Mobility as a Service (MaaS) is a transformative concept that integrates various transportation modes into a single, user-centric platform, enabling seamless and convenient access to mobility services. MaaS leverages digital technologies, data analytics, and payment systems to optimize transportation networks, reduce congestion, and enhance the overall mobility experience for individuals and communities.
Analysis via VTDF Framework, developed by Gennaro Cuofano
Description
Value Proposition
– Comprehensive mobility solutions accessible on-demand. – Cost-effective services with pay-as-you-go pricing. – Convenience and flexibility with integrated transportation options.
Technological Advantage
– Advanced mobility platform for seamless booking, payment, and trip planning. – Integration with various transportation modes including public transit, ride-hailing, and bike-sharing. – Real-time data analytics for optimizing routes, pricing, and user experience.
Distribution Channels
– Mobile app for accessing MaaS services, booking trips, and managing accounts. – Partnerships with transportation providers, cities, and mobility service aggregators. – Direct sales team targeting cities, corporations, and transportation agencies.
Financial Model
– Revenue: Subscription-based model with pricing tiers based on usage, distance, and service levels. – Cost: Operational expenses including software development, marketing, and partner commissions. – Investment in customer support, marketing, and sales to drive adoption and retention.
MaaS integrates various transportation modes, including public transit, ride-sharing, bike-sharing, car-sharing, and micro-mobility services, into a single platform.
Users can access and book different transportation options seamlessly through a unified interface, eliminating the need for multiple apps or payment systems.
Multi-Modal Trip Planning:
MaaS platforms provide multi-modal trip planning and routing capabilities, allowing users to plan their journeys using a combination of transportation modes.
Users can compare routes, travel times, and costs across different modes to find the most efficient and convenient options for their specific needs.
Digital Ticketing and Payments:
MaaS enables digital ticketing and payments for transportation services, allowing users to purchase tickets, passes, or subscriptions electronically.
Payment integration streamlines the booking and payment process, making it easier for users to access and pay for transportation services on-the-go.
Data Sharing and Integration:
MaaS platforms leverage data sharing and integration to aggregate information from various transportation providers, traffic sensors, and urban infrastructure systems.
Real-time data analytics and insights enable MaaS operators to optimize service availability, capacity, and routing based on demand and traffic conditions.
Implications of MaaS
Improved Urban Mobility: MaaS enhances urban mobility by providing individuals with convenient, flexible, and sustainable transportation options tailored to their needs.
Reduced Congestion and Emissions: By promoting multi-modal transportation and ride-sharing, MaaS helps reduce traffic congestion, pollution, and greenhouse gas emissions in urban areas.
Enhanced Accessibility: MaaS improves accessibility for individuals with limited mobility or transportation options, enabling them to navigate cities more easily and independently.
Data-Driven Decision Making: MaaS generates valuable data and insights about transportation patterns, user behavior, and infrastructure utilization, informing policy-making and urban planning initiatives.
Use Cases and Examples
Whim (Helsinki, Finland):
Whim is a MaaS app developed in Helsinki, Finland, that allows users to plan, book, and pay for various transportation options, including public transit, taxis, rental cars, and bike-sharing.
Whim offers subscription-based pricing plans, giving users unlimited access to transportation services within their chosen tier.
Moovit (Global):
Moovit is a MaaS platform with a global presence, offering real-time transit information, trip planning, and ticketing services across public transit systems, ride-sharing services, and bike-sharing networks.
Moovit’s mobile app provides users with personalized trip recommendations, route guidance, and alerts about service disruptions or delays.
Strategies for Implementing MaaS
Public-Private Partnerships:
Foster collaboration between public authorities, transportation providers, and technology companies to develop and deploy MaaS solutions.
Establish clear governance structures, data sharing agreements, and regulatory frameworks to support MaaS implementation and operation.
User-Centric Design:
Prioritize user experience and usability in the design and development of MaaS platforms, ensuring accessibility, simplicity, and convenience for diverse user groups.
Incorporate user feedback and iterative testing to continuously refine and improve the MaaS experience.
Data Security and Privacy:
Implement robust data security and privacy measures to protect user information, payment data, and sensitive transportation data from unauthorized access or misuse.
Comply with relevant data protection regulations, such as GDPR, and establish transparent data handling practices to build trust with users.
Benefits of MaaS
Convenience and Flexibility: MaaS offers users convenient, flexible, and personalized transportation options tailored to their preferences and needs.
Sustainability and Environmental Benefits: By promoting multi-modal transportation and ride-sharing, MaaS contributes to reducing traffic congestion, emissions, and pollution in urban areas.
