or rides (e.g. ride sharing). Though most shared mobility services were initially

focused on cars (e.g. car sharing, ride sharing, ride hailing), recent years have shown a differentiation in

terms of transport mode, with (e-)bike sharing and (e-)scooter sharing finding their way into the US

(predominantly the Californian) mobility market since 2017-2018. 22 As such, it is possible to distinguish

between various types of shared mobility within this market. For clarity, it is meaningful to divide them

roughly according to the usual distance of trips over which these services are used, i.e. 1) short distances, 2)

short to medium distances and 3) medium to long distances (Tab. 1).

Table 1: Overview of the different types of shared mobility in the mobility market

Short distances

(0 to 5 miles)

Short to medium distances

(5 to 15 miles)

Medium to long distances

(over 15 miles)

(E-)scooter sharing

(free-floating) Ride hailing Car sharing

(station-based)

(E-)bike sharing (station-based) Ride sharing

Car Sharing

(free-floating)

(E-)bike sharing

(free-floating) Microtransit

Car Sharing

(peer-to-peer)

17 see bmvit 2016: 15 18 see Kollosche & Schwedes 2016: 26 19 see Soteropoulos et al. 2019: 192 20 see Uber 2019 21 see Jittrapirom et al. 2017: 14 22 see Clewlow 2018

9


1) Short distances (micromobility)

Short trips are currently catered for by (e-)scooter sharing and (e-)bike sharing

options. While the former mostly consists of free-floating or dockless models,

(e-)bike sharing is offered in both a free-floating and station-based form. 23

Recent years have seen considerable change in the segment. The number of

trips taken using these services has more than quadrupled in the USA over the

last five years, with a particular boom since the start of (e-)scooter sharing in

2018.

Figure 3: Number of trips taken using micromobility solutions in the USA from

2010 to 201824

A glance at the sales growth of the providers in this area shows a significant rise in transactions in the e-

scooter segment (Lime and Bird), especially in the last two years. A similar change can also be seen in regard

to bicycle sharing (Jump Bikes and Motivate).

23 see NACTO 2018: 2 24 see NACTO 2018: 4

“It’s not only in the USA,

but all over the world

that companies are

getting their e-scooters

out on the streets.

Currently, where

resources allow, their

aim is to accomplish this

as quickly as possible.

But the business case

must also be there,

which is why, for now,

they’re focusing mainly

on larger cities.” Project Manager, Lime

Sharing bicycles and

scooters can now be

found lining the

streets in many parts

of San Francisco.

10


Figure 4: Sales growth of individual micromobility companies, sales index compiled by Bird as at October 201725

Micromobility providers can now be found in many cities in the USA. Currently, activity is most concentrated

in California, where providers are represented in a total of twelve cities and the trend for the number of

cities is increasing. In larger cities like San Francisco and San Jose, both station-based (e-)bike sharing and

(e-) scooter sharing is available. Three cities only offer (e-)scooter sharing (Figure 5).

Figure 5: Micromobility in the USA26

Figure 6 shows how many (e-)bike and/or (e-)scooters are available in individual

cities in California. From this, it is clear that (e-)bike sharing dominates in the Bay

Area (San Francisco and San Jose), while in Los Angeles or San Diego, there are significantly more (e-)scooters

than bikes available.27

25 see FutureEngine 2018 26 see NACTO 2018: 3 27 This difference is described in more detail in Chapter 4.

“There are already a

number of attempts to

integrate e-scooters

with other types of

transport in an

intermodal fashion (e.g.

in transport apps). Some

cities have already seen

the “loose integration”

of Lime e-scooters in

Google Maps.”

Project Manager, Lime

11


Figure 6: Number of bicycles and scooters offered by providers in individual cities in California28

2) Short to medium distances

In the USA and particularly in California, ride hailing is increasingly popular as a solution for short to

medium-distance trips. In a ride hailing system, customers are picked up by other drivers. The travel

operator is a commercial platform provider like Uber or Lyft. In contrast to ride sharing (public carpooling),

the sole purpose of the driver’s trip is to pick up a third person. The connection between driver and

passenger is brokered by the platform.29

While the concept of ride sharing was nothing new, ride hailing

services first arrived in the USA in 2011 in the form of Uber. Such

services are now used increasingly frequently and play an

important role in everyday mobility, particularly in California

cities. In a US-wide survey in 2015, just 15% of those questioned

reported using ride hailing services; by 2018, this had risen to

35%, more than double the proportion from three years before

(Figure 7).30 Over recent years, it has also been observed that

although ride hailing is used by an increasing number of people in

the USA, they do so on an increasingly infrequent basis.31

The ride hailing market is characterized

primarily by the presence of Uber and

increasingly that of Lyft. While Lyft

operates in more than 300 cities in the

USA and two in Canada, Uber is currently

offered in more than 600 cities and 65

countries worldwide. 32 Other providers

on the US market include Juno, Gett and

Via. 33 Didl and Grab operate within the

sector, but are more strongly

represented in the Asian market.

28 vgl. NACTO 2018: 6 29 vgl. Sommer 2016: 29 30 vgl. Jiang 2019 31 vgl. Deloitte 2019: 4 f 32 vgl. Iqbal: 2019 33 vgl. Molla 2018

“In US cities, ride hailing

services offer strong

competition not only for

private vehicles, but for

public transport too. As

such, from a city and

traffic planning

perspective, the

potential benefits of ride

hailing are seen

primarily to exist during

off-peak hours.” Researcher, University

of Berkeley

Figure 7: Survey results from 2015 und 2018

regarding the use of ride hailing services in

the USA

12


A glance at monthly sales in the USA since 2016 (Figure 8) shows a significant increase in the US market. It

is further clear that the market is dominated primarily by Uber (69 %), but that

Lyft has gained significant market share in the past two years in particular.34

Figure 8: Change in monthly ride-hailing sales between 2016 and March 201913

*indexed to rideshare Jan 2016 sales (=100)

3) Medium to long distances

For discussions of shared mobility for medium to long distances in the USA

(primarily California), car sharing is of particular note. Car sharing services have

existed in the USA since around the year 2000. While most car sharing systems

were initially station-based, increasing digitalization and the prevalence of

smartphones mean that free-floating car sharing models are now on the rise.35

The car sharing segment is also exhibiting growth; however, this has been

somewhat slower in recent years, a development attributable to competition

from other, partially overlapping shared mobility offerings.36 In absolute terms,

the number of members registered with car sharing providers increased

significantly between 2006 and 2016, as did the number of car sharing vehicles.

However, these numbers levelled off over the last two years of this period

(Figure 9).

34 vgl. Gessner 2019 35 see Populus 2018: 8 36 see Roberts 2017

Sowohl der Ride-

Hailing-Anbieter Lyft als

auch Uber haben im

Jahr 2019 den Sprung an

die Börse geschafft.

Car sharing facilities,

like this GIG Car Share

vehicle, can be found in

numerous streets

across San Francisco.

13


Figure 9: Change in the number of members and vehicles registered with car sharing providers in the USA from 2006 to

201637

4) Comparison

In retrospect, it is clear that the adoption rate of shared mobility services in the USA has been significantly

faster for newer offerings such as ride hailing or (e-)scooter sharing than it was for previous offerings such

as car sharing or (e-)bike sharing. While, for example, the adoption rate for (e-)scooters was as high as 3.6%

during the first year, car sharing saw an initial adoption rate of only around 0.9% (Figure 10). This is partly

due to the rising prevalence of smartphones in the USA over recent years, which has enabled these new

offerings to be accessed by more people. It is further attributable to the increased availability of private

capital for startups in the mobility sector, which has enabled companies to make larger numbers of vehicles

available in a shorter time.38

Figure 10: Adoption rate of various shared mobility offerings following their first year of availability in the USA 39

37 see Shaheen et al. 2018: 3 38 see Populus 2018: 8 f 39 see Clewlow 2018

0.9%

1.6%

4.3%

3.6%

0.0%

0.5%

1.0%

1.5%

2.0%

2.5%

3.0%

3.5%

4.0%

4.5%

5.0%

Car sharing(available since 2000)

Bike sharing(available since 2010)

Ride hailing(available since 2011)

E-scooter sharing(available since 2018)

14


2.2 Automation / Automated Driving

Automated driving refers to the (complete) takeover of a vehicle’s longitudinal

(maintenance of speed, acceleration and braking) and lateral (steering) controls by

an automated system. 40 The J3016 standard from the Society of Automotive

Engineers (SAE) defines six levels of driving automation (Table 2). Table 2: Levels of automation41

40 see VDA 2015 41 see SAE International 2018: 19

Level Name Narrative Definition Execution of Steering and

Acceleration/Deceleration

Monitoring of

Driving

Environment-

Fallback

Performance of

Dynamic Driving

Task

System

Capability

(Driving

Modes)

Human driver performs the dynamic driving task

0 No Driving

Automation

The full-time performance by the

human driver of all aspects of the

dynamic driving task, even when

enhanced by warning or intervention

systems.

Human driver Human driver None n/a

1 Driver Assistance

The driving mode-specific execution

by a driver assistance system of either

steering or acceleration/deceleration

using information about the driving

environment and with the expectation

that the human driver performs all

remaining aspects of the dynamic

driving task.

Human driver and system Human driver Human driver Some driving

modes

2

Partial Driving

Automation

The driving mode-specific execution

by one or more driver assistance

systems of both steering and

acceleration/deceleration using

information about the driving

environment and with the expectation

that the human driver performs all

remaining aspects of the dynamic

driving task..

System Human driver Human driver Some driving

modes

System performs the dynamic driving task

3

Conditional

Driving

Automation

The driving mode-specific

performance by an automated driving

system of all aspects of the dynamic

driving task with the expectation that

the human driver will respond

appropriately to a request to

intervene.

System System

Human driver is

prepared to act as

fallback (system

reverts to human

driver on the

fallback level)

Some driving

modes

4 High Driving

Automation




driving task, even if a human driver

does not respond appropriately to a

request to intervene.

System System System Some driving

modes

5 Full Driving

Automation




driving task under all roadway and

environmental conditions that can be

managed by a human driver.

System System Human driver All driving

modes

Automated test vehicles,

like this one from GM

Cruise, are tested on

some of San Francisco’s

streets.

15


Partial driving automation functions (Level 2) such as congestion assistants are

increasingly being integrated into production vehicles. The Tesla ‘Autopilot’

function, which is built into the many Tesla cars sold in California and across the

rest of the USA, is also designed to conform to this level. This means that the

driver is required to continuously monitor the system and be ready to resume

control of the vehicle at any time if so required.

In addition, California is one of the US federal states in which higher levels of

automated driving are permitted to be tested on public roads. However, it is

mandatory for a safety driver to be present in the vehicle and to monitor the

system. There are now 63 companies with a license to test automated vehicles in

California (as at August 2019), with this number having increased significantly in

recent years (Figure 11).

Figure 11: Change in the number of companies with a license to test automated vehicles on public roads in California from 2015 to 201942

While companies initially displayed great euphoria in regard to the possibilities

of automated driving, it is becoming ever clearer that the automation of vehicles

represents a major challenge – one requiring a significant amount of effort,

resources and time. An increasing number of test kilometers have been driven

both on public roads and in simulators over recent years, and a fresh spate of

new startups have been founded around automated driving. Nevertheless, the

development of fully automated ‘Level 5’ vehicles is still some way in the future.

Waymo is currently the only company in California with a license to test vehicles

without drivers. Its tests, including for the company’s automated ride hailing

service (Waymo One), take place amongst others in Chandler, Arizona. Despite

the license, the tests continue to be accompanied by a safety driver and to take

place over a very limited area already frequently used for testing purposes. 43

Currently, only the companies Zoox, AutoX, Pony.ai and Waymo hold permits to

operate automated ride hailing services (“Derived AV Passenger Services”) in

California; 44 however, Daimler and Bosch are also seeking to offer this type of

service in a small, restricted area between the city center and West San Jose by

the end of 2019. 45 At the end of May 2018, the California Public Utilities

Commission (CPUC) adopted the pilot program “Driverless AV Passenger

Service”, which will enable automated ride hailing to be operated without a safety driver in future; however, a

connection must always be maintained between the passengers and the “remote operators”. Such systems,

which are allowed to operate only in particular areas and under particular conditions, correspond to

automated driving level 4.

42 see California Department of Motor Vehicles 2019a 43 see Marshall 2018 44 see California Public Utilities Commission 2019 45 see Daimler 2019b

„There are still lots of

challenges on the

fundamental research,

on the fundamental

engineering and on the

product side” … “the

challenge of actually

building a real product

and deploying it so that

people can use it has

turned to be more

difficult than I expected.”

Dmitri Dolgov,

CTO Waymo

7 1120

48

63

0

20

40

60

80

2015 2016 2017 2018 2019

“Services with

automated vehicles will

be available in the

United States in the near

future, particularly in

areas where the vehicles

are able to operate

safely. However, the

initial profit that can be

made with these

services will be

mediocre.”

Project Manager,

Perceptive Automata

“In recent times,

companies have

somewhat lowered their

expectations regarding

the speed of

technological

advancement.” Professor working on

mobility research at the

University of California,

Berkeley

16


Due to the complexity involved, it seems unlikely, in the foreseeable

future, that there will be an app with which riders can be picked up

from their desired location (e.g. Palo Alto) and driven automatically to a

specified destination; even Waymo does not seem likely to accomplish

this.46 What is conceivable is that the areas in which the above-

described services are offered will be expanded. The great

automation challenge also requires companies, particularly traditional

automotive manufacturers and technology companies, to come

together with greater conviction and recognize that in questions of

mobility, they are dependent on one another.47

2.3 Electrification / Electromobility

Against a background of resource scarcity and climate change, alternative drive concepts, particularly

electric vehicles are gaining traction in comparison to fossil fuels. In the short to medium term, the electric

drive appears to be the most sustainable way of minimizing vehicle air and sound emissions, and is also the

most feasible from a product technology perspective. 48 The tendency towards electrification is most evident

in the car sector, but can also be seen in bicycles (e-bikes) and scooters (e-scooters).

Discussions of electric vehicles differentiate between the following two types:49

Battery electric vehicles, BEVs: In these types of vehicles, an electric

motor generates drive energy entirely from a charged battery.

Plug-in hybrid electric vehicles, PHEVs: A combination of conventional

internal combustion engine and electric motor, whereby the electric

motor has a rechargeable battery.

In the USA, the trend towards vehicle electrification is most prominent in

California. This is due, among other things, to the state’s policy goals and to its

existing initiatives for subsidizing the purchase of e-vehicles.50 A glance at the

change in sales figures for electrically powered vehicles (BEVs, PHEVs) in the

USA over the last decade shows a considerable rise in the number of vehicles

sold (Figure 12), with the increase being particular significant in California. 2017

saw 96,000 electrically powered vehicles sold in California alone – half of all

electrically powered vehicles sold in the USA, despite the fact that California

only has 12 % of the country’s population. The number of electric vehicles in

California doubled between 2013 and 2017. A total of 366,000 electric vehicles

have been sold in California since 2010, which means the state accounts for 49%

of all electric vehicles sold in the USA (749,000 total) during that period.

46 see Beiker 2019a 47 see ibid. 48 see Bormann et al. 2018: 13 49 see Kollosche & Schwedes 2016: 19 f 50 see Lutsey 2018: 13

“For smaller vehicles, in

particular, the electric

drive system appears to

be the current most

sustainable solution. For

larger or heavier vehicles

like buses or trucks, the

hydrogen drive system

has certain advantages.”

Professor working on

drive technologies,

Stanford University

In February 2018,

Governor of California

Edmund G. Brown

passed an implementing

regulation stating that a

total of five million

electric vehicles should

be on the roads of

California by the year

2030.

“In particular, the Uber accident in

Arizona in 2018 prompted renewed

caution among companies

conducting automated vehicle tests

in California. They are wary of

another accident that with

consequences for the evolution of

automated vehicles, especially their

acceptance by the general

population.”

Expert and keynote speaker on the

subject of automated driving

17


Figure 12: Sales figures of electrically powered vehicles in California, the other nine ZEV states and the rest of the

federal states from 2010 to 201751

California also leads the other US states in regard to the share of electric vehicles in all newly registered

vehicles, with a share of 7.8% in 2018 compared to 1.96% for the USA as a whole. Moreover, this share has

increased most significantly in recent years (Figure 13).52 For comparison, the share was 2.54 %53 in Austria

in 2018 and 2.2% worldwide.54

Figure 13: Change in the share of electrically powered vehicles (BEVs, PHEVs) in all newly registered vehicles in

California55

Within California, the share of electrically powered vehicles in all vehicles sold is particularly significant in

the Bay Area/Silicon Valley (Figure 14).

51 see ibid. 52 see Szczesny 2018 53 see bmvit 2019: 2 54 see Irle 2019 55 see EVAadoption 2019

0.025 0.032 0.031 0.036 0.0520.0784

0%

10%

20%

30%

40%

50%

2013 2014 2015 2016 2017 2018

The “Zero Emission

Vehicle (ZEV)

Regulation” stipulates a

rise in the share of

electric vehicles sold per

year in California and

nine other federal

states.

18


Figure 14: Share of electrically powered vehicles (BEVs, PHEVs) in all newly sold vehicles in 201756

2.4 Connectivity

Connectivity is increasingly important in many fields, but nowhere more so than

in vehicle automation.57, 58 Particularly in the context of shared mobility services,

connectivity is an essential requirement for providing users with access to

individual vehicles via app or web portal.59 In the future, it will be this capacity

for digital connectivity that characterizes the mobility economy. As such, a

growing share of revenue in the mobility sector may come to be generated by

digital connectivity as the basis of new services and operational concepts (e.g.

automated driving). In contrast, traditional vehicle production will become ever

less profitable.60

Vehicle connectivity concepts can be differentiated according to whom or what

the vehicle is connected with. ‘Vehicle to Everything’, or V2X, describes a state in

which a vehicle has comprehensive capacity to communicate: with other vehicles

(V2V), with infrastructure (V2I/I2V), with mobile devices belong to pedestrians

(V2P) or networks (V2N) and with remote data centers.61

Alongside Europe and China, the USA represents the current biggest market for

vehicle connectivity. 62 As of 2018, there were already 39.1 million connected cars

on the streets, a penetration rate of almost one in three (31.1%) of all cars. This

number will increase in the future. It is estimated that the number of connected cars will rise to 95.7 million

56 see Lutsey 2018: 4 57 see Rammler 2016: 14 58 see Bönninger et al. 2018: 97 59 see Johannig & Mildner 2015: 4 60 see Rammler 2019: 135 61 see Shladover 2018: 191. 62 see Statista 2017: 16

“Connectivity is essential

for automated driving,

since many of the

advantages of

automated vehicles (e.g.

in regard to traffic flow)

can only be realized

once they are connected.

