d e t e k t o r i n t e r n a t i o n a l · 3 1
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www. securityworldhotel.com
INNOVATIVE ACHIEVEMENT AWARD
WITHIN THE CATEGORY OF
ALARM & DETECTION PRODUCTS
T h i r d P r i z e
www.dualtech.se
Easy Web Manager.
"This revolutionary communication tool
is a powerful contribution to the market's
need for more cost efficient handling and
support of alarm systems".
The jury´s comment:
vice. The margins for hardware for
system integrators is creeping down
so much they cannot make money
on just purely hardware. They need
to make money from two things,
and those are, one, the installation
of projects, and two, the servicing
on projects. We do not want to
get into a conflict with our system
integrators on the market, we want
to support them on their endeav-
our to be able to make money on
security-as-a-service."
What drives the market for
video surveillance?
"I always say there are two gen-
erational shifts. The first is from
analogue to digital and that is still
happening in many markets. The
second generational shift is on
markets that were early in adopt-
ing IP. Now they are looking for
a second generation of products.
They have had IP for 7 years or
so and now they know a lot more
about what they are looking for.
There are new possibilities with
the technology and there lies good
potential for us."
Which are the biggest video
surveillance trends?
"People are looking for intelligent
applications. They would like the
camera to be more intelligent and
to be able to handle more things.
We take care of all the intelligence
in the camera."
Do you think that the race for
more megapixels will stop?
"I have written a series of articles
on how the surveillance market
will look in 2020. I believe that
there will not be a huge megapixel
race. In 2020 I believe the major-
ity of the market will be between
5 and 10 megapixels. Of course
there will be technology with
much more megapixels but the
problem is all about bandwidth.
The benefits will not satisfy the
investment required."
What is your biggest challenge?
"Managing growth. It is a delight-
ful headache to have but it is
not always easy. The founder's
intention was never to become the
biggest company in the world. We
will have long term growth, but
we can live with having quarters
with no growth if it benefits our
values. That is a wonderful posi-
tion to be in as a CEO." n
rather have 7 per cent growth with
healthier margins than 10 per cent
growth with lower margins. And
this explains the Mobotix strategy,
that is, long term growth and
profitability for our partners."
What is Mobotix biggest
strength?
"We have a core technology
concept based on our own software
and hardware. We have our own se-
curity codec. We do not use H.264
in the cameras, but what we believe
is a better codec, where you can
achieve better images from the sys-
tem. We also use the same platform
in all of our products. Another core
strength, is that everything is made
in Germany. We test every camera
individually and that is how we can
justify the high price, because you
are buying a premium product. We
are one of the few vendors on the
market that try to create a com-
mon IP platform. Today we have
security cameras and an IP door
station. In the future there will be
more products launched that we
can build into the platform, like
home automation and building
automation."
What kind of products?
"Door stations, smart boxes... it
would not be out of the ques-
tion to see Mobotix launching
products that allow you to control
building automation, such as heat-
ing, curtains, etc. I also believe it
is not too farfetched to consider
that perhaps in the future, we will
have alarm systems and smoke
detectors. However, I am not say-
ing that this will be the case, but
those are some examples of the
types of products that we have the
potential to bring to market. The
common denominator is that it
will all work over IP."
What is your view
on acquisitions?
"We have focused on organic
growth. The door is not closed,
and sometime in the future there
could be discussions regarding
acquisitions. But there is nothing
under consideration right now.
My strategy is that the competence
must be in house and capacity is
something that we can rent."
What is your view on Security-
as-a-Service as a business model?
"As a vendor, I will not sell my ser-