Over the last decade I was involved with a P&C insurer doing various projects & initiatives.
They were substantial and valuable activities, but all were focused on the near term and essentially dealing with the status quo.
During my last week, when I was wrapping up my last project I was asked “what issues should they look out for that would need to be addressed in the longer term?”
Great question, but I hadn’t put any thought into that so there was no insightful or useful answer I could share.
But… …I got to thinking.
Autonomous Vehicles are coming and they are supposed to have a big impact. What exactly would it be? Maybe a dip or shift, just another ripple & then things would carry on as normal, a real change, what exactly?
So I started doing some research and concluded that the end game was Fully Autonomous Rides; which led me to the conclusion that this will be the single biggest disruption since the first large scale industrial revolution driven by steam technology.
The computer finally completely displaces the driver… …and then?
Everything will be affected and nothing will be able to avoid some ripple crashing through their safe havens.
I’ve shared very specific scenarios that can be tracked, so we can watch it unfold with a game plan.
And to answer the question posed by the P&C exec…
.... You need to plan for the entire collapse of your industry;
it is only 10 to 15 years away.
Autolib' is a car sharing service in Paris that allows subscribers to rent fully electric vehicles from over 250 stations for use 24/7. The vehicles have zero emissions and are part of an urban transport system created by Vincent Bollore's Bolloré Group using lithium metal polymer battery technology. Subscribers pay a fee and can pick up and drop off vehicles anywhere within the system without needing to return them to their origin. The service aims to reduce car ownership and emissions through convenient access to electric vehicles for short trips within the city.
Zipcar is a car sharing service that provides vehicles to users for hourly or daily rental. It offers flexibility as users can reserve vehicles as little as 30 minutes before use. Vehicles are located widely across Singapore for convenience. Zipcar aims to offer an affordable and easy alternative to taxi or private car ownership through features like inclusive petrol, insurance, and parking. It generates revenue through subscription plans and hourly rental fees. Zipcar also partners with other companies to help manage its fleet and operations.
UBER-Current Strategy, Competition Analysis and Global ExpansionShaminder Saini
UBER Worldwide, Business Proposition, Funding Mechanism, Taxi Industry Impact, Porter's Five Forces, PESTEL Analysis, BCG Matrix, SWOT, Levels of Service, Customer Engagement, Value Proposition, Disruptive Strategies, Global Expansion
Uber might provoke controversy, but there is no doubting the fact that it has been one of the most disruptive companies in the last decade. In this useful deck, our Mobile Product Strategist, Hamish Vallabh, outlines eight key things about great product design that you can learn from straight from one of the best 'habit-forming' services.
ZipCar is a car sharing service that started in Boston in 1999. It operates in 21 cities and owns over 400 vehicles. By January 2005, it had 30,000 registered users gaining 1500 new members monthly. ZipCar positions itself as a low-cost alternative to car rental and ownership. To use ZipCar, users must join, reserve a vehicle, unlock it using their member card, and then return it upon completion of their trip. It uses a membership-based model with different membership plans. Pricing is typically cheaper than traditional car rentals as ZipCar includes gas, insurance, and parking in its rates. Cars are parked in designated areas that members can easily access them. Promotion of ZipCar's service
Uber is a network orchestrator that connects passengers with drivers through a mobile app. It operates in 57 countries and 300+ cities. The presentation outlines Uber's business model, customer segments, value propositions, pricing structures, growth strategies, challenges and competitors. It discusses Uber's plans to expand into new services like food delivery to diversify its business and continue strong growth. The presentation also considers whether changing Uber's business model to that of an aggregator could help address some legal and regulatory issues.
Uber was co-founded in 2009 by Travis Kalanick and Garrett Camp. It launched officially in San Francisco in 2011 and has since expanded globally. Uber's mission is to evolve how the world moves by offering a seamless taxi-hiring service through its app. It aims to provide customers an easy way to get a ride instantly. Uber sees opportunities in increasing investment and using cheaper electric vehicles, but faces threats from rising competition and lack of government regulation in some markets.
Autolib' is a car sharing service in Paris that allows subscribers to rent fully electric vehicles from over 250 stations for use 24/7. The vehicles have zero emissions and are part of an urban transport system created by Vincent Bollore's Bolloré Group using lithium metal polymer battery technology. Subscribers pay a fee and can pick up and drop off vehicles anywhere within the system without needing to return them to their origin. The service aims to reduce car ownership and emissions through convenient access to electric vehicles for short trips within the city.