This may not present an

issue when the number

of automated vehicles is

low, but will become one

as this number

increases.”

Professor working on

mobility research, UC

Berkeley

19


by 2023, corresponding to a penetration rate of 73.6%.63

Figure 15: Number of connected cars and penetration rate in the USA 2017 - 2023 (estimated)64

A variety of wireless technologies can be used for data transmission.65 The most commonly used in this

context are ITS-5G (WLAN IEEE 802.11p), cellular mobile radio (LTE Vehicular/LTE Advanced and 5G in the

future) and digital broadcasting technologies such as DAB (Digital Audio Broadcasting), DAB+, DMB (Digital

Multimedia Broadcasting) and DAB-IP. Currently, it remains unclear which communication technology will

prevail in the future in relation to automated driving: while the European Commission is pursuing the

concept of a complementary communication mix including the use of hybrid communication technologies,

the USA’s National Highway Traffic Safety Administration has expressed preference for the ITS-G5 standard

for (short-range) communication in a draft law.66

Xapix: The data orchestration platform

Xapix, a manufacturer of data orchestration software, was founded in Berlin in 2016 and now has its

headquarters in San Francisco. Xapix is a simple drag-and-drop interface that abstracts the direct

interaction between systems. As a flexible platform, it can be used both internally and for joint endeavors

with external organizations. Organizations can use Xapix to compile and present data from multiple end

points in one internal model, with all departments being granted access via a single channel.67

63 see Statista 2019 64 see ibid. 65 see ibid. 66 see Sänn et al. 2017: 62 67 https://coverager.com/xapix-raises-2m/

29.3 39.1 49.7 60.8 72.1 83.8 95.70.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

70.0%

80.0%

90.0%

100.0%

0

20

40

60

80

100

120

2017 2018 2019 2020 2021 2022 2023

Pen

etra

tio

n r

ate

in p

erce

nt

Co

nn

ecte

d c

ars

in m

illio

ns

Number of connected cars Penetration rate

20


Xapix is an orchestration platform for digital mobility services, built for vehicle manufacturers, suppliers and

service providers. Designed to enable mobility companies to scale their operations more quickly and

securely, Xapix already counts companies like Daimler, Fleetboard, BMW and Goodyear among its

customers.68 The Austrian investor Andreas Schwarzenbrunner, of Speedinvest, was among the first to

recognize the necessity of such software and to invest in the company, citing the opinion that the

organization and orchestration of data from different databases and from old and new systems is not only

an enormous challenge for companies, but requires considerable money and time. According to

Schwarzenbrunner, this problem has been exacerbated by the growth of the API market (popularity of web

APIs, number of public and private APIs, the need for secure API lifecycle management, etc.) and the

proliferation of mobility data due to autonomous vehicles and new routes, meaning that new mobility

providers and service models are partly the cause. The Xapix platform facilitates the tracking of the use and

performance of APIs. Access can be granted to internal and external users and managed on an individual

basis.69

2.5 Excursus: From Horizontal to Vertical Mobility

In addition to the above-described mobility trends, the majority of which

operate on solid ground, trends are also emerging in the field of air mobility:

a segment set to bring significant future change to the mobility sector as a

whole. Air Mobility has undergone significant development over the last

decade. New, next-generation technologies are making it possible to make

meaningful use of airspace, particularly over large cities. The focus in this

regard is on rotorcraft: that is, flexible small aircraft that can be used to

transport people over short distances using vertical takeoff and landing

(VTOL, vertical mobility) in the manner of air taxis or similar. The age of

personal air mobility is drawing every closer.70

While much of the work in this area is being performed by Silicon Valley startups (e.g. Kitty Hawk),

companies like Uber (Uber Elevate), traditional aircraft manufacturers (e.g. Airbus, Boeing and Embraer)

and, increasingly, traditional car manufacturers are working on VTOL vehicles:71 Daimler, for example, is

involved in the startup Volocopter. Currently, these VTOL vehicle consist primarily of manned drones that

can be launched vertically using an electric drive (eVTOL); however, the trend is towards a situation wherein

the passenger as pilot does not need to do much more than select the destination. Here, too, intensive work

is being carried out on automated navigation.72

68 https://www.crunchbase.com/organization/xapix-io#section-overview 69 https://medium.com/speedinvest/why-we-invested-in-xapix-ee044365b82c 70 see Köllner 2018 71 see Horváth & Partners 2019 72 see Köllner 2018

Aircrafts like this one

could soon be deployed

as additional means of

transport in the cities of

tomorrow.

21


The advantage of such VTOL vehicles lie primarily in their accelerated speed

of locomotion, particularly in cities plagued by congestion.73 Passengers can

remain on board for the whole trip and are not required to change.74 Because

of this, the market for such flying taxis is seen to exist predominantly in

larger cities and metropolitan areas with significant congestion issues. This

currently pertains primarily to Singapore, China and Dubai, but also to the

USA and Australia, where policymakers are more open to the trialing of new

technologies than they are in Europe.75 Uber Elevate, for example, was able to

acquire the US cities of Los Angeles and Dallas and the Australian city of Melbourne (in summer 2019) as

partner cities for the test flights of its own flying taxis.76

Startups in this segment, including some from California, had scored several million dollars’ worth of

investment by the end of 2018. Most notably, these companies include the Santa Cruz-based Joby Aviation

and the company Moller International from Dixon, California. Other names include Lilum and Volocopter,

both from Germany.

Figure 16: Investments generated in startups in the flying taxi segment to the end of 201877

All this considered, the technological development of flying taxis can be said to be progressing. Although

airspace is subject to stringent safety requirements, air traffic is much more easily controllable than road

traffic due to the absence of public or personal transport in the former.78

Kitty Hawk: Electric flying taxis

Headquartered in Mountain View, California, Kitty Hawk Corp. builds electric transport solutions designed to

free people from traffic and reduce CO2 emissions. The company’s portfolio includes ‘Cora’, a two-person

flying taxi, ‘Flyer’, a personal aircraft, and ‘Heaviside’. Backed by Google co-founder Larry Page, the

startup’s mission is to make the dream of “flying oneself” a reality; it pursues this by devising, designing and

building autonomous aircraft.79 Austrian Robert Preissl has been at Kitty Hawk for three years and is

responsible for the development of so-called ‘sensor fusion’: the combination of multiple sensors for the

purpose of determining key variables (e.g. the position and speed of the aircraft) as precisely and stably as

possible at any given time. This is designed to intercept errors or failures of individual sensor components.

73 see Köllner 2018 74 see Gärtner 2018: 24 75 see Köllner 2018 76 see Uber Elevate 2019 77 see Mobility Foresights 2019 78 see. Horváth & Partners 2019 79 https://www.crunchbase.com/organization/kitty-hawk#section-overview

“Flying taxis will be

transporting passengers

along the first defined

routes in major cities as

early as 2025.”

Expert view from

Horváth & Partners

22


Heaviside

Kitty Hawk introduced its third vehicle, Heaviside (or

‘HVSD’), at the renowned TechCrunch conference in

San Francisco in October 2019. Heaviside is an

autonomously flying, fully electric one-person aircraft

that is around 100 times quieter than a helicopter and

only a third the weight of a car.80 The aircraft’s eight

propellers and their corresponding electric motors, six

on the main wing and two on the forewings, tilt down for VTOL purposes and forward for vertical flight.

According to TechCrunch’s Kirsten Korosec, the aircraft can achieve a cruising speed of more than 200 miles

per hour – and thus can transport passengers on the 55-mile journey from San Jose to San Francisco in just

15 minutes.81

The company hopes that Heaviside will be used for both personal aviation and air taxi services. It was

secretly developed and tested over a two-year period both with and without a pilot; however, the user

interface is designed for users without a pilot license.82

Kitty Hawk faces top-class competition in the nascent flying taxi space – particularly from Uber, which is

planning to commence test flights of its own Uber Air service in 2020. Uber previously announced its plans to

cooperate with five aerospace companies on purpose-built aircraft for the service, the commercial launch of

which is planned for 2023. German startup Lilium also undertook a test flight with its own five-seater aircraft

earlier this year.83

Amidst all this, the regulation of airspace remains a major challenge in which close cooperation with

authorities is required to redefine and redesign airspace management principles.

Cora

Kitty Hawk’s autonomous two-passenger aircraft, Cora, has an

airworthiness certificate for testing purposes and has already undergone

three years of tests in New Zealand, with Boeing recently acquired as a

strategic partner for the project.84

Flyer

Flyer is the fully electric VTOL vehicle from Kitty Hawk, powered by 10

independent lift fans. It is a single-seater aircraft that flies between 1-3

meters above the water surface and has already been used for over

25,000 flights.

2.6 Excursus: Quantum Computing in the Transport

Sector

Austrian Florian Neukart heads the Advanced Technologies and IT Innovations division of the VW group and

is based in San Francisco. Among other things, he and his team deal with questions related to quantum

computing, artificial intelligence, optimization, augmented & virtual reality and materials science. The

80 https://www.theverge.com/2019/10/3/20897336/kitty-hawk-electric-aircraft-heaviside-mile-range-flight-time-google-larry-page 81 https://www.aviationtoday.com/2019/10/04/kitty-hawk-reveals-ultra-quiet-heaviside-evtol-design/ 82 https://www.aviationtoday.com/2019/10/04/kitty-hawk-reveals-ultra-quiet-heaviside-evtol-design/ 83 https://www.theverge.com/2019/10/3/20897336/kitty-hawk-electric-aircraft-heaviside-mile-range-flight-time-google-larry-page 84https://transportup.com/headlines-breaking-news/vehicles-manufactures/kitty-hawks-new-project-heaviside-prioritizes-noise-

reduction/

https://www.aviationtoday.com/2019/10/04/kitty-hawk-reveals-ultra-quiet-heaviside-evtol-design/

https://www.theverge.com/2019/10/3/20897336/kitty-hawk-electric-aircraft-heaviside-mile-range-flight-time-google-larry-page

23


paragraphs below provide a snapshot of his group’s activities.

What is a quantum computer? The memory of a conventional computer is composed of bits, the smallest unit of information in computer

science. Each bit can be either zero or one. In terms of their hardware architecture, quantum computers

follow the teachings of quantum mechanics. The laws of quantum physics mean that a quantum bit (‘qubit’)

can be in the state zero, one, or in any combination of the two states at the same time. As such, computing

power is increased exponentially, since a quantum computer can carry out every computing step with all

states simultaneously. A quantum computer is a very sensitive system and can be disrupted by even the

slightest external influence.

What kinds of quantum computing systems are used? There are two models of quantum computers, each of which is suitable for different tasks. The first of these,

the annealing model, is designed to solve optimization problems. In simple terms, it addresses the question

of how a resource such as time, money or energy can be used optimally in a particular scenario. In March

2017, Volkswagen’s IT department announced its first successful quantum research project: traffic

optimization for 10,000 taxis in the Chinese capital of Beijing. VW used the annealing system made by

Canadian company D-Wave Systems to carry this out.

By contrast, a universal gate quantum computer is suitable for a range of experimental tasks. Currently,

specialists from Volkswagen’s IT department are carrying out application-oriented research on a Google

quantum computer and testing its potential in various areas. Their areas of research include85:

• Advancement of traffic optimization: Building on a previous research project, researchers are integrating

a number of additional variables for optimizing reductions in travel time. Such variables include urban traffic

control systems, the number of electric charging points and free parking spaces.

• Simulation and optimization of materials: Researchers are simulating and optimizing the structure of

various materials. In this regard, the company’s aim is to acquire new insights for vehicle manufacturing and

battery research, in particular for the development of higher-performing e-vehicle batteries.

• Machine learning: Machine learning is a key technology for the development of advanced AI systems. Here,

the researchers’ aim is to trial new processes for machine learning.

QUANTUM COMPUTERS AT VOLKSWAGEN While Volkswagen has already hit a number of important milestones in its quantum computer research, the

company sees more to be done in the areas of perfecting traffic flow optimization, continuing the

development of new materials and more.

To date, in the course of this research, the company has registered three patents. It has also entered into

multiple academic R&D partnerships and into commercial partnerships with Google and D-Wave.

Volkswagen has also invested several years of research into the following:

Traffic flow optimization

Quantum computing makes it possible to perform calculations on an almost instantaneous basis – a decisive

factor for the optimization of traffic flow and, in turn, for the reduction of congestion and emissions. A further

important consideration for the future and for an “electrified America” is the optimization of routes with

regard to charging point location. For the insurance sector, too, traffic optimization is an important step due

to its potential to aid in accident reduction. In the future, quantum computers will make it possible to flag

“danger zones” in advance or even to eliminate them completely. VW is stepping up its cooperation efforts

with cities in this regard.

85 https://www.volkswagenag.com/presence/news/2017/11/Google_Kooperation_Pressemappe_DE.pdf

24


Taxi fleet optimization

Quantum computing can be used to forecast mobility demands at various intervals, whereby this demand is

coded as follows: • Red: High demand

• Green: Demand is increasing • Blue: Low demand

The goal of this forecasting is both to minimize waiting time for customers and to determine in advance the

number of taxis needed per time interval. The demand forecast enables the need for taxis at a particular

location to be calculated well ahead of time, minimizing travel costs and emissions.

Reinforcement learning

Reinforcement learning involves rewarding good results to reinforce the learning process. One example of

reinforcement learning is simulating millions of parking maneuvers in the most realistic conditions possible

and rewarding those that are carried out correctly. The aim is for agents, such as self-driving vehicles, to

behave in the way that is most conducive to achieving their goal (parking, maneuverings through traffic, etc.)

in a given situation. This is something they learn through trial and error. Since the world is dynamic, the

agent may sometimes be required to consider observations and data it was not previously familiar with, and

to adapt its strategy accordingly. Given that such situations are often subject to time constraints, quantum

computing has the potential, through reinforced learning, to help agents to analyze situations more quickly

and learn more efficiently. The next step is the application of reinforced learning to real-life scenarios, which

are vastly more complex.

Clustering

The motivation for this type of quantum research is that clustering is useful in a variety of applications –

particularly in helping us to detect and understand the behavior of networks. How do things move through a

network? Why does malicious software propagate more quickly through a dense community than a sparse

one? How can clusters cast light on fraudulent activities and detect them early? What insights can be gained

from complex communication metadata regarding organizational structures? These are just a few of the

questions that quantum research can answer. In carrying out this research, Volkswagen’s ultimate goal is to

develop a quantum-enhanced cluster algorithm that is faster and more precise than a conventional

clustering algorithm, then to apply this algorithm to complex real-life scenarios (e.g. in the field of

cybersecurity).

25


3. Actors in the Silicon Valley Mobility Ecosystem

The Silicon Valley mobility ecosystem is characterized by a variety of actors. These can be roughly grouped

into the following three categories86:

1. Business and industrial, particularly companies 2. Academic, particularly universities and other research institutions

3. Governmental, particularly cities, municipal companies and actors from the federal state

At the same time, the environment of complexity created by the new mobility trends is increasingly driving

the establishment of partnerships: between individual companies and between actors from all three areas

of the ecosystem.

Figure 17: The Silicon Valley mobility ecosystem87,88

3.1 Business / Enterprises

Several business actors are present in the Silicon Valley mobility ecosystem: not only traditional and new

automotive manufacturers and suppliers, but also tech companies. Tech companies have broken into the

market in recent years and aggressively challenged traditional players with their digital expertise, visionary

approach and strong capital backing.89 In addition, the ecosystem is increasingly populated by startups, who

benefit from Silicon Valley’s uniquely active venture capital community. These investors play an important

role, as do the various incubators and accelerators.

86 see Flügge 2016: 37 87 see Etzkowitz 2003: 293 88 see Amblard, 2017 89 see Rammler 2019: 137

Silicon Valley

mobilityecosystem

Academia

Govern-ment

Business

● Universities

● Other research institutions

● Automotive manufacturers and suppliers

● Technology companies

● Startups

● Incubators and accelerators

● Investors

● Cities

● Municipal companies

● Federal state

26


Figure 18: Overview of the different types of companies in Silicon Valley

Automotive manufacturers and suppliers A number of traditional automotive manufacturers and suppliers have subsidiaries in the San Francisco Bay

Area, including BMW, Ford, Daimler, Renault-Nissan and Bosch. These subsidiaries often include

innovation labs, research and development center or in-house scouting operations. Generally, it is the

larger, more traditional automotive manufacturers from Europe, the USA, Japan and China that have thus

far established a presence in the Bay Area; however, they are increasingly being joined by new automotive

manufacturers like Tesla, Nio, SF Motors and Faraday & Future. As described earlier, automotive

manufacturers and suppliers no longer participate in the market solely as manufacturers and sellers:

rather, they increasingly find themselves operating as mobility service providers and, among other things,

providing shared mobility services or pursuing explicit involvement with startups in this field (Chapter 3.5).

One example of this would be the San Jose-based car sharing company ReachNow, a cooperation between

BMW and Daimler.

Business/ Enterprises

Automotive manufacturers and suppliers

Technology companies

StartupsIncubators & accelerators

Investors

27



Alongside traditional automotive manufacturers, major technology companies are also making inroads in the

mobility sector. Of these, the most notable are Google and Apple, though Chinese companies like Baidu and

Tencent have also established a Silicon Valley presence. Uber and Lyft, now both publicly listed companies,

originated in the Bay Area and still have their headquarters there. While Google and Apple are primarily

active in the automated driving sector, Uber and Lyft have focused on establishing a new culture of

automobile use based on novel business models and forms of digital connectivity.90

Startups

Thanks to its prominent culture of venture capital, Silicon Valley has been the birthplace of a large number

of startups around the new mobility trends. New startups emerge on an almost daily basis. Silicon Valley

offers a virtually unparalleled culture of risk-taking in which speed is deemed a key factor for success. A

further advantage is that employees in the startup scene can switch between startups relatively easily, since

non-compete clauses are prohibited from inclusion in employment agreements.

