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. REFERENCES 5. Phillips, S., Bashevoy, M., Boniface, M., Crowle S., 1. Boren, T. & Ramey, J., 2000. 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