Benchmarking MaaS providers in European cities

pag. 1
International benchmarking of business
models enacted by main MaaS providers
A.T.M. group project work for Academic Year 2017/18
Created by: TETTAMANTI ALESSANDRO
BELTRANTE ANDREA
FARINA JACOPO
SELVA ALICE
SURDO FRANCESCO
897057
900194
899204
894321
895992

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Summary
1. Purpose of the project ....................................................................................... 3
2. Description of the methodology ....................................................................... 3
3. MaaS Pillars........................................................................................................ 4
4. Cities selection ................................................................................................... 5
4.1 Wien – WienMobil ....................................................................................... 5
4.2 Helsinki - Whim............................................................................................. 9
4.3 Hannover - GVH.......................................................................................... 14
4.4 Gothenburg - UbiGo ................................................................................... 18
5. Business models’ critical analysis.................................................................... 24
5.1 MaaS: feasibility in Milan ........................................................................... 24
6. MaaS: future development ............................................................................. 26
Bibliography ......................................................................................................... 29

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1. Purpose of the project
The purpose of this project is to make an international benchmarking among the first movers in the
Mobility as a Service (from now on “MaaS”) environment to understand benefits and peculiarities of
each application. After getting a more comprehensive picture of all the MaaS models enacted, the
aim of the project is to understand which are the feature and the critical aspects of an innovative
combined mobility service. After that, it was considered as paramount to give it to ATM’s managers,
in order to help them to face future challenges (e.g. the implementation of MaaS in the city of Milan).
According to the objective of the project, it is actually coherent with the vision of ATM. Indeed, this
is what is written in every annual report of the company: “Admired for the excellence of its customer
mobility services, its environmental and energy sustainability leadership, its dynamic operating
model, the quality of its professional resources and its culture of innovation”. These values are
consistent with the pillars of MaaS, which will be carefully described in this document.
2. Description of the methodology
To correctly analyse the actual environment and the possibility to implement MaaS, it was identified
a methodology to follow during this analysis:
▪ Understand what MaaS really is and how it is defined. As results of this research, seven main
pillars that better describe MaaS have been identified.
▪ Searching of all the cities where MaaS is already operating: cities where MaaS provider is the
same provider of public transport service or where an external operator provides MaaS.
▪ Digging in each city by assessing the performances based on the MaaS pillars. The evaluation
will include a comparison within these cities and the output of this path will be an overall
evaluation of which are the must have performances that are necessary to be consider a MaaS
provider and which are the nice to have performances that allows to be the best deliverer of
the service.
▪ Once benchmarking is done, the analysis of the city of Milan allows to have an overview on
the as-is situation (in terms of demographical and mobility-oriented characteristics). From a
gap analysis of Milan as-is and ATM service from the must and nice have performances, it
has been possible to understand what is already working and what is missing and, from here,
design a possible solution of the implementation of MaaS in Milan.
▪ The last point of the report is about the future of MaaS. The analysis run for the European
cities and for Milan has allowed us to design a possible future evolution of MaaS, considering
the best practises already implemented by some providers and some other features that are
still missing in current models.

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3. MaaS pillars
The original definition of MaaS stems from Sonja Heikkilä’s master thesis from 2014: “Mobility as
a Service (MaaS) - a system, in which a comprehensive range of mobility services are provided to
customers by mobility operators.” Atkins mobility department provides the following definition for
MaaS: “The provision of transport as a flexible, personalised on-demand service that integrates all
types of mobility opportunities and presents them to the user in a completely integrated manner to
enable them to get from A to B as easily as possible.” Someone defines MaaS as the biggest disruptive
innovation in the mobility field after the automobile: there is not a single definition because of the
novelty of the argument. Therefore, different definitions and key characteristics were assembled and
compared in order to create a coherent but circumscribed set of pillars, which characterizes MaaS
application and supports the analysis.
1. Everyone should be able to
move from a point A to a
point B in a peer-to-peer
way, without the need of
using private cars, in an
integrated multimodal way.
2. Possibility to customize
your journey creating a
service in a “prosumption”
approach (production and
consumption at the same
time). This service should
meet all the customers’
preferences to provide
always the best solution for everyone.
3. Existence of an integrated App, that can be used to
manage all the trip, from the booking to the purchase and payments; furthermore, the app
allows the users to be always informed and offers extra and complementary services.
4. Always updated information about the actual situation of the trip and connected alerts to give
the possibility to choose the best solution every time
5. Accessibility easiness both in sense of user friendly in the usage of app and in the possibility
to use all the transport means in the network, nothing excluded.
Figure 1: MaaS pillars

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6. User friendly purchasing process that does meet the needs of people, making users chose the
preferred way of payment.
7. Not only personalization of service, but also differentiation of prices in case of different
service needs and/or different habits.
Another key point is the list of different typologies of MaaS providers: from the simplest MaaS
provider (named Peer transport services like Uber), passing through Car sharing and Extended
multimodal planner. The focus of the analysis is mainly on two typologies of MaaS providers: the so
called “Combined mobility service”, a third party that offers a wide range of combined mobility
options at an unified invoicing, and the real integrated public transport service, which aims at
designing an integrated mobility offer and allows users to plan, book and purchase ticket in a single
app (without subscription or packaging).
4. Cities selection
The following cities have been chosen for their proactive and early role in the development of MaaS.
Each of them will be described considering its main and relevant characteristics to describe the local
environment, and will be analysed in order to understand who is the MaaS provider (external or
internal) and how has developed its concept.
4.1 Wien – WienMobil
The capital of Austria, as the most important and biggest city of the country, is embedded of a public
transport system managed by Wiener Linien, the main public transport operator.
Vienna has rapidly changed
throughout the last decade,
particularly in terms of
transportation offer.
Regarding private traffic in
2015, there were 541 electric
cars1, 1298 km of bicycle
paths and lanes and 685,570
private motor vehicles.
Despite these data, it is
interesting to note that in
2015 Vienna had the lowest car ownership rate of all provincial capital cities in Austria (372.5/1,000
1
As is data of 31st December 2015
Figure 2: city’s numbers regarding transport network in 2015 and Wiener Linien trasports.
Source: ASFINAG; Federal Ministry of Traffic and Transport, Innovation and Technology;
Statistics Austria; Verkehrsclub Österreich; Wiener Linien.

