DIGITALTRANSFORMATION

TRINA SAHA - 20020542153 VIKAS BABU N - 20020542157

KASHISH KUMAR - 20020542155 VINDHYA - 20020542158

VARUN- 20020542156 VISHAL TAYAL - 20020542159

 3D ROBOTICS
DISRUPTING THE DRONE
MARKET

3D Robotics, a drone manufacturing company, is the

subject of this case study. It focuses on what 3DR
should do now, at a pivotal juncture in its history.

It also emphasises what makes 3DR distinctive,

especially when compared to a more standard non-
open, non-Maker firm.
 About 3D Robotics
• 3DR is an American company headquartered in Berkeley, California[1] that makes enterprise drone software for construction, engineering and mining firms, along with government agencies.

• The company was co-founded as 3D Robotics in 2009 by author and entrepreneur, Chris Anderson, and Mexican engineer Jordi Muñoz.

• Prior to 2016, the company designed and marketed commercial and recreational unmanned aerial vehicles. Specifically, produced consumer drones, ready-to-fly quadcopters for aerial photography and mapping, and fixed wing UAVs based on the Ardupilot platform.
 3D Robotics
• Products and Services offerred
• Single Plane style drone
• Four copter drone
• IRIS (Consumer Drone)
• Other Hardware and Software Services ware

2. DIY Drones and the Online Community Platform

• Anderson created an autonomous aircraft non profit social network called DIY Drones
• Provided a place where hackers andmakers could swap tips on how tobuild and fly UAVs.
• Focused on making airplane autopilot boards and partnered with Sparkfun.
• Shifted due to rival DJI's capabilityof using technology and productiontechniques of 21st century
China
 Phases of Implementation
Phase 1: DIY and an Open Source Community

• Anderson created an autonomous aircraft non profit social network called DIY Drones
• Provided a place where hackers andmakers could swap tips on how tobuild and fly UAVs.

Phase 2: Ready to Fly—Launching 3D Robotics

• Started offering Aerobial kits with all electronic parts included in it.
• Focused on making airplane autopilot boards and partnered with Sparkfun.
• Started running the company in an open source “community-centric” way where employees
helped customers on DIY Drones through their website.
COMPETITIVE
STUDY
3DR
• Estimated Annual Revenue: USD 25
Million
• Estimated Employee size: 80
• Funding: USD 178 Million
KESPRY
• Estimated Annual Revenue: USD 14
Million
• Estimated Employee size: 84
• Funding: USD 62 Million
DJI
• Estimated Annual Revenue: USD
105 Million
• Estimated Employee size: 1400
• Funding: USD 2.9 Billion
DroneDeploy
• Estimated Annual Revenue: USD 23
Million
• Estimated Employee size: 170
• Funding: USD 144 Million
 Problems Solution
Problem 1
Making drones only for hobbyists is not going to be sustainable in the Between 2015 and 2025, the Unmanned Aircraft Systems (UAS)
long run. Making drones which could serve a purpose and deliver value business in the United States could generate 100,000 new jobs and
to the society will be sustained in the long run. $82 billion in economic activity, according to research by the
3DR needed to be the future of x.” but what is x going to be? Association for Unmanned Vehicle Systems International (AUVSI).
big data
The AUVSI also forecasted a $13.6 billion economic impact of
UAS in the first three years following FAA regulation revisions.
Precision agriculture and public safety, according to the research,
Problem 2 would account for more than 90% of this expansion.

Drones can be viewed as the ultimate mobile internet-connected object,

and many of the technologies that will be used in the Internet of Things
may eventually incorporate information received from drones.
Therefore, it becomes essential to ensure that the products adapt IOT and
other emerging technologies.
 Problems
Problem 3
Chinese company DJI’s Phantom 2 personal drone had snuck up to
dominate the market, which concerned Anderson and his team. DJI
had raced to nearly 20 times the size of 3DR with 1,600 employees,
400 engineers, and over $500 million in revenue and focused entirely
on drones for commercial and consumer markets.
Problem 4
The company had to take immediate decision on which sector or
vertical to invest and make dedicated products for. With increase in
competiton a quick decision was needed to be made.
Solution
Appointment of New Management
3DR continued to develop significantly, with revenue of
$5 million in 2011 and over $10 million in 2012, with the
majority of sales coming from outside the United States,
as commercial use of drones was still prohibited in the
United States until new FAA rules. 3DR had 40 workers by
November 2012, and it expected to hire more hardware
and software developers in San Diego/Mexico, as well as
sales, marketing, and community management personnel
in the Bay Area. Muoz had led the company during its
early years, but in 2012, Anderson left Wired to take over
as CEO of 3DR full-time, and Muoz took over as
President, supervising operations.
FOCUS ON AGRICULTURE
• After the FAA permitted for expanded
commercial usage of drones, Anderson felt it
made sense for 3DR to target consultants/crop
analysts rather than farmers. Agriculture, on the
other hand, will not necessarily outnumber all
other markets.

