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| A12371 | Pages: 240 | Jul 2021 | 95 Views | | |
| Author(s) : Omkar Bachal , Sonia Mutreja | Tables: 119 | Charts: 74 |
| |
Pandemic disrupted the entire world and affected many industries.
Get detailed COVID-19 impact analysis on the Car-as-a-service Market
Request Now !The global car-as-a-service market was valued at $122.22 billion in 2020, and is projected to reach $225.65 billion by 2030, registering a CAGR of 6.8%. Europe was the highest revenue contributor, accounting for $44.61 billion in 2020, and is estimated to reach $88.91 billion by 2030, with a CAGR of 7.6%.
The spread of the COVID-19 pandemic has negatively impacted the car as a service market, owing to travel & commute restrictions that have resulted in weak performance of the market players in 2020. Factors such as the decrease in the income of consumers, the concern of coronavirus transmission in public transport, and the high cost associated with car buying is expected to support the market to recover at a considerable rate in the near future.
Car-as-a-service refers to a new era of the automotive industry that has changed perspective toward car ownership sentiments. Car-as-a-service deals with end user-focused modes of transport mainly deal with car leasing, car rental, and car subscription services. Car-as-a-service is a fixed durational contract between service providers and vehicle end-users along with pre-defined benefits for the end-users. From the perspective of service providers, fleet management is a crucial factor to maintain attractive vehicle offerings for the end-user and gain a competitive advantage. The trend of changing passenger vehicles within 3 to 5 years is growing exponentially, due to changing consumer sentiments in which most end-users are millennial, high-end technology up-gradation, growing need for cost effective urban mobility solution.
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Factors, such as flexibility and convenience of car-as-a-service, car-as-a-service model is cost-efficient compared to buying the car ownership in shorter duration are expected to drive the growth of the car-as-a-service market. However, mileage restrictions of car-as-a-service drawback for the long term transportation need, and obsolescence of the aged fleet restrain the market growth. On the contrary, development of a strong digital platform to operate the services effectively, expansion of dealer network for better reach or effective provide services are projected to offer lucrative growth opportunities for the market players.
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The car-as-a-service market is segmented into propulsion type, end use, and vehicle type. By propulsion type, it is further divided into IC powered vehicle, and electric vehicle. By end use, the car-as-a-service market is segmented into private, and corporate. By vehicle type, the market is segmented into multi utility vehicle (MUV), sports utility vehicle (SUV), economical car, executive car, luxury car. Region-wise, the market is analyzed across North America, Europe, Asia-Pacific, and LAMEA.
Leading players and their key business strategies have been analyzed in the report to gain a competitive insight into the market. Key players covered in the car-as-a-service market report include BMW Group, Daimler AG, Facedrive Inc., Fair Financial Corp., Ford Motor Company, Lyft Inc, Primemover Mobility Technologies Pvt Ltd., The Hertz Corporation, Toyota Motor Corporation, and Volvo Car Corporation.
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Car as a service refers to the limited periodic contractual mode of car ownership along with several benefits for end consumers such as maintenance and insurance cost. Car-as-a-service is comprised of car rental, car leasing, and car subscription services which allows the limited period usage of the vehicle. As per the car-as-a-service business model, it provides flexibility to the end consumer for opting for the vehicles models as per the choice for the specified duration and stated kilometer as per the contract. Moreover, the car subscription business model enables the multiple switches of the car within the specified time duration. Therefore, the flexibility of car-as-a-service attracts the millennial generation that also provides cost-effective car as a service solution in the short run which is anticipated to bolster the demand for car-as-a-service in the upcoming years.
Car-as-a-services are equipped with several benefits over car purchase such as multiple car switches within a limited time frame and cost-effectiveness over short-term mobility requirements. Car-as-a-service provides car ownership for a limited timeframe along with operational cost-effectiveness as compared to buying the new car. Car-as-a-services eliminates the cost of maintenance and acquisition of the new vehicles including the down payment while purchasing, interest value on vehicle debt, periodic maintenance expenses, insurance cost among others. Moreover, market participants are focusing on this business model in recent years targeting working professionals, salaried individuals, small and medium enterprises, public and corporate sector consumers. The dominance of the millennial generation is high at these end consumer categories and they are more focused on changing the car every 3 to 5 years. Car as a service deals with monthly payment cycles is inexpensive than owning a vehicle for a duration lesser than 2 years. Changing mobility outlook and cost-effectiveness is expected to spur the demand for the car-as-a-service market over the forecast period.
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Car-as-a-service market participants are mainly dealing with the domestic market as it involves direct consumer dealing business, which needs to fulfill the convenient requirement for flexible operations.
Moreover, market participants need a dedicated workforce for a particular region to operate seamless business activities including the fleet management, while the dedicated workforce incurs high cost to the company. For effective business activities and cost-effective operations, market participants are developing the dealer network to fulfill the consumer requirement efficiently with effective cost management. For instance, market participants, such as Fair, Lexus Complete Lease, and Flexdrive, have well-established dealer network and are continuously involved in the development of dealer network. To acquire the wide spread of the business footprints, market participant need to focus on dealer network.
