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モビリティ・アズ・ア・サービス (MaaS) の世界市場 - 分析と予測:2018-2028年

Global Mobility as a Service Market: Focus on Business Models, Supply Chain, Case Study, Ride-Sharing, Ride-Hailing, Car-Sharing, Public Transport, Commuter Requirements, Electric Vehicle, Autonomous Vehicles, and Bikes- Analysis and Forecast, 2018-2028

発行 BIS Research Inc. 商品コード 719402
出版日 ページ情報 英文 203 Pages
納期: 即日から翌営業日
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本日の銀行送金レート: 1USD=114.94円で換算しております。
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モビリティ・アズ・ア・サービス (MaaS) の世界市場 - 分析と予測:2018-2028年 Global Mobility as a Service Market: Focus on Business Models, Supply Chain, Case Study, Ride-Sharing, Ride-Hailing, Car-Sharing, Public Transport, Commuter Requirements, Electric Vehicle, Autonomous Vehicles, and Bikes- Analysis and Forecast, 2018-2028
出版日: 2018年10月06日 ページ情報: 英文 203 Pages
概要

世界におけるモビリティ・アズ・ア・サービス (MaaS) の市場規模は、2018年から2028年の予測期間中、49.55%のCAGR (年間複合成長率) で拡大し、2028年までに1兆7,598億2,000万米ドルに達すると予測されています。

当レポートでは、世界のモビリティ・アズ・ア・サービス (MaaS) 市場について分析し、市場の概要や主な市場影響要因、市場競争環境、市場規模の動向見通し、ビジネスモデル、エコシステム、各セグメント・地域別の詳細動向、主要企業のプロファイルなどをまとめています。

エグゼクティブサマリー

第1章 市場イントロダクション

  • モビリティ・アズ・ア・サービス (MaaS) の市場定義
  • 市場構造

第2章 市場のダイナミクス

  • イントロダクション
    • 市場成長促進要因
    • 市場成長抑制要因
    • 市場機会

第3章 競争分析

  • イントロダクション
  • 主な発展・戦略
  • 競合インデックス

第4章 産業チェーン

  • イントロダクション
  • プラットフォームプロバイダー
  • 輸送システム
  • 製品とサービス
  • 顧客
  • MaaS市場を規制する法律

第5章 モビリティ・アズ・ア・サービス市場のビジネスモデル

  • イントロダクション
    • B2B
    • B2C
    • B2I
    • B2G
  • MaaS市場成熟度指標

第6章 主要諸国におけるMaaSエコシステムの把握

  • 米国
  • 英国
  • フィンランド

第7章 料金の比較:自動車の所有 vs. MaaS

  • 自家用車所有の調査
  • Uber・Lyftの料金

第8章 世界のMaaS市場:サービスタイプ別

  • 市場規模・計算の前提条件・制限事項
  • 概要
  • ライドシェアリング
  • ライドヘイリング
  • カーシェアリング
  • バス/シャトルサービス
  • その他

第9章 世界のMaaS市場:要件タイプ別

  • 概要
  • 通勤者
  • ファースト・ラストマイルコネクティビティ
  • 都市間交通
  • オフピーク・シフトワーク通勤
  • 空港または公共交通ステーション
  • その他

第10章 世界のモビリティ・アズ・ア・サービス市場:利用タイプ別

  • 概要
  • 個人回線
  • 商用回線

第11章 世界のモビリティ・アズ・ア・サービス市場:地域別

  • 概要
  • 南北アメリカ
  • 欧州、中東、アフリカ (EMEA)
  • アジア太平洋 (APAC)

第12章 企業プロファイル

  • 概要
  • BlaBlaCar
  • Car2Go
  • CityMapper
  • DiDi Chuxing
  • Grabss
  • LeCabs
  • LYFT
  • Mobike
  • Ola
  • Uber
  • Zoox
  • Whim
  • Scoot
  • Floatility
  • Easy Mile
  • Bridj
  • Careem
  • Ofo
  • InDrive
  • GoCurb