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inhabitants) and that 2015 was the first year in which the annual number of public transport passes
issued in Vienna exceeded the number of motor vehicles registered in the city2.
As it is possible to state from a preliminary view, Vienna has a well-developed public transport
system. Wiener Linien provides the service described above, including 24 buses lines out of 127, that
are nightlines. On weekends and holidays, the Vienna underground remains at the service of its
passengers all night. The Wiener Linien vehicle fleet currently consists of over 500 tramcars and
more than 450 buses. During the last years, Vienna
has shifted its mobility mindset toward the
‘sharing mobility’: Car2Go, Drive Now, Caruso,
Drivy, MO.Point and carsharing 24/7 are Vienna’s
car sharing providers. In the same way, bike
sharing is widespread. The Vienna Citybike
service is a public bike rental system that allows
everyone to move around the city by bike at no or
low cost; station-free bike-sharing startup "ofo” launched its programme on August 2017.
Wiener Linien’s service is widely acknowledged as one of the best among the most developed
European countries in terms of transportation system.
The company has registered a sharp increase of full price annual passes since 2011, which represents
also the greatest portion of the company’s revenues. This numbers well explain the greenfield
situation that allowed Wiener Linien to follow a disruptive trend in the transportation sector: the
launch of a Mobility as a Service system, by collecting all the services under its control, creating a
partnership with them. The first MaaS pilot project launched in the city was “SMILE” (Smart
Mobility Information and ticketing system Leading the way for Effective e-mobility services), which
was a trial of multimodal mobility platform, undertaken in Vienna. Thanks to the project Smile the
2
ASFINAG; Federal Ministry of Traffic and Transport, Innovation and Technology; Statistics Austria; Verkehrsclub Österreich; W iener Linien
Figure 4: Wiener Liniens’s results
Figure 3: The modal split trend has changed toward a higher
usage of local public transport instead of motorised private
vehicle.

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prototype of an integrated mobility app has been developed. On this base Wiener Linien has
developed its MaaS programme: WienMobil.
The SMILE platform was designed to integrate a journey planner, with more of transport modes
available –public transport, car-and bike-sharing and private car-, with booking, ticketing and
payment systems. The idea behind SMILE was to offer this wide range of different transportation
options with the following functions: information, booking, payment, usage, and billing. A
standardized interface enabled all mobility partners to link their technical systems via specific
adaptors to provide all their data, including the ticketing. The ticketing system was highly innovative,
allowing users to purchase one ticket for their whole journey, regardless of the number of modes. The
trial operated for a year and involved almost 1,000 users. This project was initiated by Wiener
Stadtwerke in cooperation with Wiener Linien, Austrian Federal Railways, and private carsharing,
taxi, and bike sharing providers. In May 2015 the project officially ended and based on the results of
SMILE, the ÖBB (Austrian Railway Operator) created the “Wienerstadtwerke”: the test version of
the app WienMobil-Lab.
The paradigm of Mobility is currently represented in Vienna by WienMobil, the Wiener Linien’s
programme that provide a multimodal mobility service. This project became reality in 2016, when
Vienna launched its own WienMobil-Lab app following on the
SMILE project, as it is described above. In June 2017 WienMobil is
fully available to provide a ‘Mobility as a service experience’ to its customers.
Considering all the MaaS’ pillars and its characteristics analysed it is possible to derive the following
framework regarding WienMobil:
1. Total Journey planning: The journey planner allows each user to develop its journey
exploiting multimodal transportation. However, the service must provide to users the fastest
way to reach a place. Its algorithm allows any traveller to select a place to reach from the map
(the service relates to a satellite map – connected with Google Maps) and to know the current
position. Having these inputs, the journey planner usually generates three different travel
solutions: first, the fastest one, which is often the one Wiener Linen provides with its transport
means. Second chance is to use the so called ‘Multimodal option’. This chance enhances the
traveller to exploit all transportation means that are effectively available from the starting
point, to the ending place. The system allows any person to decide whether to use transport
modality or not. In fact, it provides also information about the travel distance using a car (so
that distance covered by using a taxi or a car sharing service across the whole route), and the
time taken to cover the journey by bike. Finally, it comprehends a journey planner for people

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who want to have their trip by foot. The following providers, collaborating with Wiener
Linien, are included: car2go and DriveNow, as carsharing providers; Zipcar and Europcar, as
car rental providers; Taxi 40100 and Taxi 31300; Citybike Vienna and Nextbike, as
bikesharing providers; WiPark, as parking service.
2. Tailormade Service: WienMobil and Wiener Linien collaborate with many partners. Hence,
the detailed registration process provides to the customer the opportunity to select many
preference options than ever to personalise their journey. For instance, users can select
favourites, such as walking speed, walking distances, preferred modes, among many other
choices. The first glance that any user can have from the app’s map is the presence of some
icons: these show in every nearby area the presence of a transport service that can be used by
people. WienMobil acts as a tool to access to the services (so as a link between them) or as a
direct “seller” of the service.
3. Integrated APP: WienMobil app is at the centre of the users’ experience. As the main tool
to exploit MaaS service, allows travellers to completely plan, book and pay for their journeys
from point A to point B, using all different modes of transportation, as well as providing
personalised journey planning. In addition, it provides the total experience at any time the user
prefers. There is no need to register for basic functions such as passenger information.
However, registration is required to make use of additional features such as buying tickets, as
well as booking and reserving additional mobility services. You can choose journeys, based
on any preferences, and see how much energy and money you save by using the modes of
transport you choose. Every time you plan a travel, the system is also able to compute CO2
emissions of your transport means used, including car usage. This new service combines the
offerings of various mobility providers in a single app.
4. Real Time assistance/information: WienMobil app is able to provide the customer a real-
time assistance. It displays on its map continuous changes for those sharing services which
are available in the starting area. The user plans his journey and, whenever it starts, real time
information are provided in order to be currently informed either about the transportation
modality that has to be used or about the time the mean shift has to be done. Digital tickets
can be displayed directly in the app. News about strikes, delays and work in progress are
displayed in its dedicated section.
5. Ease of accessing (both point of interchange and maps of service analysis): the ease of access
for every user is well described by the GPS service, which is embedded in the app itself. Under
the customer point of view, the ease of access to the service is represented both by the huge
availability of service in every part of the city and their paramount presence in city’s main