Accessibility and Inclusivity: MaaS improves accessibility for individuals with disabilities, seniors, and underserved communities, enhancing their mobility and independence.
Efficiency and Cost Savings: MaaS streamlines transportation planning, booking, and payments, saving users time and money while optimizing resource utilization and service efficiency.
Challenges of MaaS
Infrastructure Integration: Integrating various transportation modes and systems into a unified MaaS platform requires overcoming technical, operational, and regulatory challenges related to data sharing, interoperability, and governance.
User Adoption and Behavior Change: Encouraging users to adopt and embrace MaaS requires overcoming inertia, skepticism, and habituated transportation behaviors, as well as addressing concerns about privacy, security, and reliability.
Equity and Accessibility: Ensuring equitable access to MaaS services for all members of society, including low-income individuals, marginalized communities, and individuals with disabilities, requires addressing affordability, geographic coverage, and digital literacy barriers.
Conclusion
MaaS represents a paradigm shift in urban mobility, offering a holistic approach to transportation that prioritizes convenience, sustainability, and accessibility. By integrating various transportation modes into a single, user-centric platform, MaaS enhances the overall mobility experience, reduces congestion, and promotes environmental sustainability in cities. Embracing MaaS requires collaboration between public authorities, transportation providers, and technology companies, as well as a focus on user experience, data security, and equitable access. As cities continue to grow and evolve, MaaS will play an increasingly vital role in shaping the future of transportation and urban living, creating smarter, more connected, and sustainable communities.
As-A-Service Business Model Types
Description
Examples
Software as a Service (SaaS)
Cloud-based software applications accessible via subscription.
Salesforce, Adobe, Microsoft 365
Platform as a Service (PaaS)
Provides cloud-based platform services, enabling developers to build and deploy applications.
Heroku, Google App Engine
Infrastructure as a Service (IaaS)
Online services that provide APIs for managing network infrastructure like servers and storage.
Amazon Web Services, Microsoft Azure
Hardware as a Service (HaaS)
Physical devices and equipment offered as a service, including maintenance and upgrades.
Dell Device as a Service, HP Device as a Service
Database as a Service (DBaaS)
Cloud-managed database systems that handle all hardware and software management tasks.
Amazon RDS, Google Cloud SQL
Network as a Service (NaaS)
Network infrastructure and services provided over the internet, like bandwidth and virtual networks.
Cisco Meraki, Cloudflare
Storage as a Service (STaaS)
Providing data storage as a service, accessible through the internet.
Dropbox, Google Drive
Container as a Service (CaaS)
Cloud service allowing software developers to upload, run, and manage containers.
Google Kubernetes Engine, Docker
Function as a Service (FaaS)
A form of serverless computing where applications are broken into individual functions that run when triggered.
AWS Lambda, Azure Functions
Desktop as a Service (DaaS)
Virtual desktop infrastructure hosted in the cloud, with backend responsibilities managed by the provider.
VMware Horizon Cloud, Citrix Cloud
Communications as a Service (CaaS)
Cloud-based solutions for communication software, like VoIP or unified communications.
RingCentral, 8×8
Security as a Service (SECaaS)
Security management provided by a third-party service provider via the cloud.
Symantec Cloud Security, McAfee Cloud Security
Management as a Service (MaaS)
Management functions delivered as cloud services which help manage other cloud services.
Microsoft Managed Desktop
Backend as a Service (BaaS)
Cloud solutions to automate backend side operations and cloud storage for web and mobile apps.
Firebase, Parse
Disaster Recovery as a Service (DRaaS)
Cloud services providing data backup, security, and recovery to help businesses recover from a disaster.
Zerto, Veeam Cloud Connect
Compliance as a Service (CaaS)
Helps businesses meet compliance requirements through cloud services.
TrustArc, ComplianceQuest
Analytics as a Service (AaaS)
Offers analytics tools and insights as a service.
IBM Cognos Analytics, Google Analytics 360
Artificial Intelligence as a Service (AIaaS)
Provides AI capabilities, including machine learning models, as a service.
IBM Watson, Google AI
Robotics as a Service (RaaS)
Cloud robotics where robots and automation solutions are provided as a service.
Rapyuta Robotics, InOrbit
Testing as a Service (TaaS)
Offers testing environments and frameworks in the cloud for software testing.
Sauce Labs, BlazeMeter
Integration as a Service (IaaS)
Cloud-based integration services that help businesses combine different systems and applications.
MuleSoft, Dell Boomi
Marketing as a Service (MaaS)
Provides comprehensive marketing solutions including campaign management, analytics, and content creation.