Figure 19 shows a snapshot of the various automotive manufacturers & suppliers, technology companies

and startups operating in the mobility sector in Silicon Valley.

90 see ibid.

28


Figure 19: Overview of automotive manufacturers & suppliers, technology companies and startups in the mobility sector in Silicon Valley91

91 see Van der Ahe 2019

29


Incubators and accelerators

Incubators and accelerators provide a diverse variety of resources to drive the development of startups.

Their services include support for pitches, mentoring by experienced founders and executives, introduction

to potential investors or financing from their own funds. Typically, they scout a large number of potential

candidates to find the startups they consider most promising and then support these in their further

development. Examples of Silicon Valley-based incubators and accelerators are Y Combinator, Plug and

Play, Rocket Space and 500 Startups Accelerator; Plug and Play, for example, oversees an accelerator

program spanning multiple sectors (retail, fintech, energy, etc.) and recruits partner companies with an

interest in cooperating with or investing in startups. A special program for the mobility sector is run by

Austrian Johannes Rott, whereby the partner companies include reputable European suppliers and OEMs.

Universities have established institutions to promote the development of spin-offs (e.g. StartX from Stanford

University or SkyDeck from UC Berkeley), while large corporations like Google and Tesla also act as

incubators for new businesses. The Google Car Project, the predecessor of Waymo, gave rise to a number of

new startups in the sector, with all founders being (ex-)employees of the Google Waymo project.

Investors

Investors function as important ‘enablers’ within the ecosystem. Since investments in the mobility sector are

currently booming, there is a continued willingness for new investments to be made. According to McKinsey,

these investments are focused primarily in Silicon Valley – where, as described before, there is also a strong

presence of venture capital funds. Automotive companies are increasingly entering into business with

existing startups in the mobility industry. In addition, the venture capital community in the USA, and Silicon

Valley in particular, is much more prevalent than in Europe. Startups benefit particularly in this regard, since

there are significantly more opportunities for startups in the USA (and particularly Silicon Valley) to win

capital for projects around the new mobility trends than for equivalent startups in Europe.92 The result is that

in recent years, a number of such startups have formed in Silicon Valley or else relocated there to take

advantage of funding opportunities. One of the risk capital companies focusing on innovative startups in the

ground transport sector is Autotech Ventures, a Menlo Park-based firm that manages more than 240 million

US dollars of VC investments from global (including European) investors. The firm has a special interest in

startups operating in the marketplace, software-as-a-service (SaaS) and deep tech sectors. In addition to US

startups, it has 3 European startups in its portfolio and is responsible for organising the Marketplace

Conference in Silicon Valley and Berlin.

Focus: Enterprises in the Shared Mobility Sector

The prominence of individual companies in the shared mobility sector varies according to the type of

offering, whereby some companies have multiple offerings in their portfolio. Lime operates both e-scooter

and bike sharing; Uber, in addition to its ride hailing and ride sharing services, offers Uber Pool and bicycle

sharing, the latter through its investment in Jump. Within the broader mobility market, the market for

shared mobility is highly diverse and characterized by a large number of providers (Table 3).

Short distances (micromobility)

Micromobility refers primarily to (e-)bike and (e-)scooter sharing services. In the San Francisco Bay Area,

these (e-)scooter sharing providers include, most notably, Lime, Bird, Spin, Skip and Scoot (bought by Bird

in June 2019), with the last of these only operating in San Francisco. Ford Go Bike is the only station-based

(e-)bicycle sharing service on offer, while free-floating (e-)bike sharing is offered by Jump, Mobike and

Lime, among other smaller providers.

Short to medium distances

Ride hailing is playing an ever more prominent role for short to medium-distance journeys in the San

Francisco Bay Area, with the market dominated primarily by Uber and Lyft. There is a similar increasing

trend towards ride sharing (i.e. the sharing of rides with other service users); here, the market is strongly

dominated by Uber Pool and Lyft Line. Via and Chariot also operate in the microtransit sector, but are more

strongly linked with public transport. 92 see Beiker 2019a

30


Medium to long distances

Services in the medium to long-distance segment are predominantly based around car sharing. The first

generation of car sharing, so-called ‘station-based car sharing’, was offered primarily by the companies

Zipcar, Getaround, Hertz and Maven; increasingly, however, car sharing services are provided on a free-

floating basis, most notably by the companies Reachnow and GIG Car Share. So-called ‘peer-to-peer car

sharing’ is offered primarily by TURO und Getaround. Table 3: Companies operating in the shared mobility sector in the Bay Area / California93, 94

Short Distances (Micromobility) Short to Medium Distances Medium to Long Distances

E-

scooters

(E-)bikes

(station-

based)

(E-)bikes

(free-

floating)

Ride

hailing

Ride

sharing

Micro-

transit

Car sharing

(station-

based)

Car

sharing

(free-

floating)

Car sharing

(peer-to-

peer)

Lime

Ford Go Bike

Jump

Uber

Scoop

Via

zipcar

Reachnow

TURO

Bird

Limebike

Lyft

Lyft line

Chariot

getaround

GIG Car

Share

getaround

Spin

Mobike

Flywheel

Uber Pool

Hertz 24/7

Skip

Scoot

Maven

Focus: Enterprises in the Automated Driving Segment

As described in Chapter 2, the number of companies testing automated vehicles in California has increased

hugely over recent years. Currently (as at August 2019), 63 companies have been awarded a license to test

automated vehicles in California by the California Department of Motor Vehicles (Table 4). In addition to

traditional automotive manufacturers and suppliers (e.g. Mercedes Benz and Continental) and the large

technology companies (Waymo/Google and Apple), these license-holding companies increasingly include

startups from the field of robotics and artificial intelligence.

Automotive manufacturers

A total of 18 automotive manufacturers hold a license for testing automated vehicles in California, including

the major German carmakers Volkswagen, Mercedes Benz and BMW and their US counterparts General

Motors Cruise, Ford and Tesla. Also included are the major Japanese carmakers Toyota, Nissan, Honda and

Subaru, the South Korean carmaker Hyundai and the Chinese manufacturers SAIC and Sangan. navya and

easymile, both French manufacturers of automated minibuses, also hold a test license.

Automotive suppliers

A number of companies from the automotive supply industry are permitted to test automated vehicles in

California, including the German companies Bosch and Continental, the French company Valeo, the US

company Delphi and the South Korean company Mando.

93 see Beiker 2018 94 see Clewlow 2017

31



Of the technology companies permitted to test automated vehicles in California, Waymo/Google and Apple

are the most prominent. They are joined by the Chinese company Baidu, which operates a Chinese search

engine of the same name, and by South Korean company Samsung. Well-known chip manufacturers NVIDIA,

Intel and Qualcomm also test automated vehicles in the state.

Startups from the robotics and artificial intelligence field

Recent years have seen an increase in the number of robotics and artificial intelligence startups testing

automated vehicles in California. Currently, a total of 24 companies in the sector hold a license to do so.

Most of them, including Zoox, Voyage and Pony.ai, are startups with headquarters in Silicon Valley or the

Bay Area.

Trucking / Delivery

Within the goods transport sector, there are a number of licensed US companies carrying out tests on

automated trucks (TuSimple) or small delivery vehicles (BoxBot and Udelv/CarOne). Some California-based

companies in this sector, such as Kodiak Robotics, do not hold a license for testing in California but are

seeking to operate in Texas.95

Ride hailing providers

Ride hailing providers currently conducting tests in California include the US companies Lyft and Uber96 and

the startup Ridecell/Auro. Chinese company Didi also holds a license for automated test drives in the state.

Other

Other companies licensed to test automated vehicles on public roads in California include the online learning

platform Udacity (from Sebastian Thrun), the US mapping and navigation company Telenav and the

Automobile Association of North California, Nevada and Utah (AAA NCNU).

95 see Korosec 2019 96 Uber does not currently hold a license for the testing of automated vehicles in California; however, it conducted numerous test drives

in 2018.

32


Table 4: Companies with a license for the testing of automated vehicles with a driver (Testing with a Driver Program)97

Automotive

Manufacturers

Technology

Companies

Automotive

Suppliers

Robotics and Artificial

Intelligence Trucking/Delivery

Ride

Hailing-

Providers Others

Volkswagen

SAIC

Waymo/Google*

Bosch

Zoox

Nullmax

TuSImle

Lyft

Udacity

Mercedes

Benz

Changan

Baidu

Delphi/Aptiv

Drive.ai

Voyage

BoxBot

Didi

Ambarella

Tesla

Motors

SF Motors

Apple

Valeo

Auto X

CYNGN

Udelv/CarOne

Ridecell/Auro

AAA NCNU

Nissan

Toyota

Samsung

Continental

Renovo

Auto

Roadstar.Ai

Uber**

Telenav

GM Cruise

EasyMile

NVDIA

Mando

PlusAi

Phantom AI

BMW

XMotors.ai

Qualcomm

Nuro

Apex.AI

Honda

Navya

Intel

Pony.AI

Gatik AI.

Ford

Subaru

JingChi

TORC

Robotics

Faraday &

Future

Nio

AImotive

Imagry

Aurora

ThorDrive

Helm.Ai

Argo.Ai

Qcraft.ai

Atlas

Robotic

*Waymo is the only company with an additional license for driverless testing in California98; **Uber currently does not hold a license for the testing

of automated vehicles in California 3

97 see California Department of Motor Vehicles 2019b 98 see California Department of Motor Vehicles 2018

33


Overview of companies’ testing activities

There is scarce availability of benchmarks regarding the current progress of individual companies. While so-

called disengagement reports, which are required to be compiled by all test-conducting companies in

California, do not provide a comprehensive benchmark of progress, they do give an overview of the scope of

test activities. Such reports detail the occasions during automated vehicle testing in which an automated

driving system disengages and the human operator (the vehicle’s safety driver) is required to take-over.99 A

glance at the disengagement report for 2018 indicates the current level of automated vehicle testing activity

undertaken by companies in California, with Waymo, GM Cruise and Apple being the current most active.

Waymo led by some distance in terms of the number of testing miles in 2018; however, GM Cruise also

reported significantly higher numbers than the next-highest companies on the list, which included Apple,

Aurora, Zoox and Uber (Figure 20).

Figure 20: Companies covering the most miles of testing with automated vehicles in 2018100

GM Cruise and Waymo also ranked highest in regard to the number of vehicles tested in California in 2018

(Figure 21).

Figure 21: Companies with highest number of test vehicles in operation in California in 2018101

In addition to companies already possessing a license for the testing of automated vehicles, company

database Crunchbase holds information on more than 100 other California-based startups around the

99 see Herger 2019 100 see Herger 2019 101 see Herger 2019

1,2

71,5

87

447,6

21

79,7

45

32,8

58

30,7

64

26,8

99

24,6

80

22,7

10

18,0

93

16,3

56

15,4

40.8

10,8

16

7,5

39

5,4

73

4,6

16.6

9

0

200,000

400,000

600,000

800,000

1,000,000

1,200,000

1,400,000

1,600,000

1,800,000

Miles

162

111

62

2913 13 13 10 7 6 6 6 5 5 5

0

20

40

60

80

100

120

140

160

180

Test

Vehic

les

34


theme of automated driving, most of them in the robotics and artificial intelligence sector. Table 5 shows an

overview of the current most important companies in the market ranked by their total investment amounts

to date.

Table 5: Other California-based companies who are working on automated driving102

Company Category Total Investment Amount in

Millions to Date

Nauto Artificial intelligence 173.9

Quanergy Systems Sensor technology 135.3

Brain Corp Robotics 125.0

DeepMap Mapping and navigation 125.0

Ouster Sensor technology 90.0

Liquid Robotics Robotics 81.6

Bossa Nova Robotics Robotics 69.6

AEye, Inc. Sensor technology 59.1

Ike Trucking/Delivery 52.0

Swift Navigation Mapping and navigation 48.8

Aeva Sensor technology 48.5

Kodiak Robotics Trucking/Delivery 40.0

Luminar Sensor technology 36.0

Scale Artificial intelligence 22.6

Starsky Robotics Trucking/Delivery 20.3

Nauto: AI-driven mobility that predicts and eliminates distracted driving

Findings from the UC Berkeley PATH Research Center have shown that self-driving cars cannot rely on the

top-down programming of driving rules alone. Instead, self-driving systems must be placed in various non-

programmed scenarios and must deploy their self-learning functions to make ‘bottom-up’ use of data from

billions of kilometers driven of real world driving. These driving data, some of which were collected by the

UC Berkeley PATH Research Center, also include data collected by Nauto in Palo Alto.

Nauto was co-founded four years ago by Austrian Stefan Heck. It is the only artificial intelligence (AI)-

supported learning platform for driver behavior that predicts and actively intervenes to reduce or eliminate

the occurrence of high-risk events in the mobility ecosystem. Because the Nauto camera has two viewing

directions, it can see what is happening both inside and outside the vehicle and thus ensure that complete

contextual information is captured for any safety event. The camera uses computer vision and proprietary

algorithms for assessing the situational risk and level of driver distraction. In this way, potentially risky

driver behavior at the wheel (eating, drinking, looking at a telephone) can be taken into account. Nauto is

unique in the sense that AI is deployed on the device itself, enabling the level of driver distraction to be

recognized in real time instead of relying on a retrospective analysis to deliver video evidence after the event.

Nauto’s real-time sensors and visual data help fleet managers to recognize the causes of accidents and

identify and reduce false liability claims. When equipped with data on important events, fleets can cut their

damage costs by up to 80% and simultaneously reduce their drivers’ risk and liability level. 95% of all

automobile accidents are due to distraction, 70% to the use of mobile telephones while driving. Customers of

Nauto’s AI-supported learning platform for driver behavior report an average reduction of 50% in the

102 see Crunchbase 2019a

35


likelihood of collision and a reduction of 35% in reported damage; the company is seeking to further reduce

these figures to 20 to 25%. A number of major automotive manufacturers – including General Motors, Toyota

and BMW – have made strategic investments in the company in order to gain access to its expansive

database, whose contents could play a key role in developing the training of autonomous driving capabilities.

To date, Nauto has amassed more than 170 million US dollars of investment and is expanding its team on a

continuous basis.

Perceptive Automata: Perception for autonomous vehicles

Perhaps the most difficult problem for automated systems to solve is the one of understanding human

behavior. In the automotive sector, machines face the difficulty of being able to correctly identify a person’s

intention – like when it comes to deciding whether to cross the road. Accordingly, there is a search for

technologies with the ability to accurately predict human behavior and thus enable the safe, large-scale

introduction of highly automated vehicles, particularly in urban spaces. Perceptive Automata (PA) uses its

understanding of human behavior to enable the large-scale deployment of automated systems in human-

dominated environments.

The company cooperates globally with OEMs, suppliers and technology companies involved in the building,

programming and/or integration of automated driving systems. PA’s technology enables automated vehicles

to understand what people are planning to do next and thus to smoothly and safely navigate around them –

whereby this prediction ability is relevant not only for pedestrians, but for cyclists and other drivers too.

Moreover, it is intended to facilitate smoother, more natural driving: a key aspect of enabling automated

vehicles to function in human-dominated road environments. Important use cases include the picking up of

passengers by robotaxi services. PA has already recruited a number of big-name investors, including First

Round, Slow, Jazz, Toyota and Hyundai. A number of customers have come with them.103

Focus: Companies in the electomobility sector (automotive)

In California, Tesla plays by far the largest role of any company working with electric-drive vehicles (BEVs,

PHEVs). A glance at the sales figures of various e-vehicle manufacturers between January and July 2019

(Figure 22) shows that Tesla was the clear market leader, with 83,875 vehicles sold. Of these, the highest-

selling model was the Tesla Model 3, selling a total of 67,650 units. The sales figures of other

manufacturers, including Chevrolet (11,947) and Toyota (8,605) trailed well behind. German manufacturers,

too, achieved relatively low sales figures in comparison to Tesla; only BMW, with 8,605 units sold, was

slightly higher up the ranks (Figure 22).

103 https://www.crunchbase.com/organization/perceptive-automata#section-overview

36


Figure 22: Number of sold (or delivered) e-vehicles (BEVs, PHEVs) in California between January and July 2019, ranked

by manufacturer (left) and top 20 vehicle models (right)104

QuantumScape & Volkswagen: Researching the batteries of the future

Headquartered in San José, California, QuantumScape was founded in 2010 as a spin-off of Stanford University

and aims to revolutionize the battery industry. It currently holds over 200 patents and patent applications for

solid-state battery technologies. It is a pioneer in the development of energy storage and achieved a valuation of more than a billion in its last financing round (D), despite not yet having achieved significant revenues.105

What are solid-state battery cells? What are their advantages?