Zipcar is a car sharing service that provides vehicles to users for hourly or daily rental. It offers flexibility as users can reserve vehicles as little as 30 minutes before use. Vehicles are located widely across Singapore for convenience. Zipcar aims to offer an affordable and easy alternative to taxi or private car ownership through features like inclusive petrol, insurance, and parking. It generates revenue through subscription plans and hourly rental fees. Zipcar also partners with other companies to help manage its fleet and operations.
UBER-Current Strategy, Competition Analysis and Global ExpansionShaminder Saini
UBER Worldwide, Business Proposition, Funding Mechanism, Taxi Industry Impact, Porter's Five Forces, PESTEL Analysis, BCG Matrix, SWOT, Levels of Service, Customer Engagement, Value Proposition, Disruptive Strategies, Global Expansion
Uber might provoke controversy, but there is no doubting the fact that it has been one of the most disruptive companies in the last decade. In this useful deck, our Mobile Product Strategist, Hamish Vallabh, outlines eight key things about great product design that you can learn from straight from one of the best 'habit-forming' services.
ZipCar is a car sharing service that started in Boston in 1999. It operates in 21 cities and owns over 400 vehicles. By January 2005, it had 30,000 registered users gaining 1500 new members monthly. ZipCar positions itself as a low-cost alternative to car rental and ownership. To use ZipCar, users must join, reserve a vehicle, unlock it using their member card, and then return it upon completion of their trip. It uses a membership-based model with different membership plans. Pricing is typically cheaper than traditional car rentals as ZipCar includes gas, insurance, and parking in its rates. Cars are parked in designated areas that members can easily access them. Promotion of ZipCar's service
Uber is a network orchestrator that connects passengers with drivers through a mobile app. It operates in 57 countries and 300+ cities. The presentation outlines Uber's business model, customer segments, value propositions, pricing structures, growth strategies, challenges and competitors. It discusses Uber's plans to expand into new services like food delivery to diversify its business and continue strong growth. The presentation also considers whether changing Uber's business model to that of an aggregator could help address some legal and regulatory issues.
Uber was co-founded in 2009 by Travis Kalanick and Garrett Camp. It launched officially in San Francisco in 2011 and has since expanded globally. Uber's mission is to evolve how the world moves by offering a seamless taxi-hiring service through its app. It aims to provide customers an easy way to get a ride instantly. Uber sees opportunities in increasing investment and using cheaper electric vehicles, but faces threats from rising competition and lack of government regulation in some markets.
Zipcar is a car sharing service that allows businesses to reserve vehicles by the hour or day, with rates that include gas, insurance, and maintenance. It has over 500,000 members and 10,000 business members who can access over 8,000 vehicles worldwide. Zipcar saves businesses time and money compared to traditional car rentals or reimbursement, while also reducing the environmental impact.
Car sharing service Zipcar was started in 1999 and expanded to 21 cities by 2004, gaining 30,000 registered members and a fleet of 400 cars. It partners with universities and offers an affordable alternative to car ownership through low membership fees and hourly/daily rental rates. While Zipcar is more convenient than traditional car rentals due to inclusive pricing and flexibility, it also provides significant cost savings compared to owning a vehicle through eliminating expenses like car payments, insurance, gas, and parking fees. The case examines a situation where a Zipcar member encounters a problem with his reserved vehicle.
ZipCar is exploring expansion opportunities in Turkey. The cost of car ownership is high but car sharing provides savings and convenience. Turkey has a large young urban population that is tech-savvy and environmentally conscious. Car ownership is low but growing as incomes rise. ZipCar could leverage partnerships and a three-tiered rollout strategy in cities, near offices, and with hotels. This would allow it to capitalize on Turkey's strategic fit and infrastructure for expansion across Europe, the Middle East and Africa.
The following deliverables are carried out:-
1. Brief Overview on UBER
2. Environmental Forces that influences organization n vice-versa.
3. Macro Environment and Competitive Environment
4. Decision Making in UBER
5. Pros and Cons of Group-Decision Making
6. Procedure for making group decisions
7. Encouragement Methods for Creative Decisions
Uber's Market Strategy - An example of modern day business modelsRahul Shaha
This is a presentation on Uber's two-sided market strategy. Tools suchas the Porter's 5 Forces, Business Model Canvas and PESTEL analysis have been used.
This document provides an overview of the Uber car service app. It begins with an agenda that outlines an introduction, how Uber works, its value proposition, and technology. It then describes how Uber users can request a ride through the app, get reliable pickup times, see clear pricing, and pay cashless. Riders can also provide feedback and split fares. Pricing includes standard fees based on miles and minutes as well as dynamic pricing. Uber's business model involves drivers using the app to connect with riders, with Uber taking a 20% commission on fares. The document concludes by briefly discussing Uber's app technology, demand calculation technology, heat maps, and its core team.
