In recent years, various mobility service providers have
emerged to compete with traditional oil and gas suppliers (commonly known as
gas stations) in Korea, North America, and other regions. This has led to
increased competition in the car mobility industry, which can be applied to
various industries and has become a niche market.
In the future, car mobility platforms are expected to grow
in the form of combined "touchless payment and car life services".
This has intensified competition to establish platform linkage strategies and
to occupy the car mobility ecosystem in the energy industry, leading to digital
transformation.
This case discusses the issues that need to be considered in
the gas station industry currently and will show a series of articles on how
car mobility platforms should develop.
Background
This case involves the gas station industry, which was at the forefront of differentiation in customer management and challenging marketing, receiving a lot of attention from consumers as the top-ranked company in the industry. Since the limit of increasing revenue through gas charging alone, the goal is to continuously increase revenue through various consumer activities.
According to the Global Mobility-as-a-Service Market 2019-2023 Report (Maida, 2018), the mobility-as-a-service (MaaS) market size is expected to post a CAGR over 35% during the period 2019-2023.
Therefore, due to the recent expansion of car mobility business by competing companies, creating and expanding diverse consumption models for electric vehicle charging and various consumption activities through gas stations, not just refueling, is considered a promising future.
Car mobility platform trends and scope
The recent focus of mobility services is to form the MaaS (Mobility as a Service) ecosystem. This means providing integrated mobility services so that individuals can conveniently use vehicle-related services with one app. This trend is called "One Channel, One-stop Service," and the shift to a Mobility paradigm that emphasizes personalization, safety, and non-face-to-face services is a trend. As a result, competition among companies is intensifying.
The car mobility platform can be divided into three types based on customer purchase actions. This categorization differs slightly from other companies in different industries such as IT, manufacturing, customer & transportation industries.
- Type 1: Commercial All-in-One platform
Large mobility platforms offer a range of mobility services in an All-in-One, with payment and vehicle management services integrated into their platforms. These platforms are defined as companies that provide various mobility services for consumers and are typically focused on Mobility as a Service.
- Type 2: Payment focused platform
Smart payment methods have emerged in response to the rapid growth of the simple payment market, aiming to streamline and simplify the payment process. These payment methods are typically offered through smart payment-based platforms such as Samsung Pay, Apple Pay, Google Pay, and others, providing customers with convenient and highly secure payment options.
- Type3: Car Life Service platform
A vehicle management-focused mobility service is designed to offer differentiated customer experiences through specialized vehicle management services. This type of service provides customers with supplementary services such as parking, car washing, car sharing, taxi, used car sales, and car rental to enhance their overall experience with the service.
Competitors' Response to the Rapid Growth of the Eco-Friendly Car Market
By analyzing the current situation from four perspectives - Market, Competitors, Platform, and Customers - we have identified strategic points that refinery companies should consider to respond to the rapid growth of the eco-friendly car market.
Firstly, in terms of the market, the increasing number of electric/hydrogen cars poses a challenge to the establishment of an electric/hydrogen car charging infrastructure system, as the charging market has already been established in various countries.
Secondly, competitors are divided into two groups: the 'gas and propane company' group and the 'electric/hydrogen car charging operators' group. There is a need to integrate services into a new concept of mobility platforms that expand fuel, mobility hubs, and integration.
Thirdly, it is necessary to apply the concept of expanding the consumption ecosystem through mobility, as customer consumption patterns differ depending on the platform type. This means that services need to extend from simple transportation to life-embedded services such as accommodation and purchase of goods.
Lastly, from the customer's point of view, there is a growing preference for one-stop services that provide personalized and differentiated experiences at gas stations. As mobile device proficiency expands, there is a need to preempt connectivity services within the platform ecosystem to enhance service competitiveness over other companies.
The strategic solution for next car mobility platform
"A new vision and new culture space for 'gas and Autogas refueling stations' are needed, and business systems need to be transformed into competitive advantages. Speed, accuracy, and response for customer experience are required, or else followers may fall into a simple vendor. Also, while customer segments are diverse, the resistance to mobile device usage has decreased, and most information exchange can be done on mobile devices. Therefore, a basic system that can relate all consumption patterns to mobile connectivity services must be established."
The next article will discuss the mobility service expansion model utilizing the CRM (Client Relationship Management) system for this strategic solution.
By Jake Park(jake.kbpark@gmail.com) / IT consultant
#Carmobility #MaaS #transportation #mobility #gas #electriccar #buisnessintelligence #CRM #clientrelationship #culture #Car #consumer
Reference
Maida, J. (2018). Global Mobility-as-a-Service Market 2019-2023. Businesswire. https://www.businesswire.com/news/home/20191009005653/en/Global-Mobility-as-a-Service-Market-2019-2023-35-CAGR-Projection-Over-the-Next-Five-Years-Technavio
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