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points of interchange. The following four principal station of the city has the highest
availability of intermodal transports: Wien Hauptbahnhof, Wien Meidling, Westbahnhof, and
Wien Mitte. As it is possible to notice with a rough use of the app, these points make the
traveller aware of the service functionality. Talking about the easiness in using the APP, it is
important to highlight that it is provided only in German language and this represents a strong
limitation in the usage by tourists and other languages speaking.
6. Ease of payment: the app itself provide an easy and accessible way to pay for the service
provided. While the journey is being planned, users can purchase the ticket at any time. For
the purchasing process a log in is required in order to provide personal data and payment
system. Indeed, WienMobil allows its users to have a good variety in terms of payment
processes. These payment methods are mainly with credit card: Visa, MasterCard, American
Express, Diners Club, Pay Box, PayPal.
7. Customized price: In WienMobil website it is highlighted that, using the app, it is possible
to purchase different tickets accordingly to whom is using them and for how much time. As a
matter of fact, WienMobil offers customised options like one journey ticket, 24h, 48h ,72h
tickets. Moreover, it is possible to buy weekly, monthly and semester passes. There are also
two passes through which under24 people can exploit MaaS service. The youth pass is
available for school pupils and apprentices who travel to school or work by public transport.
With this ticket, a student can travel between its home and the school or place of training for
an entire academic year (1 September to 15 September of the following year). However, this
is only applied on school days. The top youth pass is valid for the entire academic year
including school holidays. Moreover, it is possible to purchase directly through the app the
official Vienna City Card and the EASY CityPass VIENNA which are dedicated to tourists
(due to their connection to museum discounts accessibility). Finally, using WienMobil it is
possible to purchase the QUEER CityPass VIENNA, which provides discounted travelling
experience to gay people.
As a continuous higher number of public transport operators look for more digital and multimodal
mobility solutions, Wiener Linien seems to have hit the nail on the head. The app has achieved
growing success with its more than 50,000 downloads on Google’s Play Store. Their next goal will
be to turn customers’ feedback into a real competitive advantage through further app’s improvements.
4.2 Helsinki – Whim
Helsinki has a surface area of 686.2 km^2, of which 186.7 km^2 is land area and 40% of this are
green area. The Helsinki metropolitan area is one of the cleanest metropolitan areas in Europe in
terms of air quality, which is frequently measured as being predominantly good or satisfactory. Over

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the past decades, progresses have been made in air quality management, seeing a reduction in
concentrations of sulfur dioxide, carbon monoxide and lead. Helsinki also favors the use of
environmentally friendly trams. A metro carriage carrying hundreds of people uses, per passenger,
only one-thirtieth of the energy needed for an automobile – without the emission of exhaust gases.
Moving the attention to the peculiarities of citizens’ behaviour, the following points are interesting
under this point of view:
• No car addictedHelsinki has on average 390 cars per 1000 inhabitants, while 96% of the
residents are pro-cycling, in spite of cold winter and frequent abundant snow. To cope with
this attitude of the citizens Helsinki has a very large bikeway network that includes some
1,180 km of roads, tracks, paths or marked lanes specifically designated for cyclists, with
2,600 km in total covering the entire metropolitan area.
• Active citizens Helsinki was bestowed the top ranking in the area of environmental politics
in the European Green City Index, a study comparing the environmental performance of
European capitals. According to a study conducted by the Economist Intelligence Unit the
role of active citizens, who are very aware of environmental matters, is a key role in getting
such results and is essential to further strengthen the environmental policy of Helsinki.
• Open to innovationHelsinki, as all Finnish and Scandinavian cities, rely on open-minded
and conscious citizens. The introduction of brand new technologies and concepts (e.g. MaaS)
are welcomed and considered as something normal: thanks to education and the proactive role
of population, Helsinki is a Pro Innovation ecosystem. This attitude allows to introduce
innovation in a rapid and simple way and it is the key of successful changes among the city.
• Technology free Wi-Fi everywhere in the city and population’s behaviour to avoid cash
payments in favour of smart and technological-based payments.
Figure 5: Helsinki’s transport providers that embrace MaaS

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These attitudes of the inhabitants of Helsinki, have created the perfect condition to introduce a brand-
new concept, as MaaS is. the mass provider that currently operates in Helsinki is MaaS Global. As a
matter of fact, it is in the Finnish Capital that MaaS Global, the world’s first MaaS operator has
established in 2015 and it is always there that the emerging company of mobility service provider has
started to implement its revolutionary way to move. MaaS Global come into the Finnish scenario as
an external provider of smart mobility: they do not own vehicles for public transport, they only build
on top of the existing transport network and unified all the private and public transportation options
under a unique and integrated APP. The ultimate goal is to make it so convenient for users that they
would opt to give up their personal vehicles for city commuting, not because they are forced to, but
because the alternative is more appealing. In order to offer something that could really substitute
private car and, therefore, all the annexed commodity (such as flexibility or elimination of waiting
time), the system integrator has planned to create partnership with the main public transport
companies, such as HSL, local car rental company Veho, in addition to Finland’s largest taxi dispatch
company Taksi Helsinki.
A key activity, to develop MaaS, is the participation and the involvement of the transport providers.
Mobility as a Service operators could get many advantages from the collaboration with a MaaS
provider: first, they could access a wider market and increase their market share. In addition, the
MaaS operator could optimize demand and supply by knowing in real time the demand and the
capacity of transport operators. With the following statement of the main collaborators it is possible
to understand how the mindset and the pro-active role of the public transport providers themselves
has been the Key Success Factor for MaaS implementation in Helsinki:
1. “We want to gain information on what kinds of customers new transport services attract and
to test whether the combination of public transport and new services would be a competitive
alternative to owning a car". These are the main goal that the transport authority is willing to
reach by this collaboration.
2. “Taksi Helsinki wants to be at the forefront of this development. Taksi Helsinki is MaaS
compatible and our modern technology enabled an effective implementation. To our clients
the co-operation with MaaS Global means access to reliable and first-class taxi services at a
very short notice,” says Lauri Suokannas, Head of Business Development at Taksi Helsinki.
3. “Lähitaksi has proved to be the best possible partner to build something new and this makes
them forerunners in transport digitalization – not only in Finland but around the world” says
Sampo Hietanen, CEO and Founder of MaaS Global. “Lähitaksi is the first true MaaS taxi

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stakeholder as they have had the courage straight from the beginning to implement interfaces
to build new MaaS ecosystem.”
4. “We cannot thank our partners enough. They have been very open minded and ready to try
this.” From Sampo Hietanen, MaaS Global owner, words it is clear that in Helsinki, the MaaS
provider has been able to build satisficing partnership with the above transport providers.
It is due to this collaboration that, since 2016, Helsinki have offered an integrated, complete
and multi-modal way to move around the city, through the usage of an App: WHIM.
Focusing the attention and understanding how MaaS Global has developed its offer in Helsinki, it is
essential to describe its characteristics according to the seven pillars :
1. Total journey planning: Whim gives people instant access to every kind of transport. As
shown in the providers’ table, Whim offers the possibility to plan your journey relying on
more different possibilities: from brand new cars to taxis, buses, trains and bike share (which
will be available within the service on Spring 2018).
2. Tailor-made service: using the button “Whim”, user’s actual position is highlighted on the
map and from there it is possible to select the favourite modes to move and create ad hoc
solution according to the user’s needs. Knowing each users’ need (for example the trade-off
between time and costs) and basing on real-time conditions (as works, traffics, strikes)
throughout the network, Whim considers all the options, offering the most suitable one.
3. Integrated app: the platforms let users plan and book door-to-door trips using just a single
app. Whim learns users’ preferences and syncs with their calendars to intelligently suggest
ways to get to an event. It takes care of everything,
from finding the best way to get there to ticketing
and payments. Anyone with the app can enter a
destination, select the preferred mode of getting
there -or, in cases no single mode covers the door-
to-door journey, a combination of them- and go.
4. Real time assistance/information: Whim offers real time assistance, providing data and
changings on the route in the moment an event occurs. When planning a journey, evaluates
and considers the possible constraints to propose the best solution to every user. Moreover,
information regarding weather the modes are available and the continuous updating of news
regarding the mobility, road condition and route changes for events or strikes allow users to
be always informed about the real situation, avoiding unexpected situation or delay. Another
type of real time assistance is the step-by-step guide when the users is following a specific

