Which Business Models For Integrated Urban Mobility?
Which BusinessModels for integratedurban mobility?Berlin, June 20th 2013François-Joseph Van AudenhovePartner, Arthur D. Little1
IntroductionThe future will be urban but urban mobility systems are under pressureand eco-systems extensions are emergingEvolving Mobility Needs Drastic increase of urbanpopulation in coming years1) Evolving mobility needsrequiring mobility serviceportfolio extension:― Changing travel habitsand transport mix― Demand for servicesincreasing convenience,speed and predictability― Changing expectationstoward individualizationand sustainabilityTechnology (R)evolution Generalized use of web-basedapplications and smartphonepenetration allowing for one-stopshop for identification,planning, booking, payment,billing Ability to process big data toprovide real-time, integratedand customized informationEco-system Extension Extension of the mobilityeco-system2) (e.g. B2C andP2P car sharing, car pooling,etc.) leading to cannibalizationof traditional transportmodes and profit poolredistribution Interest of specialized playersfrom other sectors to enterinto the extended mobilitysystem value chain andassess opportunities to act asTotal Mobility Providers1) By 2015, 60% of the world population will live in urban areas and the number of trips in urban areas is projected to increase by 50% from 2005 level ; 2) B2C CarSharing, P2P car sharing and Bike sharing boast expected CAGR 2012-16 in Europe of respectively 43% (46% in US), 20% (34% in US) and 30% (51% in US)2
IntroductionQuestions addressed today To which extend are cities currently equipped tocope with the urban mobility challenges? What are strategic imperatives for mobility actors tobetter shape the future of urban mobility? Which innovative business models will emerge andshape future urban mobility eco-system? Which today’s mobility actors emerge as winners orlosers in future extended mobility eco-system?3
Content Understanding the urban mobility challenge System-level collaboration: integrated mobility platforms Conclusions4
1Understanding the Urban Mobility ChallengeIn 2011, Arthur D. Little conducted a global study on urban mobility andcompared performance across 66 citiesUrban Mobility Index: 11 Criteria Vision/ strategy for future mobility What are the key mobility challengesto be faced by cities tomorrow?MobilityMaturity Number of shared cars Number of shared bikes Penetration rate of smart cards What are the key solutions underdevelopment to cope with thesechallenges? What are the key levers for valuechain actors to shape the future ofurban mobility systems? Share of public transport, walking andcycling in modal split Average travel speed Mean travel time to workMobilityPerformance Number of fatalities Registered vehicles Transport related CO2 emission Satisfaction with transportSource : Arthur D. Little Urban Mobility Index5
1Understanding the Urban Mobility ChallengeThe overall results indicated that the majority of cities were badly equippedto cope with the mobility challenge aheadGlobalMunichVienna Paris Goteborg StockholmAverage 64.4LondonAmsterdamHong Kong15%Rome LisbonMilanBrussels FrankfurtCambridge Madrid BarcelonaBerlinAboveaverage performanceZurich64%Region average scoresSample averageAthensAverageperformance21%Belowaverage performance45556575Western Europe71.4East/SoutheastEurope64.0North America62.0South America63.6Asia-Pacific62.5Africa andMiddle East54.480Urban Mobility Performance IndexSource : Arthur D. Little Urban Mobility Index6
1Understanding the Urban Mobility ChallengeThe identified root causes of bad performance is the lack of innovation andcollaborationBroad range of businessmodels and technologiesreadily availableInnovation hostility as akey barrier for evolutionof urban mobility systems Comprehensive review of 36 urban mobility business modelsreveals sufficient availability of solutions to address the pressingmobility challenges Analysis of 39 key mobility technologies reveals a broad range ofearly and emerging technologies with significant potential to enabletransformation to high performance urban mobility systems Current mobility systems do not adapt to changing demands,combine single steps from a value chain to a new system, learnfrom other systems Current mobility systems do not bring together key players to workjointly on solutions and rarely provide for a rewarding environmentfor investorsNeed for system level collaboration between all stakeholders of the mobilityeco-system to come up with innovative and integrated business modelsSource : Arthur D. Little7
