accilium.com
Urban Mobility
Did somebody say cashcow?
Berlin, Munich and Vienna
Q1 2019

Agenda
The Ground Transportation market: The global market
and Germany
Who is accilium and what we have to offer
Agenda

Agenda
The Ground Transportation market: The global market
and Germany
Who is accilium and what we have to offer
Table of Contents

4
VISION ON URBAN MOBILITY
SHARED VEHICLES
MaaS
MANUALLY-DRIVEN CARS
PUBLIC TRANSPORT
GROUND TRANSPORTATION
URBAN MOBILITY
RIDE-SHARING
› Individual transport by car or van with
driver
› Passenger short distance
› first & last mile for every connecting trip
(train, flight etc.)

Minutes of the Global market
The Ground Transportation explosion

The Ground Transportation market in terms
of evaluation is already as valuable, as some
of the automotive OEMs.
Japanese Softbank has
stakes within all the new mobility players.
Market
Evaluation
Taking over the
market
Source: https://home.kpmg/uk/en/home/insights/2019/02/the-rise-of-electric-shared-and-autonomous-fleets.html,
letzter Abruf: 25.02.2018

7
Popular Players of the Global Market
60 countries
around the globe
China + South
America and
Australia
UK, USA, Israel and
Russia
Southeast Asia
Europe + South
America
11,3 Billion $ 8,76 Billion $ 1 Billion $ 1 Billion $ undisclosed
100 Million users 450 Million users undisclosed 45 Million 10 Million
4 Billion trips 7,5 Billion trips 100 Million 1,46 Billion trips 40 Million
120 Billion $ 56 Billion $ 11 Billion $ 16 Billion $ 1 Billion $
o Ground
Transportation
o Ride-Sharing
o (Food-)Delivery
o Payments
o Car-Sharing
o Bike etc. Sharing
o Ground
Transportation
o Ride-Sharing
o (Food-)Delivery
o Payments
o Car-Sharing
o Bike etc. Sharing
o Ground
Transportation
o Ride-Sharing
o (Food-)Delivery
o Payments
o Car-Sharing
o Bike etc. Sharing
o Ground
Transportation
o Ride-Sharing
o (Food-)Delivery
o Payments
o Car-Sharing
o Bike etc. Sharing
o Ground
Transportation
o Ride-Sharing
o (Food-)Delivery
o Payments
o Car-Sharing
o Bike etc. Sharing
Market
s
RevUserTripsUseCasesValue
Category Market Leader
ü
ü
ü
ü
ü
ü
ü
ü
ü ü
ü
ü
ü
ü
ü ü
ü
ü

Minutes of the German market
The Ground Transportation market in Germany

10
Big Markets in Germany
Small Markets in Germany
Market analysis - Germany
The Ground Transportation industry
53.760 €
anual turnover/car
35.017
entrepreneurs
1.548
inhabitants/ taxi
95.982
taxis
5,16
Billion €
Market
ca. 3 Billion
paid kilometers
per year
847
Million
Market
431 Million
Passengers per year
v Highly diverse market with tons of stakeholders
v No sufficient countrywide service
v High quality cars, low quality products
v no countrywide business service
v Smaller markets are more valuable per car than bigger
markets
v The acceptance rate for plattform fees is only at 7% within
the taxi sector and 25-30% within PHVs and limousines
603
Million
Market
inhabitants/
taxi
Taxis
15k
Million
passengers/year
53k
505
inhabitants/
taxi
Taxis
9k
anual turnover/car
68k
909
44
anual turnover/car
Million
passengers/year
26
The German Overview

