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Joiningtherace

Automotive’sdrivetocatchupwithcustomerexperience

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Joiningtherace:Automotive’sdrivetocatchupwithcustomerexperience

Tableof

contents

04

Executivesummary

08

Whoshouldreadthisreportandwhy?

9

Whatisautomotivecustomerexperience?

10

Comparedwithother

industries,automotiveoffersasubstandardCX

24

Thehassle-free

experiencethatconsumersseekisstilloutofreach

34

Organizationsface

significantchallengesin

bridgingthegapbetweenCXexpectationsandreality

CapgeminiResearchInstitute2024

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Joiningtherace:Automotive’sdrivetocatchupwithcustomerexperience

50

AutomotivebrandsstandtolosecustomersiftheyfailtoelevateCX

56

Recommendations:HowindustryleaderscanelevateautomotiveCX

70

Conclusion

73

Researchmethodology

CapgeminiResearchInstitute2024

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Joiningtherace:Automotive’sdrivetocatchupwithcustomerexperience

Comparedwithotherindustries,automotiveoffersasubstandardcustomerexperience(CX):

Executive

summary

?Automanufacturersareranked9thanddealers11thforCXamong13majorconsumerindustries.

?Mobility-as-a-service(MaaS)isranked4th,indicating

greatersatisfactionwiththeoverallexperienceofusingvehiclescomparedtoowningthem.

?Highstandardssetbyotherindustriesareraising

consumerexpectations.Consumersaremostsatisfiedwiththeexperiencesprovidedbyonline(52%)and

physical(58%)retailers.

?CustomersgiveautomotivebrandsanaverageNet

PromoterScore?(NPS?)1of2,whileexecutivesestimatethisat14.

?Thisissignificantlylowerthanotherconsumer-

facingindustries,suchasretail(61)ande-commerce

(62),highlightingongoingchallengesindeliveringtop-tierCX.

?Vehicle/mobilityservicesusers(whodon’towntheirvehicles)aregenerallymoresatisfiedwiththeoverallexperiencethanarevehicleowners.

Ranked

9th

Automanufacturersareranked9thforCXamong

13majorconsumerindustries

Note:NetPromoter?,NPS?,NPSPrism?,NetPromoterSystem?,andtheNPS-relatedemoticonsareregisteredtrademarksofBain&

Company,Inc.,NICESystems,Inc.,andFredReichheld.NetPromoterScore?isaservicemarkofBain&Company,Inc.,NICESystems,Inc.,andFredReichheld.

CapgeminiResearchInstitute2024

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Joiningtherace:Automotive’sdrivetocatchupwithcustomerexperience

Thehassle-freeexperiencethatconsumersseekisstilloutofreach:

Executive

summary

?Consumersdemandanexperiencethat’shassle-free,digitalized,andsustainable.

?48%ofconsumersarelikelytosubscribetoavehicleormobilityservice.However,theindustrybelievesthissharetobe33%.

?Therearesizeablegapsbetweenconsumerpreferencesandperceptionsofautomotiveexecutives.Forinstance,48%ofconsumersconsiderbrandreputationasa

keyfactorinvehiclebuyingdecision.However,73%ofexecutivesbelievethistobethetopfactor.

?Asaresult,alargemajorityofconsumersareunhappywiththeexperiencesofferedbytheirvehiclebrandsormobilityproviders.

?Aboutthreeinfourconsumersareunhappywith

bundledservicesofferedbytheirbrands,while

nearlyasmanyreportinconsistentexperienceacross

channels(app,website,in-person,frompre-purchasetoaftersales),andhalfcitelackofeaseofuse.

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Joiningtherace:Automotive’sdrivetocatchupwithcustomerexperience

OrganizationsfacesignificantchallengesinbridgingthegapbetweenCXexpectationsandreality:

C-levelcommitmenttoCXlacksdepthand

cohesion,leadingtodisjointedstrategiesandcustomerdissatisfaction.

Only18%oforganizationshaveacoherentandcomprehensiveCXstrategy.

