=Paper=
{{Paper
|id=Vol-1516/p2
|storemode=property
|title=Smart Ski Goggles – Development and Business Model Generation of Smart Glasses Applications
|pdfUrl=https://ceur-ws.org/Vol-1516/p2.pdf
|volume=Vol-1516
|dblpUrl=https://dblp.org/rec/conf/tvx/Binder15
}}
==Smart Ski Goggles – Development and Business Model Generation of Smart Glasses Applications==
https://ceur-ws.org/Vol-1516/p2.pdf
Smart Ski Goggles – Development and Business Model
Generation of Smart Glasses Applications
Gerald Binder
evolaris next level GmbH
Graz, Austria
gerald.binder@evolaris.net
ABSTRACT resort of Schladming/Austria, which was our venue partner
The research project Smart Ski Goggles investigated how to in this project. The project took place between October
enhance visitor experience while skiing on a mountain by 2013 and May 2014 in the context of EXPERIMEDIA [6],
delivering real-time information and a navigation system a research project providing a technological framework as
using state-of-the-art data ski goggles (Oakley Airwave). well as venues to perform real-world experiments in the
Information about lifts, slopes, weather, hospitality, social field of Future Internet.
media and even navigation (e.g. to huts and lifts) were
integrated into a single application allowing users to We provide information focused on the three major parts of
explore the region according to their interests. Additionally, the project. First, we describe our methodological approach
as the software was developed for a fairly new kind of based on co-creation to develop a system displaying real-
device with no established app distribution channel, time information in ski goggles equipped with a micro-
business model scenarios were generated to explore display, see Figure 1. We will discuss the results and
possibilities how to reach marketability for the software explain why we think this approach was suitable for such
together with the data ski goggles. A co-creation approach kind of service. Second, we explain the implementation and
was used to develop a tailor-made solution right from the discuss technical challenges of Smart Ski Goggles and the
end users’ needs and requirements. integration of external services. All below described
features were really implemented and are no mockups.
Author Keywords Third, we provide information about possible business
smart glasses; wearables; head-worn displays; user model scenarios for Smart Ski Goggles.
experience; user interaction; co-creation; business model
METHODOLOGY
ACM Classification Keywords A four step co-creation approach was being applied to
H.5.m. Information interfaces and presentation (e.g., HCI): integrate as many as possible potential end users into the
Miscellaneous. conception, implementation and evaluation of this project.
Co-creation [3] is based on the principle that the context of
INTRODUCTION the future use of an artefact (e.g. software) is crucial for its
One main goal of the project was to investigate an emerging success and can best be understood, if people out of the
technological solution (smart glasses) with bringing in the target group are participating in the artefact development.
user at an experimental stage of a possibly upcoming Thus, the goal was to maximize the impact of the proposed
commercial solution. Another more general goal was to technical solutions by continuously involving them in the
understand the practical usage potential of real-time development process.
information displayed in smart glasses and find solutions
for technical challenges in a real-world setting.
Additionally, for the generation of business model scenarios
it was crucial to analyze the stakeholder needs in the ski
3rd International Workshop on Interactive Content Consumption at
TVX’15, June 3rd, 2015, Brussels, Belgium.
Copyright is held by the author(s)/owner(s).
Figure 1. Ski goggle with integrated micro-display
All four steps were tightly linked together to gain a
maximum of valid insights. In the first step two focus
groups were conducted to discuss user requirements, screen
designs and interaction concepts. This was the basis for the
conception of the Smart Ski Goggles software and the
following second co-creation step, a representative online
survey. Each of the focus groups consisted of seven
participants and lasted for around 120 minutes. All
participants were between 19 and 49 years old and were Figure 2. Screenshot of the lift waiting time feature
skiing on a regular basis.
Step 2, the online survey should basically answer the
questions: ‘Which features would you use and when?’ and
‘How much are you willing to pay to rent or buy a smart ski Figure 2. Screenshot of the lift waiting time feature
goggle?’ This second step examined the user requirements The navigation feature allowed the users to select a starting
on a representative level and served as a basis for a detailed point as well as a target point for the navigation, e.g. from a
target group specification for the following two field tests. specific lift exit to another specific lift entrance. The
We used computer assisted web interviews with a resulting route is presented as a list of routing points to be
representative (for Austria) sample of 1005 participants. passed, see Figure 3. Additionally, if the user approaches an
The target sample (people who use smartphones, have important point on the slope a photograph with a
downloaded apps and were skiing at least once in the last superimposed arrow will automatically appear to indicate
two years) was 382 people. the correct direction, see Figure 4. Actually, the picture
In the third co-creation step the focus was set on usability consisting of photograph and arrow is pre-produced. In a
aspects and it was conducted as a field test. These test runs future version, the arrow could be superimposed on a live
were also used to evaluate whether the implemented video stream (given a future ski goggle would have a
features were considered to be as useful as the results of the camera integrated).
focus groups and the online survey suggested. The test runs
were conducted in Schladming on two days with in total 15
participants. We used the thinking aloud method [1]
combined with observation and interviews. The total
duration of the test for one participant was around three
hours. At the beginning of the test the participants were
briefed about the system setup und provided features.
