The automobile business model is going through an unseen change. It’s easy to get stuck in the middle of the transformation, to focus on momentary solutions and forget to follow the money in this long and complex process. The change will turn Mobility As An Object into Mobility As A Service (MaaS). This challenges the automotive industry because of restrictions, technologies, price, culture and, mostly, because IT companies and other newcomers are entering the game and shake the habits.
Lately, I’ve seen many carmakers, suppliers and start-ups struggling. It’s not easy to figure out each other’s roles, and the structure of the MaaS business model. The mobility tool (the car) will not be the source of the revenue anymore especially because the mobility service will have to be cheap if not free to users.
Answering the interrogations from automotive companies requires lateral thinking, disruption, and a load of insight and intelligence skills without all sorts of corporate culture influences. The material everyone needs is the insight to implement an efficient strategy and secure profitability in the mobility business model. This new market will have to compose with self-driving, connectivity, regulations and big data to work in one direction only: the customer.
For the moment, some try to keep up, some try to embrace and influence the change, some let the market drive them and many head to nowhere. The more companies dig into the MaaS business model, the darker the picture is in terms of market positioning and profits. People often disagree on the schedule, the content, and their consequences. Big consulting firms draw assumptions they duplicate everywhere they can. This confusion can be true for both Automotive actors and IT players.