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The extensive fact-based examination of publicly available information and data undertaken within the context of this study serves to prove the reality of an extant space craft. The study further discovers the various constituents of the evolving ecosystem and accentuates the multifaceted nature and the inherent interplay amongst the various drivers of private player emergence within the space domain.

Consequently, it would seem very obvious that the New Space craft dynamic is quite complex and cannot be written off as a sudden and simple onset of new space business activities.

New Space comprises several trends, such as technical, political, and business trends, having cumulatively contributed to an increasingly more significant role for private actors within the space arena. Trends witnessed today are consistent with, or even surpass, goals sought by commercialization policies NASA followed in the USA in recent years to provide private actors with a more prominent role in space activities. Today, the success of these policies necessitates public actors to keep up their efforts and constantly evolve to the increasing commercial dynamic.

This is especially the case for Europe, which, although with some excellent efforts, is still far behind the USA in its ability to initiate and welcome private business leadership. From an industrial point of view, New Space’s impact extends far beyond the individual New Space craft ventures initiated recently. It also affects the behavior of past commercial actors, i.e., the manufacturing sector, launch service providers, and satellite operators keen on capturing the opportunities available under this emerging trend but also laying the groundwork for new and fierce competition.

The new private space craft provides a fascinating prospect for governments to establish more ambitious arrangements with private companies, supporting the development of the sector and the enhancement of the socio-economic effects of space activities. As seen today, the New Space environment offers better terrain to split costs and risks between public and private players, considering that a viable business can be created and that agencies can maintain their strategic role.

Revisiting conventional procurement mechanisms and limitations to investigate new partnership models could also result in a radical optimization of cost-effectiveness in space missions by relaxing agencies’ top-down control over industrial processes. There are likely to be increasingly close working relationships between the public and the private sector. Generally, astronomy, color craft, space ship, future space craft, mars spacecraft part of what changes in some areas is the status of the public agencies, that is, to move from ordering customers and base managers to the role of sponsor and buyer of freely developed products and services by industry.

The primary challenge for decision-makers will then be to find the right balance to attain the various strategic goals and, more specifically, overall governmental sovereignty and economic growth.

The USA, A Fertile Ecosystem for Entrepreneurship

The significant difference between the dynamics seen in the USA and Europe is striking. The USA seems to be in a pole position on the new space craft stage, with the overwhelming majority of activities happening there. Even though it is noteworthy that New Space tendencies in Europe have not been studied adequately yet, available data and facts imply that the new dynamic in Europe appears to be slower to emerge and, in general, more cumbersome.

The USA is a fertile ground for entrepreneurship. The significant difference between the dynamics being witnessed in the USA and Europe is telling. The USA is seemingly at the pole position on the New Space front, with the majority of activities occurring there. It is important to note that New Space trends in Europe have not yet been appropriately investigated, and available information and data suggest that the emergence of the new dynamic in Europe is slower and, in general, more cumbersome.

An Uncertain Future

The future of the rise of private space craft observed today is rather uncertain. The longevity of current trends will depend essentially on two complementary components: business success and public sponsorship. The profitability and viability of the different new business models started recently and are yet to be proven. They will be a critical component of the future of private investment in space and will indicate if the trends being witnessed today will last. From this perspective, and as mentioned above, the openness and ability of public agencies to modify their models and assist the New Space craft ecosystem will play a key role.

NASA Innovative Programmers

Space agencies and other public institutions engaged in space craft programs have demonstrated a clear intention to provide private space craft with a more central role and to adjust their industrial policy and procurement mechanisms accordingly. Among innovative solutions adopted by public actors, Commercial Orbital Transportation Service programmer and ancillary cargo and crew transfer capacities supply and development programmers presented by NASA updates space craft for bridging the void caused by the retirement of the Space Shuttle present a successful case.

The Space Shuttle’s mission goals were to transport heavy payloads to Low Earth Orbit, to finish the rally of the International Space Station, to offer cargo delivery and crew move around for the ISS, and to conduct space missions.
The original goal of the Space Shuttle was to make space entry affordable for NASA and the Department of Defense for military, commercial, and scientific requests. The Shuttle programmer was admonished for not being able to meet the target of reducing entry to space costs. Following the Challenger accident in 1986, the Space Shuttle was dubbed as a step back compared to the earlier Apollo programmer.