11
The Ground Transportation industry
40
Million
Market
83%
16%
1%
258 Million yearly revenue
Public Transport Taxi Sharing Economy
72%
26%
2%
1640 Million yearly revenue
Public Transport Taxi Sharing Economy
Berlin
380
Million
Market
Plenty of services
(Allygator, Berlkönig,
CleverShuttle etc.) Some of
them even run for free!
RIDE-SHARING
More than 8.000 taxis and
2-3.000 PHVs are running
in Berlin. They have a
approx. 135€ turnover per
shift
RIDE-HAILING
Already 4.000 carsharing
vehicles (plenty more to
come) and an endless
amount of bikes, scooters
and others.
SHARING
(Bike, Car, Scooter)
Almost 3 Million people use
the services per day. The
yearly turnover is 1200
Million Euros.
PUBLIC TRANSPORT
Taxis
App Bookings
7%43%
Phone Bookings
8k46k
anual turnover/car
Largest
customer
group: Business
Trips
34% 13,6€
Average trip
price
MOIA (VW) has started a
bus-sized ride sharing
recently. Has yet to have
success.
RIDE-SHARING
Close to 700 taxis are
operating in Hanover. A
call-center monopoly –
hardly any app bookings.
RIDE-HAILING
No free-floating car
sharing available. Approx.
300 stationary cars. Bike-
Sharing is freely possible.
No scooters.
SHARING
(Bike, Car, Scooter)
More than 500.000 people
use the service each day.
The early turnover is 214
million.
PUBLIC TRANSPORTTaxis
App Bookings
<1%60%
Phone Bookings
68059k
anual turnover/car
Largest
customer
group: Locals
50% 15,3€
Average trip
price
Hanover
Sources: https://www.bzp.org/Content/SERVICE/Geschaeftsbericht/_doc/_BZP_GB_2017_2018_komplett.pdf; Berlin:
https://www.bzp.org/Content/SERVICE/Geschaeftsbericht/_doc/_BZP_GB_2017_2018_komplett.pdf, Berlin:
https://www.berlin.de/senuvk/verkehr/politik/taxi/download/untersuchung_wirtschaftlichkeit_taxi_berlin.pdf, Hanover: https://www.hannover.de/content/download/576349/13284481/file/2015-08-
25+H_Taxi_Gutachten.pdf, personal knowledge
Deep Dive Big Market Deep Dive Small Market

12
Conclusion
anual
turnover/car
Income per car is vastly higher within the smaller markets, as much more inhabitants share a
vehicle each. Berlin is a very unique sample tough, as there is no regulation for the amount of allowed taxis and/or PHVs.
Phone
Bookings
Phone bookings still make the highest amount of requested trips, right behind people
hailing their taxi from the street in most markets.
Booking a taxi by an app is still not a thing in Germany. Even in Berlin more people just head to an
taxi rank as they would book through an app.
App
Bookings
Target
Groups
There is not a single sufficient solution for business trips in Germany. That is a billion
Euros market mostly left untouched.
Smaller markets have an enourmous potential that is still left untouched. Mostly
there is no or just very small competetion.

Agenda
The Ground Transportation market: The global market
and Germany
Who is accilium and what we have to offer

14
Munich
Berlin
accilium‘s Sites & Verticals
AUTOMOTIVE
PUBLIC
ENERGY
Vienna

15
What is missing?
0201
03
Go-2-Market Assessment
Although there are several unique approaches within the
German market, there is not yet a game changing future proof
model of urban transportation.
Bigger is better is the most common approach if you’re trying
to scale your business. But depending on your product and
your offered services that might not be true. We take care to
define the right start or deliver a shift of scenario.
Business Modeling
Relying solely on cheap workers in the gig economy and peer-
2-peer is not a scalable solution. Until future technology is
cheap enough to replace drivers there are to many years to
come by first.
Together we design the perfect Business model for your MVP
or your market ready product.
Customer Journey Design
The single biggest missing potential in future mobility is
missing out on top target groups. Only focusing on young,
urban audiences is not going to cut any balance positive.
We’ve hands on build-up various fleets throughout the D-A-C-
H market. We will guide you through every phase of this
exciting but nerve-wrecking experience.