Understanding the Urban Mobility ChallengeThree strategic imperatives were identified for urban mobility depending oncities’ level of maturity and share of PTmaturity1Establishsustainable core:invest in sustainableurban mobilityinfrastructureRethink the system:shape political agendatowards shift to public &sustainabilityNetwork the system:integration of differentmarket players andnetworking of citizensEstablish your own way(do not replicate)Prerequisite Way oreKinshasaBeijingMoscowFeatures: innovative thinking seamlessintegration with“one key” forcitizens high convenience sharing concepts EmergingIndividualPublicNetworked mobilityEmerging cities withpartly underdevelopedmobility systemsMature cities with highproportion of registeredvehiclesMature cities with highshare of public transport/ walking & cyclingIntegration of all modesto reduce share ofindividual motorizedtransporttimeSource : Arthur D. Little8
Content Understanding the urban mobility challenge System-level collaboration: integrated mobility platforms Conclusions9
2System-Level Collaboration: Integrated Mobility PlatformsSystem level collaboration can happen at 3 different levels and range fromalignment to integrated mobility conceptsStrategicalignmentTechnical /OperationalalignmentIntegratedmobilityplatforms Coordination of stakeholders to ensure a common understanding of political visionand directives and feedback to ensure right balance between stretch andachievability Alignment of mobility priorities and investment (e.g. within region or state) toachieve global objectives and timetable for delivery; link with urban planning andsustainability Definition of common technical solutions to support interoperability of mobilitysystems/services, without integrating mobility services, e.g.: Interoperability of mobility smartcard across regions Collaboration in development of contextual journey planner encompassingdifferent transport modes Provision of integrated mobility concepts thru integration of own mobility andaggregation of services offered by third-party providers Offering of service for own account, taking full responsibility for actual servicedelivery and risk associated with using the services, thereby ensuring “one face tothe customer”Source : Arthur D. Little10
2System-Level Collaboration: Integrated Mobility PlatformsIntegrated mobility platform requires integration of relevant public andprivate stakeholders within the extended mobility eco-systemSystemintegration Technoplatforms Apps MerchantterminalsConnectivity Fixed Mobile NFCDataprovision Maps Congestion info Timeschedules .End-userequipment Mobilehandsets Smartcards ChipsTouroperation entservices Modes oftransport BankingInsuranceHotelRetailCulture.Motor. individualPlanningBookingPaymenttour operatorBillingPublicindividualPublicCSSource : Arthur D. LittleBSTaxiCar rentalLD trainSU trainNon-motorizedStationaryCarMarketing& saleschannels B2B B2C2-wheelerCar poolingBike rentalReg. busAirBusFootHW: On/ off street ,P R, B RLimoReg. trainMetroTramOwn bikeSW:finderNote: CS car sharing, BS bike sharing, SU suburban, LD long-distance11
2System-Level Collaboration: Integrated Mobility PlatformsWhat should an integrated mobility platform operator be able to offerand do?Value Proposition of Platform OperatorErfolgskriterienRequirementsActs as a single point of contact for travelers andfull service provider: Bundling of third-party services and selling themfor own account Responsibility for delivery of third-partyservices and associated risks Collection of payments and management ofsecurity and fraudPlanningBookingPaymentBillingIntegrate or aggregate all mobility serviceproviders across all modes of yOffers tailored solutions considering customerpreferences, lifestyle and budget Design and management of partnerecosystems Penetration of new regions through contractswith local mobility providers Reaching maximum of mobility providers tokeep the promise of total mobility Customers profiling Achieving balance between legal requirementson data security and need for transparencySource : Arthur D. Little12
2System-Level Collaboration: Integrated Mobility PlatformsIf kept at regional level, extension of the revenue pool through introductionof VAS1) will be required to get a balanced business case and PTA is likelyto take the leadVAS PartnersCost Side Retail (large andsmall stores,services) Platform softwaredevelopment/maintenance Culture(museums,theatres, cinemas) Sales of mobility cards/apps Management and operatingpersonnel (e.g. call center) Sign-up and annual fees fromaggregated partners Sport (stadiums,fitness, wellness) Chip & card Gastronomy(cafes,restaurants)Revenue Side Commission fees from VAS(revenue-linked) Connectivity and data cost Marketing & sales Extension of existing revenuestreams (e.g. new customerspenetration) Tourism(sightseeing,hotels) AdvertisingSource : Arthur D. Little1) Value Added Services beyond core mobility services13