第13章 調査範囲・調査手法

図表

List of Tables

  • Table 1.1: MaaS Market Structure, 2017
  • Table 2.1: Rating Impact detail
  • Table 2.2: Ownership Cost for Various Transportation Model, 2017 ($)
  • Table 7.1: Pricing Model of Ride-Hailing/Sharing Service
  • Table 8.1: Global Mobility as a Service Market (by Service Type), $Billion, 2017-2028
  • Table 8.2: Global Mobility as a Service Market, (by Ride-sharing), $Billion, 2017-2028
  • Table 8.3: Americas Mobility as a Service Market, (Ride-sharing), $Billion, 2017-2028
  • Table 8.4: EMEA Mobility as a Service Market, (by Ride-sharing), $Billion, 2017-2028
  • Table 8.5: APAC Mobility as a Service Market, (by Ride-sharing), $Billion, 2017-2028
  • Table 8.6: Global Mobility as a Service Market, (by Ride-hailing), $Billion, 2017-2028
  • Table 8.7: Americas Mobility as a Service Market, (by Ride-hailing), $Billion, 2017-2028
  • Table 8.8: EMEA Mobility as a Service Market, (by Ride-hailing), $Billion, 2017-2028
  • Table 8.9: APAC Mobility as a Service Market, (by Ride-sharing), $Billion, 2017-2028
  • Table 8.10: Global Mobility as a Service Market, (by Car-sharing), $Billion, 2017-2028
  • Table 8.11: Americas Mobility as a Service Market, (by Ride-hailing), $Billion, 2017-2028
  • Table 8.12: EMEA Mobility as a Service Market, (by Car-sharing), $Billion, 2017-2028
  • Table 8.13: APAC Mobility as a Service Market, (by Car-sharing), $Billion, 2017-2028
  • Table 8.14: Global Mobility as a Service Market, (by Bus/Shuttle Service ), $Billion, 2017-2028
  • Table 8.15: Americas Mobility as a Service Market, (by Bus/Shuttle Service), $Billion, 2017-2028
  • Table 8.16: EMEA Mobility as a Service Market, (by Bus/Shuttle Service), $Billion, 2017-2028
  • Table 8.17: APAC Mobility as a Service Market, (by Bus/Shuttle Service), $Billion, 2017-2028
  • Table 8.18: Global Mobility as a Service Market, (by Others), $Billion, 2017-2028
  • Table 9.1: Global Mobility as a Service Market, (by Requirement Type), $Billion, 2017-2028
  • Table 10.1: Global Mobility as a Service Market, (by Usage Type), $Billion, 2017-2028
  • Table 10.2: Global Commercial Lines Mobility as a Service Market, (by Usage Type), $Billion, 2017-2028
  • Table 11.1: Global Mobility as a Service Market, (by Region), $Billion, 2017-2028
  • Table 11.2: Americas Mobility as a Service Market, (by Service Type), $Billion, 2017-2028
  • Table 11.3: Americas Mobility as a Service Market, (by Requirement Type), $Billion, 2017-2028
  • Table 11.4: The U.S. Mobility as a Service Market, $Billion, 2017-2028
  • Table 11.5: Canada Mobility as a Service Market, $Billion, 2017-2028
  • Table 11.6: Rest-of-Americas Mobility as a Service Market, $Billion, 2017-2028
  • Table 11.7: EMEA Mobility as a Service Market, (by Service Type), $Billion, 2017-2028
  • Table 11.8: EMEA Mobility as a Service Market, (by Requirement Type), $Billion, 2017-2028
  • Table 11.9: The U.K. Mobility as a Service Market, $Billion, 2017-2028
  • Table 11.10: Germany Mobility as a Service Market, $Billion, 2017-2028
  • Table 11.11: Rest-Of-EMEA Mobility as a Service Market, $Billion, 2017-2028
  • Table 11.12: APAC Mobility as a Service Market, (by Service Type), $Billion, 2017-2028
  • Table 11.13: APAC Mobility as a Service Market, (by Requirement Type), $Billion, 2017-2028
  • Table 11.14: China Mobility as a Service Market, $Billion, 2017-2028
  • Table 11.15: India Mobility as a Service Market, $Billion, 2017-2028
  • Table 11.16: Rest-of-APAC Mobility as a Service Market, $Billion, 2017-2028

