The congressional and European Parliament testimonies of Facebook’s CEO focused attention on Internet and ecommerce corporations and startups whose business models rely on the collection and exploitation of big data, with personal data being a major component. Legislators and the public at large came to realize a) the leverage such companies now possess through the dominant positions of the free and frequently personalized services they offer in exchange for the data they collect, b) the risks associated with not properly safeguarding this data, c) the legislators lack of detailed understanding about how the data is collected and used by these companies and their partners, and d) how difficult it will be to regulate the collection, processing, AI-based exploitation, and use of this data in a way that is agreeable to both consumers and businesses. These issues are re-emerging as more connected vehicles are shipped and will become more critical as companies using autonomous vehicles in a variety of services start to employ big data in insights-enabled business models. As we consider the monetization of transportation-related data it is necessary to understand who the main generators and users of this data are, who owns each type of generated data, the risks that may arise from mishandling the collected data, and whether existing and proposed regulations relating to autonomous vehicles and more broadly next-generation mobility suffice or need to be augmented.
On-Demand Mobility Services, and particularly ride-hailing, have emerged as a strong option for consumer urban transportation. In the process, ride-hailing has disrupted the taxi and limo industries and could next disrupt public transportation and last-mile package delivery. Nowhere is this more evident than in cities such as New York and San Francisco. Other mobility services such as shared ride-hailing, and microtransit, as well as various forms of car sharing are also showing robust growth. In a previous post I organized automotive OEMs into five categories. I’ve tried to create a similar structure with a small set of categories for the companies offering on-demand mobility services. It proved to be a harder task because of the complex interactions among the dimensions I used. In this post I present my first attempt to organize these companies into five categories based on how they approach next-generation mobility and the value they offer to their customers.