The spread of the COVID-19 pandemic has negatively impacted the car as a service market, owing to travel & commute restrictions that have resulted in week performance of the market players in 2020. The economic impact of the pandemic is visible with a high number of car booking cancellations by consumers in the market. For instance, according to auto rental news, increased border closures and cancellations also had a significant impact on the capitalization of the leading car as a service market participants such as Europcar, Hertz, and Avis by 63%, 83%, and 74% loss of share value respectively. In nine countries, it has been observed that more than 30% of car bookings were canceled. Market participants of car-as-a-service are following certain approaches to manage the operations by slashed budgets, extended equipment lifecycles, decreased staff sizes, and reduced salaries in the short term to overcome financial downturn.
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Key Benefits For Stakeholders
Key Market Segments
By Propulsion Type
By End Use
By Vehicle Type
By Region
Key Players
CHAPTER 1:INTRODUCTION
1.1.Report description
1.2.Key benefits for stakeholders
1.3.Key market segments
1.4.Research methodology
1.4.1.Primary research
1.4.2.Secondary research
1.4.3.Analyst tools and models
CHAPTER 2:EXECUTIVE SUMMARY
2.1.CXO perspective
CHAPTER 3:MARKET OVERVIEW
3.1.Market definition and scope
3.2.Key findings
3.2.1.Top impacting factors
3.2.2.Top investment pockets
3.2.3.Top winning strategies
3.3.Porter’s five forces analysis
3.4.Market share analysis, 2020
3.5.Market dynamics
3.5.1.Drivers
3.5.1.1.Flexibility and convenience of car-as-a-service
3.5.1.2.The car-as-a-service model is cost-efficient compared to buying the car ownership in shorter duration
3.5.2.Restraints
3.5.2.1.Mileage restrictions of car-as-a-service drawback for the long term transportation need
3.5.2.2.Obsolescence of the aged fleet
3.5.3.Opportunities
3.5.3.1.Development of a strong digital platform to operate the services effectively
3.5.3.2.Expansion of dealer network for better reach or effective provide services
3.6.COVID-19 impact analysis
CHAPTER 4:GLOBAL CAR-AS-A-SERVICE MARKET, BY PROPULSION TYPE
4.1.Overview
4.1.IC powered vehicle
4.1.1.Key market trends, growth factors, and opportunities
4.1.2.Market size and forecast, by region
4.1.3.Market analysis, by country
4.2.Electric vehicle
4.2.1.Key market trends, growth factors, and opportunities
4.2.2.Market size and forecast, by region
4.2.3.Market analysis, by country
CHAPTER 5:GLOBAL CAR-AS-A-SERVICE MARKET, BY END USE
5.1.Overview
5.2.Private
5.2.1.Key market trends, growth factors, and opportunities
5.2.2.Market size and forecast, by region
5.2.3.Market analysis, by country
5.1.Corporate
5.1.1.Key market trends, growth factors, and opportunities
5.1.2.Market size and forecast, by region
5.1.3.Market analysis, by country
CHAPTER 6:GLOBAL CAR-AS-A-SERVICE MARKET, BY VEHICLE TYPE
6.1.Overview
6.2.Luxury car
6.2.1.Key market trends, growth factors, and opportunities
6.2.2.Market size and forecast, by region
6.2.3.Market analysis, by country
6.3.Executive car
6.3.1.Key market trends, growth factors, and opportunities
6.3.2.Market size and forecast, by region
6.3.3.Market analysis, by country
6.4.Economical car
6.4.1.Key market trends, growth factors, and opportunities
6.4.2.Market size and forecast, by region
6.4.3.Market analysis, by country
6.5.Sports utility vehicle (SUV)
6.5.1.Key market trends, growth factors, and opportunities
6.5.2.Market size and forecast, by region
6.5.3.Market analysis, by country
6.1.Multi utility vehicle (MUV)
6.1.1.Key market trends, growth factors, and opportunities
6.1.2.Market size and forecast, by region
6.1.3.Market analysis, by country
CHAPTER 7:CAR-AS-A-SERVICE MARKET, BY REGION
7.1.Overview
7.2.North America
7.2.1.Key market trends, growth factors, and opportunities
7.2.2.Market size and forecast, by Propulsion Type
7.2.3.Market size and forecast, by end use
7.2.4.Market size and forecast, by vehicle type
7.2.5.Market size and forecast, by country
7.2.5.1.U.S.