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route: Whim provides information about each step you have to compute and the right direction
to follow, and the timing to respect in order to get the schedule connection between more
transport modes.
5. Ease of accessing: The app is available for Android and IOS systems. Furthermore, Whim
wants its users to access to infrastructure and information in an easy and fast way: therefore,
it shows to customers valuable information, such as the taxi’s estimated time of arrival and
location on the map.
6. Ease of payment: to a subscription or a ride, now, users can rely on debt or credit cards.
Whim is planning to allow the purchase of tickets via bank transfer or PayPal in future.
7. Customized pricing3: prices are based on the bilateral agreements between MaaS Global and
transport service providers. According to the habits and mobility behaviour of each citizen,
Whim offers three standard solutions: 1) Whim TO GO: for those who want to try Whim first
or simply do not travel that much, there is the option “Pay per ride”, no commitment, no
surcharges0€/month; 2) Whim Urban: for regular travellers who could use the flexibility of
a taxi or car occasionally 49€/month subscription gives unlimited usage of all public
transports (HSL) and pay per ride solution to get a taxi(Taksi Helsinki and Lähitaks) or car
sharing (Veho or Sixt); 3) Whim Unlimited: it is a modern alternative to owning a car. At the
price of owning a car you get unlimited access to public transport, taxi or a car according to
your daily need 499€/month subscription gives unlimited access to any type of transport
provider. Each Whim package gives you a quota of mobility points, which in turn gets you
journeys on any mode of transport. For instance, with a Whim Urban subscription you get
5500 points which can be used as you like for taxis and car rental services. With 5500 points,
you will get for example 8 taxi rides (approximately 10 km/ride) and 2 days with rental cars,
or if you don’t need rental car services at all during the month, you’ll get average 12 taxi rides
in addition to the public transport. The more points in your package, the lower the cost per
point. Extra points can be earned by making smart travel choices.
Future Challenges: the project is a vision of how the city will look in 2050. It will have a lot
more people – the population is projected to rise by 50% – but with much less dependence on
cars. The city’s population density will be increased; many of the new high-rise apartment blocks
will not have residents’ car parking. Key arteries into the city will be replaced by boulevards;
3
Bike sharing will be included in the subscription from 2018 and at the moment information about the price policy are
not available).

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more and more space will be given over to cycle lanes. A report on the plan in the Helsinki Times
last year confidently predicted: “The future resident of Helsinki will not own a car.”
4.4 Hannover - GVH
According to the Hannover’s department of
transport, 70% of residents of the German city
live within walking distance of the S-Bahn
and/or Stadtbahn, and 80% of workplaces are
just as easy to reach.
Also in the metropolitan area, almost 40% of
residents can get to their rail station on foot.
The modal-split is balanced between public transport and private cars on long distances, and highly
favorable to zero-emissions means of transport on short ones.
Passengers
(million)
Network
length (km)
Number of
lines
Number
of stops
Stadtbahn
(hybrid between
metro and tram)
125 121 12 196
Regional Bahn &
S-Bahn
30,9 385 18 74
Buses 54,1 517,6 170 674
Total 210 1023,6 200 944
On foot
Bicycl
e
Public
Transport
Car
15%

pag. 15
In the Hannover region there are currently six transport companies offering an attractive public
transportation:
• The buses and trams of the ÜSTRA run in the city of Hannover and in some neighboring cities
and municipalities.
• The vehicles of the Regiobus Hannover GmbH run particularly in the surroundings but some
lines as well into the city center of Hannover.
• The DB Regio AG provides fast connections within the region with its regional and suburban
train network.
• The trains of the Metronom Eisenbahngesellschaft GmbH run on the route Uelzen-Hannover-
Göttingen as well as with the new regional trains on the line Hannover-Lehrte-Gifhorn-
Wolfsburg.
• The Erixx GmbH covers the so-called "Heidekreuz" on the route section Walsrode to
Hannover.
• The WestfalenBahn GmbH runs with its new vehicles on the Minden (Westf.)-Stadthagen-
Haste-Wunstorf-Hannover-Lehrte-Hämelerwald-Peine-Braunschweig line.
All transport companies hold shares in the association, which is registered as "Großraum-Verkehr
Hannover GmbH (GVH)” in the Commercial Register. GVH was born the 4th march, 1970 and the
new uniform tariff entered into force on 16th March 1970. It is the second oldest transport association
in Germany, only surpassed by the Hamburger
Verkehrsverbund. The major shareholder and sole
client is the "Region Hannover".
As bicycles are considered the ideal complement to
public transport, their transport on public transport
is widely accepted whenever
possible: everywhere and for free
during weekends, almost
everywhere during the week,
excepted rush hours (in which
they are banned on buses and Stadtbhan and allowed with fees on trains).
Stadtmobil carsharing offers 230 vehicles at more than 90 stations in the Hannover area as well as in
Braunschweig and Hildesheim, usually placed at fixed stations. A part of the fleet is on the road as
the so-called Stadtflitzer in Hannover, and these ones may be parked within the operating area at any

pag. 16
position, so that even one-way journeys are possible. Since the idea behind GVH is that it’s not
necessary to own a car to live in Hannover, but sometimes citizens need to use it, GVH have a
partnership with Stadtmobil carsharing, and this allows their customer to get special conditions (see
Hannovermobil below). oBike started in November 2017 its station-free rental bike offer in Hannover,
with around 500 bikes without fixed stations that can be rented using a smartphone app. Although the
system is not integrated in GVH, it could offer a solution for the “last mile” for people who can’t use
their own bike (eg:commuters). It is possible to summarize the HannoverMobil MaaS offer applying
the MaaS pillars introduced in section 3:
1. Total journey planning: GVH
developed an App which help
users to move around the city,
providing information about
public transports, taxi and bikes,
allowing users to compare all the
different means of transport. The
app also allows re-routings, and
thanks to the dynamical
generation of surroundings and
overview maps helps to get
oriented in unknown places. In
order to assist customers in the journey from door to door, it’s possible to save connections to
the calendar to be reminded at the right time. For frequent users, it’s possible to save stations,
addresses, positions or connections as favorites, assigning own names.
2. Tailor-made service: for frequent users which decide to give up completely their cars, GVH
developed the Hannovermobil, a “mobility package” which allows to exploit all the possible
means of transport with a consistent save of costs. Buying Hannovermobil, customers receive:
• A “BahnCard 25”, which allows to travel across Germany with DB for
a year with a 25% discount on every ticket. The voucher value is 62 €
and can be combined with special DB budget prices and/or credited
against a higher valued BahnCard.
• The entry fee discount (29 €) for the carsharing provider Stadtmobil,
and the use of the favorable standard tariff instead of the regular one.
With their mobility shop customer ID, customers can book the desired

