In 1992, a friend, Brendan MacNamara, who wanted to develop an interactive information service for the Sydney Tower in Australia, approached Meyohas. Meyohas adapted the concept and who men formed a preliminary business plane for “Citysapce,” which was to focus on the Parisian tourist market. They put together a business plan, but were unable to raise sufficient funds and ultimately abandoned the project.
Despite this setback, Meyohas remained convinced of the potential for developing a profitable information service for tourists.
The i+ Service
Cityspace`s core concept was simple. By presenting tourists with an interactive system that would provide information about popular ...view middle of the document...
User could ask for an alphabetical listing, or ask for a list of attractions in a particular area in order to focus their search on where they expected to be.
Shopping-a database of roughly 200 popular London stores sorted by category, locations and price range.
Cityspace felt that its i+ service offered a powerful advertising vehicle. Since only tourists would be likely to use service, almost every contact would be an ideal target-an individual with money to spend, looking for specific information. With advertisers able to customize their content, and with information printouts increasing the likelihood that a user would follow through and purchase, Cityspace believed it could charge a premium fee for access to its users.
Although Cityspace intended to list all of the most popular show, attractions, restaurant, etc.., on its service, not all listings were equal. Sponsors could pay to ensure that their listings were more likely to be seen and, hopefully, to be selected by the tourist.
The i+ service was separated into four categories of advertisement. First, a single premium Sponsor would appear on the main display page, along with a dedicated page displaying its service. Thomas Cook, London`s largest foreign exchange provider, had already signed a sponsorship contract for £1,000 per kiosk per year.
Since each of the kiosks was centrally linked to Cityspace`s central network, tracking usage detail was relatively simple. An average kiosk was used 65 times per day, generating a total of roughly 50,000 uses per month. There was, however, considerable variation depending on location, with some kiosks generating over one hundred uses per day, while other had considerably fewer. Average time per use was 3.5 minutes, and the average user looked at two of the four main categories and five total listing.
Adding New Platform
Cityspace believed that one of the core strengths of the i+ service was that it could be easily adapted to new platforms. Two that the company was particularly excited about were Hotel TV and the Internet.
Most London hotels offered an in-hotel TV service that include some free features(such as automatic checkout)and pay movies. Not all in –hotel TV system could support the i+ system, but most of the major hotel groups were upgrading their system to allow video on demand and games. Cityspace had spoken with system suppliers and was confident that these more advanced system were capable of supporting i+.
Cityspace expected to generate advertising revenues from hotel users comparable with those of kiosk users. For bookings, the company had project an average of 14 bookings per240-room hotel per day by the year 2000, rising to 20 booking per hotel per day by the year 2003.
Cityspace was in the process of developing a fully interactive web site that would support transaction and bring the entire i+ service to the internet. The company hoped to establish their site...