When the Commercial Orbital Transportation Services

The program was initiated and reiterated in 2010d, the ultimate aim was to unlock the door for private space craft firms to break the conventional norms. Now, SpaceX, Boeing, and Orbital ATK are working on safe and reliable cargo transfers to the ISS with the possibility of the U.S. returning crew transfers to the ISS in total independence and at an affordable price within the next three years, thereby fulfilling the mission that was delegated to the Space Shuttle. Private enterprises have provided a low-cost alternative to NASA: SpaceX Crew Dragon and Boeing CST-100 Starline will provide access to space at $58 million per seat, much lower than the current price of Soyuz.

New Procurement Approach

In 2006, before the retirement of the Space Shuttle, NASA initiated the COTS along with associated Commercial Resupply space craft Services and Commercial Crew Development programmers. These programmers were overseen by the NASA Commercial Crew and Cargo Programmer Office to bridge the void left by the Space Shuttle and encourage the private sector to build and demonstrate spacecraft with human spaceflight capabilities to service the Station in return for long-term commitments from NASA to purchase such services.

These programmers brought a new model of doing business in the human spaceflight arena that left a legacy in U.S. national space history, establishing a symbiotic relationship between the agency and the private sector. Before, space craft, color craft, orion spacecraft, nasa orion spacecraft, colored tissue paper commercial entities had been engaged in NASA programs as contractors through the use of cost-plus contracts instituted in 1958. Commercial players now started to actively seek a different option from the agency’s normal routine.

They depend on commercial services as a wild card played by NASA to provide a new stimulus to the Agency and its activities. In this view, a new type of win-win partnership will connect NASA with the private sector and space craft. This vision is also backed by the new Presidential administration, which is confident that private players will play a significant role in future U.S. Civil activities in LEO.

Public-Private Partnerships

The Public-Private Partnerships concept was initially brought into the space craft industry by European governments. The most well-known example is perhaps the Paradigm programmer established by the British Ministry of Defense in the late 90s for the development and operation of the Skynet 5 communications satellite, which is largely utilized for military purposes. It was at one time in consideration for the application of the Galileo programmer, but the project was ultimately canceled.

PPPs are utilized by ESA, specifically within the context of space telecommunications activities with satcom operators. The PPP model is among the most prevalent instruments to codify relationships between the private sector and public sector. Its rightful field of operation is the provision of operational public-oriented infrastructures, where private sector funding covers the initial capital outlay and later enjoys returns on investment in the form of long-term patronage by the public customer to utilize the system to a wide extent for their purposes. PPP schemes shift not only the cost of up-front financing to the private sector but also the cost of technological risks as the private sector still retains ownership of the infrastructure.

In return, public sector and private space craft commitments significantly lower business risks, and the industry has far greater freedom in the design and management of the program compared to a conventional public procurement regime. More Ambitious Schemes The method followed by the U.S. to transition away from its traditional public procurement approach and acquire access to space-based service at far lower terms is a more ambitious PPP scheme, conferring even greater autonomy on the private actor for the design, development, deployment, and operations of the systems.

In practice, the new U.S. policies are giving rise to independent space programmers with an alternative vision of space that is less expensive and more accessible. The risk-sharing strategy followed by non-governmental actors like SpaceX, Blue Origin, Orbital ATK, color craft, air craft etc., relies on the expectation that long-term government involvement will allow them to devise an optimized proposition for commercial clients. This is designed to establish the conditions to enter into a loop-beneficial take-up by private markets. SpaceX is the headline example of such an arrangement between the government and the private sector, in which NASA and DoD collectively provided the company with the vehicle to build a commercially ambitious launch service targeting global markets.

Conclusion

To describe private space craft as a large aerospace company is perhaps a slight exaggeration. Planet, a Bay Area startup established in 2010, has all the trappings of a stereotypical Silicon Valley startup, even though its founders are three ex-NASA scientists, Chris Oosthuizen, Will Marshall, and Robbie Schindler. The commercial market for Earth Observation images is what prompted the three to quit NASA to start a private venture. Like most tech entrepreneurs, Oosthuizen, Marshall, and Schindler began their operations in a garage.

The design of their Doves, triple CubeSats for Earth Observation, was observed by one of the largest space hobbyist investors in the U.S., Steve Ulverston of Draper Fisher Jurgenson. The energy that drives the three former NASA researchers reflects the entrepreneurial spirit common to Silicon Valley.

Oosthuizen had been aware since the start that space is a dangerous business, but this did not deter them from their mission, reflecting the risk culture prevalent in Silicon Valley. The likelihood of failure for Planet was high, and the fact that they raised a large amount of capital in a short time indicates that investors’ faith was, and remains, high. The planet is as much a Silicon Valley start-up as it is a large aerospace corporation.