This document summarizes the taxi businesses of Ola and Uber in India. Ola was founded in 2010 in Mumbai and aggregates taxis, autos, and recently acquired Taxi for Sure. It operates in 22 Indian cities and accepts both digital payments and cash. Uber was also founded in 2010 and aggregates only taxis, operating in over 80 Indian cities while only accepting digital wallet payments. Both companies use smartphone apps to connect riders to drivers and have raised billions in funding from major investors. They have similar business models but differ in pricing structures, commission rates, and driver guarantees.
Zipcar pioneered the car sharing business model, which allows members to reserve vehicles by the hour or day from a network of reserved parking spots. The summary evaluates Zipcar's initial business plan for its launch in Boston, including a $25 application fee, $300 refundable security deposit, $300 annual fee, and per-hour and per-mile usage fees. It also outlines Zipcar's strategy to handle reservations through its website and phone support, develop wireless in-car technology, and market the service to college-educated individuals in urban areas seeking an alternative to expensive car ownership and parking.
Uber technologies, Inc. Business analysisOmar Khafagy
Uber Technologies, Inc. is a ridesharing company that operates a smartphone app allowing users to request rides. The document provides an analysis of Uber's business model, strategies, management team, and financials. It details how Uber functions as a platform connecting drivers and riders, how it generates revenue, and its rapid global expansion. Uber's success is attributed to its strategic disruption of the taxi industry, heavy investment in technology, and ability to adapt to legal and market challenges. Projections estimate Uber's continued revenue growth as it expands into more cities worldwide.
This document provides a business plan for TapCab, a taxi ordering smartphone app. It will connect licensed taxi drivers and passengers using GPS technology. The app will allow passengers to easily request the nearest available taxi and see pickup location, cost and time estimates. Drivers will only pay per successful trip booked through the app. The plan outlines revenue streams, target customer segments, value propositions, competition, and financial and marketing strategies. Key aspects include partnering initially with smaller taxi companies to test the app, rapidly expanding to larger companies, and acquiring drivers and passengers through digital marketing and partnerships.
The document discusses strategies for Zipcar, a car sharing company, to influence customer behavior regarding returning rental vehicles on time. It describes the situation where one customer will be late returning a vehicle another customer needs. It then evaluates different alternatives like GPS notifications, membership programs, and penalties to encourage on-time returns while maintaining customer satisfaction. Reinforcing customer education, a GPS system, gold memberships, and penalties that can be waived for exceptions are identified as the best combination of approaches.
Uber is a ride-sharing company that was founded in 2009 and connects passengers with drivers through a mobile app. It operates in over 60 countries and 327 cities. While Uber's business model provides flexibility for drivers and reliable transportation for passengers, it faces challenges such as safety issues, legal battles with regulators who say it operates illegally as a taxi service, and competition from Lyft. Uber's strengths include its large market share and brand recognition, but it also operates at a loss and has concerns about privacy and surge pricing. Its future opportunities include expanding into new markets and developing self-driving vehicles, but threats include increased regulation and campaigns against using the app.
Uber created a new market which in initial stages was uncontested market space but in the growth stage competitors flooded the market but most of the competitors are irrelevant to Uber as the company is not only dominating the market but also fast expanding across the globe.
Zipcar was founded in 2000 by Robin Chase and Antje Danielson to provide an alternative to car ownership through car sharing. They launched their first program in Boston in late 2000. Their initial business plan charged members application and security fees, as well as hourly and per-mile rates. During their first month of real operations, Zipcar found members took fewer trips than expected but used vehicles for longer hours, which helped offset increased overhead costs and positioned the business for positive growth.
The Uber Analytics Test is the second test in the entire interview for General Manager, Associate General Manager, Operations and Logistics Manager and Marketing Manager positions.
If you pass the recruiter screen, the next step is to do this 2 hour timed online analytics test.
Course Outline
Test Details – Here we will cover what to expect on the test.
Theory - Here we’ll go through theory around Uber’s business model, pricing strategy, metrics etc.
Quantitative Questions – First CSV - On the test you will be presented with 2 CSVs. Questions are based on them and we’ll cover both a number of questions and answers in this section.
Quantitative Questions – Second CSV - We’ll go through questions and answers based on the second file in this section.
General Multiple Choice Questions - We’ll then look at general questions aimed at your knowledge of Uber’s business as a whole.