Finally, the fourth co-creation step was focused on user
experience (UX) aspects. To get feedback from as many
participants as possible we used self-administered digital
questionnaires before and after the test run. So the
participants had to fill out the questionnaires, from which
we could analyze quantitative data. Additionally, short Figure 3. Screenshot of the navigation route list
interviews with all participants and one focus group (n=5) With the notification feature the service operator has got the
were conducted to get more qualitative data. This second possibility to push messages into the application and inform
field test was conducted in Schladming on five consecutive skiers in real-time about important information, e.g.
days in which 54 participants tested the software during a announcing an event or providing a weather warning. One
timeframe of two to five hours. To learn more about usage of the most surprising and interesting features derived from
patterns we also logged all user activity. the initial focus groups was that above the users speed of 20
kph the screen shows only the speed, time and a notification
MAIN FEATURES
icon (the latter only if a new notification has arrived). This
The lift waiting time feature was implemented as a list,
is to not distract the user while skiing. If a navigation is
sorted in a way that the closest lift is on the top position.
active only the information for the next route segment is
The lift waiting time is indicated by colored icons (green =
being displayed instead of the speed.
no waiting time, yellow = short waiting time, orange = long
waiting time), see Figure 2.
Using the technological framework of EXPERIMEDIA the
Smart Ski Goggles backend processes information from a
number of different external data sources such as weather
service, resort information service and navigation
information provider. In addition, it receives lift utilization
statistics from a video analysis component (‘AVCC’ in
Figure 5). These statistics are analyzed and used to provide
the lift waiting time indication to the user. Furthermore, the
backend also receives turnstile usage information from each
lift which is also used for the same reason (not all lifts
could be equipped with a video camera) and as backup in
case the video analysis is not working, e.g. due to bad
Figure 4. Screenshot of photograph with superimposed arrow weather. Finally, the backend server has got a web frontend
to indicate the right direction during navigation which can be used for pushing notifications to the client.
The integration of the experiment control & monitoring
IMPLEMENTATION component (ECC) was meant to provide and analyze
The Smart Ski Goggles system consists of three Quality of Service (QoS) live data in connection with
components, see Figure 5. First, the data ski goggle (Oakley Quality of Experience (QoE) data from the field test as
Airwave) is defined as the frontend. It is used to display described in [5]. Due to technical problems based on the
real-time information, which is gathered from the integrated simultaneous connection of up to ten participants this
GPS antenna and from the attached smartphone. approach could not be realized during the field test.
The application running on the data ski goggle is referred to BUSINESS MODEL GENERATION
as the client app. The Bluetooth-connected smartphone runs The basis of our approach is to use the Effectuation method
the Smart Ski Goggles gateway app. The gateway app is [2] combined with the business model canvas of
responsible to exchange data between the client application Osterwalder/Pigneur [4]. This is based on the fact, that
and the third component of the system, the backend server, there are many uncertainties with new technology like data
via a mobile network (e.g. 3G). It uses a custom developed ski goggles, as e.g. the broader technology acceptance of
message protocol to request information and receive the smart glasses at all is not very well researched so far. Here,
related responses as well as a network data caching system a business model in general describes which key resources
in order to counteract mobile network outages or network are necessary to produce a certain value proposition (i.e. the
reception drops. The development of a custom message product or service). Furthermore, it describes via which
protocol was necessary to have more flexibility in the way channels this product or service is being offered and
data is exchanged between client and gateway app. In distributed to the customer. Finally, it opposes financial
addition, the gateway app implements a prefetching costs to expected turnover. For Smart Ski Goggles it was
mechanism so that often used data such as lift waiting time necessary to elaborate different alternative business model
indication, and weather service are available in advance. scenarios, because there is no substantial market in place so
far for data ski goggles. So, it is even more of importance to
evaluate different scenarios.