From a consumer perspective, they key advantages of solid-state battery technology include significantly

faster charging, an approximately doubled energy density, a longer lifespan and a lower proportion of flammable parts.106

Volkswagen has worked with QuantumScape since 2012 and acquired a 5 % share in the firm in 2014. The

resulting capital injection – and the founding of a new joint venture – helped pave the way for a new level of

battery performance in long-distance electromobility. VW invested 100 million dollars in QuantumScape in

2018, making it the largest single shareholder.107 A solid-state battery has the potential to increase the range

of VW’s e-Golf by around 750 kilometers in comparison to the current 300.108 The goal is to establish a

production line for these batteries by 2025; the Volkswagen Group is seeking to offer both standard and electric

versions of each of its 300 models by 2030. Volkswagen has already carried out testing of early-stage QuantumScape solid-state battery cells at an automotive performance level in Germany.109

104 see InsideEVs 2019 105 https://www.volkswagenag.com/en/news/2018/09/QuantumScape.html 106 https://www.androidauthority.com/solid-state-battery-978899/ 107 https://www.bizjournals.com/sanjose/news/2018/06/22/quantumscape-electric-battery-funding-vw.html 108 https://www.greentechmedia.com/articles/read/wv-quantumscape-investment#gs.8l0a9v 109 https://www.volkswagenag.com/en/news/2018/09/QuantumScape.html

16

261

297

324

496

1248

1309

1350

1550

1675

1893

2256

2272

2536

3122

3606

6008

7003

7055

8605

11947

83875

0 40,000 80,000

Cadillac

Subaru

Fiat

Mini

Smart

Mitsubishi

Jaguar

Hyundai

Porsche

Volvo

Volkswagen

Kia

Audi

Chrysler

Mercedes

Ford

Nissan

Honda

BMW

Toyota

Chevrolet

Tesla

1,025

1,043

1,075

1,248

1,309

1,835

1,893

1,939

2,207

2,536

3,277

3,606

3,666

6,008

6,543

7,225

8,281

8,605

9,000

67,650

0 20,000 40,000 60,000 80,000

Porsche Panamera E-Hybrid

Mercedes C350e

Mercedes GLC 350e

Mitsubishi Outlander PHEV

Jaguar I-Pace

Audi e-tron

Volkswagen e-Golf

Kia Niro PHEV

BMW i3 (BEV + REx)

Chrysler Pacifica Hybrid

BMW 530e

Ford Fusion Energi

Chevrolet Volt

Nissan LEAF

Honda Clarity PHEV

Tesla Model S

Chevrolet Bolt EV

Toyota Prius Prime

Tesla Model X

Tesla Model 3

https://www.volkswagenag.com/en/news/2018/09/QuantumScape.html

37


Toyota, too, has made considerable investments in the development of solid-state batteries. In 2017, it

announced that it was planning to integrate solid-state batteries into some of its vehicles by 2020.110

3.2 Academia / Research

Actors from academia and research – i.e. local universities and research institutions – play a special role in

the Silicon Valley mobility ecosystem. Such institutions include the top universities of Stanford and

Berkeley, which are regularly awarded top places in worldwide university rankings. Moreover, these

universities are not only prestigious in a general sense, but enjoy particular prominence in the field of

mobility research (due, among other things, to the Center for Automotive Research, Stanford, and the

Institute for Transportation Studies, Berkeley).111 The two institutions attract top talent from around the

world and place a heavy focus on innovation, spin-offs and startups; furthermore, the multicultural, multi-

ethnic and cosmopolitan makeup of the staff and student body aids in fostering creativity. The universities

also possess a significant economic influence and are responsible for the founding of numerous companies

and the corresponding creation of jobs.

Stanford University

Stanford University is among the best and most renowned universities in

the world, with a total of approximately 15,000 students at its central

Silicon Valley location.112 The university is known predominantly for its

pioneering research, including in the mobility sector, with Stanford’s

Center for Automotive Research serving as a key institute for research

on the automobile. As part of its teaching and research, the Center seeks to bring together academics,

students, industry and government actors and city residents to collaborate on the mobility solutions of the

future.113 In addition, the university plays an important role in the economic sector, with almost 40,000 firms

(and a resulting 5.4 million jobs) created as spin-offs. With total endowments of around 18.7 billion euros,

Stanford occupies a prominent role in the Silicon Valley mobility ecosystem.114

University of California, Berkeley

The University of California, Berkeley is another leading university in the San Francisco Bay Area,

with around 35,000 students at its location in north-east San Francisco.115

Alongside its other key research institutes, UC Berkeley is home to the

Institute for Transportation Studies, one of the world’s leading

institutions in the mobility research field.116 In particular, the Institute

pursues research projects relating to recent developments in the USA in general and California in particular

– including, for example, user behavior in regard to shared mobility offerings.

Singularity University

Singularity University is a private university founded by Google and

NASA in 2008 and originally located in Mountain View.117 It hosts paid

courses and workshops by well-known Silicon Valley entrepreneurs

and thought leaders of the technological age. Upon completion,

participants do not receive official degrees; rather, the courses are designed to give them the opportunity to

network with successful entrepreneurs and experts in person. As such, even though a one-week course

typically costs as much as 15,000 dollars, it is little surprise that large numbers of managers, young

entrepreneurs and startups from all over the world attend each year.118 Courses and workshops deal

110 https://www.wired.co.uk/article/what-is-solid-state-battery-toyota-dyson 111 see Poetzsch-Heffter & When 2018: 70 112 see ConsultUS 2016 113 see Center for Autmotive Research at Stanford 2019 114 see Eesley & Miller 2012: 101 115 see ConsultUS 2016 116 see ITS Berkeley 2019 117 see Spiegel Online 2009 118 see Sommer 2019

38


primarily with newly emerging trends, including the four mobility trends described at the beginning of the

report.119

3.3 Goverment / State

Alongside academic actors, actors from government and the public sector are

playing an increasingly important role in the mobility ecosystem. In addition to the

federal state of California, these primarily include the various cities and municipal

companies, in particular the municipal/public transport companies. Together,

these actors administer and enact regulations in relation to new mobility trends.

The roles of individual subsections of this group is described in more detail in the

following.

Federal state of California The federal state of California plays an important role in the mobility ecosystem,

since many of the legal regulations pertaining to new mobility services are

established at federal state level. This applies particularly for ride hailing and the

testing of automated vehicles, both of which are regulated almost exclusively at

this level; therefore, cities have relatively little scope of influence here. The testing of automated vehicles in

California is regulated by the California Department of Motor Vehicles (DMV) and the California Public

Utilities Commission (CPUC).120 In a similar vein, electromobility targets are primarily handed down by the

federal state in a unilateral fashion as described in Chapter 2.3.

Cities / Municipal or public companies

Despite their relative lack of regulatory power, cities and municipal/public companies – particularly

municipal/public transport companies – are playing an increasingly important role in the mobility ecosystem,

particularly in relation to (e-)scooter sharing and (e-)bike sharing. Various cities in California, especially in

the San Francisco Bay Area, have adopted regulations for (e-)scooter companies. The role of major

municipal institutions is described in the following using the example of San Francisco.

Case Study: San Francisco (SFMTA, SFCTA)

In San Francisco, the municipal/public transport organizations SFMTA (San Francisco Municipal

Transportation Agency) and SFCTA (San Francisco County Transportation Authority) are of particular

importance, since they engage intensively with the current and potential impacts of new mobility offerings

and investigate the forms in which new mobility services might contribute optimally to overarching transport

and city development goals.121 The SFMTA is also responsible for the regulation of (e-)scooter and (e-)bike

sharing in San Francisco.122 Together, the SFCTA and SFMTA have devised ten guiding principles to govern

how new mobility offerings around the four trends should be best used from the perspective of the city and

its existing goals.123 This is examined in more detail in Chapter 4.

3.4 Interaction between business, academia and government: The role of labs

Using selected examples, the following section will demonstrate the interactions that take place between

individual companies and between companies, research institutes and public actors in Silicon Valley. The

private sector is particularly dominant in Silicon Valley, which gives rise to a large number of interactions

among individual actors from companies and the private sector (e.g. venture capital firms). However,

119 see Singularity University 2019 120 see Mojadad 2018 121 see SFCTA 2019a 122 see SFTMA 2019a 123 see SFCTA 2018

“Regulations on ride

hailing services in

California are relatively

lax; however, since ride

hailing is regulated by

the CPUC on federal

state level, cities like

San Francisco don’t have

much scope of action.”

SFMTA employee

39


companies are increasingly also interacting with the public sector, particularly cities, as well as with

research institutions. Against this background, it is lab-type institutions, in particular, that function as

interfaces between the actors; increasingly over the last few years, interactions of this nature have been

established throughout the mobility sector in the form of partnerships. There is also increasing recognition

that challenges around the four mobility trends are too great to be solved alone.

Interactions among individual actors from business and the private sector, with Lyft as an example

The Lyft example clearly demonstrates the network of relationships between companies and venture capital

firms in Silicon Valley. A total of 68 companies have invested in the startup, which is now a publicly listed

company. Alongside venture capital firms such as Andreessen Horowitz, Comcast Ventures and Fontinalis

Partners, these investors include well-known vehicle manufacturers and suppliers (General Motors, Magna),

technology companies such as the Chinese Alibaba and the Chinese transportation platform Didi Chuxing.124

Figure 23 gives an overview of these interactions. Figure 23: Interactions among individual actors from business and the private sector, with Lyft as an example (selected

companies)

The number of investments and partnerships has increased significantly in recent years, particularly in

regard to the involvement of traditional automotive manufacturers. Figure 24 gives a brief overview of some

of the most prominent recent investments and partnerships. Figure 24: Examples of investments and partnerships between companies in the mobility sector125

124 see Crunchbase 2019b 125 see Beiker 2019b

Automotivemanfucturers and

supplier(e.g. General Motors,

Magna)

Technologycompanies(e.g. Alibaba Group, Didi Chuxing)

Investors(e.g.

Andreessen Horowitz, Comcast Ventures)

40


Interactions between actors from business/the private sector and those from the public sector (cities,

administrations)

Particularly around the themes of mobility and transport, lab-type institutions like Superpublic/City Innovate

in San Francisco, Prospect Silicon Valley in San Jose and Greenfield Labs in Palo Alto play an increasingly

important role in the interaction of actors from the public and private sectors.

Superpublic/City Innovate Innovation lab Superpublic was founded in 2016 by the City of San Francisco

and functions explicitly as an interface between companies, researchers and

the city.126 UC Berkeley, the Center for Design at Stanford University, the MIT

Media Lab, Microsoft and Deloitte are all integrated into the lab, as well as – of course – the city itself. The

goal of the lab is to drive the city’s innovation activity by tackling innovative projects on city-related themes

including mobility and transport, e-governance and more. These projects are also intended to be scalable to

other cities.127 The innovation lab is run by the city’s Office of Civic Innovation, the General Service

Administration and the City Innovative Foundation.128 City Innovative is a non-profit organization that helps

cities and urban governments tackle challenges using new technologies. To this end, it seeks to create the

right environment for residents and city employees to take advantage of these new technologies. Strong

interaction between the public and private sectors is particularly important in this regard. The City Innovative

Foundation’s ‘Startup in Residence’ program brings together startups and urban actors and fosters the joint

development of technological solutions for challenges of the city and its administration.129

Prospect Silicon Valley

Prospect Silicon Valley is a technology demonstration center and innovation

hub in San José that serves as an interface between companies – especially

startups – and the public sector and research institutions. It supports these

various agents in jointly developing and testing new solutions for urban

challenges in the fields of transport, mobility, energy and buildings.130 More

specifically, the thematic focus of Prospect Silicon Valley lies on the

electrification of transport, the development of new forms of mobility and the

development of commercial buildings and structures with the potential to

radically reduce energy consumption. The technology demonstration center

has been operating since 2014. By summer 2019, it had supported the

commercialization of almost 40 new startups. Among other things, Prospect

Silicon Valley is also involved in initiating and preparing for the first testing of

automated vehicles in San José by the companies Daimler and Bosch, which is

planned for the end of 2019. In addition, numerous projects are being pursued

with Valley Transportation and the rail company Caltrain.131

Greenfield Labs

Founded in 2017 by Ford in collaboration with the design studio IDEO, Greenfield Labs in

Palo Alto functions as a think tank for mobility:132 its goal is to explore the future of

mobility through people-centric design.133 To this end, it develops innovative research

approaches in relation to future mobility at the interfaces between social and natural

126 see City Innovate 2019a 127 see Shueh 2016 128 see Said 2016 129 see City Innovate 2019b 130 see Prospect Silicon Valley 2019 131 see Farlie 2019 132 see Runyan & Walker 2018 133 see Greenfield Labs 2019

“In a sense, Prospect

Silicon Valley functions as

an incubator: startups pay

a monthly fee and receive

space, training or other

forms of support. In

addition, there is easier

access to (urban) actors in

city administration.”


employee

41


sciences and in people-centric design and technology.134 In 2017, it worked with Danish urban design studio

Gehl to launch the National Street Service, an initiative that promotes the redesigning of streets to create

quality public spaces.135 In contrast to the lab-type institutions mentioned above, Greenfield Labs was formed

exclusively as a private sector initiative.

134 see Ford 2019 135 see National Street Service 2019

42


4. From Testing to Implementation: Framework Conditions, Strategies

and Measures, using the Example of San Francisco

As described at the beginning of the report, new mobility concepts around the four mobility trends are

developing in Silicon Valley at an unparalleled rate. This is due, among other things, to the (still) relatively lax

legal framework conditions. On account of the aforementioned mentality and culture of the USA in general

and Silicon Valley in particularly, new mobility solutions and concepts can, in many cases, be tried and

tested directly on public roads. In contrast, in other parts of the world (e.g. Europe), testing is only

permitted in specific test areas and environments (e.g. mobility labs). This is due, inter alia, to the role and

self-styled nature of public actors, who are much more present in public life (including in the promotion of

innovation and startups) than in the USA.136 This is particularly evident in the example of public transport.

While public transport plays a rather minor role in most cities in the USA, in many major European cities, it

is hard to imagine life without it.

With the overwhelming concentration of new mobility trends – including in the field of shared mobility –

being concentrated in the urban market, cooperation between city actors and companies is becoming ever

more indispensable for both sides (see also Chapter 3.5). Such interaction is propelled by high levels of

demand, which in turn are driven by high population density and the potential for individualization and

flexibility. In addition, in the USA, the relatively poor state of public transport aids in further bolstering the

uptake of new offerings.137 Increasing cooperation has also been necessitated by initial experiences in

practice; specifically, attempts to implement new solutions (e.g. ride hailing or e-scooter sharing) without

first establishing framework conditions has often resulted in unforeseen issues. These include the partial

contradiction of existing city goals or the problematic nature of such solutions for other transport users.138,139

Cities are increasingly responding – insofar as they have scope to do so – with

new regulations, which companies must accommodate in order to be able to

implement their solutions in their targeted urban mobility market. As such, it is

no longer simply about providing the optimal mobility services from the

perspective of the user; rather, success hinges on adapting the service (and

associated business model) such that it can be implemented in cities in

accordance with applicable regulations. This has resulted in increasing

cooperation between companies and cities, typically in the form of a two-way

process of engagement with the goals and mentalities of each side with the aim

of optimizing the service accordingly. Ultimately, mobility services should

represent a viable business model for the company while also corresponding to

the goals and interests of the city and its regulations.

It is particularly relevant, in this regard, to monitor events and developments in

Silicon Valley, since developments of this nature tend to occur here before

anywhere else. By observing these events, it is possible to discern which

cooperation strategies and business models are more and less effective. This

information can then be applied to Europe and other parts of the world, including

Austria, where similar developments in the testing and implementation of

mobility services are already occurring or seem highly likely.

The example of San Francisco merits special mention in this regard. It is located in the middle of Silicon

Valley and has a high demand for new mobility solutions, making it an optimal urban market for the

implementation of new mobility services. It is against this background that many new mobility services have

already been introduced.

136 see Fürlinger & Leitner 2016 137 see Bormann et al. 2018: 12 138 see Schaller 2018: 2 139 see Sikka et al. 2019

“We believe that there

needs to be a critical

public value that comes

from autonomous

vehicles as well as a

private value. And we

believe that the biggest

obstacles to deployment

of autonomous vehicles

in our cities are not

going to be

technological, but rather

regulatory and political.

And that’s why we think

partnerships with cities

make sense, so we can

demonstrate that public

value.”

Mayor of San José

43


Firstly, the strategies and policies broadly pursued by cities like San Francisco in connection with the

implementation of new mobility services – and the challenges companies must overcome in response –

should be noted as rough benchmarks. Secondly, the specific example of e-scooter sharing is used to

illustrate the increasing development and enactment of urban regulations – and the resulting increase in

cooperation between companies and urban actors – in the implementation of new mobility services. The

example of e-scooter sharing is particularly illuminating, since similar developments can now also be seen

in European cities (Madrid, Paris and, more recently, Berlin and Hamburg).

4.1 Strategies and Measures for New Mobility Offerings

As early as 2017, ten guiding principles had been drawn up by the SFCTA and SFMTA in San Francisco as a

framework for the evaluation of new mobility services and technologies. The goal of these guiding principles

was to illustrate how new mobility services should be designed and implemented so as to allow existing city

goals to be achieved. At the same time, these ten guiding principles are intended to serve as a jumping-off

point for the development of additional future policies, programs and studies in connection with e-scooter

sharing (see also Chapter 4.2).

The ten principles cover the following themes (Figure 25):140

Collaboration Safety

Transit Congestion

Sustainability Equitable access

Accountability Work

Disabled access Financial impact

140 see SFCTA 2018: ii

44


Figure 25: The ten guiding principles of the City of San Francisco for evaluating new mobility offerings and technologies

(source: SFCTA 2018: ii)

1. Collaboration

Emerging Mobility Services and Technology providers and the City

must engage and collaborate with each other and the community to

improve the city and its transportation system.

2. Safety

Emerging Mobility Services and Technologies must be consistent

with the City and County of San Francisco’s goal for achieving

Vision Zero, reducing conflicts, and ensuring public safety and

security.

3. Transit

Emerging Mobility Services and Technologies must support, rather

than compete with public transit services, must account for the

operational needs of public transit and encourage use of high-

occupancy modes.

4. Congestion

Emerging Mobility Services and Technologies must consider the

effects on traffic congestion, including the resulting impacts on road

safety, modal choices, emergency vehicle response time, transit

performance and reliability.

5. Sustainability

Emerging Mobility Services and Technologies must support

sustainability, including helping to meet the city’s greenhouse

gas emissions reduction goals, promote use of all non-auto modes,

and support efforts to increase the resiliency of the transportation

system.

6. Equitable Access

Emerging Mobility Services and Technologies must promote

equitable access to services. All people, regardless of age, race, color,

gender, sexual orientation and identity, national origin, religion, or

any other protected category, should benefit from Emerging Mobility

Services and Technologies, and groups who have historically lacked

access to mobility benefits must be prioritized and should benefit

most.

7. Accountability

Emerging Mobility Services and Technologies providers must share

relevant data so that the City and the public can effectively evaluate the services’ benefits to and impacts on the transportation system and

determine whether the services reflect the goals of San Francisco.

8. Labor

Emerging Mobility Services and Technologies must ensure fairness

in pay and labor policies and practices. Emerging Mobility Services

and Technologies should support San Francisco’s local hire

principles, promote equitable job training opportunities, and maximize procurement of goods and services from disadvantaged

business enterprises.