List of Figures

  • Figure 1: Global Mobility as a Service Market, 2018-2028 ($billion)
  • Figure 2: Factors Impacting the Future Dynamics of Global Mobility as a Service Market
  • Figure 3: Mobility as a Service Market Overview
  • Figure 4: Mobility as a Service Business Model Layout
  • Figure 5: Global Mobility as a Service Market Share (by Service Type)
  • Figure 6: Global Mobility as a Service Market Share (by Requirement Type)
  • Figure 7: Global Mobility as a Service Market Share (by Usage Type)
  • Figure 8: Market Share for Mobility as a Service Market (by Region)
  • Figure 2.1: Global Mobility as a Service Market Dynamics
  • Figure 2.2: Impact Analysis of Driver and Challenge in Global Mobility as a Service Market
  • Figure 2.3: Growth in MaaS Ridership 2012-2017
  • Figure 2.4: Government Actions to Accelerate the Integration of Mobility Services
  • Figure 2.5: Impact Analysis of Various MaaS Model Factors
  • Figure 3.1: Share of Key Market Strategies and Developments, 2015-2018
  • Figure 3.2: Strategy and Activity Type Share for MaaS Market
  • Figure 3.3: Key Player Market Strategy Share in New Product and Service Launch
  • Figure 3.4: Key Player Market Strategy Share in Partnerships, Collaborations and Joint Ventures
  • Figure 3.5: Key Player Market Strategy Share in Mergers and Acquisitions
  • Figure 3.6: Key Player Market Strategy Share in Business Expansion
  • Figure 3.7: Market Players Positioning Based on Strategy
  • Figure 4.1: Global Mobility as a Service Market Supply Chain
  • Figure 4.2: Ticketing and Payment Solution Service Flow
  • Figure 4.3: TPS Ecosystem Exploded View
  • Figure 4.4: ICT Infrastructure Service Integration Flow
  • Figure 4.5: API exploded view - Applications and Tools
  • Figure 4.6: Data Analytics Exploded View-Application and Tools
  • Figure 4.7: Government Regulation for Mobility as a Service Market 2018
  • Figure 5.1: Global MaaS Business Model - Business to Business
  • Figure 5.2: Global MaaS Business Model - Business to Customer
  • Figure 5.3: MaaS Business Model - Business to Industry
  • Figure 5.4: MaaS Business Model Structure - Business to Government
  • Figure 5.5: Factors Impacting the Maturity of MaaS Model
  • Figure 6.1: The U.S. MaaS Ecosystem Snapshot
  • Figure 6.2: The U.K. MaaS Ecosystem Snapshot
  • Figure 6.3: Finland MaaS Ecosystem Snapshot
  • Figure 7.1: Cost Estimation for Private Vehicle Ownership
  • Figure 7.2: Cost Comparison Analysis
  • Figure 8.1: Concept Design Criterion for Mobility Service
  • Figure 8.2: Market Share Mobility as a Service (by Service Type)
  • Figure 8.3: Global Ride-sharing Mobility as a Service Market Share (by Region), 2017, 2024 and 2028
  • Figure 9.1: Mobility as a Service Market Share (by Requirement Type), 2018, 2024, and 2028
  • Figure 9.2: Global Daily Commuter Mobility as a Service Market, (by Region), (2018, 2023 & 2028)
  • Figure 9.3: Global First and Last Mile Connectivity Mobility as a Service Market, (by Region), 2018, 2023 & 2028
  • Figure 9.4: Global Inter-City Trips Mobility as a Service Market, (by Region), (2018, 2023 & 2028)
