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Data fusion and the combination of multiple data sources have been part of travel survey processes for some time. In the current context, where technologies and information systems spread and become more and more diverse, the transportation community is getting more and more interested in the potential of data fusion processes to help gather more complete datasets and help give additional utility to available data sources. Research is looking for ways to enhance the available information by using both various data collection methods and data from various sources, surveys or observation systems. Survey response rates are decreasing over the world, and combining survey modes appears to be an interesting way to address this problem. Letting interviewees choose their survey mode allows increasing response rates, but survey mode could impact the data collected. This paper first discusses issues rising when combining survey modes within the same survey and presents a method to merge the data coming from different survey modes, in order to consolidate the database. Then, it defines and describes the data fusion process and discusses how it can be relevant for transportation analysis and modelling purposes. Benefiting from the availability of various datasets from the Greater Montréal Area and the Greater Lyon Area, some applications of data fusion are constructed and/or reproduced to illustrate and test some of the methods described in the literature.

Sharp Corporation, established in 1912, has always tried to identify unique niches that its competitors do not enter, while at the same time continuing to pursue innovation and knowledge creation in those niches. The liquid crystal display (LCD) business is a typical example of Sharp's strategy and innovation. Sharp developed the first successful LCD product – a pocket calculator with a small black and white LCD in 1973 – and since then the company has released a series of unique products with LCDs, including PDAs and camcorders. In 1998, in the face of increasing competition in the traditional cathode-ray tube (CRT) TV market, Katsuhiko Machida, the company's new president and strategic leader, announced his vision of upgrading all bulky CRT televisions sold in the domestic market to flat screen LCD sets by 2005. This vision was bold, since Sharp was the first producer of color CRT TVs and its business was still profitable at the time. However, Machida as strategic leader, predicted tough price competition in the CRT business in the future and began to mobilize Sharp's employees to gain and sustain competitive advantage in the new market.