Jyrki Petsalo’s Post

MaaS Global, the company most associated with MaaS (and the MaaSiah complex that seemed to possess its proponents) has gone under. For me this underlines that: - the original concept of selling packages of mobility for set periods (public transport, hire cars, taxi access etc) is not a commercial proposition (the article quotes three examples of where something like the original concept is actually happening - and they are all public sector led) - it’s not clear whether there is sufficient demand for the original conception of MaaS - Mobility as a Service is a terrible name (whose only plus point in practice is that people have been able to keep redefining what they say it means in order to attract fresh rounds of venture capital) - we are at the end of peak hype around the ‘disruption / venture capital’ industry being the answer to all our transport problems https://lnkd.in/ePV8DvcY

#financialfridays #scooternomics😉 Is this the end? Will it work? How so? A bunch of scootersharing business folding more recently may definitely have investors, cities and regulators wonder (some may be concerned) if these services will deliver what they promised. And that remains one of the key words - what's business case? If it's about making multiples in profit, probably not. If it's about running a self-sustaining, profitable business, for sure. The former is far less likely (and proven time and again) as unlike the Uber-model, which we all compare VC-funded transportation startups to, shared mobility is an asset-based, operationally-focused, transportation service for cities. Not a state-of-the-art tech that runs on algorithms. It's different. "The failings of the shared micromobility industry also provide us with a lesson — that transportation is a hard industry to sustain with VC money." - TechCrunch And unlike carsharing, scootersharing business can't really rely on residual value of vehicles. That means, yes, more cities, means higher ridership, but all of it will remain operations-first which will scale up along with ridership volume. Cities have been impressive recently. Ridership proves that shared micromobility is quickly becoming a reliable option and one that helps reduce private vehicle dependency. Operators have their work cut out, regulators have theirs too (e.g. support long term stability, localize features, infrastructure support). There have been a few good roundups about the scooter sharing industry, this is a good one too. https://lnkd.in/gbfQZDWn What do you think is missing on this list? Do you think shared micromobility won't make it? #sharedmobility #scootersharing #micromobility #businessmodel #profitablegrowth #viability #vcfunding

This week's #StartupFeature is Otto, an AI-powered startup focused on business travel, has raised $6m in a seed funding round. They has recently secured a $6M seed round led by Madrona Ventures. Their AI travel assistant is a testament to how innovative tech can transform even the most traditional industries. This funding milestone underscores the growing demand for AI-driven solutions that make life simpler and more efficient. https://lnkd.in/dBrfEGu7 For fellow startup founders, Otto’s success highlights the importance of solving real-world problems with cutting-edge technology. Are you already on the path to implementing AI? #StartupOfTheMonth #Otto #StartUps

Reflecting on the journey of Mobility as a Service (MaaS), it's evident that the landscape is ripe for transformation. For years, I've been vocal (in closed circles) about the impending evolution required in the #MaaS ecosystem. Recent developments, including MaaS Global Ltd's bankruptcy, underscore this necessity. Despite this setback, MaaS Global's contributions cannot be understated; they pioneered sustainable mobility, reshaping our understanding and aspirations. My cofounder, Jef Heyse, has been a visionary in the mobility space for over 15 years, well before the term MaaS was even conceived. Our collective experience leads us to a critical realization: the future isn't in proliferating more MaaS platforms but in creating an #Open #Network for #Mobility. The challenge with the current MaaS model lies in its complexity—acquiring users and providers, managing multiple contracts and integrations, alongside hefty development and marketing costs, all while striving for profitability. The crux of these issues? A stark lack of #interoperability. Imagine a world where mobility is as seamless as sending an email, regardless of the service provider. You could be on Gmail, and I could be on Yahoo, and yet have meaningful interactions. Why? Because of the underlying open email network. Can this be done for mobility? This vision isn't far-fetched. The transition from closed, platform-centric models to open, network-centric platforms, akin to the email system's interoperability, is not just possible; it's essential. It's about enabling consumers to effortlessly plan, book, pay, and travel using any transport mode, anywhere, without being constrained by fragmented applications specific to each location. The necessity for an interoperable mobility protocol couldn't be more urgent. It's time to rethink how we approach mobility, transcending traditional boundaries and fostering a global, accessible, and unified system. Let's champion the development of an open mobility network, paving the way for a future where sustainable transportation is not just a vision, but a reality for all. Together, we can redefine the essence of mobility. An intercontinental open working group of experts, developers, innovators from #Europe, #India and #US has already been initiated and actively working to build open network for mobility with the sole purpose to fulfill the promise of interoperable mobility, globally. https://lnkd.in/eAnQgUzk Jef Heyse | Amit Pal | Saurabh Srivastava | sujith nair | Ravi Prakash | Sindhuja Sampath Kumar | Bharath Shankar Ganapathy | Herman Gyr, Ph.D. | Deborah Acosta | Wilfred Pinfold | Jacob G. | Venkata Subbarao Chunduru | Youri Doeleman | Ronald Jan Schuurs | Davy Louwers | Nitin G. | Arun Sadhashivan | Dmytro Skyba | Scott Shepard, AICP, LEED®AP | Rajarshi Rakesh S.