Lessthanone-thirdofrespondentsconsiderCXtobeanorganization-widestrategicpriority.

Inabout41%oforganizations,CXislimitedtoafewfunctionalareas,suchassalesandmarketing.

Themajoritystillfailtocollaboratecross-functionally.

CXinitiativesaredisproportionatelyfocusedonthepre-purchaseandpurchasephases.

Executive

Thereisadropinthepercentageoforganizations

summary

withactiveCXinitiativesafterthepurchasestage.Thisdeclineaffectspost-purchasecustomersatisfaction.

Moreover,mostorganizationshaveyettoharnessthefullCXpotentialofAI.

AutomotivebrandsstandtolosecustomersiftheyfailtoelevateCX:

Amongthoseconsideringavehiclepurchaseinthenext12months,52%expressuncertaintyordissatisfactionwith

theirbrand.

57%ofconsumerswhoaredissatisfiedwiththeirpost-

purchaseserviceplantoswitchbrandswithin6-18months.

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Joiningtherace:Automotive’sdrivetocatchupwithcustomerexperience

?OuranalysissuggeststhatbyenhancingCX,

automotivebrandsanddealersgainonaverage$20millionto$70millionannually(assuming500,000

vehiclessoldinayear).

?Additionally,ifdissatisfiedcustomersdecidetoswitchtheirvehiclebrands,itcouldleadtoalossof$125

milliononaverageperyearforamid-sizeautomotivebrandordealer.

?Intotal,amid-sizeautomotivebrandordealerriskslosing$145millionto$200millionannually.

Recommendations:HowindustryleaderscanelevateautomotiveCX:

?WefoundasmallcohortofautomotiveandmobilityplayerswithadvancedmaturitylevelsofCXstrategyandimplementation.

?CXleadersintheautomotiveindustryandbeyondfollowthepracticesbelow:

?Deviseenhancedexperiencesfortheconsumer’sentirejourneyfrompre-purchasetorepurchase

?Developcomprehensivemobilityservicesthatsimplifyvehicleownershipandusage

?Useconsumerdatatoimprovecustomerunderstandinganddeepenconnections

?Curateabrandecosystemthatconnectswithconsumersbeyondjustthevehicle

?Usecommunity,exclusivity,andrelevantrewardstodriveloyaltyprograms

?Deliverstate-of-the-artdigitalexperiences

?HarnessAIforpersonalizedandseamlessCX.

CapgeminiResearchInstitute2024

Whoshould

readthisreportandwhy?

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Joiningtherace:Automotive’sdrivetocatchupwithcustomerexperience

ThisreportisdesignedforC-suiteexecutives,

strategicleaders,andseniormanagerswithin

theautomotiveindustry,includingthosein

OEMs,fleetmanagementcompanies,dealers,

aftersalesservices,andMaaSproviders.Itwill

alsobenefitleadersintechnologyandinnovationroles,CXandsatisfactionmanagers,andsalesandmarketingprofessionalsacrossautomotiveand

relatedindustrieswhohaveresponsibilityand/oraccountabilityforCXinitiatives.

Thereportoffersanin-depthanalysisof

evolvingCXintheautomotiveindustry,driven

bytheshiftfromtraditionalvehicleownership

tomodernmobilitymodelssuchasride-sharing,micromobility,andsubscriptionservices.It

providescriticalinsightsintocurrentconsumer

expectationsofseamlessmobility,andhighlightsstrategicopportunitiestoenhanceCX.

Thisreportisbasedon:

?Aglobalsurveyof10,000automotiveusersand

customersfrom11majorcountriesacrossAmericas,Europe,andAsia-Pacific.

?Findingsfromacomprehensive,globalsurveyof

600seniorexecutivesfromdiversesegmentsoftheautomotiveindustry,includingOEMs,fleetservice

companies,dealers,aftersalescompanies,andMaaSproviders.

?In-depthinterviewswithindustryleaderstogatherqualitativeinsightsandperspectives.