pag. 17
car via app, Internet or phone, around the clock spontaneously or in advance.
Customers can open the door of the car with their smartphone. After completion of the
journey the costs are calculated automatically and posted to customers’ invoices.
• A 20% discount on each journey with Hallo Taxi 3811. Customers can
order their taxi via phone or enter a taxi directly. Once they give name
and their mobility shop customer ID the driver receives a driving job
with special conditions shown on the display. When the taxi arrives at
the destination, the taximeter price is automatically recorded, the discount is being
calculated and posted to customers’ invoice.
3. Integrated app: the GVH app provides all the real time information that the customer needs,
allows to plan the journey using all the available means of transport and gives the possibility
to instantly buy all the services proposed.
4. Real time information: the app provides information about timetables and network problems.
GVH has also introduced the QR codes technology, which allows to receive the next
departures in real time directly to the smartphone even without the installation of GVH app.
5. Ease of accessing: both website and App are designed to be user friendly. In particular, the
website allows customers to build the ticket that meets their specific needs simply answering
to some questions (as will be explained later).
6. Ease of payment: all the services included in GVH app are payable through the app itself,
using credit cards. Regarding car sharing and taxi services, it’s also possible to link the
personal account to the bank account and to pay all the fares at the end of the month, allowing
customers to use services cashless.
7. Customized prices: fares depend essentially on three factors, which GVH website schematize
in three questions
• “How long?”: in addition to the classic one journey ticket, it’s possible to buy a short
ticket (valid only for a few stops journey), day ticket, monthly and 6 month passes.
• “For whom?”: all the tariffs are related to the age (under 14 receives discounts, as well
as elderly people), with special prices for students and tourists. Groups up to 5 people,
which is the capacity of a normal car, are also encouraged to use public transports
thanks to highly discounted tickets.

pag. 18
• “What are you looking for?”: tariffs depend on how long the journey is, and customers
can choose between a first-class or a second-class service.
4.3 Gothenburg – UbiGo
The “Go:Smart” project is an attempt to create better conditions for sustainable travel, i.e. a reduced
share of trips with fossil-fuelled vehicles, an increased share of travel by “collective” transport
(including public transport), and reduced emissions (noise, CO2), by demonstrating how new
business models and partnerships can reduce the need for private car ownership in favour of "mobility
services". For the purpose of the report, the experience of UbiGo is greatly relevant because it allows
to access a complete and exhaustive case study on the implementation on a MaaS service, outputting
a complete set of scientifically analysed data. Anyway, the UbiGo case is treated in a different manner
from the others, firstly because of the time difference and secondly because of the different relevance
of this project: indeed, the information that gained from Gothenburg are very different from those of
the other cities adopting MaaS models. The underlying assumptions behind the project were:
• PUSH TO CHANGE: Changes in travel behaviour face hindering, such as changing habits,
a need for learning, economic investments and motivating factors. Motivators can be intrinsic
as well as extrinsic in terms of punishments or rewards. Providing feedback in terms of some
kind of reward can have a positive effect on encouraging and maintaining a desired behaviour.
• SHIFT IN VALUES: Current shifts in individuals' attitudes and values in a more
environmentally conscious direction, and the trends towards joint/shared ownership or no
ownership at all (including car- and bike sharing) open up new possibilities for new types of
travel offers. Moreover, the technological developments in the field of ICT, as well as the
dissemination of mobile ICTs, has made it increasingly possible to create and test new types
of offers.
• IMPLEMENTATION STRATEGY: The desired changes cannot be brought about by the
development of a single transport mode or by focusing solely on a shift from private cars to
public transportation, but by the integration of different transportation services including both
public and private solutions, i.e. “collective transport”;
The Go:Smart project has involved the development and Field Operational Test (FOT) of an
innovative transport broker service, named UbiGo, for sustainable transportation of people in urban
environments. The service has attempted to bridge the gap between private and public transportation
by taking on the role of a commercial actor, “a broker of everyday travel”, offering customized
transport service to fit the individual traveller’s needs and requirements. The pilot project saw the
involvement of more than 190 individuals, which became paying customers for a six-month period.

pag. 19
THE UBIGO TRANSPORT BROKER SERVICE
The UbiGo service offered its users access to a range of travel services through an App. It was built
up as a subscription service where a household (which may be comprised of multiple persons, both
adults and children) held a monthly subscription to their desired combination of, and amount of credit
for, the following travel services:
• Public transportation – credit in the form of daily tickets for four zones. Access to a different
zone on a single day, could be upgraded for an additional cost.
• Carsharing – credit is in the form of hours. The price is the same no matter the car model.
Fuel and 10km per rental hour are included, while additional kilometres incur fees per 10km.
• Car rentals – credit is in the form of hours. The price increases for larger car models and there
is a fixed fuel fee (per 10 km and litre) and daily insurance fee.
• Bike sharing – the subscription covers the access fee. Bike rental is free for the first 30
minutes, with additional fees per extra half hour (invoiced). The bike sharing system was not
available from December 2013 through February 2014.
• Taxi service – the subscription offers bookings at a reduced price, which are invoiced at the
end of the month.
During the FOT, the minimum limit for prepaid credit was set at 1200 SEK/month (as of February
2014 approximately €135/$185). If the household ran out of credit for a particular travel service
during the month, additional credit could easily be purchased through the app and appeared on the
next invoice. If all the monthly credit for a certain mean of transportation was not used up, the credit
rolled over to the next month (or was refunded at the end of the FOT). The subscription could also be
modified monthly. To access their travel services, the UbiGo traveller logged into the app via a
Google- or Facebook-login, where they could activate tickets/trips, make/check bookings, and access
already activated tickets (e.g. to prove to a public transportation ticket controller that they had a valid
ticket). The app also allowed them to check their balance, bonus, and trip history, and get support
(FAQ/customer service). Each participant received a smartcard, used for instance to check out a
bicycle or unlock a booked car, but also charged with extra credit for the public transport system in
case there was any problem using the UbiGo service. UbiGo also included customer service lines
open 24 hours per day and if they could not help, persons working within the project were contacted
to resolve the issue. The broker service included some additional benefits to motivate potential users,
such as:
- An “improved” travel guarantee, if the public transportation service was delayed by at least
20 minutes. The UbiGo traveller could then use the app to order a taxi, which would be paid