9. Disabled Access

Emerging Mobility Services and Technologies must be inclusive of persons with disabilities. Those who require accessible vehicles,

physical access points, services, and technologies are entitled to

receive the same or comparable level of access as persons without

disabilities.

10. Financial Impact

Emerging Mobility Services and Technologies must promote a positive financial impact on the City’s infrastructure investments and

delivery of publicly-provided transportation services.

45


With these guiding principles in mind, the SFTCA and the SFMTA came together in 2018 to conduct an

extensive investigation of existing mobility services and companies in San Francisco and to evaluate them

roughly according to the ten criteria. As part of the evaluation, it became clear that mobility services by

companies who had cooperated with the city (e.g. by exchanging experiences and data) corresponded more

strongly to the guiding principles. In addition, the analysis indicated that the data required by the city for

conducting a comprehensive analysis of this nature (e.g. data regarding congestion and competition with

public transport) was scarcely available. The new mobility solutions were evaluated particularly positively in

terms of their potential for people living with disabilities or in areas with poor public transport connections.

However, it was emphasized that the city would likely need to establish corresponding framework

conditions to ensure this potential was exploited.141

Regarding the implementation of new mobility solutions, the results show that

collaboration between city actors and private companies is particularly vital for

realizing solutions in the way that makes most sense for the city. Recognizing

this, the City of San Francisco developed the so-called ‘Emerging Mobility Pilot

Project Framework’. The framework aims to encourage proactive collaboration

with companies – e.g. in the form of public-private partnerships – to develop

innovative mobility solutions for urban transit and solve the associated

challenges. Such partnerships also enable the exchange of data. This is a

particularly relevant aspect for the city, since only with these data can they

understand what effects mobility services are having on urban transit and how

they could support city and transport planning.

The Emerging Mobility Pilot Project Framework has been used to identify and

take stock of potential pilot projects in San Francisco as well as to develop best

practices for public-private partnerships and identify mechanisms and

processes for the screening and prioritization of existing and future projects.142

E-scooter provider Scoot is an example of a company that is comprehensively

integrated into this framework and has already participated in pilot projects –

whereby the advantage for the company is that it has collaborated with city

actors from the outset and, unlike some of its counterparts, has not been required to continuously revise its

mobility service in light of changing regulations. In the future, it is planned for additional partnerships to be

established under the framework and existing ones to be intensified.

In future, such collaborations between companies and city actors will be increasingly important for both

sides. For companies, the aim will no longer be solely to provide the best possible mobility service/solution

from the perspective of the user. Rather, the focus will be on adapting the mobility service/solution (and

associated business model) in such a way that it can be implemented in cities in accordance with applicable

regulations. As a ‘customer’ of the mobility service, the city is involved in the company’s considerations

from the outset and its interests are given greater weight. Such collaboration with companies also affords

the city the opportunity to partake in the sharing of data and experiences. Only collaboration of this nature

can enable the creation and implementation of optimal mobility services – that is, services that represent a

viable business model for companies, but also correspond to the goals and interests of the city.

141 see SFTCA 2018: iii 142 see SFCTA 2019b

“Collaboration between

mobility companies and

city actors was

especially difficult at the

outset. With time,

however, companies

slowly came to

recognize the

opportunities of

collaboration with city

actors; they finally came

to view the city as a

customer”.

SFCTA employee

46


4.2 The Process Around E-Scooter Sharing

In March 2018, Bird was the first company to commence the operation of e-scooter sharing; Lime and Spin

followed in the same month. Due to the sheer number of e-scooters and related complaints on the part of

residents, the City of San Francisco imposed a temporary ban on the operation of all e-scooters in June

2018. On June 4, a new law – devised in April – came into effect requiring e-scooter companies to hold a

license to operate in San Francisco under the ‘Powered Scooter Share Permit and Pilot Program’.143 As part

of the pilot program, the city stipulated that a maximum of five companies would receive such a license and

that a maximum of 2,500 scooters would be permitted to operate across the whole of the city.144

A total of 12 e-scooter companies applied for the license (Uber/Jump, Lyft,

Skip, Spin, Lime, Scoot, ofo, Skip, Razor, CycleHop, USSCooter and Ridecell).

When it came to issuing the licenses, the city adopted criteria based on the ten

guiding principles and considered, inter alia, safety, equality and

accountability factors (Figure 26). These criteria were specially developed by

the city and formed the evaluation scheme for applications submitted by the

twelve companies. In their applications, the companies were required to clarify

exactly how they intended to satisfy the criteria, i.e. with which particular

strategies and concepts.

Figure 26: Criteria for the granting of an e-scooter license in San Francisco under the Powered Scooter Share Permit

and Pilot Program 145

143 see SFMTA 2019b 144 see Dickey 2018 145 see SFMTA 2018

“We got the permit

where Bird and Lime

didn’t because we were

willing to adapt the

product not only to the

customers, but also to

the environment

(pedestrians etc.).”

Sanjay Dastoor

CEO, Skip

47


On August 30, 2018 it was announced that only the companies Scoot and Skip would

receive licenses to operate e-scooters under the Powered Scooter Share Permit and

Pilot Program. The licenses, which were valid for one year, entered into force on

October 15, 2018 and permitted each company to operate 625 e-scooters within the

confines of the city during the first six months, with the possibility of increasing the

total number to 2,500 after that.146

In May 2019, the evaluation of the Powered Scooter Share Permit and Pilot

Program and the results of the accompanying investigation were published:147

The pilot program saw a significant reduction in complaints about the

driving of e-scooters on sidewalks and about improper parking.

The mandatory locking of e-scooters (Lock-To design) had contributed to

keeping sidewalks clear and enhancing pedestrian safety.

Further efforts were required in order for e-scooter sharing to be made

available in neighboring areas, in particular for people with lower incomes.

E-scooter sharing was capable of reducing private car use and mileage

(40% of the journeys undertaken with e-scooters would otherwise have

been taken by private cars; however, the deployment of e-scooters must

be carried out in a way that complements public transport as effectively

as possible.

Since the evaluation of the program was relatively positive, the City of San Francisco opted to increase the

total number of e-scooters. While Scoot would continue to be limited to a total of 625, Skip would now be

permitted to operate up to 800 e-scooters until the expiry of its license in October 2019. In addition, the City

of San Francisco announced its intention to issue new licenses for the following year – the next period of the

pilot program – and that, subject to companies’ fulfilment of the stipulated criteria, a greater number of e-

scooters would likely be allowed. This expected number was around 1,000 to 2,500 per company.148

Clearly, the regulations adopted by the City of San Francisco forced companies to

drastically adapt their business models in the hope of obtaining a license. That this

is no trivial matter for companies is evident from the fact that only two of those who

applied for a license actually received one. The next round of licensing will show

which companies have managed it (best) this time. In addition, it is clear that the City

of San Francisco’s rather restrictive choice of program enabled the safety of e-

scooters, in particular, to be increased. Moreover, at least a portion of the journeys

taken by e-scooter were ones that would usually have been taken by private car;

however, further efforts are necessary on the part of the city to increase this share,

which currently lies at 40%. This is likely to be a particularly important criterion

when it comes to assessing the next round of license applications in San Francisco,

and one on which companies must place particular emphasis. One possible reason

for the still relatively low share is the current capping of e-scooter numbers at just

1,425 for the whole of San Francisco, a city of almost 900,000 people. However, this

is essentially a problem of the pilot program itself: particularly at congestion times,

it is not uncommon for e-scooter access to be limited due to their relatively low availability. By contrast,

Vienna has almost 7,000 e-scooters available for use, though e-scooter-related complaints by other

transport users are also on the rise.149

For cities, there does not appear to be a panacea or universally applicable solution in regard to the optimal

management of and cooperation with the countless e-scooter providers. While, in the US context, it does

appear that e-scooters can be helpful in shifting users away from private cars, too many e-scooters are

146 see SFMTA 2019b: 1 147 see SFMTA 2019b: 2 148 see Dickey 2019 149 see Imlinger 2019

“The regulation of

brand-new mobility

services is inevitably a

tricky task. There is

always a bit of trial and

error involved, but in

this case, SFMTA

managed it well.”

Scoot employee

The evaluation of the

Powered Scooter

Share Permit and Pilot

Program is presented

at the San Francisco

City Hall.

Example of a Lock-

To design on a Skip

e-scooter.

48


limiting to other modes of transport. The pilot program in San Francisco has had overwhelmingly positive

effects, notwithstanding the few aspects with room for improvement. However, what is unquestionably

needed –for all cities, not just for San Francisco – is intensive collaboration and a two-way process of

exchange between city actors and e-scooter providers. This is the only way for e-scooter sharing to be

implemented with maximum success and profitability for both sides. Moreover, this applies not only to e-

scooter sharing, but to all other new and future mobility services too.

49


5. Opportunities & Success Factors for Austrian Companies, Academic

Actors and Cities in Silicon Valley

It is key to note that for all actors in the mobility ecosystem, increasing collaboration is of vital importance.

The challenges arising from the new mobility trends are too great and too complex to be solved alone. In

view of the new trends, it is especially important for companies to analyze which technological developments

are most relevant and feasible for them to adopt and which strategic steps they are required to take to do

this. The same applies to cities, which must examine the new mobility trends in the context of their city

development goals and determine in which forms new mobility services/solutions should be implemented in

order to meet these goals.

Thanks to their role as key suppliers, Austrian companies – particularly those

in the automotive sector – have extensive experience and globally recognized

know-how around the production of vehicles. They are typically market leaders

within their particular niche and are some way ahead of startups and young

Silicon Valley companies. This could afford Austrian companies a great deal of

potential to further secure and expand their position in the global value chain.

On the other hand, the Austrian automotive and supply industry continues to be

primarily focused on vehicles with traditional drive systems and is not yet

sufficiently equipped for the paradigm shift to e-mobility. In addition, the

above-described trends are exercising a significant influence on the mobility

market and could present both opportunities and risks for Austrian companies

in this regard. A wait-and-see attitude can have a negative impact on business

performance for all actors.

5.1 Success Factors for Companies in Silicon Valley

Silicon Valley is a unique innovation ecosystem, distinguished by disruptive

developments and innovation in a wide variety of areas. However, for

companies to establish themselves most effectively in the region and achieve

their goals, it is vital for them to embrace what makes Silicon Valley different.

This chapter describes in detail a number of key success factors aimed at helping companies set their local

activities in motion.

Local presence and face-to-face contact

When it comes to Silicon Valley, it is impossible to understate the importance of direct personal contact. For

companies to embed themselves properly into the local ecosystem, it is vital they establish a regular local

presence by some means or another. This does not mean relocating the entire company (or entire

departments thereof) to the area: at the outset, it is often sufficient for one or two key people to be present

regularly in order to build and maintain relationships and form connections with the local innovation scene.

In doing so, it is possible to build a level of trust with decision-makers and thought leaders; this, in turn, can

provide a pivotal information advantage, one that would not have been possible without the physical

presence. If, however, a company receives regular deliveries in the region, enters into partnerships or

commences joint research and development projects, a comprehensive local presence is vital. In some

cases, this may take the form of a Silicon Valley subsidiary, as already established by many of the German

automotive manufacturers.

In the long term, however, to establish effective and profitable partnerships and collaborations with local

companies – and to facilitate shared work on the complex challenges around the new mobility trends –

Austrian companies need more than “just” a local subsidiary. Rather, they must consider comprehensively

anchoring themselves in the Silicon Valley mobility ecosystem and all its particularities, particularly in terms

of its corporate culture and how this differs from the rest of the world.

“A special feature of the

Silicon Valley ecosystem

– including in the area of

mobility – is that of

working together to

devise the mobility

products of tomorrow,

instead of working in

silos. The close spatial

proximity of all actors

plays a special role in

this regard.”

Book author in the field

of autonomous mobility

and business models

50


Corporate culture & business practice

In particular, it is the corporate cultures and visions of traditional Austrian supply

companies – many of which are family companies with storied histories – that

differ most notably from those of young, growth-oriented Silicon Valley startups.

On the part of Austrian companies, this necessitates a certain degree of

openness and a ‘new’ mode of action – one that is adapted to the specific

features of the Silicon Valley ecosystem. This applies especially for employees

who are working locally.

For example, one notable feature of the US market is that customers place a

high value on service and customer care. As such, companies must ensure they

are aligned with American habits and behaviors regarding customer care as well

as regarding standards and business development. It is important to US

customers that they are able to speak to someone immediately if there is a

problem with a delivered product or service: on the telephone, or better still in

person. As such, it is important for companies to consider early on how they are

planning to establish their service structure to guarantee prompt responses to

queries (e.g. with the help of local partners). The nine-hour time difference

between California and Austria is just one challenge to be overcome.

Typically, the principles that apply generally in the business world apply all the more so in Silicon Valley.

Face-to-face contact counts. Regardless of whether a company is seeking customers, partners or investors,

it is often only possible to progress or close a deal if there is a good personal connection with the decision-

makers. Here, the Californians’ open and cooperative nature often comes into its own: it can happen, for

example, that a person you have just become acquainted with introduces you to a relevant company. This, in

turn, allows you to widen your network at a rate that might not have been possible in another part of the

world. This is primarily attributable to flat hierarches, the low degree of power disparity and the informal

interaction between people in different sectors and positions and at different career levels. In return,

however, representatives of foreign companies are also expected to open up their network of contacts and

assist their counterparts. The best way to obtain the right contacts is to bring the right people from your own

network together.

Moreover, the corporate culture of both startups and larger companies – and the differences between

USA/Silicon Valley and Europe/Austria – play a central role in the speed of response and communications.

Only a comprehensive understanding of how US residents communicate, behave and do business can enable

stronger collaboration with local companies; for example, it is customary to send a ‘follow-up’ message

within 24 hours of meeting somebody relevant to your area of business. Speed is of the essence in Silicon

Valley, and companies must be prepared to embrace this. It is often noted that Europeans, in particular, have

much catching up to do in regard to the etiquette of following up on meetings.

Examples of successful collaboration arrangements include the Magna-Lyft partnership for the development

of automated driving technology and the Jaguar-Waymo partnership regarding use of the iPace model, which

has been manufactured by Magna in Graz since 2018150 and is used for testing automated driving.

Marketing, sales & business development

At the Advantage Austria / Open Austria office in San Francisco, we are seeing a trend for Austrian firms to

continue conducting research and (product) development in Austria and, at the same time, to send selected

employees to Silicon Valley for marketing, business development and sales activities, or else to hire them

locally. In doing so, they continue to benefit from their existing networks, supply relationships and

cooperation with local partners in Austria – often built up over a number of years – and can simultaneously

participate in the innovative and capital-rich Silicon Valley ecosystem.

150 see Schmidt 2018

“It is not uncommon for

collaboration efforts to

fail due to stark

differences in corporate

cultures. As such, it is

all the more important

to have a local presence

that understands how to

work with technology-

oriented organisations.”

Project manager,

Perceptive Automata

51


A huge emphasis is placed on marketing and sales in the US market and in Silicon Valley in particular. The

mere provision of an innovative and competitive product or service is not sufficient: this is usually assumed

as a matter of course. Rather, products are differentiated according to how they are presented and by how

their particular advantages stand out. A well laid-out website and marketing materials in impeccable English

are the minimum requirement. Even more important, however, are the marketing and sales people hired to

tap the market. These must already have a strong network in the region, be experienced in dealing with

representatives from the technological world and, above all, be prepared to keep up with the fast pace.

Many initial contacts and new leads are generated by visiting network events, conferences and discussion

panels. A list of upcoming events in Silicon Valley can be found in Chapter 6. Regular attendance at such

events is a basic requirement for expanding and strengthening your network and showcasing your activity

and influence in the field. In addition, as you are starting out, regular participation in events is a good way to

obtain an overview of the industry and get to know the main players.

Partnerships, collaborations and joint technology development

Particularly when it comes to cooperation with young technology companies and startups, the right

business development strategy is central to success. Many firms in their infancy cannot expect to receive

orders of 10,000 pieces from the off: they have not yet achieved the necessary size or revenue. However, if

established companies have the patience and resources to develop suitable products alongside these

startups, there is often a unique opportunity for these mostly fast-growing companies to be acquired as

customers. This makes it possible for established companies to tap new growth markets that might not

previously have been on their radar.

Among the individuals interviewed for this report was an employee from a Silicon Valley mobility start-up. In

conversation, he repeatedly highlighted that in many cases, a company’s sole purpose for meeting a Silicon

Valley startup will be to better understand the latter’s technology or business model. While this can be

helpful in enabling the two companies to get to know one another, ultimately, a startup’s aim is to develop

their new product or service and establish it on the market in the long term. For this reason, young

companies are primarily interested in meetings and partnerships in which the focus is on the joint further

development of the product. For startups, the question of whether to attend a meeting or devote time to

working on the product is one of opportunity costs. Accordingly, if an established company wishes to hold a

meeting with an innovative startup, they should carefully research the startup beforehand to enable them

to add value to the discussion. This also allows the established company to engage meaningfully in

discussion about opportunities for collaboration or to highlight their own strengths or suitability for a

partnership.

To succeed in Silicon Valley in long term, it is vital to have an experienced team: one that understands how to

communicate and cooperate properly with tech companies and startups. Ideally, employees will also have

experience with collaboration agreements, contract drafting, etc., since divergent expectations in this area

can often lead to problems.

52


5.2 Opportunities in the Area of Integrated Platforms

New and future mobility services will be differentiated not only by the mode of

transport they provide, but also by the company providing it. This will make the

mobility market more heterogeneous. As such, in the future, the focus will

increasingly be on integrating and combining existing private and public transport

services, e.g. via a single digital access portal. Only in this way will it be possible to

adapt and offer mobility solutions in accordance with individual needs (Mobility as

a Service). This integration of transport services is not yet a prominent feature of

the US market, not even in Silicon Valley; rather, there tends to be a juxtaposition

of competing options. In contrast, many Austrian companies and Austrian cities

have already amassed a great deal of experience and know-how in this field. This

represents an area of potential for Austrian actors. To exploit this potential,

however, Austrian companies – in particular – must position themselves effectively

and showcase their existing know-how.

The increased implementation of new mobility solutions – not only in Silicon

Valley, but increasingly also in Europe and Austria – provides further opportunities

for Austrian institutions to establish meaningful links. In particular, existing Austrian research institutions

and mobility labs can serve as useful points of contact, including in relation to

legal regulations.