Allsurveyedorganizationsaresignificantplayersintheirsegments,withsurveyedpassenger-carOEMsanddealerseachwithannualrevenueexceeding$1billion,whileotherparticipantshaverevenueover$300million.Theglobal

surveywasconductedinAugust2024.

Formoredetailsonthesurvey,pleaserefertotheresearchmethodologysectionattheendofthereport.

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Whatisautomotive

customerexperience?

CXintheautomotiveindustryisthesumofallinteractionsthataconsumerorauserhaswithvehicles,brands,dealers,andmobilitycompaniesovertime.

Eachinteractionorindividualmomentisanopportunitytocreatecompetitiveadvantage,contributingtoasuperiorexperiencethroughoutthecustomerlifecycle(visualizedbelow).

Scopeofthestudyandusageofvariousterms:

Inthecontextofthereport,theterm“automotiveindustry”referstoautomotivemanufacturers(two-orthree-wheelers,cars,trucks,andbuses)anddealerships.“Mobility”or“MaaS”

providerreferstotaxi,ride-hailing,ride-sharing,carrentalsa∩dleasi∩9pΓovideΓs,a∩dHeetopeΓatoΓs,Γe9aΓdlessof

theirownershipasindependentcompaniesorsubsidiariesofautomotivebrands/OEMs.

Joiningtherace:Automotive’sdrivetocatchupwithcustomerexperience

Thereportusestheterm“customer”inthecontextofindustry-standardtermsof“customerexperience”or“customersatisfaction”or“customerloyalty,”and

interchangeablywith“consumer.”Theterm“user”generallyreferstosomeoneusingproducts(i.e.,vehicles,inthe

contextofthisreport)butnotowningthem.

Figure1.

Customerexperienceframework

Purchase

Recommend

Shop

03

04

Acquire

marketandsell

02

05

Research

Awareness

Receive

Maintain

08

07

Engage

service

and

support

06

01

Use

Marketing

Sales

Commerce

Service

Source:Capgemini

CapgeminiResearchInstitute2024

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Joiningtherace:Automotive’sdrivetocatchupwithcustomerexperience

01

Comparedwithother

industries,automotiveoffers

asubstandardCX

CapgeminiResearchInstitute2024

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Joiningtherace:Automotive’sdrivetocatchupwithcustomerexperience

AutomotiveCXisbelowpar

Intoday'scompetitivelandscape,customerexpectationsareshapedbyexceptionalservicestandardsacross

variousindustries.AutomotiveCXfrequentlyfallsshortofthisbenchmark.

MorganLecoupeur,director,salesandmarketingat

Stellantis,says:“IfwecompareautobrandstocompanieslikeApple,it'sevidentthatthereismuchtolearn.Appleprovidesaseamlessandintuitiveomnichannelexperience,fromthe

firstinteractiononlinetoaftersales.Theautomotiveindustryhasamassiveopportunitytointegratedigitaltouchpoints

moreeffectively,tooffercustomersaconnectedandsatisfyingexperienceacrossallinteractions.”

OursurveyrevealsthatautomotiveplayersrankpoorlyforCX,withmanufacturers9thanddealers11thamong13

majorconsumerindustries(seeFigure2).

AccordingtoForbes’slistoforganizationswithoutstanding

CXin2024,only10automotiveandmobilitybrands

appearinthetop300.Thislowrepresentationhighlightsasignificantgapbetweenautomotiveorganizationsandindustryleaders.2

Figure2.

Automotivemanufacturersrank9thoutof13majorconsumer-facingindustries

Questionasked:Basedonyourexperience,whichofthefollowinghaveofferedyouthebestoverallexperiencefrombeforethepurchase/usephasethroughcustomerserviceandaftersales?

Industriesrankedonoverallexperience,frompre-purchasetoaftersales

52%

PhysicalretailOnlineretailersAirlines

48%

Mobility-as-a-servicecompanies

47%

Consumerproducts RailwaysHospitalityInsurance

43%

41%38%

38%

Automotivemanufacturers

35%

Consumerelectronics

34%

Automotivedealers

31%

Luxurygoods&retailBanks

23%

12%

58%

*Percentagerepresentsshareofconsumerswhorankedthatindustryinthetopfiveforoverallexperience

Source:CapgeminiResearchInstitute,Customerexperienceinautomotive,consumersurvey,August2024,N=10,000consumers.