pag. 20
for by UbiGo, who would also deal with the paperwork with the public transportation provider
to reclaim the extra expenditure, saving the traveller a lot of hassle.
- A more generous public transport zone system. The zone system had expanded zones in
relation to the current system, which meant cheaper public transport for those travelling
outside of the current inner zone. A bonus system for “eco-friendly” travel. The UbiGo
traveller was also rewarded for “eco-friendly” travel mode choices and accumulated points
based on reduced kg of CO2 compared to making the same trip by private car. The points
could be exchanged for other goods and services provided by sponsors, such as various tickets
to museums, the opera, or a swimming hall, gift cards, access to audio books, lunch rebates,
borrowing an electric bicycle, etc. Eco-friendly, non-UbiGo travel was not integrated, i.e. a
traveller was not rewarded for using a private bicycle or walking.
MOTIVATION
Although the UbiGo project did not intend to target innovators, this was likely the case. Both groups
(participants and non-participants) stated that they were interested in new technology and preferred
to seek after and try new things rather than follow routines and habits. According to the UbiGo
experience, the main driver for people to partecipate was curiosity, especially in the first place.
Moreover, the advantages seeked by
the adopters were Convenience,
Flexibility and Economical benefits.
From the data it is also clear, that
Environment it is not a sufficiently
motivating lever, since Non-
Participants showed a statisticaly
relevant higher interest in the topic.
The last relevant result to be mentioned,
is the main benefit found by partecipants: Convenience and Flexibility of the service provided are the
preminent motivetors that users found more appealing and more useful, compared to other modes.
FUTURE OF UBIGO
In the “after” questionnaire, participants stated that they used private car less and public
transportation, walking, and cycling more often than before, and they also felt more negative towards
private car and more positive towards public transportation, etc., than before. In fact, 78.8% of the
respondents said they would be interested in becoming an UbiGo customer if/when it starts up again,
while 18.1% said yes, under certain conditions, and 3.1% said no.
Mode “Before” Travel
Diary from UbiGo
participants
Average
Gothenburg
Resident
Average Central
Gothenburg
Resident
Car 27% 42% 24%
Public
Transports
34% 25% 26%
Walking 24% 24% 39%
Bicycle 10% 6% 8%
Others 5% 4% 4%
Figure 6: modes of transport “before” UbiGo project

pag. 21
Aspects of UbiGo that have provided an added value for the participants include: the transportation
concept; the type of subscription (many people, one monthly invoice); the type of public
transportation ticket (daily, the ability to upgrade zones, activated once rather than tap-in/out); 24-
hour customer support with only one telephone number; and that it is in the smartphone (“I can forget
my public transportation card, but I cannot forget my phone”).
CONSIDERATIONS
The initial analysis of the results shows that it
is vital to generate interest and excitement
about new transportation schemes. This is the
primary reason that people have been attracted
to the project or been willing to become
customers in this FOT, with all that entails. When it has not been curiosity motivating people, it has
been convenience and economy, and it is these practicalities that will keep the users, also innovators,
motivated to continue using the service after the novelty and curiosity fade.
Moreover, eco-friendliness is not enough to attract a sufficient number of customers and a pro-
environmental attitude will not suffice as a motivator for change, at least not for majority of travellers.
If the environmental impact of transportation is to be reduced, then reductions must be achieved by
making more sustainable travel behaviour the practical choice, rather than the idealistic choice. It is
possible that informational feedback on how “green” ones travel patterns are could be even more
important to users, than incentives and rewards. The travel service cannot be more expensive than the
user’s existing solution, not without enough added value to outweigh the increase in price. Second, it
cannot be perceived as “inflexible” or “inconvenient” compared to the user’s existing solution. It is
crucial, on one hand, that the infrastructure network (carsharing sites, public transportation
stops/routes, etc.) is extensive enough to reach the users.
UbiGo Innovation CEO, Hans Arby stated that “Reducing car ownership is a core aspect of making
cities more sustainable. Consuming mobility services instead of owning a vehicle leads to a
behavioural change as the lock-in effects of investments and other fixed costs disappear. However,
in order to relinquish ownership, the service, or the combination of services, needs to be seamlessly
flexible, reliable and easy to use. On-demand mobility needs to be as easy as having the key to your
own car in your pocket – but without the drawbacks. The answer to the MaaS model lies in value
creation. Simply providing a travel planner cannot be the only trick, nor will offering a single interface
for ticketing and booking. In addition, service providers and other stakeholders must see benefits in

pag. 22
order to be part of the offer. The possible offers, revenues streams, relationships, partnerships and
agility all depend on who runs the service, as do the effects on the transport system.” In this sense,
the Public Sector must act as a backbone of mobility, in order to offer a complete and effective MaaS
experience.
The Ubigo trial showed that, among many other interesting aspects related to the implementation of
a MaaS, the most critical is that “any successful MaaS-operator needs transport service providers
focused on their core business to compete with car ownership. Public transit agencies should focus
on effective and attractive mass transit to and within cities. That is where their competitive edge truly
lies, as mass transit allows public transportation to relieve cities from congestion, noise, accidents
and wasted space, to residents’ benefit.” Even in the UbiGo experience, the cooperation between
public transportation, other transport service providers and the integrator appears to be one of the
most relevant and critical aspect, to make the MaaS model successfully break into people’s habits.
Ubigo Innovation AB has since the project-end been marketing the MaaS-concepts at various
conferences and was also awarded the International Transport Forum’s 2015 Promising Innovation
in Transport Award. In December 2015, Ubigo and Ericsson announced collaboration where Ericsson
will provide the MaaS IT-platform as a service, end thus, lowering one of the thresholds for the MaaS
operator to start up a commercial service. Nonetheless, the service will be launched in Stockholm in
2018, following the interesting results of the program
PILLARS
Before talking about the pillars description for this service, it is paramount to define a number of
assumptions: first of all, as it was stated at the beginning of this service presentation, Ubigo is a
project launched for testing the idea of MaaS in a Swedish city. Secondly, not all the data are available
in order to deploy correctly and follow the schema. Therefore, during the explanation of each pillar
in this case, some information is omitted due to the fact that this was a niche project, not involving a
huge amount of citizens. Hence, each pillar was described using a mix of the service launched in
Gothenburg and the available information about the service that will start on March 2018 in the
Swedish capital.
1. Total journey planning: it is not a simple service from A to B. Their motto is to go beyond
this simple concept. The service offered easy, flexible, reliable, priceworthy everyday travel,
without having to own a car (or a 2nd car). They know that if they can offer such a reliable and
easy-to-use service that households feel confident enough to let go of their own car, they will
drive much less.