7.2.5.1.1.Market size and forecast, by propulsion type
7.2.5.1.2.Market size and forecast, by end use
7.2.5.1.3.Market size and forecast, by Vehicle Type
7.2.5.2.Canada
7.2.5.2.1.Market size and forecast, by propulsion type
7.2.5.2.2.Market size and forecast, by end use
7.2.5.2.3.Market size and forecast, by Vehicle Type
7.2.5.3.Mexico
7.2.5.3.1.Market size and forecast, by propulsion type
7.2.5.3.2.Market size and forecast, by end use
7.2.5.3.3.Market size and forecast, by Vehicle Type
7.3.Europe
7.3.1.Key market trends, growth factors, and opportunities
7.3.2.Market size and forecast, by Propulsion Type
7.3.3.Market size and forecast, by end use
7.3.4.Market size and forecast, by vehicle type
7.3.5.Market size and forecast, by country
7.3.5.1.Germany
7.3.5.1.1.Market size and forecast, by propulsion type
7.3.5.1.2.Market size and forecast, by end use
7.3.5.1.3.Market size and forecast, by Vehicle Type
7.3.5.2.UK
7.3.5.2.1.Market size and forecast, by propulsion type
7.3.5.2.2.Market size and forecast, by end use
7.3.5.2.3.Market size and forecast, by Vehicle Type
7.3.5.3.France
7.3.5.3.1.Market size and forecast, by propulsion type
7.3.5.3.2.Market size and forecast, by end use
7.3.5.3.3.Market size and forecast, by Vehicle Type
7.3.5.4.Spain
7.3.5.4.1.Market size and forecast, by propulsion type
7.3.5.4.2.Market size and forecast, by end use
7.3.5.4.3.Market size and forecast, by Vehicle Type
7.3.5.5.Rest of Europe
7.3.5.5.1.Market size and forecast, by propulsion type
7.3.5.5.2.Market size and forecast, by end use
7.3.5.5.3.Market size and forecast, by Vehicle Type
7.4.Asia-Pacific
7.4.1.Key market trends, growth factors, and opportunities
7.4.2.Market size and forecast, by Propulsion Type
7.4.3.Market size and forecast, by end use
7.4.4.Market size and forecast, by vehicle type
7.4.5.Market size and forecast, by country
7.4.5.1.China
7.4.5.1.1.Market size and forecast, by propulsion type
7.4.5.1.2.Market size and forecast, by end use
7.4.5.1.3.Market size and forecast, by Vehicle Type
7.4.5.2.Japan
7.4.5.2.1.Market size and forecast, by propulsion type
7.4.5.2.2.Market size and forecast, by end use
7.4.5.2.3.Market size and forecast, by Vehicle Type
7.4.5.3.India
7.4.5.3.1.Market size and forecast, by propulsion type
7.4.5.3.2.Market size and forecast, by end use
7.4.5.3.3.Market size and forecast, by Vehicle Type
7.4.5.4.South Korea
7.4.5.4.1.Market size and forecast, by propulsion type
7.4.5.4.2.Market size and forecast, by end use
7.4.5.4.3.Market size and forecast, by Vehicle Type
7.4.5.5.Rest of Asia-Pacific
7.4.5.5.1.Market size and forecast, by propulsion type
7.4.5.5.2.Market size and forecast, by end use
7.4.5.5.3.Market size and forecast, by Vehicle Type
7.5.LAMEA
7.5.1.Key market trends, growth factors, and opportunities
7.5.2.Market size and forecast, by Propulsion Type
7.5.3.Market size and forecast, by end use
7.5.4.Market size and forecast, by vehicle type
7.5.5.Market size and forecast, by country
7.5.5.1.Latin America
7.5.5.1.1.Market size and forecast, by propulsion type
7.5.5.1.2.Market size and forecast, by end use
7.5.5.1.3.Market size and forecast, by Vehicle Type
7.5.5.2.Middle East
7.5.5.2.1.Market size and forecast, by propulsion type
7.5.5.2.2.Market size and forecast, by end use
7.5.5.2.3.Market size and forecast, by Vehicle Type
7.5.5.3.Africa
7.5.5.3.1.Market size and forecast, by propulsion type
7.5.5.3.2.Market size and forecast, by end use
7.5.5.3.3.Market size and forecast, by Vehicle Type
CHAPTER 8:COMPANY PROFILES
8.1.BMW GROUP
8.1.1.Company overview
8.1.2.Key executives
8.1.3.Company snapshot
8.1.4.Operating business segments
8.1.5.Product portfolio
8.1.6.R&D expenditure
8.1.7.Business performance
8.1.8.SWOT Analysis
8.1.8.1.STRENGTHS
8.1.8.2.WEAKNESSES
8.1.8.3.OPPORTUNITIES
8.1.8.4.THREATS
8.2.DAIMLER AG
8.2.1.Company overview
8.2.2.Key executives
8.2.3.Company snapshot
8.2.4.Operating business segments
8.2.5.Product portfolio
8.2.6.R&D expenditure
8.2.7.Business performance
8.2.8.SWOT Analysis
8.2.8.1.STRENGTHS
8.2.8.2.WEAKNESSES
8.2.8.3.OPPORTUNITIES
8.2.8.4.THREATS
8.2.9.Key strategic moves and developments
8.3.FACEDRIVE INC.
8.3.1.Company overview
8.3.2.Key executives
8.3.3.Company snapshot
8.3.4.Product portfolio
8.3.5.Key strategic moves and developments
8.4.FAIR FINANCIAL CORP.
8.4.1.Company overview
8.4.2.Key executives
8.4.3.Product portfolio
8.5.FORD MOTOR COMPANY
8.5.1.Company overview
8.5.2.Key executives
8.5.3.Company snapshot
8.5.4.Operating business segments
8.5.5.Product portfolio
8.5.6.R&D expenditure
8.5.7.Business performance
8.5.8.SWOT Analysis
8.5.8.1.STRENGTHS
8.5.8.2.WEAKNESSES
8.5.8.3.OPPORTUNITIES
8.5.8.4.THREATS
8.6.LYFT, INC.
8.6.1.Company overview
8.6.2.Key executives
8.6.3.Company snapshot
8.6.4.Product portfolio
8.7.PRIMEMOVER MOBILITY TECHNOLOGIES PVT LTD.