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Joiningtherace:Automotive’sdrivetocatchupwithcustomerexperience

Customersoftenusenon-automotivebenchmarkstoset

theirexpectationsforservicequality,drawingfromthe

seamlessexperiencesofferedbystreamingservicessuch

asNetflix;efficientonlinecheckoutsonplatformssuchas

Shopify;personalizedserviceatupscalerestaurants;and

user-friendlyfitnessapps.Consumersreporthighsatisfactionwithphysicalretail(58%)andonlineretail(52%),which

occupythetoptwopositions.Theretailindustryhassetitselfapartbysuccessfullyimplementinginnovativetoolsand

strategies,includingpersonalizedproductrecommendations,seamlessintegrationofphysicalanddigitalshopping,and

real-timecustomersupport.

IntheUS,Targethasdevelopedanappthatincludesastorenavigationtoolthatusesindoormappingtechnology,helpingcustomersquicklylocatespecificitems.Thisstreamlinesandpersonalizestheshoppingprocess,boostingefficiencyand

engagement.3Walmarthasalsoadvancedonlineretailby

developingvoiceandtextshoppingcapabilities,allowing

customerstoadditemstotheircartsandscheduledeliveriesusingsmartdevices.4

EricBoutin,headofcustomerexperienceatSkoda,says:"Weasanautomotiveindustryneedtocontinuetoobserveandlearnfrombestin-classCXexamplesfromotherbrandsandindustriesaboutonlineordigitalexperience,exclusiveclubs,loyalty

rewards,omnichannelengagement.Theseholdtremendouspotentialtodelightourcustomerstoo.“

TeslamirrorsretailerssuchasAmazonandWalmartby

streamliningCX.Bysellingdirectlytocustomers,Tesla

eliminatesthecomplexitiesoftraditionaldealerships,

offeringaseamless,transparentprocessforconfiguringandorderingvehiclesonlineorinshowrooms.Additionally,Teslausescustomerdatatopersonalizethesalesexperiencewithtailoredrecommendationsbasedonbrowsinghistoryand

previousinteractions.5Thisdata-drivenapproachenhancesthebuyingexperienceandboostscustomersatisfaction,asTesla’sremarkablyhighNPS?of97reflects.6

Speakingabouttheintegrationofonlineandoffline

experiences,ChristianPorseby,headofcommunicationsanddigital,BMW,says:“WerecognizethatCXisn’tone-size-fits-all,especiallyindiversemarkets.We’reworkingtocreateamore

unifiedandstandardizedapproach,whilestillallowingforthenecessarylocaladaptationsthatmaketheexperiencerelevantandpersonalizedtoeachmarket."

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Joiningtherace:Automotive’sdrivetocatchupwithcustomerexperience

HilaryOwen,directorofcustomersuccessatPenske

Automotive,says,“We’vemadehugestridesindigitalizingthecarbuyingprocess.Customerscannowcompletetheircredit

applicationsandchoosetheirvehiclesonline,whichmeans

whentheycometothedealership,it’sjustabouttestdrivingandfinalizingthedeal.It’saseamlessblendofonlineandin-personexperience,whichcaterstothosewhowantconvenienceand

thosewhopreferthetraditionalway."