HubSpot, Marketo
Learning as a Service (LaaS)
Educational and training resources accessible via the internet.
LinkedIn Learning, Pluralsight
Blockchain as a Service (BaaS)
Facilitates the deployment of blockchain technology via the cloud.
IBM Blockchain, Azure Blockchain Service
Connected Business Frameworks, Models And Concepts
One of the first mentions of customer lifetime value was in the 1988 book Database Marketing: Strategy and Implementation written by Robert Shaw and Merlin Stone. Customer lifetime value (CLV) represents the value of a customer to a company over a period of time. It represents a critical business metric, especially for SaaS or recurring revenue-based businesses.
AIOps is the application of artificial intelligence to IT operations. It has become particularly useful for modern IT management in hybridized, distributed, and dynamic environments. AIOps has become a key operational component of modern digital-based organizations, built around software and algorithms.
Machine Learning Ops (MLOps) describes a suite of best practices that successfully help a business run artificial intelligence. It consists of the skills, workflows, and processes to create, run, and maintain machine learning models to help various operational processes within organizations.
The business intelligence models have transitioned to continuous intelligence, where dynamic technology infrastructure is coupled with continuous deployment and delivery to provide continuous intelligence. In short, the software offered in the cloud will integrate with the company’s data, leveraging on AI/ML to provide answers in real-time to current issues the organization might be experiencing.
That is a process that requires a continuous feedback loop to develop a valuable product and build a viable business model. Continuous innovation is a mindset where products and services are designed and delivered to tune them around the customers’ problems and not the technical solution of its founders.
Technological modeling is a discipline to provide the basis for companies to sustain innovation, thus developing incremental products. While also looking at breakthrough innovative products that can pave the way for long-term success. In a sort of Barbell Strategy, technological modeling suggests having a two-sided approach, on the one hand, to keep sustaining continuous innovation as a core part of the business model. On the other hand, it places bets on future developments that have the potential to break through and take a leap forward.
An effective business model has to focus on two dimensions: the people dimension and the financial dimension. The people dimension will allow you to build a product or service that is 10X better than existing ones and a solid brand. The financial dimension will help you develop proper distribution channels by identifying the people that are willing to pay for your product or service and make it financially sustainable in the long run.
Business modelinnovation is about increasing the success of an organization with existing products and technologies by crafting a compelling value proposition able to propel a new business model to scale up customers and create a lasting competitive advantage. And it all starts by mastering the key customers.
Digital and tech business models can be classified according to four levels of transformation into digitally-enabled, digitally-enhanced, tech or platform business models, and business platforms/ecosystems.
A digital business model might be defined as a model that leverages digital technologies to improve several aspects of an organization. From how the company acquires customers, to what product/service it provides. A digital business model is such when digital technology helps enhance its value proposition.
A tech business model is made of four main components: value model (value propositions, mission, vision), technological model (R&D management), distribution model (sales and marketingorganizational structure), and financial model (revenue modeling, cost structure, profitability and cash generation/management). Those elements coming together can serve as the basis to build a solid tech business model.
A platform business model generates value by enabling interactions between people, groups, and users by leveraging network effects. Platform business models usually comprise two sides: supply and demand. Kicking off the interactions between those two sides is one of the crucial elements for a platform business model success.
A Blockchain Business Model is made of four main components: Value Model (Core Philosophy, Core Value and Value Propositions for the key stakeholders), Blockchain Model (Protocol Rules, Network Shape and Applications Layer/Ecosystem), Distribution Model (the key channels amplifying the protocol and its communities), and the Economic Model (the dynamics through which protocol players make money). Those elements coming together can serve as the basis to build and analyze a solid Blockchain Business Model.
In an asymmetric businessmodel, the organization doesn’t monetize the user directly, but it leverages the data users provide coupled with technology, thus have a key customer pay to sustain the core asset. For example, Google makes money by leveraging users’ data, combined with its algorithms sold to advertisers for visibility.
In an asymmetric businessmodel, the organization doesn’t monetize the user directly, but it leverages the data users provide coupled with technology, thus having a key customer pay to sustain the core asset. For example, Google makes money by leveraging users’ data, combined with its algorithms sold to advertisers for visibility. This is how attention merchants make monetize their business models.
While the term has been coined by Andrew Lampitt, open-core is an evolution of open-source. Where a core part of the software/platform is offered for free, while on top of it are built premium features or add-ons, which get monetized by the corporation who developed the software/platform. An example of the GitLab open core model, where the hosted service is free and open, while the software is closed.