  • Figure 9.5: Global Off-peak and Shift Work Commute Mobility as a Service Market, (by Region), 2018, 2023 and 2028
  • Figure 9.6: Global Airport or Mass Transit Station Trips Mobility as a Service Market, (by Region), 2018, 2023 and 2028
  • Figure 9.7: Global Other Mobility as a Service Market, (by Requirement), 2018, 2023 and 2028
  • Figure 10.1: Global Mobility as a Service Market Share, (by Usage Type), 2018, 2023 and 2028
  • Figure 10.2: Global Personal Lines Mobility as a Service Market Share
  • Figure 10.3: Global Commercial Lines Mobility as a Service Market Share
  • Figure 11.1: Market Share for Mobility as a Service Market by Region
  • Figure 11.2: Mobility as a Service Market Growth Trend (by Region)
  • Figure 11.3: Americas Mobility as a Service Market Share, (by Service and by Requirement), 2018 and 2028
  • Figure 11.4: The U.S. Mobility as a Service Market Share (by Service type and Requirement Type), 2018, 2024 and 2028
  • Figure 11.5: Factors to be considered in Canada for development of MaaS
  • Figure 11.6: Market Share for MaaS Market in Rest-Of-Americas, 2018 and 2028
  • Figure 11.7: Factors Important for MaaS Market in Brazil and Mexico
  • Figure 11.8: Factors effecting the market dynamics of MaaS
  • Figure 11.9: Market Dynamics for Mobility as a Service
  • Figure 11.10: Rest-Of-EMEA Mobility as a Service Market 2018 and 2028
  • Figure 11.11: Market Share of China Mobility as a Service Market, (by Service Type and by Requirement Type), 2018 and 2028
  • Figure 12.1: Market Share for Types of Service Offered by Key Players
  • Figure 12.2: BlaBlaCar: Product Offering
  • Figure 12.3: BlaBlaCar: SWOT Analysis
  • Figure 12.4: Car2Go: Product Offerings
  • Figure 12.5: Car2Go.: SWOT Analysis
  • Figure 12.6: CityMapper: Product Offerings
  • Figure 12.7: CityMapper: SWOT Analysis
  • Figure 12.8: DiDi: Product Offerings
  • Figure 12.9: Didi: SWOT Analysis
  • Figure 12.10: Grab: Product Offerings
  • Figure 12.11: Grab: SWOT Analysis
  • Figure 12.12: LeCab: Product Offerings
  • Figure 12.13: LeCab: SWOT Analysis
  • Figure 12.14: Lyft: Product Offerings
  • Figure 12.15: Lyft: SWOT Analysis
  • Figure 12.16: Mobike: Product Offerings
  • Figure 12.17: Mobike: SWOT Analysis
  • Figure 12.18: Ola: Product Offering
  • Figure 12.19: Ola: SWOT Analysis
  • Figure 12.20: Uber: SWOT Analysis
  • Figure 12.21: Zoox: SWOT Analysis
  • Figure 12.22: Whim: SWOT Analysis
  • Figure 12.23: Scoot: Product Offerings
  • Figure 12.24: Scoot: SWOT Analysis
  • Figure 12.25: Floatility: SWOT Analysis
  • Figure 12.26: EasyMile: Product Offerings
  • Figure 12.27: Easy Mile: SWOT Analysis
  • Figure 12.28: Bridj: Product Offering
  • Figure 12.29: Bridj: SWOT Analysis
  • Figure 12.30: Careem: SWOT Analysis
  • Figure 12.31: Ofo: SWOT Analysis
  • Figure 12.32: InDrive: SWOT Analysis
  • Figure 12.33: GoCurb: Product Offering
  • Figure 12.34: GoCurb: SWOT Analysis
  • Figure 13.1: Global Mobility as Service Market Scope
  • Figure 13.2: Secondary Data Sources
  • Figure 13.3: Mobility as a Service Market Influencing Factors
目次
Product Code: BA037A