Short Answers – We’ll cover short answers that you’ll be expected to write.
Long Answers We’ll cover long answers that you’ll be expected to write.
Conclusion - We’ll finally conclude the course in this section with some last minute tips.
What You'll Get
185 Page detailed presentation that walks you step by step on what needs to be done.
2 downloadable CSVs.
2 hours of video that walks you through everything.
24/7 support on the actual test.
Get the entire course at - http://coursetake.com/products/uber-analytics-test
Uber operates an international transportation network using a mobile app. It was founded in 2009 and now operates in 64 countries. The app allows customers to request rides from drivers and pay electronically. Uber uses various technologies like GPS and transaction processing systems to coordinate rides. It also uses marketing strategies like promotion codes and feedback systems. Operations involve allocating drivers, evaluating programs, and managing day-to-day issues. The app provides services to both customers and drivers, including pickup locations, cashless payments, and support centers to handle issues.
This document provides a case study presentation on Uber and the sharing economy. It discusses Uber's business model as a mobile platform that connects drivers and passengers, highlights its innovative and customer-focused approach, and analyzes Uber's strengths and opportunities in disrupting the taxi industry through a SWOT analysis. The presentation evaluates Uber's value chain and recommends expanding additional services and electrical vehicles to further its growth.
EVmo, Inc. bridges the gap between rideshare drivers in need of a suitable vehicle and rideshare companies that depend on attracting and keeping drivers. EVmo uniquely supports drivers in both the higher and lower economic categories with innovative policies and programs. EVmo is a leading provider of rental vehicles to drivers in the ever-expanding gig economy. EVmo maintains its own fleet of vehicles, which are rented to rideshare/delivery drivers, while providing insurance coverage and insurance cards in the drivers’ names to ensure drivers meet the stringent requirements of rideshare and logistics companies.
A simple breakdown of a specialized business. How can one car make a huge difference here in America and abroad? Read this overview to understand the great potential.
Zipcar is a car sharing service that allows businesses to reserve vehicles by the hour or day, with rates that include gas, insurance, and maintenance. It has over 500,000 members and 10,000 business members who can access over 8,000 vehicles worldwide. Zipcar saves businesses time and money compared to traditional car rentals or reimbursement, while also reducing the environmental impact.
Car sharing service Zipcar was started in 1999 and expanded to 21 cities by 2004, gaining 30,000 registered members and a fleet of 400 cars. It partners with universities and offers an affordable alternative to car ownership through low membership fees and hourly/daily rental rates. While Zipcar is more convenient than traditional car rentals due to inclusive pricing and flexibility, it also provides significant cost savings compared to owning a vehicle through eliminating expenses like car payments, insurance, gas, and parking fees. The case examines a situation where a Zipcar member encounters a problem with his reserved vehicle.
ZipCar is exploring expansion opportunities in Turkey. The cost of car ownership is high but car sharing provides savings and convenience. Turkey has a large young urban population that is tech-savvy and environmentally conscious. Car ownership is low but growing as incomes rise. ZipCar could leverage partnerships and a three-tiered rollout strategy in cities, near offices, and with hotels. This would allow it to capitalize on Turkey's strategic fit and infrastructure for expansion across Europe, the Middle East and Africa.
The following deliverables are carried out:-
1. Brief Overview on UBER
2. Environmental Forces that influences organization n vice-versa.
3. Macro Environment and Competitive Environment
4. Decision Making in UBER
5. Pros and Cons of Group-Decision Making
6. Procedure for making group decisions
7. Encouragement Methods for Creative Decisions
Uber's Market Strategy - An example of modern day business modelsRahul Shaha
This is a presentation on Uber's two-sided market strategy. Tools suchas the Porter's 5 Forces, Business Model Canvas and PESTEL analysis have been used.
This document provides an overview of the Uber car service app. It begins with an agenda that outlines an introduction, how Uber works, its value proposition, and technology. It then describes how Uber users can request a ride through the app, get reliable pickup times, see clear pricing, and pay cashless. Riders can also provide feedback and split fares. Pricing includes standard fees based on miles and minutes as well as dynamic pricing. Uber's business model involves drivers using the app to connect with riders, with Uber taking a 20% commission on fares. The document concludes by briefly discussing Uber's app technology, demand calculation technology, heat maps, and its core team.
This document summarizes the taxi businesses of Ola and Uber in India. Ola was founded in 2010 in Mumbai and aggregates taxis, autos, and recently acquired Taxi for Sure. It operates in 22 Indian cities and accepts both digital payments and cash. Uber was also founded in 2010 and aggregates only taxis, operating in over 80 Indian cities while only accepting digital wallet payments. Both companies use smartphone apps to connect riders to drivers and have raised billions in funding from major investors. They have similar business models but differ in pricing structures, commission rates, and driver guarantees.