8.7.1.Company overview
8.7.2.Key executives
8.7.3.Company snapshot
8.7.4.Product portfolio
8.8.THE HERTZ CORPORATION
8.8.1.Company overview
8.8.2.Key executives
8.8.3.Company snapshot
8.8.4.Operating business segments
8.8.5.Product portfolio
8.8.6.Business performance
8.8.7.Key strategic moves and developments
8.9.Toyota Motor Corporation
8.9.1.Company overview
8.9.2.Key executives
8.9.3.Company snapshot
8.9.4.Operating business segments
8.9.5.Product portfolio
8.9.6.R&D expenditure
8.9.7.Business performance
8.9.8.SWOT Analysis
8.9.8.1.STRENGTHS
8.9.8.2.WEAKNESSES
8.9.8.3.OPPORTUNITIES
8.9.8.4.THREATS
8.9.9.Key strategic moves and developments
8.10.VOLVO CAR CORPORATION
8.10.1.Company overview
8.10.2.Key executives
8.10.3.Company snapshot
8.10.4.Product portfolio
8.10.5.R&D expenditure
8.10.6.Business performance
8.10.7.SWOT Analysis
8.10.7.1.STRENGTHS
8.10.7.2.WEAKNESSES
8.10.7.3.OPPORTUNITIES
8.10.7.4.THREATS
LIST OF TABLES
TABLE 01.CAR-AS-A-SERVICE MARKET, BY PROPULSION TYPE, 2020–2030 ($BILLION)
TABLE 02.CAR-AS-A-SERVICE MARKET FOR IC POWERED VEHICLE, BY REGION 2020–2030 ($BILLION)
TABLE 03.CAR-AS-A-SERVICE MARKET FOR ELECTRIC VEHICLE, BY REGION 2020–2030 ($BILLION)
TABLE 04.CAR-AS-A-SERVICE MARKET, BY END USE, 2020–2030 ($BILLION)
TABLE 05.CAR-AS-A-SERVICE MARKET FOR PRIVATE, BY REGION 2020–2030 ($BILLION)
TABLE 06.CAR-AS-A-SERVICE MARKET FOR CORPORATE, BY REGION 2020–2030 ($BILLION)
TABLE 07.CAR-AS-A-SERVICE MARKET, BY VEHICLE TYPE, 2020–2030 ($BILLION)
TABLE 08.CAR-AS-A-SERVICE MARKET FOR LUXURY CAR, BY REGION 2020–2030 ($BILLION)
TABLE 09.CAR-AS-A-SERVICE MARKET FOR EXECUTIVE CAR, BY REGION 2020–2030 ($BILLION)
TABLE 10.CAR-AS-A-SERVICE MARKET FOR ECONOMICAL CAR, BY REGION 2020–2030 ($BILLION)
TABLE 11.CAR-AS-A-SERVICE MARKET FOR SPORT UTILITY VEHICLE (SUV), BY REGION 2020–2030 ($BILLION)
TABLE 12.CAR-AS-A-SERVICE MARKET FOR MULTI UTILITY VEHICLE (MUV), BY REGION 2020–2030 ($BILLION)
TABLE 13.CAR-AS-A-SERVICE MARKET, BY REGION 2020–2030 ($BILLION)
TABLE 14.NORTH AMERICA CAR-AS-A-SERVICE MARKET, BY PROPULSION TYPE, 2020–2030 ($BILLION)
TABLE 15.NORTH AMERICA CAR-AS-A-SERVICE MARKET, BY END USE, 2020–2030 ($BILLION)
TABLE 16.NORTH AMERICA CAR-AS-A-SERVICE MARKET, BY VEHICLE TYPE, 2020–2030 ($BILLION)
TABLE 17.U.S. CAR-AS-A-SERVICE MARKET, BY PROPULSION TYPE, 2020–2030 ($BILLION)
TABLE 18.U.S. CAR-AS-A-SERVICE MARKET, BY END USE, 2020–2030 ($BILLION)
TABLE 19.U.S. CAR-AS-A-SERVICE MARKET, BY VEHICLE TYPE, 2020–2030 ($BILLION)
TABLE 20.CANADA CAR-AS-A-SERVICE MARKET, BY PROPULSION TYPE, 2020–2030 ($BILLION)
TABLE 21.CANADA CAR-AS-A-SERVICE MARKET, BY END USE, 2020–2030 ($BILLION)
TABLE 22.CANADA CAR-AS-A-SERVICE MARKET, BY VEHICLE TYPE, 2020–2030 ($BILLION)
TABLE 23.MEXICO CAR-AS-A-SERVICE MARKET, BY PROPULSION TYPE, 2020–2030 ($BILLION)
TABLE 24.MEXICO CAR-AS-A-SERVICE MARKET, BY END USE, 2020–2030 ($BILLION)
TABLE 25.MEXICO CAR-AS-A-SERVICE MARKET, BY VEHICLE TYPE, 2020–2030 ($BILLION)
TABLE 26.EUROPE CAR-AS-A-SERVICE MARKET, BY PROPULSION TYPE, 2020–2030 ($BILLION)
TABLE 27.EUROPE CAR-AS-A-SERVICE MARKET, BY END USE, 2020–2030 ($BILLION)
TABLE 28.EUROPE CAR-AS-A-SERVICE MARKET, BY VEHICLE TYPE, 2020–2030 ($BILLION)
TABLE 29.GERMANY CAR-AS-A-SERVICE MARKET, BY PROPULSION TYPE, 2020–2030 ($BILLION)
TABLE 30.GERMANY CAR-AS-A-SERVICE MARKET, BY END USE, 2020–2030 ($BILLION)
TABLE 31.GERMANY CAR-AS-A-SERVICE MARKET, BY VEHICLE TYPE, 2020–2030 ($BILLION)