The scenarios we were working on (see Figure 6 for an
example) provide alternative approaches from users buying
the data ski goggles with the Smart Ski Goggles software
pre-installed to the ski resort operators renting the data ski
goggles with Smart Ski Goggles software on it to skiers. To
work out these scenarios basic data was necessary. This was
collected via the online survey (second co-creation step),
from which we e.g. learned how much people were willing
to pay as a rental fee, in average roughly eleven Euro. For
the same purpose we conducted a series of interviews with
typical stakeholders of a service like Smart Ski Goggles,
e.g. ski resort operators. Thus, we gained insights into the
needs and opinions of important partners in the value chain.
Figure 5. System overview For a later exploitation this understanding is crucial. We
also did a global online research to find out whether
services like Smart Ski Goggles are available somewhere
and how the business model there would work.
allowed per category. It confirmed our expectation that
warnings (61.5 %), weather (56.8 %), navigation (50.5 %)
and lift waiting time (47.9 %) are top requested features in
categories A and B. Additionally, it clearly showed that
presenting the users pulse on the screen (an idea of the early
concept phase) is of comparably low interest (52.9 %
qualified this feature as ‘not interesting’). Showing text
messages and e-mail (60.2 %) and other social media
contents (61.8 %) were also rated as not interesting.
Testing the accuracy of the lift waiting time indication was
difficult, as not so many people were on the slopes during
the test runs. This has to be taken into consideration when
Figure 6. Example of business model scenario for Smart Ski analyzing the very positive value of the participants instant
Goggles feedback for the lift waiting time. 214 of 238 feedbacks (90
In general there are two distinct approaches in distributing %) confirmed a correct waiting time.
the Smart Ski Goggles software and the necessary data ski As the test participants had to fulfill two navigation tasks
goggles. The customers can buy the ski goggles or they can during the field tests we got a lot of feedback about this
rent them. For the buying option we learned that 69.4 % of feature. To fulfill the navigation tasks the participants had
the participants in the online survey are basically willing to to go to a specific start point and select the target of the
buy a data ski goggle. On the other hand, the average price navigation. After that the route was calculated and
these people were willing to pay was between 114 Euro displayed on the screen as a list of route elements. The
(people who thought the goggle must not cost more than a participants missed functionality like the usage of a
regular ski goggle) and 161 Euro (people who thought the completely free starting point (due to technical reasons not
goggle can cost more than a regular ski goggle). In any possible during the project lifetime) and the recalculation of
case, these price expectations are much lower than the the route in case someone moves into a wrong direction.
current price of the Oakley Airwave (roughly 650 Euro). After interviewing the participants we assume that such
With higher volumes and less brand-intensive goggle expectations arise from the fact, that many people are
manufacturers the price is supposed to go down. But it is already very much used to the navigation features of cars
not likely that it falls below 200 Euro in the coming years. and smartphones. The qualitative feedback of the
So, for the buying scenarios it has to be kept in mind that participants showed that it was not clear to them that a
only a very small target group can be reached. slope is by far not as structured as streets and that the
To discuss the elaborated business model scenarios with movement on a slope is very different to that on a street. A
experts a business model workshop was conducted with navigation functionality which was evaluated as very
participants from different stakeholders in Schladming. The positive was the automatic display of a photograph with a
scenarios were evaluated against feasibility and necessary superimposed arrow to indicate the direction at an
pre-conditions to implement them in real-life. A crucial important point on the slope, see Figure 4. In average each
discussion point was that the cost to further develop and test participant of the second field test started five navigations,
the current prototype of Smart Ski Goggles to get it to so the participants not only tried to fulfill the navigation
marketability has to kept low, otherwise the ski resort tasks but also used the navigation with their own start and
wouldn't invest in a service with such a small volume of target points. For 75 % of these navigations the route could
users. For all elaborated business model scenarios it has to be loaded. This means, that in one of four cases the mobile
be taken into account that probably none of these will lead network connection was not available. The usefulness of
to huge turnovers in the first years as the market is not that the navigation feature was rated with a mean of 3.2 (n=54,
developed yet. But, apart from the turnover potential also 1 very useful, 5 not useful at all). These values underline
the marketing potential has to be considered. Smart Ski the need for improvement if this feature should be further
Goggles is definitely a unique experience for guests and a developed.
ski resort can differentiate itself from competitors through The sent notifications (by the ski resort operator) were
destination-specific information and services like e.g. real considered to be useful and not too frequent. During the
turn-by-turn navigation. second field test we sent four notifications per test run. The
contents of the notifications were a voucher for a drink, a
RESULTS hint to use the instant feedback for lift waiting time, the
In the online survey we asked potential users which feature announcement of an event and advertisement for a hut.