“WerecognizethatCXisn’tone-size-fits-all,especiallyindiversemarkets.We’reworkingtocreateamoreunifiedandstandardizedapproach,whilestillallowingforthe

%

necessarylocaladaptationsthatmaketheexperiencerelevantandpersonalizedtoeachmarket."

ofconsumersbelievetheirvehiclebrandor

mobilityproviderCXofferingisamongthebestintheindustry

ChristianPorseby

HeadofcommunicationsanddigitalatBMW

CapgeminiResearchInstitute2024

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Joiningtherace:Automotive’sdrivetocatchupwithcustomerexperience

Mobilityservicesprovidesignificantlybetter

customerexperiencethanautomotivebrandsor

dealers

Customersrankmobilityservices4th,outdoingtraditional

sectorssuchasbanking,luxurygoods(23%),andautomotivedealeΓs.ThisΓeHectsashifti∩co∩sumeΓpΓefeΓe∩cestowaΓdco∩ve∩ie∩cea∩de代cie∩cy.ThisΓa∩ki∩9fΓomcustomeΓs

isirrespectiveoftheownershipofmobility-as-a-service

provider.ItbodeswellforservicesbusinessofautomotiveOEMsaswellsinceanumberoflargeautomotiveOEMs/brandsthemselvesprovidemobility-as-a-serviceorhaveastakeinMaaSproviders.

CompaniessuchasUberandLyftprioritizeuser-friendlyappsthatstreamlinebooking,payment,andreal-timetracking.

Additionally,mobilityproviderseliminatetheneedforcarow∩eΓshipbyo阡eΓi∩9o∩-dema∩dseΓvices,allowi∩9useΓstoselectthemodeoftΓa∩spoΓtbestsuitedtotheiΓspeci?c∩eeds.SubscΓiptio∩modelso阡eΓeve∩moΓeHexibility,

enablinguserstoaccessavarietyofvehicleswithout

long-termcommitment.Coupledwithtransparentpricing

structures,theseservicespresentacompellingalternativetotheoften-complexpricingoftraditionalcardealerships.

TapanSahoo,chairmanofdigitaltransformation&innovationgroupatSIAM(SocietyofIndianAutomobileManufacturers),

“Thereisshiftinthecustomerpreferencetoday,where-in

youngergenerationsareembracingalifestylethatvalues

community&sustainabilityandpivotingtowardssharedmobility.Mobilityoptionshavebroughtunparalleledconvenienceand

freedomtoconsumers.Tomeettheirneeds,manycompanies

areofferingflexiblemobilitysolutionswherecustomerscan

subscribeandaccessavehiclewithoutownership,andsmart

parkingoptionstotacklegrowingurbanchallengesofparking.

Additionally,smartfinancialschemesenablescustomerstomakeinformeddecisionsaboutvehiclefinancingevenbeforesteppingintoadealership.”

Around65%ofconsumersareopentoend-to-endmobilityservices.Budgetisamajorconcern,with80%ofconsumershesitanttoincurhighcostsassociatedwithpersonalvehicleownership.Real-timevehicleaccessisalsoimportantfor68%ofrespondents,underscoringthedemandforresponsive

services.Furthermore,66%prioritizeon-demandoptions.

%

ofconsumersareinclinedtochoosecomprehensivemobilityservicesovervehicleownership

CapgeminiResearchInstitute2024

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Joiningtherace:Automotive’sdrivetocatchupwithcustomerexperience

“We’vemadehugestridesindigitalizingthecarbuyingprocess.Customerscannowcompletetheircreditapplicationsandchoosetheirvehiclesonline,

whichmeanswhentheycometo

thedealership,it’sjustabouttest

drivingandfinalizingthedeal.It’sa

seamlessblendofonlineandin-personexperience,whichcaterstothosewhowantconvenienceandthosewhopreferthetraditionalway."

HilaryOwen

DirectorofcustomersuccessatPenskeAutomotive

CapgeminiResearchInstitute2024

Figure3.

Almosttwo-thirdsofconsumersareinclinedtochoosecomprehensivemobilityservicesovervehicleownership

Shareofconsumerslikelytoconsidermobilityservicesovervehicleownership

70%70%70%

65%

65%65%

66%

63%

59%

59%

60%

57%

GlobalUnitedGermanyJapanUnitedFranceSwedenItalyBrazilIndiaChinaSouthKorea

averageStatesKingdom

Source:CapgeminiResearchInstitute,customerexperienceinautomotive,consumersurvey,August2024,N=10,000consumers.