"Global Mobility as a Service Market to Reach $1.75 trillion by 2028."

Transportation industry encompasses a wide range of operations within the value network. Private vehicle ownership and public transport system together make up for the majority of the market value. Transportation is a concept which is designed as per the policy implemented by government regulators/authorities in the region. Some of the important criteria which influence the underwriting of regulation for a region can be the socio-economic condition, commuter lifestyle, acceptance of technology, demographic conditions, infrastructure availability, and global economic conditions (such as fossil fuel prices, international trade agreements, environmental challenges, and financial health). The transportation industry is experiencing higher pressure due to the exponential growth in the size (area) and population density of urban cities. The future of transportation industry is digitalization of various operations to enable optimum utilization of resources. Mobility as a Service (MaaS) providers have established a strong foundation for the development of transportation service which can be integrated in multi-direction. MaaS market is a unified part of the global transportation industry. The market trends also suggest that MaaS market will become a leading value generator by the end of 2040.

MaaS is the futuristic form of modern transportation service. The global MaaS ecosystem is a complex network of collaborators, strategists, and technologists. A leading factor of this service is on-demand assured ride with associated value-added features. It also gives the consumers a wide range of choices: types of commute, types of pricing, duration of service, choice of driver, and real-time journey optimization, among others. A local taxi service provider is at the grass root level in the mobility service supply chain. Service providers can easily integrate multi-modal options such as sharing of ride, car or bike and leasing of taxi or car for a time-span. A MaaS platform integrates activities such as journey planning, booking car/ride, journey tracking, payment, and service feedback.

At its core, mobility as a service combines service solution and manufacturing into an end-to-end service package. It collects various types of service requirements, modes, and planning requirements into an efficiently integrated platform to develop commuter interest in using a convenient service. It can cater to a vast customer base, irrespective of the age, gender, or demography of these customers. MaaS operator collects commuter data in the form of journey, locations, and time spent, among others. This data can be optimized by data analytics to draw important service insights. As one of the most valuable assets in the ecosystem, data enable customer-centric solution development. MaaS can penetrate a commuter's lifestyle without impacting their daily routines.

The digitalization of service industry along with a high penetration of advanced smartphones has led to the acceptance of the mobility as a service market. Further, the development of ICT infrastructure and internet connectivity have resulted in easy accessibility of internet service for more than 65% of the global population. A commuter today prefers to control the services he/she wants, be it partial or complete. The developers of mobility as service supply chain focus on identifying the pain points of a commuter. Mobility service market is highly driven by big data, leveraging the advantage to develop a real-time evolving solution. The future of mobility modes / vehicles is under transformation phase in terms of propulsion technology, autonomous driving (extensive use of driving data, journey, human responses, and robotics), air travel (air-taxi for daily travel), autonomous self-driving mass systems, and high-speed public transport modes, among others.

The report addresses the following questions in the context of mobility as a service market:

  • What is Mobility as a Service (MaaS) market?
  • What is the market structure for MaaS in key countries?
  • What are the major factors anticipated to have a positive or a negative impact on the market during 2018-2028?
  • What are the potential business models for the MaaS operators?
  • What factors have influenced the penetration of MaaS in key countries such as the U.S., the U.K., and Finland?
  • Cost comparison for conventional vehicle ownership vs MaaS?
  • What is the role of autonomous vehicles and electric vehicles in the development of mobility as a service?
  • What are the key activities and innovation in the global mobility as a service market?
  • Which are key players in the MaaS market?
  • What is the global market value forecast for the period 2018-2028?

The market is expected to grow about 56 times from 2018 to 2028. The global mobility as a service market is expected to reach $1.76 trillion, estimated to be one-fourth of the total transportation industry by 2028. MaaS market is expected to penetrate over 40% in the urban mobility requirement by 2028. Major drivers for the MaaS market include the growing demand for on-demand transportation service, extensive role of government in the development of MaaS, and integration platform of mobility service ecosystem, among others. In the recent past, many service aggregators have delivered service to commuters in a cost and time effective manner, leading to the acceptance of the industry in many urban parts of the globe. As far as the government role is concerned, an efficient mobility service for transportation is not possible without extensive role of public transport system. Other factors such as industry-friendly policies and the growth of public-private partnerships for service development, among others are key for the development of MaaS ecosystem in any region. Another force that drives the service is the integration of multi-layered service levels into one exclusive service package, which is convenient for a customer.

A service assurance, that a vehicle will be available on the go in any emergency or regular situation can attract a consumer towards Maas and discourage them from buying a personal vehicle. Other challenges restraining the growth of this market are customer-centric industry, data security and privacy of consumers, and low awareness about costing for private vehicle ownership and service ownership. The future growth prospects for mobility as a service industry are strong, driven by the growth of electric vehicles and autonomous driving technology. Furthermore, the advancement of information and communication technology has enabled a large segment of services digitalized into an intelligent smartphone app. Consumers have showcased motivating responses toward smartphone-based mobility services during 2013-2018.