TABLE 32.UK CAR-AS-A-SERVICE MARKET, BY PROPULSION TYPE, 2020–2030 ($BILLION)
TABLE 33.UK CAR-AS-A-SERVICE MARKET, BY END USE, 2020–2030 ($BILLION)
TABLE 34.UK CAR-AS-A-SERVICE MARKET, BY VEHICLE TYPE, 2020–2030 ($BILLION)
TABLE 35.FRANCE CAR-AS-A-SERVICE MARKET, BY PROPULSION TYPE, 2020–2030 ($BILLION)
TABLE 36.FRANCE CAR-AS-A-SERVICE MARKET, BY END USE, 2020–2030 ($BILLION)
TABLE 37.FRANCE CAR-AS-A-SERVICE MARKET, BY VEHICLE TYPE, 2020–2030 ($BILLION)
TABLE 38.SPAIN CAR-AS-A-SERVICE MARKET, BY PROPULSION TYPE, 2020–2030 ($BILLION)
TABLE 39.SPAIN CAR-AS-A-SERVICE MARKET, BY END USE, 2020–2030 ($BILLION)
TABLE 40.SPAIN CAR-AS-A-SERVICE MARKET, BY VEHICLE TYPE, 2020–2030 ($BILLION)
TABLE 41.REST OF EUROPE CAR-AS-A-SERVICE MARKET, BY PROPULSION TYPE, 2020–2030 ($BILLION)
TABLE 42.REST OF EUROPE CAR-AS-A-SERVICE MARKET, BY END USE, 2020–2030 ($BILLION)
TABLE 43.REST OF EUROPE CAR-AS-A-SERVICE MARKET, BY VEHICLE TYPE, 2020–2030 ($BILLION)
TABLE 44.ASIA-PACIFIC CAR-AS-A-SERVICE MARKET, BY PROPULSION TYPE, 2020–2030 ($BILLION)
TABLE 45.ASIA-PACIFIC CAR-AS-A-SERVICE MARKET, BY END USE, 2020–2030 ($BILLION)
TABLE 46.ASIA-PACIFIC CAR-AS-A-SERVICE MARKET, BY VEHICLE TYPE, 2020–2030 ($BILLION)
TABLE 47.CHINA CAR-AS-A-SERVICE MARKET, BY PROPULSION TYPE, 2020–2030 ($BILLION)
TABLE 48.CHINA CAR-AS-A-SERVICE MARKET, BY END USE, 2020–2030 ($BILLION)
TABLE 49.CHINA CAR-AS-A-SERVICE MARKET, BY VEHICLE TYPE, 2020–2030 ($BILLION)
TABLE 50.JAPAN CAR-AS-A-SERVICE MARKET, BY PROPULSION TYPE, 2020–2030 ($BILLION)
TABLE 51.JAPAN CAR-AS-A-SERVICE MARKET, BY END USE, 2020–2030 ($BILLION)
TABLE 52.JAPAN CAR-AS-A-SERVICE MARKET, BY VEHICLE TYPE, 2020–2030 ($BILLION)
TABLE 53.INDIA CAR-AS-A-SERVICE MARKET, BY PROPULSION TYPE, 2020–2030 ($BILLION)
TABLE 54.INDIA CAR-AS-A-SERVICE MARKET, BY END USE, 2020–2030 ($BILLION)
TABLE 55.INDIA CAR-AS-A-SERVICE MARKET, BY VEHICLE TYPE, 2020–2030 ($BILLION)
TABLE 56.SOUTH KOREA CAR-AS-A-SERVICE MARKET, BY PROPULSION TYPE, 2020–2030 ($BILLION)
TABLE 57.SOUTH KOREA CAR-AS-A-SERVICE MARKET, BY END USE, 2020–2030 ($BILLION)
TABLE 58.SOUTH KOREA CAR-AS-A-SERVICE MARKET, BY VEHICLE TYPE, 2020–2030 ($BILLION)
TABLE 59.REST OF ASIA-PACIFIC CAR-AS-A-SERVICE MARKET, BY PROPULSION TYPE, 2020–2030 ($BILLION)
TABLE 60.REST OF ASIA-PACIFIC CAR-AS-A-SERVICE MARKET, BY END USE, 2020–2030 ($BILLION)
TABLE 61.REST OF ASIA-PACIFIC CAR-AS-A-SERVICE MARKET, BY VEHICLE TYPE, 2020–2030 ($BILLION)
TABLE 62.LAMEA CAR-AS-A-SERVICE MARKET, BY PROPULSION TYPE, 2020–2030 ($BILLION)
TABLE 63.LAMEA CAR-AS-A-SERVICE MARKET, BY END USE, 2020–2030 ($BILLION)
TABLE 64.LAMEA CAR-AS-A-SERVICE MARKET, BY VEHICLE TYPE, 2020–2030 ($BILLION)
TABLE 65.LATIN AMERICA CAR-AS-A-SERVICE MARKET, BY PROPULSION TYPE, 2020–2030 ($BILLION)
TABLE 66.LATIN AMERICA CAR-AS-A-SERVICE MARKET, BY END USE, 2020–2030 ($BILLION)
TABLE 67.LATIN AMERICA CAR-AS-A-SERVICE MARKET, BY VEHICLE TYPE, 2020–2030 ($BILLION)
TABLE 68.MIDDLE EAST CAR-AS-A-SERVICE MARKET, BY PROPULSION TYPE, 2020–2030 ($BILLION)
TABLE 69.MIDDLE EAST CAR-AS-A-SERVICE MARKET, BY END USE, 2020–2030 ($BILLION)
TABLE 70.MIDDLE EAST CAR-AS-A-SERVICE MARKET, BY VEHICLE TYPE, 2020–2030 ($BILLION)
TABLE 71.AFRICA CAR-AS-A-SERVICE MARKET, BY PROPULSION TYPE, 2020–2030 ($BILLION)
TABLE 72.AFRICA CAR-AS-A-SERVICE MARKET, BY END USE, 2020–2030 ($BILLION)
TABLE 73.AFRICA CAR-AS-A-SERVICE MARKET, BY VEHICLE TYPE, 2020–2030 ($BILLION)
TABLE 74.BMW GROUP: KEY EXECUTIVES
TABLE 75.BMW GROUP: COMPANY SNAPSHOT