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Joiningtherace:Automotive’sdrivetocatchupwithcustomerexperience

InEurope,

?Only47%ofboomerslivinginlargeurbancenterstendtooptforend-to-endmobilityservices

?Typically,theytravel14kmonweekendstovisitfriendsorforleisureactivities

?Only20%usepersonalvehicles,whileoverhalf(54%)preferpublictransport,andabout16%optforridehailing

?Incontrast,65%ofGenZindividualsinurbanareasand68%insuburbansettingsareinclinedtowardsthese

services

?Thistrendmaybeattributedtotheyounger

generation'sgreaterpropensityforadoptingnewsolutionsandalteringtheirhabits.

InAmerica,nearlythree-quarters(73%)ofGenZconsumersexpressinterestinsuchservices.

IntheAsia-Pacificregion,

?67%ofmillennialsearninglessthan$35Kandresidinginsuburbanareasfavormobilityservices

?Just55%ofGenXindividualswithincomesbetween$35,000and$100,000livinginurbanlocalesprefertheseservices.

Seniorleaderataglobalcarrentalcompany,says:"Abigpartofourapproachisunderstandingcustomerneedsinrealtime.

Forinstance,ifsomeonerentsacarforashorttrip,wewill

recommendanEV,butifthey’redrivinglongerdistancesina

shortertimeframe,we’dsuggestaconventionalvehicleformoreconvenientandefficienttravel.Thiswillobviouslychangeover

timefollowingthefurthertechnicaldevelopmentof(e.g.)batterysize,consumptionandavailabilityofcharginginfrastructureforEVs.Ultimatelyit'saboutknowingwhenandhowtoofferthe

rightproductbasedonthecustomer’sspecificusecase."

Uberaddresseskeycustomerconcernsthroughseveral

featuresinitsapp.Firstly,TheSplitFareoptionsimplifies

grouptravelbyallowinguserstoshareridecostswithup

tothreepeople.Secondly,ScheduledRidesletsusersbookridesupto30daysinadvance,allowingreschedulingor

cancellationupto15minutesbeforetheride.Theyhavealsolaunchedamultiple-stopfeature,makingiteasiertopick

upfriendsormodifytravelplansonthego.Thesefeaturesenhanceconvenience,flexibility,andcost-sharing,makingUberaviablealternativetopersonalvehicleownership.7

%

ofconsumersarelikelytosubscribetoavehicleormobilityservice

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TheautomotiveindustryreceiveslowNPS?

TheNPS?ratingforvehiclebrandslaysbarethelow

levelofautomotivecustomerexperience.Consumers

reportanaverageNPS?of2,indicatingaverylowlevel

ofsatisfaction,whiletheexecutivesoverallestimatetheNPS?fortheirorganizationstobe14–nottoofarofffromconsumerjudgement.

Joiningtherace:Automotive’sdrivetocatchupwithcustomerexperience

Figure4.

AutomotiveNPS?ratingsareamongthelowestacrosssectors,andtheindustryagrees

Questionasked:Basedonyourexperience,whichofthefollowinghaveofferedyouthebestoverallexperiencefrombeforethepurchase/usephasethroughcustomerserviceandaftersales?Rankthetopfive.

Consumer

Executives

214

-100

+100

NetPromoterScore?

Source:CapgeminiResearchInstitute,Customerexperienceinautomotive,consumersurvey,August2024,N=10,000consumers,executivesurvey,August2024,N=602organizations.

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TheautomotiveindustrytypicallyhasalowerNPS?comparedwithotherconsumer-facingindustries,8reflectingongoing

challengesinprovidingbest–in-classCX.

HighlightingtheimportanceofNPS?inenhancingCX,Seniorexecutiveataleadingglobalconsumerelectronicscompany,says:"Ourdigitaltransformationisallaboutcreatinguser-

friendly,data-drivenexperiences.WhetheracustomerisshoppingonlineforahomeapplianceoraTV,wefocusonmakingsure

theyhavealltheinformationtheyneed:accurate,easy-to-find

productdetails,smoothnavigation,andtransparentpricing.Anditdoesn’tstopthere.WesendoutregularsurveysandmonitorourNPS?weekly,sowecanquicklyidentifyandresolvepainpoints."