Ultimately, it is also important to promote the exchange of knowledge and the

transfer of know-how between Austrian cities and those in Silicon Valley. On the

one hand, cities in Silicon Valley have already gained a great deal of experience

around the new mobility trends (see Chapter 4) – experience that is also relevant for Austrian cities, which

typically still have little knowledge in these areas. On the other hand, Silicon Valley cities could benefit

particularly from the long-standing experience of Austrian cities in the field of public transport (e.g. in

connection with Mobility as a Service), since this still requires improvement in San Francisco and other

locations. The experience of Austrian cities and municipal transport companies in the implementation of

projects and the operation of public transport could certainly prove helpful in this regard.

5.3 Opportunities in the Area of E-Mobility

Prof. Friedrich Prinz, an Austrian professor at Stanford University, is co-founder of QuantumScape and

initiator of the cooperation between Stanford University and the Austrian Economic Chamber.

Among the points highlighted by Prof. Prinz is that the transition to electromobility will take place faster than

some expect. Austrian industry is still dependent on cars with traditional drive systems, and the supplier

industry is not yet prepared for the imminent paradigm shift. To weather the shift, companies must train

engineers in the fields of materials science and e-mobility and strive to equip themselves intellectually for

the transition.

In general, Austrian industry is well positioned and is well regarded internationally on account of its quality.

It has several opportunities in the field of e-mobility, particularly on the side of material production. Market

opportunities range from metal foils to powder materials and from insulator materials and cooling

systems to battery management systems.

Austrian companies should visit Silicon Valley to proactively market their technologies and methods and

identify their sales potential. However, the costs of entering the market should not be underestimated.

Investments in the millions should be expected for buying equipment, hiring suitable staff and conducting

trials.

5.4 Opportunities in the Area of Automated Driving

As described in Chapter 3, a variety of automotive manufacturers, suppliers, technology companies and

“The goal is mobility on

demand: to be able to

plan, book and pay for

everything seamlessly.

This is far preferable to

the juxtaposition of

systems such as BART,

Muni and Uber, as can

currently be seen in San

Francisco.”

Project manager, City

Innovate

Uber is working on

integrating both its own

offerings and various

modes of public

transport.

53


startups are already active in the field of automated driving. The continuing advancement of these

technologies is driven primarily by the unimaginably vast amounts of data by a variety of sensors. The

usefulness of these data means that there is a high demand for camera systems, radars and lidars for

vehicle use.

Another area of interest in regard to potential business opportunities are the so-called ‘enabling

technologies’. Typically, the big technology firms and OEMs are the ones who are most talked about and who

most often receive credit for the latest developments. What is often overlooked, however, is that these large

actors rely and build on the products and services of smaller, more specialized firms. Transport service

provider Uber is a household name; however, far fewer people are aware of the technology suppliers who

work in the background to ensure that a car and driver are always available at the push of a button. As such,

Silicon Valley offers good opportunities for firms providing products or technologies that can supply data,

visualize and interpret data. These backend solutions typically form important components of well-known

products and services and help to continuously improve the existing processes of established actors.

A further central aspect of automated driving is the internal design of vehicles, which is currently being

reimagined in line with future passenger needs. If a human is no longer required to sit at the wheel in order

to get from A to B, there is no longer a need for cars to be designed as they are today: steering wheel,

pedals, forward-facing, etc. Innovative solutions for the interior design of vehicles and the range of

entertainment to be enjoyed on board will play an important role in the future.

5.5 Cooperation Agreement between the Austrian Economic Chamber and Stanford

University

The aim of the agreement is to create an interface between Austrian companies (industry, SMEs, startups)

and the researchers and international networks of Stanford University. It was designed with two key goals in

mind: (1) to grant Austrian companies access to Stanford research resources, and (2) to promote the

exchange of information and know-how regarding the latest technology trends, management trends and

future challenges.

The summer research program gives researchers from Austrian companies the chance to come to Stanford

to conduct materials management research. Six participants qualify for the program each year and are

looked after by faculty members during their three to eight-week stay. The program was held for the first

time in 2018 and is offered annually during the summer months.

In addition, the Agreement allows for the organization of special workshops on selected future-oriented

topics in cooperation with the University. In 2018, the workshops explored e-mobility (February 2018),

stationary energy conversion and storage (June 2018), 3D printing (November 2018) and design thinking. In

the future, automated vehicles (December 2019) and other mobility-related topics will follow.

Finally, there are regular delegation tours to Stanford University’s institutes and research centers as well as

to other actors in the Silicon Valley mobility ecosystem, enabling participants to engage directly with experts

on various future-related themes.

54


6. Industry Events and Trade Fairs

Generally, trade fairs offer a good platform for companies to familiarize themselves with the business

practices of the United States and the culture more broadly – not only in regard to communication with

potential customers, partners and competitors, but to local sales structures and more. Below is a

selection of mobility-relevant trade fairs, conferences and professional gatherings, listed in date

order.

Consumer Electronic Show

Dates 7 to 10 January 2020

Location Las Vegas Convention Center

3150 Paradise Road

Las Vegas, CA, 89109

USA

Website https://www.ces.tech/

The Future of Transportation

Dates 13 to 17 January 2020

20 to 24 April 2020

18 to 22 May 2020

Location Silicon Valley Innovation Center

1850 Gateway Drive

San Mateo, CA, 94404

USA

Website https://siliconvalley.center/the-future-of-transportation/

The Future of Mobility Summit

Dates 3 to 4 February 2020

Location San Francisco, CA

Website https://about.bnef.com/summit/sanfrancisco/

ATX WEST


Location Anaheim Convention Center

800 W Katella Avenue

Anaheim, CA, 92802

USA

Website https://atxwest.designnews.com/

AV 20 Autonomous Vehicles Silicon Valley


Location Silicon Valley, CA

Website https://www.automotive-iq.com/events-autonomousvehicles

Shared Mobility Summit

Dates 17 to 19 March 2020

Location Hotel Fairmont Chicago – Millennium Park

200 N Columbus Drive

Chicago, IL, 60601

https://www.ces.tech/

https://siliconvalley.center/the-future-of-transportation/

https://about.bnef.com/summit/sanfrancisco/

https://atxwest.designnews.com/

https://www.automotive-iq.com/events-autonomousvehicles

55


Website https://sharedusemobilitycenter.org/save-the-date-2020-national-

shared-mobility-summit/

Micromobility Conference

Dates April 2020

Location Bay Area

Website https://micromobility.io/

Connected & Autonomous Vehicles

Dates 6 to 9 April 2020

Location San Jose Convention Center

150 W San Carlos Street

San Jose, CA, 95113

USA

Website https://tmt.knect365.com/connected-vehicles/

M:bility

Dates 17 to 18 September 2019

Location The Marriott

301 S Market Street

San Jose, CA, 95113

USA

Website https://www.automotiveworld.com/conferences/mbility-california/

Autonomous Vehicles Innovation Labs Showcase

Dates 19 September 2019

Location First Market Tower

525 Market Street

San Francisco, CA, 94105

USA

Website https://www.eventbrite.com/e/autonomous-vehicles-innovation-labs-

showcase-tickets-72104373121?aff=ebdssbdestsearch

Silicon Valley Innovation Summit

Dates October 2020 Location Computer History Museum

1401 N Shoreline Bouldevard

Mountain View, CA, 94043

USA

Website https://svisummit.com/

TU-Automotive West Coast

Dates 2 to 3 October 2019

Location DoubleTree by Hilton Hotel San Jose

2050 Gateway Pl

San Jose, CA, 95110 USA

https://sharedusemobilitycenter.org/save-the-date-2020-national-shared-mobility-summit/

https://sharedusemobilitycenter.org/save-the-date-2020-national-shared-mobility-summit/

https://micromobility.io/

https://tmt.knect365.com/connected-vehicles/

https://www.automotiveworld.com/conferences/mbility-california/

https://www.eventbrite.com/e/autonomous-vehicles-innovation-labs-showcase-tickets-72104373121?aff=ebdssbdestsearch

https://www.eventbrite.com/e/autonomous-vehicles-innovation-labs-showcase-tickets-72104373121?aff=ebdssbdestsearch

https://svisummit.com/

56


Website https://automotive.knect365.com/tu-west-coast/agenda/1

TechCrunch Sessions Mobility

Dates 2 to 4 October 2019; annual, but no 2020 date yet Location San Francisco, CA

Website https://techcrunch.com/2019/03/20/tc-sessions-mobility-a-one-day-

session-event-on-the-future-of-transportation/

Silicon Valley reinvents the wheel

Dates 14 October 2019

Location Computer History Museum

1401 N Shoreline Bouldevard

Mountain View, CA, 94043

USA

Website https://waj.org/2019-silicon-valley-reinvents-the-wheel/

Future Technologies Conference (FTC)

Dates 24 to 25 October 2019 annual, but no 2020 date yet

Location San Francisco, CA

Website https://saiconference.com/FTC

Automotive Cybersecurity

Dates 28 to 30 October 2019

Location Embassy Suites by Hilton 901 East Calaveras Boulevard

Milpitas, CA USA

Website https://www.automotive-iq.com/events-automotivecybersecurity

https://automotive.knect365.com/tu-west-coast/agenda/1

https://techcrunch.com/2019/03/20/tc-sessions-mobility-a-one-day-session-event-on-the-future-of-transportation/

https://techcrunch.com/2019/03/20/tc-sessions-mobility-a-one-day-session-event-on-the-future-of-transportation/

https://waj.org/2019-silicon-valley-reinvents-the-wheel/

https://saiconference.com/FTC

https://www.automotive-iq.com/events-automotivecybersecurity

57


7. Resources & Points of Contact

Public institutions

The following is a selection of relevant US authorities for Austrian companies and startups considering

entering the Silicon Valley/California market, listed in alphabetical order.

California Department of Motor Vehicles

Address 1377 Fell Street


USA

Contact information T +1 800 777-0133

E [email protected]

Website https://www.dmv.ca.gov/portal/dmv

Area of responsibility

This authority is responsible for the registration

of all vehicles and the issuance of driving

licenses. It also regulates other automotive-

related matters, including the testing of

automated vehicles.

California Department of Transportation (Caltrans)

Address 111 Grand Avenue

Oakland, CA, 94612

USA


E [email protected]

Website https://dot.ca.gov/

Area of responsibility Caltrans manages large stretches of the

Californian road system and is also partially

responsible for rail and air transportation. The

agency’s aim is to create a safe, efficient, and

sustainable transportation system for the state.

California Public Utilities Commission

Address 505 Van Ness Avenue


USA


E [email protected]

Website https://www.cpuc.ca.gov/

Area of responsibility The California Public Utilities Commission is

responsible for regulating private power, water,

rail and passenger transportation companies.

Customs and Border Protection

Address 33 New Montgomery Street,


https://www.dmv.ca.gov/portal/dmv


https://dot.ca.gov/


https://www.cpuc.ca.gov/

58



USA


E See form on the website

fWebsite https://www.cbp.gov/

Area of responsibility The US border protection authority, from which

information about customs and import

procedures can be obtained. CBP is also

responsible for ensuring that the US remains

competitive.

Department of Commerce

Address 221 Main Street


USA


Website https://www.commerce.gov/

Area of responsibility The Department of Commerce is responsible for

the USA’s economic success. The agency works

with companies, universities and public actors to

promote job creation and economic growth.

Department of Labor

Address 71 Stevenson Street


USA


E See form on the Website

Website https://www.dol.gov/

Area of responsibility The Department of Labor monitors compliance

with workers’ rights and seeks to improve

working conditions.

San Francisco County Transportation Agency (SFCTA)

Address 1455 Market Street


USA


E [email protected]

Website https://www.sfcta.org/

Area of responsibility Among other things, SFCTA is responsible for

transportation planning in San Francisco

County. Together with SFMTA, it examines the

current and potential effects of new mobility

offerings from the perspective of achieving

https://www.cbp.gov/

https://www.commerce.gov/

https://www.dol.gov/


https://www.sfcta.org/

59


overarching transport and city development

goals.

San Francisco Municipal Transportation Agency (SFMTA)

Address 1 South Van Ness Avenue


USA


Website https://www.sfmta.com/

Area of responsibility

SFMTA is a department of the City of San

Francisco and is responsible primarily for all of

the city’s road and rail traffic. Together with

SFCTA, it seeks to develop a sustainable

transportation system through the deployment

of new mobility solutions.

Research institutions, funding institutions and points of contact The following is a selection of relevant US organizations and institutions for Austrian companies and

startups considering entering the Silicon Valley/California market, listed in alphabetical order.

California Partners for Advanced Transportation Technology (PATH), University of California

Berkeley

Address 409a McLaughlin Hall, MC 1720

Berkeley, CA, 94720-1720

USA


E [email protected]

Website https://path.berkeley.edu/

Summary PATH is a UC Berkeley research institute whose

goal is to find solutions for the California

transportation network.

Center for Automotive Research Stanford (CARS)

Address 416 Escondido Mall, MC 4021, Building 500

Stanford, CA, 94305-2203

USA


E only individual e-mail addresses

Website https://cars.stanford.edu/

Summary A research center at the University of Stanford,

where students, professors and automotive

manufacturers collaborate on the development

of future mobility solutions.

Department of Mechanical Engineering, Stanford University

https://www.sfmta.com/


https://path.berkeley.edu/

https://cars.stanford.edu/

60


Address 440 Escondido Mall, Building 530

Stanford, CA, 94305

Contact information T + 1 650 723-777

Website https://me.stanford.edu/

Summary The Department of Mechanical Engineering

places its focus on energy, locomotion/transport

and health. Its goals are to find sustainable

solutions in these areas and to develop

autonomous control systems.

Institute of Transportation Studies (ITS), University of California Berkeley

Address 109 McLaughlin Hall

Berkeley, CA, 94720

USA


E [email protected]

Website https://www.its.berkeley.edu/

Summary The Institute engages primarily in research

around the theme of “transportation” and

related issues – from technological progress to

social and environmental impacts.

International Council on Clean Transportation (ICCT)

Address 595 Market Street, Suite 1250



E See form on the website

Website https://theicct.org/

Summary The ICCT is an independent non-profit

organization that conducts research and

analysis in the field of ‘environmentally friendly

transport.’ Its aim is to make both road and air

traffic as energy-efficient and environmentally

friendly as possible.

International Society of Automation

Address 67 TW Alexander Drive

Druham, NC, 27709

USA


E [email protected]

Website https://www.isa.org/

Summary Like the ICCT, the ISA is a non-profit

organization. It seeks to support the

https://me.stanford.edu/


https://www.its.berkeley.edu/

https://theicct.org/


https://www.isa.org/

61


advancement of automation in numerous areas

by developing globally implemented standards.

The Association also offers training and

certification in this area.

Partners for Automated Vehicle Education

Address

Contact information E [email protected]

Website https://pavecampaign.org/

Summary PAVE is an association of actors from industry,

non-profit and academic institutions. The aim of

the PAVE Campaign is to inform and educate

both the public and policymakers about the

future of autonomous driving.

Perceptive Automata

Address 1250 Borregas Avenue

Sunnyvale, CA, 94089

USA

Contact information E [email protected]

Website https://www.perceptiveautomata.com/

Summary Perceptive Automata researches vehicle

automation with a special focus on ‘human

behavior prediction’, the function that helps a

self-driving car to make the same decisions a

human would.


Address 1608 Las Plumas Avenue

San Jose, CA, 95133

USA


E [email protected]

Website https://prospectsv.org/

Summary Prospect Silicon Valley is a non-profit innovation

hub that works on sustainable developments in

the mobility and energy sectors.

Silicon Valley Mobility

Address 435 S California Ave #A

Palo Alto, CA, 94306

USA


E [email protected]


https://pavecampaign.org/


https://www.perceptiveautomata.com/


https://prospectsv.org/


62


Website http://svenbeiker.com/

Summary A consulting and advisory agency that

specializes primarily in the areas of automation,

communication and electrification and supports

all types of companies in projects related to the

new mobility trends.

Transportation Sustainability Research Center, University of California Berkeley

Address David Brower Center

2150 Allston Way

Berkeley, CA, 94704

USA

Contact information T Individual lines only

E Individual email addresses only

Website https://tsrc.berkeley.edu/

Summary This UC Berkeley research center works on the

development of solutions for sustainable and

environmentally friendly (passenger) transport.

World Economic Forum

Address 350 Madison Avenue, 11th floor

New York, CA, 10017

USA

1201 Ralston Avenue


USA

Contact information T +1 212 703-2300, +1 415 794-8848

E [email protected], [email protected]

Website https://www.weforum.org/

Summary The World Economic Forum works with

individuals from a variety of fields, including

government and business. Its aim is to educate

members and the broader public about new

trends and organizations with the potential to

promote and implement relevant (business and

societal) agendas.

http://svenbeiker.com/

https://tsrc.berkeley.edu/



63


8. Participating Individuals and Institutions

Interviewees & experts

Interviews were conducted with individuals from the following companies and institutions over spring and

summer 2019 (listed in alphabetical order):

AutoTech Ventures

Enterprise Garage

Kodiac Robotics

Lime

Motus Venture

PATH, University of California Berkeley

Peloton

Perceptive Automata

Plug and Play Tech Center


San Francisco County Transportation Agency

San Francisco Municipal Transportation Agency

Scoot

Silicon Valley Mobility

Stanford University, Department of Mechanical Engineering

University of California Berkeley, Institute of Transportation Studies

Volkswagen Group, Advanced Technologies and IT Innovations

Xapix

The report was also supplemented with information from talks and discussions held at numerous events and

conferences in the San Francisco Bay Area over spring and summer 2019, including TechCrunch Sessions

Mobility, ITE Workshop, Uber Marketplace Dynamics, etc.

Authors and editors

Aggelos Soteropoulos is a mobility researcher at the Vienna University of Technology’s Research Unit of Transportation

System Planning. His research focuses on the effects of new mobility innovations (e.g. automated vehicles) on transport

systems, mobility and settlement development. He is currently working on several research projects in these areas,

including the Daimler & Benz Foundation-funded AVENUE21 project. His work focuses particularly on spatial analyses,

traffic modeling and data visualization.