Zipcar pioneered the car sharing business model, which allows members to reserve vehicles by the hour or day from a network of reserved parking spots. The summary evaluates Zipcar's initial business plan for its launch in Boston, including a $25 application fee, $300 refundable security deposit, $300 annual fee, and per-hour and per-mile usage fees. It also outlines Zipcar's strategy to handle reservations through its website and phone support, develop wireless in-car technology, and market the service to college-educated individuals in urban areas seeking an alternative to expensive car ownership and parking.
Uber technologies, Inc. Business analysisOmar Khafagy
Uber Technologies, Inc. is a ridesharing company that operates a smartphone app allowing users to request rides. The document provides an analysis of Uber's business model, strategies, management team, and financials. It details how Uber functions as a platform connecting drivers and riders, how it generates revenue, and its rapid global expansion. Uber's success is attributed to its strategic disruption of the taxi industry, heavy investment in technology, and ability to adapt to legal and market challenges. Projections estimate Uber's continued revenue growth as it expands into more cities worldwide.
This document provides a business plan for TapCab, a taxi ordering smartphone app. It will connect licensed taxi drivers and passengers using GPS technology. The app will allow passengers to easily request the nearest available taxi and see pickup location, cost and time estimates. Drivers will only pay per successful trip booked through the app. The plan outlines revenue streams, target customer segments, value propositions, competition, and financial and marketing strategies. Key aspects include partnering initially with smaller taxi companies to test the app, rapidly expanding to larger companies, and acquiring drivers and passengers through digital marketing and partnerships.
The document discusses strategies for Zipcar, a car sharing company, to influence customer behavior regarding returning rental vehicles on time. It describes the situation where one customer will be late returning a vehicle another customer needs. It then evaluates different alternatives like GPS notifications, membership programs, and penalties to encourage on-time returns while maintaining customer satisfaction. Reinforcing customer education, a GPS system, gold memberships, and penalties that can be waived for exceptions are identified as the best combination of approaches.
Uber is a ride-sharing company that was founded in 2009 and connects passengers with drivers through a mobile app. It operates in over 60 countries and 327 cities. While Uber's business model provides flexibility for drivers and reliable transportation for passengers, it faces challenges such as safety issues, legal battles with regulators who say it operates illegally as a taxi service, and competition from Lyft. Uber's strengths include its large market share and brand recognition, but it also operates at a loss and has concerns about privacy and surge pricing. Its future opportunities include expanding into new markets and developing self-driving vehicles, but threats include increased regulation and campaigns against using the app.
Uber created a new market which in initial stages was uncontested market space but in the growth stage competitors flooded the market but most of the competitors are irrelevant to Uber as the company is not only dominating the market but also fast expanding across the globe.
Zipcar was founded in 2000 by Robin Chase and Antje Danielson to provide an alternative to car ownership through car sharing. They launched their first program in Boston in late 2000. Their initial business plan charged members application and security fees, as well as hourly and per-mile rates. During their first month of real operations, Zipcar found members took fewer trips than expected but used vehicles for longer hours, which helped offset increased overhead costs and positioned the business for positive growth.
The Uber Analytics Test is the second test in the entire interview for General Manager, Associate General Manager, Operations and Logistics Manager and Marketing Manager positions.
If you pass the recruiter screen, the next step is to do this 2 hour timed online analytics test.
Course Outline
Test Details – Here we will cover what to expect on the test.
Theory - Here we’ll go through theory around Uber’s business model, pricing strategy, metrics etc.
Quantitative Questions – First CSV - On the test you will be presented with 2 CSVs. Questions are based on them and we’ll cover both a number of questions and answers in this section.
Quantitative Questions – Second CSV - We’ll go through questions and answers based on the second file in this section.
General Multiple Choice Questions - We’ll then look at general questions aimed at your knowledge of Uber’s business as a whole.
Short Answers – We’ll cover short answers that you’ll be expected to write.
Long Answers We’ll cover long answers that you’ll be expected to write.
Conclusion - We’ll finally conclude the course in this section with some last minute tips.
What You'll Get
185 Page detailed presentation that walks you step by step on what needs to be done.
2 downloadable CSVs.
2 hours of video that walks you through everything.
24/7 support on the actual test.