2System-Level Collaboration: Integrated Mobility PlatformsIf carried beyond regional borders, there can be numerous candidates forthe role of mobility platform operatorErfolgskriterienConnectivity providersand internet businessesFinancial institutions andpayment providersComments Future passengermobility – not adomain oftransportationproviders onlySystemintegrationConnec-tivityAutomotive OEMs &engineering ovider(integratorof g &salesPersonal transportationservices providers Companies, thatenjoy strongcustomer trust, areable to mastertechnology andintegrate partners,can act as TotalMobility Providers First moveradvantage as a keysuccess factorSource : Arthur D. Little14
2System-Level Collaboration: Integrated Mobility PlatformsIllustrative example of Total Mobility Provider business model from anautomotive OEM perspectiveModes of Transport – Morphological BoxMotor. individualCarsBusiness Model Illustrationfor Automotive r rentalLD trainPublicSource : Arthur D. LittleCar poolingBike rentalReg. busLimoReg. trainSU train Air Bus Metro TramNon-motorizedStationaryTaxiFootHW: On/ off street,P R, B ROwn MetroBusAirNote: CS Car Sharing, BS Bike Sharing, SU Suburban, LD Long-Distance, HW Hardware, SW Software15
2System-Level Collaboration: Integrated Mobility PlatformsKey challenges encountered while setting up integrated mobility platformsBusiness modelprofitability At regional level, extension of revenue pool beyond transport require to ventureinto VAS such as retail to get a balanced business case If platforms is to be rolled out in numerous cities: Economies of scale and learning curve across cities will make the businesscase profitable Integration of long-distance mobility (long-distances trains, buses, flight) cansignificantly increase potential revenue streams Technological networking of different transport modes and infrastructureTechnology Seamless integration of mobility services and underlying managementmechanisms Next to building real-time information interfaces, collection of large amount ofstatic information is required – exchange between partners is critical Finding the right set of partners to close all competency gaps along the valuechain while ensuring positive business case for each partnerStakeholdermanagement 64% of Mobility is in cities; critical to have local authority involvement which mayimply long time for vision and business model alignments Finding the right (legal and operational) structure for the operating companySource : Arthur D. Little16
Content Understanding the urban mobility challenge System-level collaboration: integrated mobility platforms Conclusions17
3ConclusionsOverall conclusions Urban mobility is a key challenge, particularly given under-satisfied customerneeds and extension of traditional mobility eco-system The majority of cities are badly equipped to cope with the mobility challengeahead and a critical root cause for bad performance is lack of system-levelinnovation and collaboration: In the near future, innovative mobility services will be much less driven byimprovements in individual transport modes but the next step will beintegration There is a clear customer need and emerging business models, hence whatdoes it take to make it happen? It needs vision, creativity, courage, and entrepreneurship to turn themobility paradigm towards full integration. Those players who take up the challenge as mobility platform operator willhave a tremendous market potential to address18
Arthur D. Little is the world’s first managementconsulting firm and assists clients with complexassignments in a wide range of industries.Arthur D. Little, founded in 1886, is a global leaderin management consultancy, linking strategy,innovation and technology with deep industryknowledge. We offer our clients sustainablesolutions to their most complex business problems.Arthur D. Little has a collaborative clientengagement style, exceptional people and a firmwide commitment to quality and integrity.Contacts for more information:François-Joseph Van AudenhovePartner, BrusselsMobile: 32 473 998 358Email: vanaudenhove.f@adlittle.comOleksii KorniichukManager, FrankfurtMobile: 49 175 5806 132Email: korniichuk.oleksii@adlittle.comVisit us atwww.adlittle.com1950
Cambridge Barcelona Munich Frankfurt Madrid Stockholm Hong Kong 45 55 65 75 80 Urban Mobility Performance Index Region average scores Western Europe 71.4 East/Southeast Europe South America Afr
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