Executive Summary

The report offers insight on "how" Mobility as a Service (MaaS) can transform the future of transportation infrastructure design during 2018-2028. MaaS collaborates all the elements of the transportation ecosystem into one platform to present transportation as a service. The foremost factor for the sky-high rise in the demand of this service is the assurance of on-demand ride availability. It caters to a huge customer base by gaining on the point of providing a convenient commute by assimilating the service requirements, modes, and planning requirements. Additionally, a large amount of data collection, gathered through its service platform enables development of customer target solutions. Further, the advancement of technology has favored in the advancement of this industry. The penetration of smartphones in the lives of people has increased the accessibility of this service.

The value estimated for MaaS market is expected to be $1,759.82 billion by 2028, growing at a CAGR of 49.55% during 2018-2028. Mobility as a Service industry requires a well-integrated system of service providers, service integrators, and end users. This integration is categorized into four sub heads- platform providers, transport system, products and services, and customers.

MaaS is the futuristic form of modern transportation service. The global MaaS ecosystem is a complex network of collaborators, strategists, and technologists. A leading factor of this service is on-demand assured ride with associated value-added features. It also gives the consumers a wide range of choices: types of commute, types of pricing, duration of service, choice of driver, and real-time journey optimization, among others. A local taxi service provider is at the grass root level in the mobility service supply chain. Service providers can easily integrate multi-modal options such as sharing of ride, car or bike, and leasing of taxi or car for a time-span. A MaaS platform integrates activities such as journey planning, booking car/ride, journey tracking, payment, and service feedback.

At its core, mobility as a service combines service solution and manufacturing into an end-to-end service package. It collects various types of service requirements, modes, and planning requirements into an efficiently integrated platform to develop commuter interest in using a convenient service. It can cater to a vast customer base, irrespective of the age, gender, or demography of these customers. MaaS operator collects commuter data in the form of journey, locations, and time spent, among others. This data can be optimized by data analytics to draw important service insights. As one of the most valuable assets in the ecosystem, data enable customer-centric solution development. MaaS can impact travel behavior of a commuter without directly disrupting the day-to-day activities of the commuters. It can help a policy maker to drive travel habits into commuters as per the resource availability. MaaS industry is majorly a private sector which focus on disrupting the conventional vehicle ownership model. This has forced the automotive original equipment manufacturer (OEM) to develop their inhouse mobility solution to be competitive in the market.

Table of Contents

Executive Summary

1. Market Introduction

  • 1.1. Mobility as a Service (MaaS) Market Definition
    • 1.1.1. Key Objectives of Global MaaS Market
  • 1.2. Market Structure

2. Market Dynamics

  • 2.1. Introduction
    • 2.1.1. Market Drivers
      • 2.1.1.1. Growing Demand for On-Demand Transportation Service
      • 2.1.1.2. Extensive Role of Government in the Development of MaaS
      • 2.1.1.3. Integrated Mobility Service
    • 2.1.2. Market Challenges
      • 2.1.2.1. Highly Customer-Centric Ecosystem
      • 2.1.2.2. Data Security and Privacy of Consumers
      • 2.1.2.3. Low Awareness About the Total Lifetime Cost for Private Vehicle Ownership and Service Ownerships
    • 2.1.3. Market Opportunities
      • 2.1.3.1. Advancement in the Information and Communication Technologies
      • 2.1.3.2. Growth of Autonomous, Connected, and Electrified Vehicle (ACE)

3. Competitive Insights

  • 3.1. Introduction
  • 3.2. Key Developments and Strategies
    • 3.2.1. New Products and Service Launch
    • 3.2.2. Partnerships, Collaborations, and Joint Ventures
    • 3.2.3. Mergers and Acquisitions
    • 3.2.4. Business Expansions
    • 3.2.5. Other
  • 3.3. Competitive Index

4. Supply Chain

  • 4.1. Introduction
  • 4.2. Platform Providers
  • 4.3. Transportation System
  • 4.4. Product and Service
    • 4.4.1. On-demand transportation
    • 4.4.2. Private transportation
    • 4.4.3. Logistic services
    • 4.4.4. Multi-modal transportation services
    • 4.4.5. Autonomous transportation services
    • 4.4.6. Delivery transportation services
  • 4.5. Customer
  • 4.6. Government Laws Regulating the MaaS Market

