An IoT business model for public sector retail oil outlets

In: Information, technology & people, Band 35, Heft 7, S. 2344-2367

Abstract

PurposeThe fuel retailing landscape in India is undergoing a structural shift with the reforms undertaken by the government that would help the private and foreign firms to enter this market. India is poised to become the world's largest growth market for energy by the mid-2020s. IoT has become an integral digital technology for the fuel retailers in the retail oil outlet (ROO) ecosystem. The purpose of this paper is to develop an Internet of Things (IoT) business model for the Indian oil marketing companies (OMCs') ROOs.Design/methodology/approachUsing literature review along with a survey among 660 respondents led to 402 valid observations, and the variables that contributed to IoT adoption at the OMCs' ROOs were identified. Using the BMC tool (Osterwalder and Pigneur, 2009), the relative importance of the variables within each building block was established. The means of all the variables were measured against the average of all the variables, and significant differences were searched for in each block. The notable differences of the means along with significant high and low means were highlighted.FindingsThis paper depicts empirical research that led to a framework of an IoT business model for Indian public sector ROOs. It also represents the usefulness of the Technology-Organization-Environment framework at the OMCs ROOs and extends the literature by incorporating "data security" to the existent framework of technology, organization and environment within the IoT ecosystem.Research limitations/implicationsThe outcome of the research should be analysed in the Indian context as all the respondents were from India. The study was conducted for the ROOs of Indian Oil Corporation Limited, Hindustan Petroleum Corporation Limited and Bharat Petroleum Corporation Limited and excluded their downstream operations. The dispensers in the OMCs vary along with their marketing strategies in the retail segments. The IoT business model can be customized for a particular OMC, which is scope of further research.Practical implicationsThe study has practical implications for those global fuel retailers embarking on the IoT adoption drive at their ROOs about the need to install "data security" measures in the connected IoT environment. The study provides insights on how the OMCs can stay ahead of competition in the Indian market vis-à-vis the private sector fuel retailers by embracing the IoT business model.Social implicationsThe new emerging technological business models provide competitive edge to those organizations adopting them (Barney, 1991; Clemons and Row, 1991; Feeny and Ives, 1990). The study will enable the OMCs to implement the IoT business model at their ROOs for enhancing their revenue streams and profitability and lowering of operating costs. The study provides insights on how the OMCs can stay ahead of competition in the Indian market vis-à-vis the private sector fuel retailers by embracing the IoT business model.Originality/valueThe contribution of the paper is that it is among the first to map the variables that contribute to IoT adoption at the OMCs' ROOs, within the building blocks of the BMC tool (Osterwalder and Pigneur, 2009), according to their importance. To retain their dominance and have a first-mover competitive advantage, this study enables the OMCs to adopt the IoT business model and transform their ROOs into Internet-connected intelligent fuel outlets.