TABLE 76.BMW GROUP: OPERATING SEGMENTS
TABLE 77.BMW GROUP: PRODUCT PORTFOLIO
TABLE 78.BMW GROUP: R&D EXPENDITURE, 2018–2020 ($MILLION)
TABLE 79.BMW GROUP: NET SALES, 2018–2020 ($MILLION)
TABLE 80.DAIMLER AG : KEY EXECUTIVES
TABLE 81.DAIMLER AG: COMPANY SNAPSHOT
TABLE 82.DAIMLER AG: OPERATING SEGMENTS
TABLE 83.DAIMLER AG: PRODUCT PORTFOLIO
TABLE 84.DAIMLER AG: R&D EXPENDITURE, 2018–2020 ($MILLION)
TABLE 85.DAIMLER AG: NET SALES, 2018–2020 ($MILLION)
TABLE 86.FACEDRIVE INC.: KEY EXECUTIVES
TABLE 87.FACEDRIVE INC.: COMPANY SNAPSHOT
TABLE 88.FACEDRIVE INC.: PRODUCT PORTFOLIO
TABLE 89.FAIR FINANCIAL CORP: KEY EXECUTIVES
TABLE 90.FAIR FINANCIAL CORP.: COMPANY SNAPSHOT
TABLE 91.FAIR FINANCIAL CORP.: PRODUCT PORTFOLIO
TABLE 92.FORD MOTOR COMPANY : KEY EXECUTIVES
TABLE 93.FORD MOTOR COMPANY: COMPANY SNAPSHOT
TABLE 94.FORD MOTOR COMPANY: OPERATING SEGMENTS
TABLE 95.FORD MOTOR COMPANY: PRODUCT PORTFOLIO
TABLE 96.FORD MOTOR COMPANY: R&D EXPENDITURE, 2018–2020 ($MILLION)
TABLE 97.FORD MOTOR COMPANY: NET SALES, 2018–2020 ($MILLION)
TABLE 98.LYFT, INC.: KEY EXECUTIVES
TABLE 99.LYFT, INC.: COMPANY SNAPSHOT
TABLE 100.LYFT, INC.: PRODUCT PORTFOLIO
TABLE 101.PRIMEMOVER MOBILITY TECHNOLOGIES PVT LTD.: KEY EXECUTIVES
TABLE 102.PRIMEMOVER MOBILITY TECHNOLOGIES PVT LTD.: COMPANY SNAPSHOT
TABLE 103.PRIMEMOVER MOBILITY TECHNOLOGIES PVT LTD.: PRODUCT PORTFOLIO
TABLE 104.THE HERTZ CORPORATION: KEY EXECUTIVES
TABLE 105.THE HERTZ CORPORATION.: COMPANY SNAPSHOT
TABLE 106.THE HERTZ CORPORATION.: OPERATING SEGMENTS
TABLE 107.THE HERTZ CORPORATION: PRODUCT PORTFOLIO
TABLE 108.THE HERTZ CORPORATION: NET SALES, 2018–2020 ($MILLION)
TABLE 109.TOYOTA MOTOR CORPORATION: KEY EXECUTIVES
TABLE 110.TOYOTA MOTOR CORPORATION: COMPANY SNAPSHOT
TABLE 111.TOYOTA MOTOR CORPORATION: OPERATING SEGMENTS
TABLE 112.TOYOTA MOTOR CORPORATION: PRODUCT PORTFOLIO
TABLE 113.TOYOTA MOTOR CORPORATION: R&D EXPENDITURE, 2019–2021 ($MILLION)
TABLE 114.TOYOTA MOTOR CORPORATION: NET SALES, 2019–2021 ($MILLION)
TABLE 115.VOLVO CAR CORPORATION: KEY EXECUTIVES
TABLE 116.VOLVO CAR CORPORATION: COMPANY SNAPSHOT
TABLE 117.VOLVO CAR CORPORATION: PRODUCT PORTFOLIO
TABLE 118.VOLVO CAR CORPORATION: R&D EXPENDITURE, 2018–2020 ($MILLION)
TABLE 119.VOLVO CAR CORPORATION: NET SALES, 2018–2020 ($MILLION)
LIST OF FIGURES
FIGURE 01.KEY MARKET SEGMENTS
FIGURE 02.EXECUTIVE SUMMARY
FIGURE 03.EXECUTIVE SUMMARY
FIGURE 04.TOP IMPACTING FACTORS
FIGURE 05.TOP INVESTMENT POCKETS
FIGURE 06.TOP WINNING STRATEGIES, BY YEAR, 2019-2021*
FIGURE 07.TOP WINNING STRATEGIES, BY DEVELOPMENT, 2019-2021*
FIGURE 08.TOP WINNING STRATEGIES, BY COMPANY, 2019-2021*
FIGURE 09.MODERATE-TO-HIGH BARGAINING POWER OF SUPPLIERS
FIGURE 10.MODERATE-TO-HIGH THREAT OF NEW ENTRANTS
FIGURE 11.MODERATE-TO-HIGH THREAT OF SUBSTITUTES
FIGURE 12.MODERATE-TO-HIGH INTENSITY OF RIVALRY
FIGURE 13.MODERATE BARGAINING POWER OF BUYERS
FIGURE 14.MARKET SHARE ANALYSIS, 2020
FIGURE 15.CAR-AS-A-SERVICE MARKET SHARE, BY PROPULSION TYPE, 2020–2030 (%)
FIGURE 16.COMPARATIVE SHARE ANALYSIS OF CAR-AS-A-SERVICE MARKET FOR IC POWERED VEHICLE, BY COUNTRY, 2020 & 2030 (%)
FIGURE 17.COMPARATIVE SHARE ANALYSIS OF CAR-AS-A-SERVICE MARKET FOR ELECTRIC VEHICLE, BY COUNTRY, 2020 & 2030 (%)
FIGURE 18.CAR-AS-A-SERVICE MARKET SHARE, BY END USE, 2020–2030 (%)
FIGURE 19.COMPARATIVE SHARE ANALYSIS OF CAR-AS-A-SERVICE MARKET FOR PRIVATE, BY COUNTRY, 2020 & 2030 (%)
FIGURE 20.COMPARATIVE SHARE ANALYSIS OF CAR-AS-A-SERVICE MARKET FOR CORPORATE, BY COUNTRY, 2020 & 2030 (%)