TravelTech Startup: Adventure or Quicksand? ✈️ After almost 8 months at the helm of Jhotika Inc., I want to unpack the exciting yet demanding world of travel tech. The Glimmering Oasis: Why TravelTech? The travel industry is a $10 trillion behemoth, projected to grow at a steady 5% annually. Here's what makes it so alluring: 1. Massive Market: There's immense potential for disruption and innovation. 2. Digitalization Gap: Many crucial travel processes remain frustratingly manual, ripe for automation. 3. Impactful Solutions: Helping people connect in real life? Incredibly rewarding! Beware the Quicksand: TravelTech's Challenges Don't be fooled by the sandy beaches! Travel tech has its hidden challenges: 1. High Barriers to Entry: Data, pricing, and access are tightly controlled by established players. 2. Entrenched Habits: Changing traveler behavior takes time and effort. 3. Idea Saturation: Many ideas revolve around itinerary planning and booking, requiring a standout solution. 3. Competition Galore: TravelTech is a hotbed of startups vying for attention. Navigating the Terrain: Finding Your TravelTech Treasure Despite the challenges, the travel industry is a treasure trove! Here at Jhotika, we have a vision for a future unlocked by tech (e.g., hyper-personalization), and we're building the path forward while addressing a set of current traveler pain points to build the bi-directional familiarity. Do you have any questions or insights on TravelTech? Share them in the comments below! #startup #traveltech #jhotika #travel

MaaS Global, the company that pioneered Mobility-as-a-Service with the app Whim has filed for bankruptcy. While it is sad to see this innovative company go, the need for MaaS is still great and Whim's experience may show us a way forward. Transportation is a difficult business to make money in. Margins are small, scaling is hard, each market is unique, and unpredictable factors like weather, labor relations, and fuel costs can throw a wrench in the best laid plans. This is why I believe the public sector must be a muscular partner in driving change. As best as I can tell, Whim's approach was to drive the adoption of MaaS through a private sector focused approach, looking at rider subscriptions and partnerships with service providers and other private sector partners. While there may be a time when the non-SOV marketplace is large enough to support this, we are not anywhere near there yet. All emerging marketplaces need to be highly subsidized, whether by investors or the public, to become established, and this is especially true in transportation, the epitome of public-private marketplaces. When thinking about MaaS, it's important to separate the customer from the users. People traveling around their community may get great value from the technology of MaaS to find the most convenient and least expensive options, but the Internet has conditioned them that access to information should be free (or appear to be free). They are not the customer (i.e. the person paying.) Governments, on the other hand, need the tools to accelerate adoption of public transit, shared mobility, and active transportation, and MaaS can be an effective tool to meet this objective. Government is the customer, and I think that's something MaaS Global wanted to avoid (for some good and some not so good reasons.) MaaS will continue to grow and innovate, but it will need all sectors at the table playing an active role. I thank the staff behind Whim for everything they have done to get us where we are today. Now it's time to continue to refine MaaS so it can live up to the potential we've give it. #MaaS #mobilityasaservice #innovation

Sad day for the #MaaS ecosystem... 😞 Congrats to the talented team at MaaS Global, they will forever remain the pioneers and have paved the way for many startups (including Lyko ). We'll all need to process this bad news together and learn the necessary lessons to initiate a rebound in MobiTech (MaaS and others). I have several questions: ❓ Is there still room for new B2C #mobility applications/brands? Haven't Uber, FREENOW, Grab, Flix, BlaBlaCar, Lime... already killed the game? Aren't they better positioned to propel MaaS into a new era? ❓Is it really the role of public actors to operate MaaS platforms? Or should they rather provide the technical and legal infrastructure that would simplify the deployment of MaaS in their territory by private players, while also maintaining their role as regulators? ❓Could the future of MaaS be MaaF (Mobility as a Feature)? Wouldn't it be a good idea to integrate a "mobility/MaaS" functionality (business with very low margins) into SuperApps that generate value through other services? For example, Revolut or Lydia? Of course, I'd love to hear your thoughts. For those who would like to discuss this in person, I'll be at Autonomy in Paris on 20 March.