Contact: [email protected]

Georg Fürlinger is technology officer at ADVANTAGE AUSTRIA, the internationalization and innovation agency of the

Austrian business sector, and co-director of the Open Austria office in San Francisco. He and his team support Austrian

companies in their US market entry strategies and in the search for technology, business partners and investors in

Silicon Valley. Previously, Georg conducted research at the Austrian Institute of Technology, worked at the Stanford

University startup accelerator StartX and taught at the New York Institute of Technology. He is the co-author of the book

‘Abseits von Silicon Valley’ (‘Beyond Silicon Valley’) and publishes and lectures regularly in the field of entrepreneurship

and innovation.

Contact: [email protected] and [email protected]

Mathias Mitteregger heads the Daimler and Benz Foundation-funded research project AVENUE21 at the Vienna

University of Technology, examining the opportunities and risks of automated vehicles for urban development in Europe.

He also carries out a range of research and planning projects both independently and at the university, with a focus on

how new technologies change perception, design and the broader concept of life in urban environments.

Contact: [email protected]





64


Participating institutions

Advantage Austria, San Francisco & Open Austria www.wko.at/aussenwirtschaft/us | www.open-austria.com

The regional focus of the San Francisco office is on Silicon Valley and the wider Bay Area. As part of ‘Open Austria’ – a

joint initiative with the Austrian Federal Ministry of Europe, Integration and Foreign Affairs – the office serves as a

platform and partner for business, science, technology and the arts. It supports Austrian startups and established

businesses with their US market entry strategies and with the scouting of partners, technologies and investors. Its

GoSiliconValley Initiative has already brought more than 140 selected Austrian startups to the region.

The office’s activities further include participation in delegation tours and Zukunftsreisen [international future-themed

events] and the organization of local technology and innovation events.

future.lab, Faculty of Architecture and Planning, Vienna University of Technology www.futurelab.tuwien.ac.at

future.lab is is a platform for experimental inter- and transdisciplinary research and teaching in urban and spatial

development at the Vienna University of Technology’s Faculty of Architecture and Planning. It promotes projects and

discourse around space and development-related concepts and around strategies in the fields of architecture, urban

planning and spatial planning. Importantly, it also promotes dialogue between the spatial sciences and planning practice.

aspern.mobil LAB, Research Unit of Transport System Planning, Vienna University of Technology www.mobillab.wien

Located in the Aspern Seestadt district of Vienna, aspern.mobil LAB was created as an infrastructure for research and

development and a space for innovation in which science, urban administration, companies and residents could come

together to work on the development of sustainable urban mobility. It is coordinated by the Research Unit of Transport

System Planning at the Vienna University of Technology. Its main focus is on active mobility, shared mobility as a

service and first/last mile logistics. As part of the Mobility of the Future program, it is one of five urban mobility

laboratories in Austria funded by the Federal Ministry of Transport, Innovation and Technology.

https://www.wko.at/service/dienststelle.html?orgid=48052

http://www.open-austria.com/

http://www.futurelab.tuwien.ac.at/

http://www.mobillab.wien/

65


9. Bibliography

Amblard, Marc (2017): An inside look at Silicon Valley’s Mobility Ecosystem. In:

https://frenchtechhub.com/2017/12/an-inside-look-at-silicon-valleys-mobility-ecosystem/ (05.24.2019)

Beiker, Sven (2018): Future mobility – does Silicon Valley have the answer? Lecture, Tostedt, 10 December

2018

Beiker, Sven (2019a): Technologischer Stand der USA beim automatisieren Fahren [The Technological

Progress of the USA on Automated Driving]. Interview with the Zukunftsmobilisten, Ep. 31. 04.11.2019. In:

https://podcastreihe-die-zukunftsmobilisten.podigee.io/32-neue-episode (04.22.2019)

Beiker, Sven (2019b): Silicon Valley and Detroit need one another. How the automotive future is co-created.

Samsung Forum, 11th June, 2019. San José

bmvit – Bundesministerium für Verkehr, Innovation und Technologie [Austrian Federal Ministry for

Transport, Innovation and Technology] (2016): Findings report from the project “ShareWay – Wege zur

Weiterentwicklung von Shared Mobility zur dritten Generation“ [“ShareWay – Paths to the Further

Development of Third-Generation Shared Mobility”]. Vienna.

bmvit – Bundesministerium für Verkehr, Innovation und Technologie [Austrian Federal Ministry for

Transport, Innovation and Technology] (2019): Elektromobilität in Österreich. Zahlen, Daten & Fakten

[Electromobility in Austria. Figures, Facts and Data]. February 2019. Vienna. In:

https://www.austriatech.at/pdf/479 (04.22.2019)

Bönninger, Jürgen, Eichelmann, Anja, Schüppel, Udo (2018): Automatisiertes und vernetztes Fahren:

Potenziale und Herausforderungen der technischen Entwicklung im Fahrzeug [Automated and Networked

Driving: The Potential and Challenges of the Technical Advancement of Vehicles]. Zeitschrift für

Verkehrssicherheit 64(3). p. 97-98.

Bormann, René, Fink, Philipp, Holzapfel, Helmut, Rammler, Stephan, Sauter-Servaes, Thomas, Tiemann,

Heinrich, Waschke, Thomas, Weirausch, Boris (2018): Die Zukunft der deutschen Automobilindustrie.

Transformation by Disaster oder by Design? [The Future of the German Automotive Industry. Transformation

by Disaster or by Design?]. WISO Diskurs 03/2018. Friedrich-Ebert-Stiftung

California Department of Motor Vehicles (2018): Permit Holders (Driverless Testing). In:

https://www.dmv.ca.gov/portal/dmv/detail/vr/autonomous/driverlesstestingpermits (04.17.2019)

California Department of Motor Vehicles (2019a): Testing of Autonomous Vehicles with a Driver. In:

https://www.dmv.ca.gov/portal/dmv/detail/vr/autonomous/testing (08.05.2019)

California Department of Motor Vehicles (2019b): Permit Holders (Testing with a Driver). In:

https://www.dmv.ca.gov/portal/dmv/detail/vr/autonomous/permit (04.17.2019)

California Public Utilities Commission (2019): Autonomous Vehicles Passenger Service Pilot Programs. In:

http://www.cpuc.ca.gov/avcpilotinfo/ (08.05.2019)

Center for Automotive Research at Stanford (2019): CARS, About us. In:

https://cars.stanford.edu/about/about-us (06.03.2019)

City Innovate (2019a): Superpublic. In:

https://web.archive.org/web/20171028030519/http://cityinnovate.org/superpublic/ (08.05.2019)

City Innovate (2019b): City Innovate. What we do. In: https://www.cityinnovate.org/about (08.05.2019)

https://frenchtechhub.com/2017/12/an-inside-look-at-silicon-valleys-mobility-ecosystem/

https://podcastreihe-die-zukunftsmobilisten.podigee.io/32-neue-episode

https://www.austriatech.at/pdf/479

https://www.dmv.ca.gov/portal/dmv/detail/vr/autonomous/driverlesstestingpermits

https://www.dmv.ca.gov/portal/dmv/detail/vr/autonomous/testing

https://www.dmv.ca.gov/portal/dmv/detail/vr/autonomous/permit

http://www.cpuc.ca.gov/avcpilotinfo/

https://cars.stanford.edu/about/about-us

https://web.archive.org/web/20171028030519/http:/cityinnovate.org/superpublic/

https://www.cityinnovate.org/about

66


Clewlow, Regina (2017): Shared Mobility: Current Adoption, Use, and Potential Impacts on Travel Behavior.

TRB Annual Meeting.

Clewlow, Regina (2018): The Micro-Mobility Revolution. In: https://cdn-images-

1.medium.com/max/1600/1*84JsaeMMJpoJV65nxdMVcQ.png (05.15.2019)

ConsultUS: Stanford University. Kurz vorgestellt [A Brief Introduction]. In: https://consultus.org/studieren-

bewerbung-kosten-stanford-university/ (07.21.2019)

Crunchbase (2019a): Companies in Category Autonomous Vehicles with Headquarters Location on California

(04.18.2019)

Crunchbase (2019b): List of Lyft’s 68 investors. In:

https://www.crunchbase.com/search/principal.investors/field/organizations/num_investors/lyft (08.05.2019)

Daimler (2019a): Daimler & BMW: Neue Kooperation, alter Wettbewerb [New Cooperation, Old Competition].

In: https://www.daimler.com/konzern/corporate-governance/vorstand/zetsche/linkedin/daimler-bmw-

neue-kooperation-alter-wettbewerb.html (07.21.2019)

Daimler (2019b): Daimler und Bosch: San José als Pilotstadt für automatisierten Mitfahrservice [San José as

a Pilot City for Automated Ride Sharing Services]. In:

https://www.daimler.com/innovation/case/autonomous/pilotstadt-san-jose.html (04.23.2019)

Deloitte (2017): Forces of change: The future of mobility. Deloitte.

Deloitte (2019): Express lane ahead. Finding new roads to value creation as the automotive industry

transforms. Deloitte.

Dickey, Megan R. (2018): Silicon Valley scooter wars. Scooters. Gonna scoot. In:

https://techcrunch.com/2018/06/09/silicon-valley-scooter-wars/ (04.15.2019)

Dickey, Megan R. (2019): Bird, Uber and Lyft get another chance to apply for electric scooter permits in SF.

In: https://techcrunch.com/2019/08/01/bird-uber-and-lyft-get-another-chance-to-apply-for-electric-

scooter-permit-in-sf/ (08.05.2019)

Eesley, Charles E. & Miller, William F. (2012): Impact: Stanford University’s Economic Impact via Innovation

and Entrepreneurship. In:

https://engineering.stanford.edu/sites/default/files/stanford_innovation_survey_exec_summary_updatedma

rch2013.pdf (06.03.2019)

Etzkowitz, Henry (2003): Innovation in Innovation: the Triple Helix of university‐industry‐government

relations, Social Science Information 42(3), p. 293‐337.

EVAadoption (2019): EV Market Share California. In: https://evadoption.com/ev-market-share/ev-market-

share-california/ (04.22.2019)

Farlie, Vic (2019): Report on Prospect Silicon Valley, San Jose´s Cleantech Innovation Hub. In:

http://sjeconomy.com/report-on-prospect-silicon-valley-san-joses-cleantech-innovation-hub/ (08.05.2019)

Flügge, Barbara (2016): Das Ökosystem Mobilität. Trends, Konzepte, Best Practices für die intelligente

Mobilität [The Mobility Ecosystem. Trends, Concepts and Best Practices for Intelligent Mobility]. Springer.

Wiesbaden. p. 37-55.

Ford (2019): Silicon Valley. In: https://corporate.ford.com/careers/silicon-valley.html (08.05.2019)

Fürlinger, Georg & Leitner, Karl-Heinz (2016): Kulturelle Aspekte der Förderung universitärer Spin-offs

https://cdn-images-1.medium.com/max/1600/1*84JsaeMMJpoJV65nxdMVcQ.png

https://cdn-images-1.medium.com/max/1600/1*84JsaeMMJpoJV65nxdMVcQ.png

https://consultus.org/studieren-bewerbung-kosten-stanford-university/

https://consultus.org/studieren-bewerbung-kosten-stanford-university/

https://www.crunchbase.com/search/principal.investors/field/organizations/num_investors/lyft

https://www.daimler.com/konzern/corporate-governance/vorstand/zetsche/linkedin/daimler-bmw-neue-kooperation-alter-wettbewerb.html

https://www.daimler.com/konzern/corporate-governance/vorstand/zetsche/linkedin/daimler-bmw-neue-kooperation-alter-wettbewerb.html

https://www.daimler.com/innovation/case/autonomous/pilotstadt-san-jose.html

https://techcrunch.com/2018/06/09/silicon-valley-scooter-wars/

https://techcrunch.com/2019/08/01/bird-uber-and-lyft-get-another-chance-to-apply-for-electric-scooter-permit-in-sf/

https://techcrunch.com/2019/08/01/bird-uber-and-lyft-get-another-chance-to-apply-for-electric-scooter-permit-in-sf/

https://engineering.stanford.edu/sites/default/files/stanford_innovation_survey_exec_summary_updatedmarch2013.pdf

https://engineering.stanford.edu/sites/default/files/stanford_innovation_survey_exec_summary_updatedmarch2013.pdf

https://evadoption.com/ev-market-share/ev-market-share-california/

https://evadoption.com/ev-market-share/ev-market-share-california/

http://sjeconomy.com/report-on-prospect-silicon-valley-san-joses-cleantech-innovation-hub/

https://corporate.ford.com/careers/silicon-valley.html

67


[Cultural Aspects of the Promotion of University Spin-offs]. In: Lemmens, Markis, Horváth, Péter, Seiter,

Mischa (ed.) Wissenschaftsmanagement – Handbuch & Kommentar [Knowledge Management – Manual and

Commentary], Lemmens Medien Bildung, Forschung, Technologie, Bonn, Berlin, New York.

Fürlinger, G. (2014) Die Bausteine eines Gruenderoekosystems [The Building Blocks of a Startup

Ecosystem]. In Thomas Funke & W. Axel Zehrfeld (ed.) Abseits von Silicon Valley: Beispiele erfolgreicher

Gruendungsstandorte [Beyond Silicon Valley: Examples of Successful Startup Locations], Frankfurter

Allgemeine Buch, Frankfurt

FutureEngine (2018): Lime and Bird worth $10B+ each or 5x to 10x more than their last valuations. In:

https://www.futureengine.org/articles/scooters-are-worth-10b (18.04.2019)

Gärtner, Christian (2018): Der Fall der Automobilindustrie [The Case of the Automotive Industry]. In: Gärtner,

Christian & Heinrich, Christian (ed.): Fallstudien zur Digitalen Transformation [Case Studies for Digital

Transformation]. Springer. Wiesbaden. p. 1-35.

Gessner, Kathryn (2019): Rideshare: Uber announces IPO, leads rideshare sales over Lyft. In:

https://blog.secondmeasure.com/datapoints/rideshare-industry-overview/ (05.15.2019)

Greenfield Labs (2019): Greenfield Labs. In: http://greenfieldlabs.com/ (08.05.2019)

Herger, Mario (2019): Disengagement Berichte 2018 – Finale Ergebnisse [Disengagement Reports 2018 –

Final Results]. In: https://derletztefuehrerscheinneuling.com/2019/02/13/update-disengagement-berichte-

2018-finales-ergebnisse/ (06.03.2019)

Holland-Letz, Daniel, Kässer, Matthias, Kloss, Benedikt, Müller, Thibaut (2019): Start me up: Where mobility

investments are going. In: https://www.mckinsey.com/industries/automotive-and-assembly/our-

insights/start-me-up-where-mobility-investments-are-going (07.21.2019)

Horváth & Partners (2019): Urban Air Mobility – Business Between Sky and Earth. In: https://www.horvath-

partners.com/de/presse/aktuell/detail/date/2019/02/12/horvath-studie-urban-air-mobility-flugtaxi-

pilotstrecken-ab-2025-auch-in-deutschland-realistisch/ (07.21.2019)

Imlinger, Christine (2019): Und noch einmal 1500 E-Scooter [Another 1,500 E-Scooters]. Die Presse. In:

https://diepresse.com/home/panorama/wien/5615069/Und-noch-einmal-1500-EScooter (08.04.2019)

InsideEVs (2019): Monthly Plug-In EV Sales Scorecard. In: https://insideevs.com/news/343998/monthly-plug-

in-ev-sales-scorecard/ (07.21.2019)

Iqbal, Mansoor (2019): Uber Revenue and Usage Statistics. In: http://www.businessofapps.com/data/uber-

statistics/ (05.15.2019)

Irle, Roland (2019): Global EV Sales for 2018 – Final Results. In: http://www.ev-volumes.com/country/total-

world-plug-in-vehicle-volumes/ (04.22.2019)

ITS (Institute of Transportation Studies) Berkeley (2019): Leaders in the Future of Mobility. In:

https://its.berkeley.edu/ (07.21.2019)

Jaguar (2018): Waymo And Jaguar Land Rover Announce Long-Term Partnership, Beginning With Self-

Driving Jaguar I-Pace. In: https://www.jaguar.com/news/waymo-partnership.html (07.23.2019)

Jiang, Jingjang (2019): More American are using ride-hailing apps. In: https://www.pewresearch.org/fact-

tank/2019/01/04/more-americans-are-using-ride-hailing-apps/ (05.07.2019).

Jittrapirom, Peraphan, Caiati, Valeria, Feneri, Anna-Maria, Ebrahimigharehbaghi, Shima, Alonso-Gonzalez,

Maria J., Narayan, Jishnu (2017): Mobility as a service: A critical review of definitions, assessments of

schemes, and key challenges. Urban Planning, 2(2). p. 13-25.

https://www.futureengine.org/articles/scooters-are-worth-10b

https://blog.secondmeasure.com/datapoints/rideshare-industry-overview/

http://greenfieldlabs.com/

https://derletztefuehrerscheinneuling.com/2019/02/13/update-disengagement-berichte-2018-finales-ergebnisse/

https://derletztefuehrerscheinneuling.com/2019/02/13/update-disengagement-berichte-2018-finales-ergebnisse/

https://www.mckinsey.com/industries/automotive-and-assembly/our-insights/start-me-up-where-mobility-investments-are-going

https://www.mckinsey.com/industries/automotive-and-assembly/our-insights/start-me-up-where-mobility-investments-are-going

https://www.horvath-partners.com/de/presse/aktuell/detail/date/2019/02/12/horvath-studie-urban-air-mobility-flugtaxi-pilotstrecken-ab-2025-auch-in-deutschland-realistisch/



https://diepresse.com/home/panorama/wien/5615069/Und-noch-einmal-1500-EScooter

https://insideevs.com/news/343998/monthly-plug-in-ev-sales-scorecard/

https://insideevs.com/news/343998/monthly-plug-in-ev-sales-scorecard/

http://www.businessofapps.com/data/uber-statistics/

http://www.businessofapps.com/data/uber-statistics/

http://www.ev-volumes.com/country/total-world-plug-in-vehicle-volumes/

http://www.ev-volumes.com/country/total-world-plug-in-vehicle-volumes/

https://its.berkeley.edu/

https://www.jaguar.com/news/waymo-partnership.html

https://www.pewresearch.org/fact-tank/2019/01/04/more-americans-are-using-ride-hailing-apps/

https://www.pewresearch.org/fact-tank/2019/01/04/more-americans-are-using-ride-hailing-apps/

68


Johannig, Volker & Mildner, Roman (2015): Car IT kompakt. Das Auto der Zukunft – Vernetzt und autonom

fahren [Car IT compact. The Car of the Future – Driving Connected and Autonomously]. Wiesbaden: Springer.