Get the entire course at - http://coursetake.com/products/uber-analytics-test
Uber operates an international transportation network using a mobile app. It was founded in 2009 and now operates in 64 countries. The app allows customers to request rides from drivers and pay electronically. Uber uses various technologies like GPS and transaction processing systems to coordinate rides. It also uses marketing strategies like promotion codes and feedback systems. Operations involve allocating drivers, evaluating programs, and managing day-to-day issues. The app provides services to both customers and drivers, including pickup locations, cashless payments, and support centers to handle issues.
This document provides a case study presentation on Uber and the sharing economy. It discusses Uber's business model as a mobile platform that connects drivers and passengers, highlights its innovative and customer-focused approach, and analyzes Uber's strengths and opportunities in disrupting the taxi industry through a SWOT analysis. The presentation evaluates Uber's value chain and recommends expanding additional services and electrical vehicles to further its growth.
EVmo, Inc. bridges the gap between rideshare drivers in need of a suitable vehicle and rideshare companies that depend on attracting and keeping drivers. EVmo uniquely supports drivers in both the higher and lower economic categories with innovative policies and programs. EVmo is a leading provider of rental vehicles to drivers in the ever-expanding gig economy. EVmo maintains its own fleet of vehicles, which are rented to rideshare/delivery drivers, while providing insurance coverage and insurance cards in the drivers’ names to ensure drivers meet the stringent requirements of rideshare and logistics companies.
A simple breakdown of a specialized business. How can one car make a huge difference here in America and abroad? Read this overview to understand the great potential.
How Can One Vehicle Be The Key to America's FutureJay Hicks
Global Asset Development Group has a plan to profit from recycling retired vehicles in the US and selling reusable parts in Africa. They will break down vehicles to extract $2.5 trillion worth of materials for US infrastructure projects and $5 billion in parts to supply the 81 million vehicle market in Africa. This sustainable business model maximizes margins and mitigates risks by leveraging their auto salvage and African market experience to satisfy both multibillion dollar profit centers through efficient recycling and online sales of reusable parts.
This document discusses potential disruptions to the auto industry from new technologies like electric vehicles, autonomous vehicles, connectivity, and mobility services. It notes that the industry is changing faster than it has in 100 years and outlines challenges for traditional OEMs, dealers, suppliers, insurers, and repair shops. For each group, it identifies key disruptions they need to prepare for, such as new business models, partnerships, skills, and approaches needed to adapt to an evolving industry landscape and shifting customer needs and expectations.
Value for a connected vehicle iasa february 2016 - v2.2Brian Loomis
This document discusses trends in the automotive industry and opportunities for connected vehicles. It notes that urbanization is driving smaller vehicles and shared mobility solutions. Connected vehicle technologies are already used for infotainment but could expand to applications like autonomous driving, predictive maintenance, and fleet management. The document outlines potential value propositions for connected vehicles and discusses revenue opportunities and challenges, noting subscriptions have not broadly replaced traditional revenue streams and identifying early-adopting customer segments will be important.
The document discusses trends in the automotive industry and opportunities for connected vehicles. It outlines various value propositions for connected vehicle technologies for different customer segments including owners, businesses, dealerships, governments, and OEMs. It also examines the path from advanced driver assistance systems to fully autonomous vehicles and questions around standards, security, and business models in partnering to develop connected vehicle solutions.
Ride and Drives: Get Your Community Going Electric by Steven AlamanForth
Ride and drives are effective events for increasing electric vehicle awareness and adoption in communities with low EV penetration. They provide a hands-on experience for consumers and insight into how to grow the EV industry. Successful ride and drives require planning partnerships, marketing, and ensuring a positive experience for participants. The document provides guidance on organizing ride and drive logistics, developing audience-specific messaging, and optimizing the consumer experience.
Future of mobility for external author lucio ribeiroLucio Ribeiro
The document discusses several trends impacting the automotive industry, including the shift toward connected, autonomous, shared and electric vehicles. While many predicted personal car ownership would decline with these changes, the number of vehicles has actually increased in major cities. Car sharing services have also struggled, with some folding operations. Electric vehicle adoption remains low at around 1% of new car sales. The future of mobility remains uncertain, with factors like infrastructure, consumer preferences and economic conditions influencing how the industry evolves. The summary discusses trends but notes uncertainty remains around how quickly changes will be adopted.
5 things planners need to know about self driving vehiclesChris Hedden
There are numerous stories being written on self-driving vehicles today that are pretty impressive, and to be honest, almost a bit overwhelming.
In fact there are so many angles to the self-driving vehicle arena, that it is hard to know what we should be concerned about as transportation planners.