We believe Europe has the potential to innovate. We CAN do this. Here is an example of a refurbished europduplex: https://lnkd.in/ex7sV8BV Here is an example of a high-speed sleeper train in CHINA; launched 2016! https://lnkd.in/eJRgQbD8 How about combine the two, and have trains between France & Spain? There's a unique opportunity at the end of this year - 2024, to try this out. Could it be a Renfe-SNCF collaboration? If the last one could be judged, I would say it didn't fully live up to expectations! With France bringing in a number of new high-speed trains from Alstom, perhaps there's an oppurtunity to refurbish SOME of the older euroduplexes into sleepers? Worth an experiment? Bold, innovative gambles, will be what converts people from air to train. We were having fun with our April fool. But who would like to explore it further? Here is LyMá: https://lnkd.in/gTWjgamh Perhaps there is a design student out there who would like to mock up what the interior would look like? LETS GO! LETS GET #ConnectingEurope :)

🚀 **Disruptive Innovation: Pioneering Change in Industries** 🌟 In today's fast-paced business landscape, disruptive innovation is reshaping industries and challenging the status quo. It's not just about incremental improvements; it's about revolutionizing the way things are done. 💼💡 Take, for example, the rise of ride-sharing platforms like Uber and Lyft. These companies didn't just enter the transportation industry; they transformed it entirely. By leveraging technology and offering a more convenient and cost-effective alternative to traditional taxis, they captured a significant market share and changed the way people commute in cities worldwide. 🚗💨 Similarly, Airbnb disrupted the hospitality industry by allowing individuals to rent out their homes to travelers. This innovative model provided travelers with unique and affordable accommodation options while enabling hosts to monetize their unused space. As a result, Airbnb quickly became a global leader in the travel industry, challenging traditional hotel chains. 🏡✈️ These examples demonstrate the power of disruptive innovation to create new markets, redefine customer expectations, and drive industry-wide change. For entrepreneurs, embracing disruptive innovation means thinking outside the box, challenging conventional wisdom, and daring to disrupt established industries. It's about seeing opportunities where others see obstacles and leveraging technology to create value in entirely new ways. 🌐💥 As we continue to witness the transformative impact of disruptive innovation, let's embrace change, seize opportunities, and pioneer the future of our industries. Together, we can drive innovation forward and shape a brighter tomorrow. 💪🌍 #DisruptiveInnovation #Entrepreneurship #Innovation #Technology #Future

Sad to see MaaS Global demise but not a surprise. Way back in 2003 in our EU funded FAMS project we developed and tested the Virtual Multi Modal Agency concept. Sites in Angus Scotland and Florence, Tuscany in Italy developed business models using ITS. The utopian idea of what is now called MaaS is really attractive. However, we quickly established that the reality of making it work is quite different. The MaaS provider has to cover its costs. To achieve this the supply chain has to pay a handling charge or the customer has to pay more. The fact is that operators don't want to lose revenues and customers don't want to pay more. Fact. The coordination of demand can provide efficiency savings in excess of 30%. However, those making these savings do not want to contribute longterm to the cost of the Agency. Fact. The other issues are dilution of income through multiple providers coming on stream.The more there are the less income to support the cost of each Agency. Legal Costs. A MaaS provider taking monies for bookings is responsible for sorting out the problem for the customer. I can just imagine the issues today with strikes becoming a daily occurrence. Any Agency would need an army of staff to cope. I created Multi Modal Transport Solutions Ltd back in 2003 thinking I was going to be the next big thing. Sadly reality quickly kicked in that this world is not one where common sense, sharing and working together to the greater good works. I predicted Uber would struggle to make a profit when it was launched and same goes for any MaaS provider. Sad. However, multi stakeholder business models do work when we all work together. ROI between 2 5 and 13 times have been achieved. The evolution of mobility is a huge learning curve. I am not giving up after 50 years in this game. Sampo I am sure will be the same. Together we can build a better world 🌎