• Neither will the public's safety. Inspection will, at

least in the short run, represent a potentially
substantial market. It's quite difficult to estimate
market quantities for this new industry, and the
folks conducting the large research are repeating
or applying what they observe in military
applications, which isn't really relevant.
• 3DR could help solve agriculture's big data
problem because about half of all agricultural
inputs (fluids, pesticides, fungicides, and
herbicides) are wasted because they are applied
in excess or to the wrong places, such as the
ground between plants rather than on the plants
themselves.

• Obstacles arose in the agriculture industry. Crop data

services, for example, were traditionally provided by
third-party agronomists. Drones could not be used by
consultants due to FAA laws prohibiting most
commercial uses of UAVs, therefore farmers would
have to use them themselves.
Reimagine Case
 Introduction

The threat of terrorism has become more decentralized and unpredictable over the last few years. There is a need to incorporate
diverse approaches in both counter terrorism and counter insurgency in order to witness tangible and measurable gains.

Anti-terrorism is a daunting task which focuses on improving awareness of the threat, developing capabilities to prepare and
respond to terror operations and enable persistent intelligence, surveillance and reconnaissance missions. Traditional anti-terror
strategies like the interception of communications heightened security, immigrant profiling, border patrol and tracing of
persons. However, these strategies are not enough and there is a need to strengthen anti-terror activities.

Problems
•Terrorist activities has increased in recent few years.
•Manually 24 x 7 surveillance becomes difficult for human being.
•Humans cannot work that efficiently.
•Threat of losing life (in case of physical patrolling).
Video
 Solution
• Drones are certainly the most significant and life-saving technology to be used in anti-terror operations as
they are equipped with electro-optic, infrared and high-resolution video cameras that can track both stationary
and moving targets. They can provide 360-degree coverage and intelligent analyzing capacity which helps to
detect, locate and identify potential threats and track terrorists.

• Drones provide advanced surveillance and with the use of artificial intelligence, identifying risks and decision
making becomes more effective and instantaneous. As technology advances, the use of drones in anti-terror
operations has seen a significant rise in recent years. Drones are now used for advanced surveillance,
reconnaissance and covert operations due to their rapid deployment and turnaround times and precise
targeting capability.

• Drones or UAVs can identify security and terrorism-related challenges and pinpoint vulnerable areas that are
prone to various risks. Drones are the modern-day force multiplier that can enhance the capabilities of
security forces to contain terror and to counter the emerging challenges in defense and homeland security.
Applications
Target Market
The Guarden is for those who want to make a commitment to improving their
health and wellness especially in the midst of the pandemic.

Young and middle-aged adults Senior citizens

It's essential to unplug every now and then,
especially with the demand to rely on technology
for work and studying being heavier than ever.
The Guarden is just the product to help them get
on their feet, stretch, and unwind outdoors.
Senior citizens don’t have to worry about not being
able to keep up with technological advancements such
as what The Guarden offers. As the most user-friendly
“assistant” available, The Guarden will increase levels
of physical activity and improve their strength.
Contact Us
123-456-7890

hello@reallygreatsite.com

www.reallygreatsite.com
 The Gnome Mowers
Direct
Flora and Fauna's Essentials
Competitors
The Old Country Toolshed

Pockets of Posies Co.

Indirect
The Daisy Chain Gardeners
Competitors
Dandelions and Drones
Competitor Approach
Approach 1
Combine the needs of our
customers in one user-
friendly device that requires
little maintenance:
gardening assistance,
security and alarm features,
and reminders.
Approach 2
Partner with charities
dedicated to helping the old
and less fortunate cope and
stay healthy throughout the
pandemic.
Approach 3
Ensure fair pricing,
guarantee a solid warranty
agreement, and provide
responsive customer service.
Business or Revenue Model
Effectively advertising The Guarden drone to the right demographics
will ensure consistent sales.

Pay plan 1 Pay plan 2 Pay plan 3

Perfect for teenagers who
need a break from their
online social life and studies.
Ideal for young adults who
spend more than 8 hours
working need a healthy
breather to ensure that work-
life balance is achieved.
Built for middle-aged adults
to senior citizens who need
their mental and physical
health taken good care of.
 Meet the Team

Cahaya Dewi Harumi Kobayashi Yanis Petros

Chief Executive Officer Chief of Operations Chief Product Officer
Future 2025 SERIES B FUNDING

Roadmap
2027 SERIES C FUNDING
From gardening and surveillance to home
security and an industry-wide scope, The
Guarden aims to extend its assistance to
more homes and companies as the world’s
current situation demands abrupt 2028 PRIVATE FUNDING

adjustments and sets strict precautions.

Contact Us
123-456-7890

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www.reallygreatsite.com
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