Inspired by a SlideShare I had seen by Jonathan Rosenberg at Google, my colleague, Dan Krechmer and I thought we would have some fun and talk about this exciting topic in a new way, which not only engages folks, but also informs.
We then teamed up with artist Ron Basile who brought our words to life; and did a heck of a job with the illustrations.
I hope you enjoy our perspective on this exciting development in transportation.
The automotive industry stands at an inflection point. Decades of progress across safety, connectivity and performance have led to a drastic change in the vehicles on the road and for sale today. In addition, several colossal technology-driven changes are on the near horizon, which will in turn lead to even more drastic changes for the industry.
As these transformations occur, the automotive industry is leaning on Automotive Technology (“Auto Tech”) businesses for help. Automotive businesses throughout the supply chain are improving themselves by injecting digitization, intelligence and automation into existing processes. Auto Tech companies enable auto businesses to do so by providing software, data & analytics and outsourcing solutions. New businesses are emerging, both to take market share from incumbents through technology-driven processes as well as leveraging emerging technology to create new markets (e.g. Uber & Lyft using ubiquitous wireless broadband connectivity and smartphone adoption to create the ride-hailing industry). Catalyst is looking to partner with exciting businesses at the heart of the automotive industry transformation. Catalyst is also interested in technology businesses serving verticals adjacent to automotive including trucks & trailers, power sports, recreational vehicles and boats.
The top 5 things planners need to know about self-driving vehiclesChris Hedden
There are numerous stories being written on self-driving vehicles today that are pretty impressive, and to be honest, almost a bit overwhelming.
In fact there are so many angles to the self-driving vehicle arena, that it is hard to know what we should be concerned about as transportation planners.
Inspired by a SlideShare I had seen by Jonathan Rosenberg at Google, my colleague, Dan Krechmer and I thought we would have some fun and talk about this exciting topic in a new way; which not only engages, but also informs.
We then teamed up with artist Ron Basile who brought our words to life; and did a heck of a job with the illustrations.
I hope you enjoy our perspective on this exciting development in transportation.
G motit project - Overview of the Vehicle Sharing Market Creafutur
Vehicle sharing is a growing market, fueled by trends of urbanization and declining private vehicle ownership. The number of car sharing members grew from 0.35 million in 2006 to an estimated 6.5 million in 2015, and the market is expected to grow at 30% annually. Vehicle sharing includes round-trip car sharing, one-way free-floating car sharing, one-way station-based car sharing, and motorcycle/scooter sharing in some cities. Major operators include Zipcar, Car2Go, DriveNow, and rental car companies. Regulation is mostly at the local level, with governments helping services through communication, permissions, and parking access.
This document proposes an eco-friendly solution to reduce vehicle emissions at traffic signals. It involves installing FM transmitters at signals that would automatically send signals to receivers in vehicles to shut off their engines if idling for over 10 seconds. This would save fuel and money for drivers while reducing pollution. The proposal outlines the market potential, product details, financial model, competitive landscape, and provides a high-level plan to develop, fund, produce, and market the system.
Get A Drive is a peer-to-peer car sharing marketplace that aims to reduce vehicle ownership by allowing people to rent their idle cars to others when not in use. The founders have relevant experience in marketing, product development, and technology. The solution addresses the problem of high vehicle ownership in India by unlocking unused car capacity. Initial projections estimate high customer lifetime value and return on customer acquisition costs. The company is seeking a seed investment of $200,000 to build the platform and for initial marketing and operations. Key milestones include onboarding the first 100 cars and 1000 users to validate the model.
Driverless cars - an insurance aggregator digital product strategyCharles Burrows
Driverless cars will significantly impact the insurance market over the next 5-10 years. Premiums will steadily decline as automation makes cars safer and reduces personal liability. However, the costs of autonomous car parts and software protection will offset some premium reductions. Insurers will need to offer new products and aggregators may need to adapt online offerings to handle niche underwriters. While personal car ownership could decline, opportunities exist in areas like car aggregation, software protection policies, and specialized coverage for early adopters of autonomous vehicle technology.
This document discusses the growth of car sharing services as an alternative to private car ownership. It notes that while car pooling is currently illegal in Ontario except for commuting, 25% of San Francisco commuters casually car pool with strangers. The document summarizes a study finding that each shared car replaces approximately 8 individually owned cars, and members drive 2,900 fewer kilometers per year, reducing greenhouse gas emissions by 1.2 tonnes annually. It advocates for cities to encourage car sharing through policies like dedicated on-street parking spaces, allowing car sharing vehicles to be parked on residential properties, and marketing partnerships with transit agencies.