would be interesting during skiing (category A) or in a Especially the notifications about huts were very interesting
break (category B), as well as, whether a feature was not for the participants. 75 % of all send messages were read by
interesting at all (category C), multiple answers were
the participants. The usefulness of this feature was rated project of this kind more focus has to be set on system
with a mean of 2.3 (n=54, 1 very useful, 5 not useful at all). testing compared to feature development. Additionally, the
user feedback for the lift waiting time feature was not as
From a technical perspective the research project proved
valuable as it would have been when testing under more
that the operation of a service like Smart Ski Goggles is
crowded slope conditions. With the current software
feasible, all technologies needed are in place and more or
version, a navigational route can only be calculated if we
less conventional. As with all mobile devices battery life is
have live access to the routing server. In future work for the
a crucial topic. On the other hand the battery life has turned
navigation feature the necessary live access to the routing
out to be sufficient for a day on the slopes (5 to 6 hours),
server could be widely avoided if most used or even all
given that the display is switched off during longer brakes
possible navigation routes are being pre-fetched on the
and the outside temperature is not below -5 °C. The most
gateway app. In general, the navigation feature has the most
challenging part was the integration of different kind of
potential for improvement.
data sources in the backend. Our caching approach proved
to be very reliable. From a business perspective the difficulty is that the market
for these devices has yet to be developed. As long as there
Business model-wise the summary is twofold. On the short-
are no useful apps available not many people will buy such
term and if such a service is solely focusing on data ski
goggles. On the other hand as long as not so many devices
goggles it won't finance itself as the market potential is too
are used no company wants to invest in developing such
small at the moment. But on the other hand a ski resort
apps. This chicken-egg-problem is typical for the very early
could use this service for marketing reasons. Furthermore,
stage of new products and can only be solved by
parts of the services features could be used within
entrepreneurial thinking and acting. This research project
smartphone apps or info terminals.
has contributed to this situation in providing deep insights
into technological, organizational, economical and social
CONCLUSIONS AND FUTURE WORK
aspects of such services. In a next step the results of the
The approach to co-create software for smart glasses in a
research project have to be discussed with interested
multi-step approach together with potential users basically
stakeholders (hardware manufacturers, ski resorts, retailers,
proved to be very useful. With integrating them from the
etc.) to further develop the business model scenarios and to
very beginning of the project the features could be
explore how Smart Ski Goggles could potentially be
implemented as close as possible to real needs,
commercialized. Since the end of the project a marketable
requirements and concerns. Some of the requirements and
version with a limited feature set was developed and is live
wished features could not be implemented due to technical,
since December 2014 [7]. Furthermore, the Smart Ski
conceptual or resource reasons. On the other hand one
Goggles software will further be developed based on the
could argue that integrating potential users in the
concrete requirements of ski resorts [8].
conception of features for a device which is so new that it
barely hit the market is not a good idea. This has to be In summary the project showed that in general there is a
confirmed if it comes to the fact that many people really huge potential for using data ski goggles with apps like
believed the glass shield of the data ski goggle would be the Smart Ski Goggles. People are basically open to use smart
display (like a HUD in a car). So, it is very important to glasses if they offer an added-value to them. During the
make it clear to the participants of such a study how the project we collected a lot of new feature ideas, like e.g.
display works. This can be achieved best by letting them try personalization or audio output for navigational hints.
the goggles by themselves. In general, the selection of Though, security and privacy aspects have to be taken
participants and the research design for the user tests is seriously. From a user's point of view it is crucial to have an
crucial. The results are strongly biased by the professional easy and clear UI as well as an intuitive interaction concept.
background and personal expectations of the participants. On top of that other user experience factors like the form
Furthermore, if participants are testing together (as factor, weight, battery life, price, etc. have to be taken into
happened in the second field test) they are influencing each account when developing applications for smart glasses.
other which again leads to biased test results. Another
important point was the inclusion of many stakeholders In general, real-time information services using smart
throughout the project. Only with these experts from glasses can create added-value and enable more efficient
different areas like ski resort operations, retail, tourism and applications in a large variety of different domains. As
marketing a holistic view of the service could be reached. mentioned above, these services will only be successful, if
the usage scenario is understood in a holistic way. The
A crucial point are system tests in which the complete public discussion about Goggle Glass clearly showed, how
system is being tested in real-life conditions, as we have a important it is to balance technological and social factors
complex system with many components (goggle, remote, when introducing new technology.
smartphone, backend server, several other data sources)
with unpredictable real-time performance (mobile network
availability, GPS availability and accuracy, etc.). In a future
ACKNOWLEDGEMENT 4. Osterwalder, A. & Pigneur, Y., 2013. Designing
This research project was funded within the 7 th Research business models and similar strategic objects: the
Framework Programme (under the EXPERIMEDIA contribution of IS. Journal of the Association for
project, grant agreement number 287966). Information Systems, 14(5), 237-244.
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