Joiningtherace:Automotive’sdrivetocatchupwithcustomerexperience

Figure5.

Comparedwithotherconsumer-facingindustries,theautomotiveindustryhasalowerNPS?

2023NPSbenchmark

Insurance

E-commerce

Retail

Financialservies

Healthcare

Communicationsandmedia

Automotive*

62

61

56

38

29

2

NPS?

71

Source:QuestionPro,“30+NPSbenchmarksforleadingindustriesin2024,”accessedSeptember2024.

*Source:CapgeminiResearchInstitute,Customerexperienceinautomotive,consumersurvey,August2024,N=10,000consumers.

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Joiningtherace:Automotive’sdrivetocatchupwithcustomerexperience

Usersaregenerallymoresatisfiedwiththeoverallexperiencethanare

vehicleowners

TheNPS?datapresentedinthegraphabovehighlightsa

significantvariationincustomersatisfactionacrosscountriesandbetweenvehicleownersandusers.Notably,developedcountriessuchasJapan,theUSandSwedenshowhigher

NPS?scoresamongvehicleownerswhereasemerging

marketssuchasBrazil,India,ChinaandSouthKoreadisplaynegativeNPS?forbothusersandowners,highlighting

underlyingchallenges.

IncountriessuchasGermanyandFrance,theNPS?amongvehicleownersismoderate,pointingtoashiftingmindset.Whiletheseusersstillvaluevehicleownership,thereis

anincreasingopennesstoMaaSoptions.Theaverage

carsubscriptioncustomerisaround37yearsold.This

demographicisdrawntotheconvenienceandflexibilityofsubscriptionmodels.

FlorianRitterVonKlier,executivedirector,global

cooperations/partnershipsandspecialsalesatSIXT,says:

"Unliketraditionalautomotivemodels,weprioritizeflexibilityandpersonalization.Whetheracustomerneedsavehicleforafew

hoursorafewmonths,wecantailorourofferingtotheirspecificrequirements.Thisadaptabilityisasignificantadvancement

inCX,offeringalevelofservicethatgoesbeyondstandardownershiporleasingmodels."

Astheautomotiveindustryrapidlyevolves,carsubscriptionschemesarethrivingbydigitizingCXandbundlingservicestocreateprofitablecashflows.Analystspredictthat,by2025,

20–30%ofnewcarswillbesoldthroughsubscriptionmodels.BrandssuchasCarebyVolvoarealreadyseeingsignificant

results,withcarsubscriptionsaccountingfor15%ofoverallregistrationsinseveralEuropeanmarkets.9Serviceprovidersmustconsidertheseregionalpreferences.

Overall,userstendtoreporthigherNPS?scorescompared

withvehicleownersinalmostallcountries.Itisnoteworthy

thatconsumersinoursurveyrankedMaaS4thforCX,abovecardealers,reflectingapreferenceforconvenience,real-timeinformation,andpersonalizedinteractions.Specifically,9%ofconsumerssurveyedgloballyusemultimodaltransportationsolutions.

MatteoDeRenzi,CEO,Gett,says:“Weuseautomationand

dataanalyticstoanticipateourusers’needsandproactivelyoffersolutions.Forexample,ifwepredictheavytrafficoradverse

weatherconditions,wereachouttoourregularusers,suggestingthattheypre-bookaride.”

Theconsumersurveyindicatesthataround64%ofUSconsumersownacar,comparedwitharound58%of

Europeanconsumers.Thereisaculturalshiftunderway

amongEuropeanconsumersfromvehicleownershipto

on-demandaccesstotransportation.Accordingtoarecentlypublishedreport,Europeisestimatedtoaccountforone-

thirdoftheglobalMaaSmarket.10

2

GlobalaverageNetPromoterScore?(NPS?)oftheautomotiveindustry,asreportedbyconsumers

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Joiningtherace:Automotive’sdrivetocatchupwithcusto