FIGURE 21.CAR-AS-A-SERVICE MARKET SHARE, BY VEHICLE TYPE, 2020–2030 (%)
FIGURE 22.COMPARATIVE SHARE ANALYSIS OF CAR-AS-A-SERVICE MARKET FOR LUXURY CAR, BY COUNTRY, 2020 & 2030 (%)
FIGURE 23.COMPARATIVE SHARE ANALYSIS OF CAR-AS-A-SERVICE MARKET FOR EXECUTIVE CAR, BY COUNTRY, 2020 & 2030 (%)
FIGURE 24.COMPARATIVE SHARE ANALYSIS OF CAR-AS-A-SERVICE MARKET ECONOMICAL CAR, BY COUNTRY, 2020 & 2030 (%)
FIGURE 25.COMPARATIVE SHARE ANALYSIS OF CAR-AS-A-SERVICE MARKET FOR SPORT UTILITY VEHICLE (SUV), BY COUNTRY, 2020 & 2030 (%)
FIGURE 26.COMPARATIVE SHARE ANALYSIS OF CAR-AS-A-SERVICE MARKET FOR MULTI UTILITY VEHICLE (MUV), BY COUNTRY, 2020 & 2030 (%)
FIGURE 27.CAR-AS-A-SERVICE MARKET, BY REGION, 2020–2030 (%)
FIGURE 28.COMPARATIVE SHARE ANALYSIS OF CAR-AS-A-SERVICE MARKET, BY COUNTRY, 2020–2030 (%)
FIGURE 29.U.S. CAR-AS-A-SERVICE MARKET, 2020–2030 ($BILLION)
FIGURE 30.CANADA CAR-AS-A-SERVICE MARKET, 2020–2030 ($BILLION)
FIGURE 31.MEXICO CAR-AS-A-SERVICE MARKET, 2020–2030 ($BILLION)
FIGURE 32.COMPARATIVE SHARE ANALYSIS OF CAR-AS-A-SERVICE MARKET, BY COUNTRY, 2020–2030 (%)
FIGURE 33.GERMANY CAR-AS-A-SERVICE MARKET, 2020–2030 ($BILLION)
FIGURE 34.UK CAR-AS-A-SERVICE MARKET, 2020–2030 ($BILLION)
FIGURE 35.FRANCE CAR-AS-A-SERVICE MARKET, 2020–2030 ($BILLION)
FIGURE 36.SPAIN CAR-AS-A-SERVICE MARKET, 2020–2030 ($BILLION)
FIGURE 37.REST OF EUROPE CAR-AS-A-SERVICE MARKET, 2020–2030 ($BILLION)
FIGURE 38.COMPARATIVE SHARE ANALYSIS OF CAR-AS-A-SERVICE MARKET, BY COUNTRY, 2020–2030 (%)
FIGURE 39.CHINA CAR-AS-A-SERVICE MARKET, 2020–2030 ($BILLION)
FIGURE 40.JAPAN CAR-AS-A-SERVICE MARKET, 2020–2030 ($BILLION)
FIGURE 41.INDIA CAR-AS-A-SERVICE MARKET, 2020–2030 ($BILLION)
FIGURE 42.SOUTH KOREA CAR-AS-A-SERVICE MARKET, 2020–2030 ($BILLION)
FIGURE 43.REST OF ASIA PACIFIC CAR-AS-A-SERVICE MARKET, 2020–2030 ($BILLION)
FIGURE 44.COMPARATIVE SHARE ANALYSIS OF CAR-AS-A-SERVICE MARKET, BY COUNTRY, 2020–2030 (%)
FIGURE 45.LATIN AMERICA CAR-AS-A-SERVICE MARKET, 2020–2030 ($BILLION)
FIGURE 46.MIDDLE EAST CAR-AS-A-SERVICE MARKET, 2020–2030 ($BILLION)
FIGURE 47.AFRICA CAR-AS-A-SERVICE MARKET, 2020–2030 ($BILLION)
FIGURE 48.BMW GROUP: R&D EXPENDITURE, 2018–2020 ($MILLION)
FIGURE 49.BMW GROUP: NET SALES, 2018–2020 ($MILLION)
FIGURE 50.BMW GROUP: KEY RATIOS, 2018–2020 (%)
FIGURE 51.BMW GROUP: REVENUE SHARE BY SEGMENT, 2020 (%)
FIGURE 52.BMW GROUP: REVENUE SHARE BY REGION, 2020 (%)
FIGURE 53.DAIMLER AG: R&D EXPENDITURE, 2018–2020 ($MILLION)
FIGURE 54.DAIMLER AG.: NET SALES, 2018–2020 ($MILLION)
FIGURE 55.DAIMLER AG: KEY RATIO, 2018-2020 (%)
FIGURE 56.DAIMLER AG: REVENUE SHARE BY SEGMENT, 2020 (%)
FIGURE 57.DAIMLER AG: REVENUE SHARE BY REGION, 2020 (%)
FIGURE 58.FORD MOTOR COMPANY: R&D EXPENDITURE, 2018–2020 ($MILLION)
FIGURE 59.FORD MOTOR COMPANY: NET SALES, 2018–2020 ($MILLION)
FIGURE 60.FORD MOTOR COMPANY: KEY RATIOS, 2018-2020 (%)
FIGURE 61.FORD MOTOR COMPANY: REVENUE SHARE BY SEGMENT, 2020 (%)
FIGURE 62.FORD MOTOR COMPANY: REVENUE SHARE BY REGION, 2020 (%)
FIGURE 63.THE HERTZ CORPORATION: NET SALES, 2018–2020 ($MILLION)
FIGURE 64.THE HERTZ CORPORATION: REVENUE SHARE BY SEGMENT, 2020 (%)
FIGURE 65.THE HERTZ CORPORATION: REVENUE SHARE BY REGION, 2020 (%)
FIGURE 66.TOYOTA MOTOR CORPORATION: R&D EXPENDITURE, 2019–2021 ($MILLION)
FIGURE 67.TOYOTA MOTOR CORPORATION: NET SALES, 2019–2021 ($MILLION)
FIGURE 68.TOYOTA MOTOR CORPORATION: KEY RATIOS, 2021 (%)
FIGURE 69.TOYOTA MOTOR CORPORATION: REVENUE SHARE BY SEGMENT, 2021 (%)