Kässer, Matthias, Müller, Thibaut, Tschiesner, Andreas (2017): Analyzing start-up and investment trends in

the mobility ecosystem. In: https://eu-smartcities.eu/sites/default/files/2017-12/analyzing-start-up-and-

investment-trends-in-the-mobility-ecosystem%20%28002%29.pdf (07.21.2019)

Kollosche, Ingo, Schwedes, Oliver (2016). Mobilität im Wandel. Transformationen und Entwicklungen im

Personenverkehr [Mobility in Flux. Transformations and Developments in Personal Transportation]. Wiso

Diskurs 14/2016.

Köllner, Christian (2018): Abheben im Flug-Taxi [Take-off of the Flying Taxi]. In:

https://www.springerprofessional.de/mobilitaetskonzepte/transportroboter/abheben-im-flug-taxi/16003678

(07.21.2019)

Korosec, Kirsten (2019): Self-driving truck startup Kodiak Robotics begins deliveries in Texas. TechCrunch.

In: https://techcrunch.com/2019/08/06/self-driving-truck-startup-kodiak-robotics-begin-deliveries-in-

texas/ (08.11.2019)

Krieg, Alexander, Rajko, Alexander, Bouché, Florian (2018): Agil und attraktiv. Wie Entwicklungsdienstleister

die Zukunft mitgestalten [Agile and Attractive. How Development Service Providers are Helping Shape the

Future]. ATZ 2018. p. 14-17

Lutsey, Nic (2018): California’s continued electric vehicle market development. ICCT – The international

Council on clean Transportation. May 2018

Magna (2019): News Release - Magna Highlights Lyft Partnership Milestones at 2019 North American

International Auto Show. In: https://www.magna.com/de/unternehmen/newsroom/news-press-

releases/release/2019/01/14/news-release---magna-highlights-lyft-partnership-milestones-at-2019-north-

american-international-auto-show (08.05.2019)

Manager Magazin (2019): VW und Ford starten Allianz bei Elektro- und Roboterautos [VW and Ford Agree an

Alliance to Work on Electric and Robotic Cars]. In: https://www.manager-

magazin.de/unternehmen/autoindustrie/volkswagen-aufsichtsrat-beraet-ueber-groessere-allianz-mit-ford-

a-1276907.html (07.25.2019)

Marshall, Aarian (2018): 32 Hours in Chandler, Arizona. The self-driving capital of the world. In:

https://www.wired.com/story/32-hours-chandler-arizona-self-driving-capital/ (04.22.2019)

McKinsey&Company (2016): Automotive revolution – perspective towards 2030. How the convergence of

disruptive technology-driven trends could transform the auto industry. Advanced Industries

Mobility Foresights (2019): Flying Car and Flying Taxi Market in US and Europe 2019-2025. In:

https://mobilityforesights.com/product/flying-car-and-flying-taxi-market-in-us-and-europe-2018-2025/

(07.20.2019)

Mojadad, Ida (2018): Self-Driving Cars just got slapped with major rules. In:

http://www.sfweekly.com/news/self-driving-cars-just-got-slapped-with-major-rules/ (06.03.2019)

Molla, Rani (2018): Lyft has eaten Uber’s U.S. market share, new data suggests. In:

https://www.vox.com/2018/12/12/18134882/lyft-uber-ride-car-market-share (05.15.2019)

NACTO – National Association of City Transportation Officials (2019): Shared Micromobility in the U.S.: 2018.

In: https://nacto.org/wp-content/uploads/2019/04/NACTO_Shared-Micromobility-in-2018_Web.pdf

(05.23.2019)

https://eu-smartcities.eu/sites/default/files/2017-12/analyzing-start-up-and-investment-trends-in-the-mobility-ecosystem%20(002).pdf

https://eu-smartcities.eu/sites/default/files/2017-12/analyzing-start-up-and-investment-trends-in-the-mobility-ecosystem%20(002).pdf

https://www.springerprofessional.de/mobilitaetskonzepte/transportroboter/abheben-im-flug-taxi/16003678

https://techcrunch.com/2019/08/06/self-driving-truck-startup-kodiak-robotics-begin-deliveries-in-texas/

https://techcrunch.com/2019/08/06/self-driving-truck-startup-kodiak-robotics-begin-deliveries-in-texas/

https://www.magna.com/de/unternehmen/newsroom/news-press-releases/release/2019/01/14/news-release---magna-highlights-lyft-partnership-milestones-at-2019-north-american-international-auto-show



https://www.manager-magazin.de/unternehmen/autoindustrie/volkswagen-aufsichtsrat-beraet-ueber-groessere-allianz-mit-ford-a-1276907.html



https://www.wired.com/story/32-hours-chandler-arizona-self-driving-capital/

https://mobilityforesights.com/product/flying-car-and-flying-taxi-market-in-us-and-europe-2018-2025/

http://www.sfweekly.com/news/self-driving-cars-just-got-slapped-with-major-rules/

https://www.vox.com/2018/12/12/18134882/lyft-uber-ride-car-market-share

https://nacto.org/wp-content/uploads/2019/04/NACTO_Shared-Micromobility-in-2018_Web.pdf

69


National Street Service (2019): About us. In: https://www.nationalstreetservice.org/about-us (08.05.2019)

Poetzsch-Heffter, Arnd & When, Norbert (2018): Humboldt 2.0: U ber die Rolle Innovativer Universita ten im

deutschen Wissenschaftssystem [Humboldt 2.0: On the Role of Innovative Universities in the German

Academic System]. In: Dittler, Ullrich & Kreidl, Christian (ed.): Hochschule der Zukunft. Beiträge zur

zukunftsorientierten Gestaltung von Hochschulen [The University of the Future. Contributions on Future-

Oriented University Design]. Springer. Wiesbaden. p. 63-80

Prospect Silicon Valley (2019): About us. Supporting cleantech innovation for sustainable, smarter cities. In:

https://prospectsv.org/about/ (08.05.2019)

Rammler, Stefan (2016): Digitaler Treibstoff. Chancen und Risiken des Einsatzes digitaler Technologien und

Medien im Mobilitätssektor [Digital Fuel. Opportunities and Risks of Using Digital Technologies and Media in

the Mobility Sector]. Reihe Study Hans-Böckler-Stiftung. In:

https://www.boeckler.de/pdf/p_study_hbs_310.pdf (15.05.2019)

Rammler, Stephan (2019): Mobilität der Gegenwart für die Zukunft [Mobility of the Present, for the Future].

In: Niederösterreichische Landesausstellung [State Exhibition of Lower Austria] (ed.): Welt in Bewegung!

Stadt.Geschichte.Mobilität [World in Movement! City.History.Mobility]. p. 126-139.

Roberts, Adrienne (2017): Car-Sharing Companies Hit Speed Bumps as Demand Slows, Ride-Hailing Grows.

In: https://www.wsj.com/articles/car-sharing-companies-hit-speed-bumps-as-demand-slows-ride-hailing-

grows-1500024601 (07.21.2019)

Runyan, Robin & Walker, Alissa (2018): Spin scooters, recently acquired by Ford, land in Detroit today.

Curbed Detroit. In: https://detroit.curbed.com/2018/11/8/18075122/ford-spin-scooters-acquired-detroit

(08.05.2019)

SAE International. (2018). Surface vehicles recommended practice. J3016. Taxonomy and Definitions for

Terms Related to Driving Automation Systems for On-Road Motor Vehicles, June 2018.

Said, Carolyn (2016): Superpublic lab in SF to focus on urban problems. SF Chronicle. In:

https://www.sfchronicle.com/business/article/Superpublic-lab-in-SF-to-focus-on-urban-problems-

7423635.php (08.04.2019)

Sänn, Alexander, Richter, Stefan, Fraunholz, Christian K. (2017): Car-to-X als Basis organisationaler

Transformation und neuer Mobilitätsdienstleistungen [Car-to-X as the Basis of Organizational

Transformation and New Mobility Services]. Wirtschaftsinformatik & Management 5/2017. p. 60-71.

Schaller, Bruce (2018): The New Automobility: Lyft, Uber and the Future of American Cities. Schaller

Consulting. In: http://www.schallerconsult.com/rideservices/automobility.pdf (08.05.2019)

Schmidt, Herbie (2018): Waymo setzt auf den Jaguar I-Pace als autonomes Elektroauto [Waymo Puts Its

Trust in the Jaguar I-Pace as an Autonomous Electric Car]. Neue Zürcher Zeitung. In:

https://www.nzz.ch/mobilitaet/auto-mobil/waymo-setzt-auf-den-jaguar-i-pace-als-autonomes-elektroauto-

ld.1381834 (08.05.2019)

SFCTA (2018): Emerging Mobility Evaluation Report. Evaluating Emerging Mobility Services and Technologies

in San Francisco. In: https://www.sfcta.org/sites/default/files/2019-

02/Emerging%20Mobility%20Studies_11.pdf (06.03.2019)

SFCTA (2019a): San Francisco is working to ensure Mobility Technology Advances our Goals. In:

https://www.sfcta.org/blogs/san-francisco-working-ensure-mobility-technology-advances-our-goals

(06.03.2019)

https://www.nationalstreetservice.org/about-us

https://prospectsv.org/about/

https://www.wsj.com/articles/car-sharing-companies-hit-speed-bumps-as-demand-slows-ride-hailing-grows-1500024601

https://www.wsj.com/articles/car-sharing-companies-hit-speed-bumps-as-demand-slows-ride-hailing-grows-1500024601

https://detroit.curbed.com/2018/11/8/18075122/ford-spin-scooters-acquired-detroit

https://www.sfchronicle.com/business/article/Superpublic-lab-in-SF-to-focus-on-urban-problems-7423635.php

https://www.sfchronicle.com/business/article/Superpublic-lab-in-SF-to-focus-on-urban-problems-7423635.php

http://www.schallerconsult.com/rideservices/automobility.pdf

https://www.nzz.ch/mobilitaet/auto-mobil/waymo-setzt-auf-den-jaguar-i-pace-als-autonomes-elektroauto-ld.1381834

https://www.nzz.ch/mobilitaet/auto-mobil/waymo-setzt-auf-den-jaguar-i-pace-als-autonomes-elektroauto-ld.1381834

https://www.sfcta.org/sites/default/files/2019-02/Emerging%20Mobility%20Studies_11.pdf

https://www.sfcta.org/sites/default/files/2019-02/Emerging%20Mobility%20Studies_11.pdf

https://www.sfcta.org/blogs/san-francisco-working-ensure-mobility-technology-advances-our-goals

70


SFCTA (2019b): Emerging Mobility Pilot Strategy. In: https://www.sfcta.org/projects/emerging-mobility-pilot-

strategy (08.05.2019)

SFMTA (2018): Scooter Share Pilot Program – SFMTA Application Assessments. In:

https://www.sfmta.com/sites/default/files/reports-and-

documents/2018/08/application_rating_summary_table_08.320.2018.pdf (04.15.2019)

SFTMA (2019a): Regulated and Emerging Mobility Comments. In: https://www.sfmta.com/about-us/contact-

us/regulated-emerging-mobility-comments (06.03.2019)

SFTMA (2019b): Powered Scooter Share Permit and Pilot Program. In:

https://www.sfmta.com/projects/powered-scooter-share-permit-and-pilot-program (07.21.2019)

Shaheen, Susan, Cohen, Adam, Jaffee, Mark (2018): Innovative Mobility: Car Sharing Outlook. Carsharing

Market Overview, Analysis and Trends. Transportation Sustainability Research Center, University of

California, Berkeley. In: https://escholarship.org/uc/item/49j961wb (07.21.2019)

Shladover, Steven E. (2018): Connected and automated vehicle systems: Introduction and overview. Journal

of Intelligent Transport Systems 22(3). p. 190-200.

Shueh, Jason (2016): San Francisco opens Superpublic Innovation Lab. Gov Tech. In:

https://www.govtech.com/civic/San-Francisco-Opens-Superpublic-Innovation-Lab.html (08.04.2019)

Sikka, Neal, Vila, Cayla, Stratton Matthew, Ghassemi, Mohamadreza, Pourmand, Ali (2019): Sharing the

sidewalk: A case of E-scooter related pedestrian injury. The American Journal of Emergency Medicine.

Singularity University (2019): Singularity University Faculty and Experts. In: https://su.org/about/faculty/

(07.21.2019)

Sommer, Carsten (2016): Mobilitäts- und Angebotsstrategien in ländlichen Räumen. Planungsleitfaden für

Handlungsmöglichkeiten von O PNV-Aufgabenträgern und Verkehrsunternehmen unter besonderer

Berücksichtigung wirtschaftlicher Aspekte flexibler Bedienungsformen [Mobility and Supply-side Strategies

in Rural Areas. Planning Guidelines for Potential Courses of Action by Public Transport Authorities and

Transport Companies, with Special Consideration of the Economic Aspects of Flexible Service Forms].

Sommer, Sarah (2019): Von wegen Silicon Berlin. Denken wie bei Google [So much for ‘Silicon Berlin’.

Thinking like Google]. Frankfurter Allgemeine Zeitung. In: https://www.faz.net/aktuell/beruf-

chance/campus/wie-die-kalifornische-singularity-university-in-berlin-scheiterte-16041935.html

(07.21.2019)

Soteropoulos, Aggelos, Berger, Martin, Stickler, Andrea, Dangschat, Jens S.; Sodl, Vanessa, Pfaffenbichler,

Paul, Emberger, Günter, Frankus, Elisabeth, Braun, Robert, Schneider, Florian, Kaiser, Susanne,

Wakolbinger, Harald (2019): SAFiP – Systemszenarien Automatisiertes Fahren in der Personenmobilität

[SAFiP – System Scenarios Automated Driving in Personal Mobility]. Research report. bmvit [Austrian

Federal Ministry for Transport, Innovation and Technology], Vienna.

Spiegel Online (2009): Zukunftstechniken unter einem Dach. Neue Uni im Silicon Valley [Future Technologies

Under One Roof. New University in Silicon Valley]. https://www.spiegel.de/lebenundlernen/uni/neue-uni-im-

silicon-valley-zukunftstechniken-unter-einem-dach-a-605182.html (07.21.2019)

Statista (2017): Connected Car. Market Report. In:

https://files.vogel.de/vogelonline/vogelonline/files/9512.pdf (05.25.2019)

Statista (2019): Connected Car United States. Stock of Connected Cars. Penetration Rate. In:

https://www.statista.com/outlook/320/109/connected-car/united-states#market-revenue (07.21.2019)

https://www.sfcta.org/projects/emerging-mobility-pilot-strategy

https://www.sfcta.org/projects/emerging-mobility-pilot-strategy

https://www.sfmta.com/sites/default/files/reports-and-documents/2018/08/application_rating_summary_table_08.320.2018.pdf

https://www.sfmta.com/sites/default/files/reports-and-documents/2018/08/application_rating_summary_table_08.320.2018.pdf

https://www.sfmta.com/about-us/contact-us/regulated-emerging-mobility-comments

https://www.sfmta.com/about-us/contact-us/regulated-emerging-mobility-comments

https://www.sfmta.com/projects/powered-scooter-share-permit-and-pilot-program

https://escholarship.org/uc/item/49j961wb

https://www.govtech.com/civic/San-Francisco-Opens-Superpublic-Innovation-Lab.html

https://su.org/about/faculty/

https://www.faz.net/aktuell/beruf-chance/campus/wie-die-kalifornische-singularity-university-in-berlin-scheiterte-16041935.html

https://www.faz.net/aktuell/beruf-chance/campus/wie-die-kalifornische-singularity-university-in-berlin-scheiterte-16041935.html

https://www.spiegel.de/lebenundlernen/uni/neue-uni-im-silicon-valley-zukunftstechniken-unter-einem-dach-a-605182.html

https://www.spiegel.de/lebenundlernen/uni/neue-uni-im-silicon-valley-zukunftstechniken-unter-einem-dach-a-605182.html

https://files.vogel.de/vogelonline/vogelonline/files/9512.pdf

https://www.statista.com/outlook/320/109/connected-car/united-states#market-revenue

71


Szczesny, Joseph (2018): Sales of Electric Vehicles Growing Steadily in California. In:

http://www.thedetroitbureau.com/2018/12/sales-of-electric-vehicles-growing-steadily-in-california/

(04.18.2019)

Uber (2019): Ride Pass. In: https://www.uber.com/us/en/ride/how-it-works/uber-pass/ (07.21.2019)

Uber Elevate (2019): The future of urban Mobility. In: https://www.uber.com/in/en/elevate/ (07.21.2019)

Van der Ahe, Matt (2019): Auto Lab Map Silicon Valley. January 2019.

VDA - Verband Deutscher Automobilindustrie [German Association of the Automotive Industry] (2015):

Automatisierung. Von Fahrerassistenzsystemen zum automatisierten Fahren [Automation. From Driver

Assistance Systems to Automated Driving]. In:

https:\\www.vda.de\\dam\\vda\\publications\\2015\\automatisierung.pdf

(07.21.2019)

http://www.thedetroitbureau.com/2018/12/sales-of-electric-vehicles-growing-steadily-in-california/

https://www.uber.com/us/en/ride/how-it-works/uber-pass/

https://www.uber.com/in/en/elevate/

ADVANTAGE AUSTRIA

ADVANTAGE AUSTRIA OFFICE SAN FRANCISCO

44 Tehama Street

94105 San Francisco, CA

United States of America

T +1 650 750 6220

E [email protected]

W wko.at/aussenwirtschaft/us

tel:+16507506220



ADVANTAGE AUSTRIA INDUSTRY REPORT · 2020-04-28 · future.lab, Technical University of Vienna...

Documents

Transcript of ADVANTAGE AUSTRIA INDUSTRY REPORT · 2020-04-28 · future.lab, Technical University of Vienna...