Cloud business models are all built on top of cloud computing, a concept that took over around 2006 when former Google’s CEO Eric Schmit mentioned it. Most cloud-based business models can be classified as IaaS (Infrastructure as a Service), PaaS (Platform as a Service), or SaaS (Software as a Service). While those models are primarily monetized via subscriptions, they are monetized via pay-as-you-go revenue models and hybrid models (subscriptions + pay-as-you-go).
Open source is licensed and usually developed and maintained by a community of independent developers. While the freemium is developed in-house. Thus the freemium give the company that developed it, full control over its distribution. In an open-source model, the for-profit company has to distribute its premium version per its open-source licensing model.
The freemium – unless the whole organization is aligned around it – is a growth strategy rather than a business model. A free service is provided to a majority of users, while a small percentage of those users convert into paying customers through the sales funnel. Free users will help spread the brand through word of mouth.
A freeterprise is a combination of free and enterprise where free professional accounts are driven into the funnel through the free product. As the opportunity is identified the company assigns the free account to a salesperson within the organization (inside sales or fields sales) to convert that into a B2B/enterprise account.
A marketplace is a platform where buyers and sellers interact and transact. The platform acts as a marketplace that will generate revenues in fees from one or all the parties involved in the transaction. Usually, marketplaces can be classified in several ways, like those selling services vs. products or those connecting buyers and sellers at B2B, B2C, or C2C level. And those marketplaces connecting two core players, or more.
B2B, which stands for business-to-business, is a process for selling products or services to other businesses. On the other hand, a B2C sells directly to its consumers.
A B2B2C is a particular kind of business model where a company, rather than accessing the consumer market directly, it does that via another business. Yet the final consumers will recognize the brand or the service provided by the B2B2C. The company offering the service might gain direct access to consumers over time.
Direct-to-consumer (D2C) is a business model where companies sell their products directly to the consumer without the assistance of a third-party wholesaler or retailer. In this way, the company can cut through intermediaries and increase its margins. However, to be successful the direct-to-consumers company needs to build its own distribution, which in the short term can be more expensive. Yet in the long-term creates a competitive advantage.
The C2C business model describes a market environment where one customer purchases from another on a third-party platform that may also handle the transaction. Under the C2C model, both the seller and the buyer are considered consumers. Customer to customer (C2C) is, therefore, a business model where consumers buy and sell directly between themselves. Consumer-to-consumer has become a prevalent business model especially as the web helped disintermediate various industries.
A retail business model follows a direct-to-consumer approach, also called B2C, where the company sells directly to final customers a processed/finished product. This implies a business model that is mostly local-based, it carries higher margins, but also higher costs and distribution risks.
The wholesale model is a selling model where wholesalers sell their products in bulk to a retailer at a discounted price. The retailer then on-sells the products to consumers at a higher price. In the wholesale model, a wholesaler sells products in bulk to retail outlets for onward sale. Occasionally, the wholesaler sells direct to the consumer, with supermarket giant Costco the most obvious example.
The term “crowdsourcing” was first coined by Wired Magazine editor Jeff Howe in a 2006 article titled Rise of Crowdsourcing. Though the practice has existed in some form or another for centuries, it rose to prominence when eCommerce, social media, and smartphone culture began to emerge. Crowdsourcing is the act of obtaining knowledge, goods, services, or opinions from a group of people. These people submit information via social media, smartphone apps, or dedicated crowdsourcing platforms.
In a franchained business model (a short-term chain, long-term franchise) model, the company deliberately launched its operations by keeping tight ownership on the main assets, while those are established, thus choosing a chain model. Once operations are running and established, the company divests its ownership and opts instead for a franchising model.
Businesses employing the brokerage business model make money via brokerage services. This means they are involved with the facilitation, negotiation, or arbitration of a transaction between a buyer and a seller. The brokerage business model involves a business connecting buyers with sellers to collect a commission on the resultant transaction. Therefore, acting as a middleman within a transaction.
Dropshipping is a retail business model where the dropshipper externalizes the manufacturing and logistics and focuses only on distribution and customer acquisition. Therefore, the dropshipper collects final customers’ sales orders, sending them over to third-party suppliers, who ship directly to those customers. In this way, through dropshipping, it is possible to run a business without operational costs and logistics management.
Gennaro is the creator of FourWeekMBA, which reached about four million business people, comprising C-level executives, investors, analysts, product managers, and aspiring digital entrepreneurs in 2022 alone | He is also Director of Sales for a high-tech scaleup in the AI Industry | In 2012, Gennaro earned an International MBA with emphasis on Corporate Finance and Business Strategy.