Cars On The Go (COTG) aims to increase its Canadian membership by 10,000 to 40,000 members by 2017 through a direct marketing plan. The plan targets "yuppies" and senior college students with messages around convenience and accessibility. Tactics will include direct mail, inserts, and digital advertising customized for each audience. The objectives are to acquire 11,500 new members in year one, 9,500 in year two, and 9,000 in year three. The unique selling proposition is providing 24/7 access to vehicles across locations with different vehicle options and no hidden fees.
This presentation by Damien GERADIN, Partner, EUCLID Law, was made during the discussion “Taxi, ride-sourcing and ride-sharing services” held at the 65th meeting of the OECD Working Party No. 2 on Competition and Regulation on 4 June 2018. More papers and presentations on the topic can be found out at http://oe.cd/2gs.
Autobytel.com is an online automotive marketplace that connects customers with car dealerships. It offers services like building customized vehicles, value-added services, and sending final orders to dealers based on their geographic territories. The company is questioning how to best position itself in the market given its new products and services. It is also considering whether to increase advertising spending, potentially using both traditional and new media. Autobytel was founded in 1995 and operates various automotive websites while providing information to help consumers purchase new and used cars. It connects thousands of dealers nationwide but has been struggling with high spending on marketing, sales, and administration compared to its revenues.
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EV Charging at MFH Properties by Whitaker JamiesonForth
Whitaker Jamieson, Senior Specialist at Forth, gave this presentation at the Forth Addressing The Challenges of Charging at Multi-Family Housing webinar on June 11, 2024.
Implementing ELDs or Electronic Logging Devices is slowly but surely becoming the norm in fleet management. Why? Well, integrating ELDs and associated connected vehicle solutions like fleet tracking devices lets businesses and their in-house fleet managers reap several benefits. Check out the post below to learn more.
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Charging Fueling & Infrastructure (CFI) Program by Kevin MillerForth
Kevin Miller, Senior Advisor, Business Models of the Joint Office of Energy and Transportation gave this presentation at the Forth and Electrification Coalition CFI Grant Program - Overview and Technical Assistance webinar on June 12, 2024.
Charging Fueling & Infrastructure (CFI) Program Resources by Cat PleinForth
Cat Plein, Development & Communications Director of Forth, gave this presentation at the Forth and Electrification Coalition CFI Grant Program - Overview and Technical Assistance webinar on June 12, 2024.
Understanding Catalytic Converter Theft:
What is a Catalytic Converter?: Learn about the function of catalytic converters in vehicles and why they are targeted by thieves.
Why are They Stolen?: Discover the valuable metals inside catalytic converters (such as platinum, palladium, and rhodium) that make them attractive to criminals.
Steps to Prevent Catalytic Converter Theft:
Parking Strategies: Tips on where and how to park your vehicle to reduce the risk of theft, such as parking in well-lit areas or secure garages.
Protective Devices: Overview of various anti-theft devices available, including catalytic converter locks, shields, and alarms.
Etching and Marking: The benefits of etching your vehicle’s VIN on the catalytic converter or using a catalytic converter marking kit to make it traceable and less appealing to thieves.
Surveillance and Monitoring: Recommendations for using security cameras and motion-sensor lights to deter thieves.
Statistics and Insights:
Theft Rates by Borough: Analysis of data to determine which borough in NYC experiences the highest rate of catalytic converter thefts.
Recent Trends: Current trends and patterns in catalytic converter thefts to help you stay aware of emerging hotspots and tactics used by thieves.
Benefits of This Presentation:
Awareness: Increase your awareness about catalytic converter theft and its impact on vehicle owners.
Practical Tips: Gain actionable insights and tips to effectively prevent catalytic converter theft.
Local Insights: Understand the specific risks in different NYC boroughs, helping you take targeted preventive measures.
This presentation aims to equip you with the knowledge and tools needed to protect your vehicle from catalytic converter theft, ensuring you are prepared and proactive in safeguarding your property.
Charging and Fueling Infrastructure Grant: Round 2 by Brandt HertensteinForth
Brandt Hertenstein, Program Manager of the Electrification Coalition gave this presentation at the Forth and Electrification Coalition CFI Grant Program - Overview and Technical Assistance webinar on June 12, 2024.
Expanding Access to Affordable At-Home EV Charging by Vanessa WarheitForth
Vanessa Warheit, Co-Founder of EV Charging for All, gave this presentation at the Forth Addressing The Challenges of Charging at Multi-Family Housing webinar on June 11, 2024.