pag. 23
2. Tailor-made service: this is not really expressed in the service presentation in its website.
What it is possible to point out is that customers will find the possibility to choose according
to their capabilities in the upcoming service for Stockholm.
3. Integrated app: the mobility App UbiGo combines public transport, car-sharing, rental car
services and taxi to one intermodal on-demand mobility service. This actually included
partners Västtrafik (public tranport), Sunfleet (car sharing), Hertz (car rental), TaxiKurir (taxi)
and JCDecaux (bike sharing). The app and the service are based on a flexible monthly
subscription with an account that is shared among all members of a household, easy to top up
and with the option to save what has not been used to the next month.
4. Real time information: unfortunately, during the launch of the service among the
householder in Gothenburg, the presence of real time information for the customer was not
stressed. The only concept highlghted by Ubigo in Gothenburg was about a real time
assistance 24/7 that was provided during the 6 month project. Nevertheless, this and other real
time services will be included in the project that will be launched definitely in March in
Stockholm.
5. Ease of accessing: very few information are actually available about the app developed for
the project in Gothenburg. However, it is possible to have a preview of some screenshots of
the app4 that will be available for Stockholm. As it is possible to understand, the app is built
to be user-friendly, with the creation of a profile, the possibility to visualize the user’s
subscription, his/her bills for carsharing usage. Users and travellers can also see the balance
and costs with the app for each transport service. They can also exploit all the opportunities
provided in order to easily book and pay a car. For every trip planned, several different ways
to reach the destination are deployed in order to make the customer deciding his/her preferred
way to travel.
6. Ease of payment: The UbiGo households subscribe to their prepaid monthly need of public
transport (as days to use in one or more zones) and car (as hours that can be translated on to
days or longer). These digital punch cards are stored in the cloud and are accessible to all
members of the households through the UbiGo-app. If the cards run empty, extra days or hours
will be registered and billed afterwards, as will taxi-trips, waivers etc. Un-used days or hours
will be saved for later use. User pay all bookings once a month, based on one invoice. User
can choose and combine different ways of mobility offered by multiple transport services,
without extra subscriptions on single services. In terms of payment, this was realized at the
end of the month for each household.
4 https://www.fluidtime.com/en/project/ubigo/#toggle-id-5

pag. 24
7. Customised prices: even in this case it is not provided a detailed overview on how prices will
be customised in the next year project. In order to run the analysis, it is possible just to focus
on the creation of the service in Gothenburg: the family pass was a simple way whereby the
project could collect information about its tested travellers. Plus, it will be a pass typology
which will be maintained even in Stockholm.
5. Business models’ critical analysis
The next part of this report comprehends a critical comparison of the cities’ performances related to
the application of MaaS. We are going to consider the main features developed by each city, using
the perspective of the MaaS seven pillars. Furthermore, we are going to distinguish between two
kinds of performances: must have features that every MaaS model must include and nice to have
performances, which are peculiarities of some offers that stand out since they provide a significant
value and differential advantage for the customer. Of course, as it will be also explained in the final
conclusion, these nice to have features are a bundle of services that the MaaS provider of the future
should include.
An important assumption has to be pointed out: the nice to have features are just a selection of all the
features offered by each MaaS program analysed in this project. As it is possible to understand
through the report, MaaS service companies are offering something that goes beyond the simple
characteristics. To better understand the table below, it is paramount to go through each provider
which is specialized in the single nice to have.
5.1 MaaS: feasibility in Milan
The scope of this analysis is also to understand how far Milan is from the implementation of MaaS
concept, considering what already exists in the city and what is still missing. Once identified the must
have and nice to have performances, it has been possible to analysis the current situation of the city
of Milan, using a double side focus: on one hand, we looked at the comprehensive mobility offer of
Milan, and on the other, at ATM’s role, as main Milan’s transport provider.
First, we analysed ATM current situation, by highlighting which must have performances are already
present in its offering and, if any, which nice to have features it proposes. Once identified which are
the missing points in ATM’s offers, we broadened the perspective, analysing all the other transport
providers within the city and understanding if the lacks could be solved by an integration of more
providers.
The following table shows the results of our critical analysis:

pag. 25
MUST HAVE NICE TO HAVE GAP MH ATM GAP BP ATM
1. Total
Journey
planning
• Public Transport
• Taxi provider
• Car sharing
• Rent a car
• Bike sharing (WienMobil)
• More than one provider per each service
(Whim + WienMobil + GVH)
2. Tailor-
made service
• Possibility to
choose according
to the customer’s
capabilities
• Possibility to make your choice according to
your needs (Whim)
• Walking speed (WienMobil)
• Money spent counter (WienMobil)
3. Integrated
APP
• Map
• Trip planning
• Purchasing app
• Booking
• Calendar integration (Whim + GVH)
• CO2 emission (WienMobil)
4. Real-time
information
• Real time
timetables
• Delays
• Ongoing strikes
• Traffic jam (Whim)
• Weather information (Whim)
• Temporary network changing (Whim + GVH)
• 24/7 service assistance (UbiGo)
5. Ease of
accessing
• App Store/Play
store app
avaliabilty
• Many points of interchange where you can use
different means (WienMobil)
6. Ease of
payment
• Credit/Debt card
in-App payment
• Paypal (WienMobil)
• 30 days end of month payment (UbiGo)
7. Customized
price
• “Time period”
ticket
• Youth passes
• Family pass (UbiGo)
• Tourist pass (WienMobil)
• Unlimited experience (Whim)
Figure 7: must have and nice to have performances according to the MaaS pillars and gaps with ATM actual offer
Colours meaning: Green means that all the characteristics listed are offered by ATM; Red means that none of them are present in ATM’s offer;
Yellow means that ATM has just some of the listed features.
The gap analysis considers which are the peculiarities that ATM is missing for each pillar,
considering both the must have and the nice to have performances:
• Total journey planning: regarding the nice to have, the only element that ATM offers is a
bike sharing service, with BikeMi. On the other hand, ATM does not offer the must have for
a MaaS. However, different providers operating in Milan offer today car sharing, Taxi and
rental car services. Therefore, by integrating the services of ATM and those of other “transport
providers” operating in Milan, it would be possible to offer a solid public transportation
system and many alternatives for the last-km.