FIGURE 70.TOYOTA MOTOR CORPORATION: REVENUE SHARE BY REGION, 2021 (%)
FIGURE 71.VOLVO CAR CORPORATION: R&D EXPENDITURE, 2018–2020 ($MILLION)
FIGURE 72.VOLVO CAR CORPORATION: NET SALES, 2018–2020 ($MILLION)
FIGURE 73.VOLVO CAR CORPORATION: KEY RATIOS, 2018–2020 (%)
FIGURE 74.VOLVO CAR CORPORATION: REVENUE SHARE BY REGION, 2020 (%)
The global car-as-a-service market is expected to witness significant growth, owing to rise in demand for cost-effective and flexible mobility solution. Car-as-a-service is being popular amongst the millennial population as this model provides the choice of switch the vehicle within a short duration along with the several add on benefits. Europe is a leader in the global car-as-a-service market, owing to the changing automotive industry outlook in the region and consumer confidence toward new generation mobility solutions. The global car-as-a-service market is a fairly fragmented market in which several market participants are operating in the global market.
Market participants are focused on expanding their sales footprints in the domestic market through dealer networks, enter into contracts with end users, and introduce new product offerings of car-as-a-service solutions to cope up with changing requirement of the end users. Numerous developments have been carried out by top companies, such as Toyota Motor Corporation, The Hertz Corporation, Facedrive Inc. and others, which have supplemented the growth of the global car-as-a-service market. COVID-19 significantly affected the global car-as-a-service market in 2020. Furthermore, the market witnessed negative growth or significant downfall in 2020 and it is expected to witness recovery in the first half of 2021.
A. Car-as-a-service is a fixed durational contract between service providers and vehicle end-users along with pre-defined benefits for the end-users.
A. The global car-as-a-service market was valued at $122.22 billion in 2020, and is projected to reach $225.65 billion by 2030, registering a CAGR of 6.8%.
A. The report sample for global car-as-a-service market report can be obtained on demand from the website.
A. The increased demand for electric driven car-as-a-service solution to support the low carbon footprint initiatives by the policymakers
A. chnaging consumer sentiments towards car ownership and low consumer confidence due to COVID-19 helath crisis is expected to impact the market growth amid the lifting lockdown measures
A. The company profiles of the top players of the market can be obtained from the company profile section mentioned in the report. This section includes analysis of top ten player’s operating in the industry along with their last three-year revenue, segmental revenue, product offerings, key strategies adopted, and geographical revenue generated
A. The U.S. and Germany are key matured markets growing in the global car-as-a-service market
A. By Propulsion type, the Electric Vehicle segment is expected to gain traction over the forecast period
A. Based on the car-as-a-service market analysis,Europe region accounted for the highest revenue contribution in 2020 and is expected to see lucrative business opportunities during the forecast period
A. Expansion, product development, and acquistion are the top most competitive developments which are adopted by the leading market players in the global car-as-a-service market
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