5. Business Model for Mobility as a Service Market

  • 5.1. Introduction
    • 5.1.1. Business to Business
    • 5.1.2. Business to Customer
    • 5.1.3. Business to Industry
    • 5.1.4. Business to Government
  • 5.2. MaaS Market Maturity Indicators

6. Understanding the MaaS Ecosystem in Major Countries

  • 6.1. The U.S. MaaS Ecosystem
  • 6.2. The U.K. MaaS Ecosystem
  • 6.3. Finland MaaS Ecosystem

7. Comparative Pricing: Owning a Car vs MaaS

  • 7.1. Private Vehicle Ownership Study
    • 7.1.1. Fixed Cost Estimation for Vehicle Sales
    • 7.1.2. Variable Cost Estimation for Vehicle Sales
  • 7.2. Uber and Lyft Pricing

8. Global Mobility as a Service Market (by Service Type)

  • 8.1. Assumptions and Limitations for Market Size Calculations
  • 8.2. Overview
  • 8.3. Ride-sharing
    • 8.3.1. Americas Ride-sharing Mobility as a Service Market
    • 8.3.2. EMEA Ride-sharing Mobility as a Service Market
    • 8.3.3. APAC Ride-sharing Mobility as a Service Market
  • 8.4. Ride-hailing
    • 8.4.1. Americas Ride-hailing Mobility as a Service Market
    • 8.4.2. EMEA Ride-hailing Mobility as a Service Market
    • 8.4.3. APAC Ride-hailing Mobility as a Service Market
  • 8.5. Car-sharing
    • 8.5.1. Americas Car-sharing Mobility as a Service Market
    • 8.5.2. EMEA car-sharing Mobility as a Service Market
    • 8.5.3. APAC Car-sharing Mobility as a Service Market
  • 8.6. Bus/Shuttle Service
    • 8.6.1. Americas Bus/Shuttle Service Mobility as a Service Market
    • 8.6.2. EMEA Bus/Shuttle Service Mobility as a Service Market
    • 8.6.3. APAC Bus/Shuttle Service Mobility as a Service Market
  • 8.7. Others

9. Global Mobility as a Service Market (by Requirement Types)

  • 9.1. Overview
  • 9.2. Daily Commuter
    • 9.2.1. Daily Commuter Category (by Region)
  • 9.3. First and Last Mile Connectivity
    • 9.3.1. First and Last Mile Connectivity (by Region)
  • 9.4. Inter-city Trips
    • 9.4.1. Inter-City Trips (by Region)
  • 9.5. Off-peak and Shift Work Commute
    • 9.5.1. Off-Peak and Shift Work Commute (by Region)
  • 9.6. Airport or Mass Transit Stations Trips
    • 9.6.1. Airport or Mass Transit Station Trips (by Region)
  • 9.7. Others
    • 9.7.1. Others Category (by Region)

10 Global Mobility as a Service Market (by Usage Type)

  • 10.1. Overview
  • 10.2. Personal Lines
  • 10.3. Commercial Lines

11 Global Mobility as a Service Market (by Region)

  • 11.1. Overview
    • 11.1.1. Market Analysis and Forecasting
  • 11.2. Americas
    • 11.2.1. Americas Mobility as a Service Market (by Service Type)
    • 11.2.2. Americas Mobility as a Service Market (by Requirement Type)
    • 11.2.3. The U.S.
    • 11.2.4. Canada
    • 11.2.5. Rest-Of-Americas (Brazil and Mexico)
  • 11.3. Europe, Middle East, and Africa (EMEA)
    • 11.3.1. EMEA Mobility as a Service Market (by Service Type)
    • 11.3.2. EMEA Mobility as a Service Market (by Requirement Type)
    • 11.3.3. The U.K.
    • 11.3.4. Germany
    • 11.3.5. Rest-of-EMEA (Finland, Sweden, Italy, The U.A.E., and South Africa among others)
  • 11.4. APAC
    • 11.4.1. APAC Mobility as a Service Market (by Service Type)
    • 11.4.2. APAC Mobility as a Service Market (by Requirement Type)
    • 11.4.3. China
    • 11.4.4. India
    • 11.4.5. Rest-Of-APAC