pag. 26
• Tailor-made service: ATM is able to satisfy all the must have features and almost all the best
performances, except for the “walking speed” option. This is only an additional characteristic,
so ATM embeds all the must have elements for a tailor-made service.
• Integrated APP: among the must have features, booking is the only one not yet integrated in
ATM app; while none of the selected nice to have characteristics are present. This is an issue
that cannot be solved by a partnership with other providers. It should be the result of a further
implementation of the app or it could be managed delegating the development of a totally
brand new app to a third party which could coordinate all the mobility providers within a
single network. The role of an integrator, therefore, is necessary to develop MaaS model.
• Real-time information: the only nice to have performance that ATM offers is a basic real-
time assistance in order to inform passengers about timetables, delays and strikes. Of course,
the most important additional service to include as soon as possible is the 24/7 assistance to
be more customer-oriented. Weather forecasting is important since passengers should use
different transport means according to weather conditions, too.
• Ease of accessing: ATM has already reached a good level of ease of accessing through its
app and its main points of interchange located in the city.
• Ease of payment: ATM app is quite flexible in terms of payment system. However, looking
at the other cities, there are other ways the customer can use to purchase a ticket. These rely
on Paypal payment system and end of month payment for the MaaS service, which could
mean an interesting starting point to increase the customer base.
• Customized price: even if it is not included in Whim’s offer, youth passes have been
considered as a must have. This choice matches the characteristics of the majority of European
cities, including Milan, which actually have price offers for young people. A nice to have
feature to highlight is the short trip (15’) ticket provided by WienMobil that could be very
useful for a lot of customer groups.
6. MaaS: future development
The first issue to face during the implementation of MaaS, for example in the city of Milan, is the
identification of the service coordinator and of the role of public transportation in the combined
mobility service. One possible configuration is the public transport provider acting as the coordinator
(like in Wien) leading to a higher stability of the service in time and a larger coverage, even if it could
drive to an excessive diversification and to a loss of focus on the core business. As a coordinator, the
public transport provider should act as the main backbone of the combined mobility service.
However, to actually improve the level of service partnerships and collaborations should be enacted

pag. 27
with external providers. Another suitable solution could arise when an external company assumes the
role of aggregator and coordinator (like Whim): in this second case, public transport is only a mobility
provider among the overall portfolio. This is the best solution if your objective is to try to maximise
the number of subscribers, rather than maximising the use of public transport and, indeed, there is no
trade-off between these two issues. Of course, it would lead to a higher profitability due to the higher
flexibility, but it would also be more difficult to coordinate all the actors because they are in conflict
of interest. It would be also hard to develop this solution due to the lower bargain power. In the end,
the last configuration is a hybrid between the two solutions above. In this case, there would be the
presence of a MaaS provider created as a joint venture of the different mobility companies (like in
Hannover). This is the best solution since it embeds all the pros mentioned before: high commitment
of all the actors involved, no losing of focus on the core activities, quick increase of the customer
base and a more sustainable solution (both economically and environmentally talking).
Moreover, adopting an omni-channel approach will become a mandatory requirement for successful
MaaS provider: touch TV displays at the main crossroads of the mobility network (metro stations,
bus stops, shared cars, bikes and scooters), set-top boxes and smartwatches will replace the role of
the smartphone’s app whenever is needed, so that users have many options to rely on. Indeed, Apps
should be accessible on the web, offline, on mobile devices, and at every significant step in a user
journey. No matter the platform, MaaS needs to be engaging the users, by using the user data trail
and the marketing capabilities needed to run effective cross-channel marketing campaigns.
Moving our attention to a possible future improvement of the offer of a MaaS provider, we must point
out some critic points that today are not included yet. Regarding the first pillar, a critical point is
certainly the fact that, even if planning a multimodal journey is a must have, sometimes could be
useful to book in advance other means (e.g. carsharing or free-floating bike sharing) involved in the
trip. As a consequence, the customer is sure to find them at every point of the journey itself. Another
critical point is the low flexibility of the offer: MaaS providers should enact a deep learning system
that allows data collection and analysis, to understand what the common patterns of customer
segments are. The goal should be to figure out in which occasions, and for which reasons, the current
offer of mobility does not satisfy the customer’s need. Deep learning and continuous improvement of
the offer, such as adding specific services for specific customer’s segments (e.g. school buses for
students) is the only way to enact an efficient MaaS model. Such a high level of knowledge of the
users can also be used to propose a more and more personalised price, considering marketing offers
and special discounts.

pag. 28
Talking about the future improvement of the apps, we are sure that in the platform should be
immediately available all the real-time information that could affect the trip, from the traffic situation
to the weather forecast. In addition, a complete app should be integrated within all the typologies of
smartphones, allowing everyone to access the services. We also highlight that apps should give to
foreign users the street view to orientate themselves and the possibility to use them in their own
languages, because apps do not belong only to inhabitants, but also to tourists. Moving our attention
to the ease of payment, high flexibility is required to fit everyone’s needs and to increase the volume
of users. The best way to do this is an UbiGo approach, where users can purchase at the beginning of
the month a desired combination of credits for different travel services. If a user runs out of credit for
a particular travel service during the month, additional credit could easily be purchased through the
app and appear on the next invoice. If not all the monthly credit for a certain mean of transportation
are used up, the credit rolls over to the next month. This configuration will allow not just a better
economic management, since the integrator will manage the transaction on both sides, the user’s and
the transport provider’s, but also a reliable and comfortable service to the customers that will not be
bothered anymore with cash or physic payments. Regarding customised pricing, an engaging omni-
channel marketing strategy with many packages, bundles, and different offers will enhance the initial
appeal of the MaaS model, enlarging the customer base and convincing not only innovators, but the
vast majority of users. Going in this direction, a family or household bundle could be an effective
way to attract customers and could provide a very useful service to users. In particular, in order for
the MaaS model to be effectively implemented, it is necessary to reduce the number of property cars
and, since families often own more than one car, they provide a wide customer base from which is
necessary to move from.
At last, it is necessary to mention the impact on the environment of a MaaS offer: indeed, the
improvement in this sense is not given for granted. A combined mobility system could only be
sustainable for the environment if it can convince people that usually use a private car to try other
solutions, from public transportation to sharing mobility. Of course, the greener are these alternative
resources, the less will be the environmental impact.
To conclude, we are aware that Milan, with its current structure and configuration, is almost ready to
face the disruptive innovation that is ahead. Indeed, with few improvements and true dedication of
Milan’s transport providers in this project, it will be easy to obtain great results and to produce a
revolutionary mobility model.

pag. 29
Bibliography
• Consolidated Financial Statement 2015, ATM
• Consolidated Financial Statement 2016, ATM
• Carta della Mobilità 2017, ATM
• Mobility As A Service, William El Kaim 2016
• An indicator set for measuring cities’ urban mobility performance, CIVITAS Forum 2015
• MaaS Services and Business Opportunities, Finnish transport agency 2015
• WHITE PAPER: Roadmap to a Single European Transport Area – Towards a competitive
and resource efficient transport system, European Commission 2011
• MOBILITY AS A SERVICE- MAAS: Describing the framework, Per-Erik Holmberg,
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