16
Go-2-Market Assessment
In a nutshell
Key Success Factors
› Clearly defined scope
› Cross over industry perspective
› Outside the box thinking
› Go-2-market assessment is not
about predicting the future. It is
about exploring the future. If you are
aware of what might happen, you are
better able to prepare.
› The purpose of Go-2-market
assessment is to anticipate extreme
but conceivable futures and to craft
effective strategic responses to
these futures.
› Scenarios (extreme pictures),
meant to stretch mental models
› Create and test alternative
strategies and markets
Results & Deliverables
Business eco system
Domination mobility ecosystem
Exponential
Linear
Technologydevelopment
Vertical integration
Courious
world
Everything
changes
The good
old time
Cautious
world
Scetch the
business
model
Explore the
environment
Analyze
trends &
uncertainties
Build
scenarios
Assess
strategic
implications
Validate
strategic
choices
Define the scope1
3 76
8
4 52
How to prepare
for an uncertain
future market?
Start monitoring
Approach Scenario portfolio
Go-2-Market
Assessment

17
Business Modeling
In a nutshell
Key Success Factors
› Neutral and trusted facilitator (especially when more parties from different industries are involved)
› Willingness and opportunities to fail (fast)
› Ensure monitoring, reporting possibilities along the way, to make progress measureable
› The business model development
process starts with proper
preparation
› Understand your organizational
structures and correlating
incentivizing schemes
› Detailed business model (data based)
including a sufficient business
case, showing revenue stream
development and correlating
cost structure
Results & Deliverables
PHASE IIIPHASE I PHASE II
Introductionandexplanation.
Resultdiscussion–Individualizingworkshopformat.
› Optimize
Business processes, analytics
and decision making
› Customer
Everything in order to improve
the current or regain
ownership of the customer
interface
› Growth
More revenue streams
generated by new business
models (even outside a
companies core competency)
› Optimize
Action plan (short-, mid-
and long term)
› Customer
Engagement plan
including a
recommendation for
certain suppliers
› Growth
4 concrete Business
model ideas (documented
in BMC) and ready to be
evaluated
Debrief/ ResultsMaturity Evaluation Workshop
Maturity level
COLLECT CLEAN CONCLUDE
5 questions 5 questions 5 questions
Organization
Responsibilities? Competencies? Capabilities?
OptimizeCustomerGrowth
Collect new and sell
data
Current data
60% 20% 5%
Strategic
thrust
Legal issues
acc’s_RAY
B2B
vs.
B2C
Producer
Broker
Receiver
Prototype
Test your plan
systematically
Identify the
riskiest parts
Document
your Plan A
Business Model Development-Process = Lean Stack
Business Modelling

18
Customer Journey Design
In a nutshell
Key Success Factors
› Change perspective (Customer Centricity)
› Outside the box thinking
› Sufficient understanding of IT and business
› Customer Journey Design enables
you to pinpoint the gap between the
customer experience an internal
processes to design best in class
services
› Personas description consisting of
profile & value promise
› Relevance analysis of different
personas over time
› Customer Journey Map with
› all relevant channels and
› customer contact points
Results & Deliverables APPROACH
… Comprehensive research of the needs and expectations that the customer places on your product / service.
… Definition of personas (customer archetypes) based on your most important customer segments.
… Definition of concrete & relevant use cases for your company.
… Merge the personas with the use cases in the workshop format with interdisciplinary teams to ensure diversified input.
… Consolidation and visualization of the results.
Touchpoint
Touchpoint
Touchpoint
DoThink
OnlineOffline
Personas Customer Journey Channels
Touchpoint
Touchpoint
Touchpoint
Touchpoint
Feel Touchpoint
www
Education and awareness Research and decide Purchase Use and service Repurchase
Touchpoint
Touchpoint
Touchpoint
Customer Journey
Design

19
Managing Partner
accilium GmbH
alexander.hotowy@accilium.com
+43 699 119 33 7 39
www.linkedin.com/in/alexander-hotowy
ALEXANDER Hotowy
Senior Associate
accilium GmbH
tobias.luksch@accilium.com
+49 174 1960262
www.linkedin.com/in/tobias-luksch
TOBIAS Luksch
Kontakt