12 Company Profiles

  • 12.1. Overview
  • 12.2. BlaBlaCar
    • 12.2.1. Company Overview
    • 12.2.2. Corporate Summary
    • 12.2.3. Product Offering
    • 12.2.4. SWOT Analysis
  • 12.3. Car2Go
    • 12.3.1. Company Overview
    • 12.3.2. Corporate Summary
    • 12.3.3. Product Portfolio
    • 12.3.4. SWOT Analysis
  • 12.4. CityMapper
    • 12.4.1. Company Overview
    • 12.4.2. Corporate Summary
    • 12.4.3. Product Offerings
    • 12.4.4. SWOT Analysis
  • 12.5. DiDi Chuxing
    • 12.5.1. Company Overview
    • 12.5.2. Corporate Summary
    • 12.5.3. Product Offerings
    • 12.5.4. SWOT Analysis
  • 12.6. Grabss
    • 12.6.1. Company Overview
    • 12.6.2. Corporate Summary
    • 12.6.3. Product Portfolio
    • 12.6.4. SWOT Analysis
  • 12.7. LeCabs
    • 12.7.1. Company Overview
    • 12.7.2. Corporate Summary
    • 12.7.3. Product Portfolio
    • 12.7.4. SWOT Analysis
  • 12.8. LYFT
    • 12.8.1. Company Overview
    • 12.8.2. Corporate Summary
    • 12.8.3. Product Offerings
    • 12.8.4. SWOT Analysis
  • 12.9. Mobike
    • 12.9.1. Company Overview
    • 12.9.2. Corporate Summary
    • 12.9.3. Product Offerings
    • 12.9.4. SWOT Analysis
  • 12.10 Ola
    • 12.10.1. Company Overview
    • 12.10.2. Corporate Summary
    • 12.10.3. Product Offering
    • 12.10.4. SWOT Analysis
  • 12.11 Uber
    • 12.11.1. Company Overview
    • 12.11.2. Corporate Summary
    • 12.11.3. Product Offerings
    • 12.11.4. SWOT Analysis
  • 12.12 Zoox
    • 12.12.1. Company Overview
    • 12.12.2. Corporate Summary
    • 12.12.3. Product Offering
    • 12.12.4. SWOT Analysis
  • 12.13 Whim
    • 12.13.1. Company Overview
    • 12.13.2. Corporate Summary
    • 12.13.3. Product Offering
    • 12.13.4. SWOT Analysis
  • 12.14 Scoot
    • 12.14.1. Company Overview
    • 12.14.2. Corporate Summary
    • 12.14.3. Product Offerings
    • 12.14.4. SWOT Analysis
  • 12.15 Floatility
    • 12.15.1. Company Overview
    • 12.15.2. Corporate Summary
    • 12.15.3. Product Offerings
    • 12.15.4. SWOT Analysis
  • 12.16 Easy Mile
    • 12.16.1. Company Overview
    • 12.16.2. Corporate Summary
    • 12.16.3. Product Offering
    • 12.16.4. SWOT Analysis
  • 12.17 Bridj
    • 12.17.1. Company Overview
    • 12.17.2. Corporate Summary
    • 12.17.3. Product Offering
    • 12.17.4. SWOT Analysis
  • 12.18 Careem
    • 12.18.1. Company Overview
    • 12.18.2. Corporate Summary
    • 12.18.3. Product Offering
    • 12.18.4. SWOT Analysis
  • 12.19 Ofo
    • 12.19.1. Company Overview
    • 12.19.2. Corporate Summary
    • 12.19.3. Product Offering
    • 12.19.4. SWOT Analysis
  • 12.20 InDrive
    • 12.20.1. Company Overview
    • 12.20.2. Corporate Summary
    • 12.20.3. Product Offerings
    • 12.20.4. SWOT Analysis
  • 12.21 GoCurb
    • 12.21.1. Company Overview
    • 12.21.2. Corporate Summary
    • 12.21.3. Product Offerings
    • 12.21.4. SWOT Analysis

13. Annexure

  • 13.1. Scope and Methodology
    • 13.1.1. Report Scope
    • 13.1.2. Mobility as a Service Market Research Methodology
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