Unpacking the complexities of MaaS business models – A relational approach

Figures & data

Table 1. Summary of the report/papers search process.

Search engine/Database	Yielded
Google – consultancy reports	25
Scopus & ACM Digital Library – scientific papers	202
Total consultancy reports mapped	25
Total scientific articles	45

Figure 1. A schematic illustration of roles and business model relationships within the MaaS context.

Table 2. Integrator to user value creation.

Value creation
Flexibility and inclusivity (convenience)	More travel choice tailored to the individual needs of the user Convenience through easy access to and payment for mobility Flexibility regarding route choice, time, and whether to share the ride or not Attractive for dense urban areas with the diversity of mobility options
Affordability (cost)	Users no longer have to own a car or pay for parking or other incidental costs like insurance and fuel
Connectivity (time)	All in one platform, elimination of queuing, seamless interlinks, avoidance of urban congestion

Table 3. Integrator to user value capture.

	Value capture
Typology		Means of capturing value
Level of integration	Information	Schedules vending, Routing vending
	Direct payment	Booking, Direct payment
	Pay-as-you-go	Invoicing
	Account-based	Monthly invoicing
	Subscription-based	Mobility packages, Subscription
Public-private partnership	Low-density model	The public transport subsidizes MaaS trips everywhere within a designated zone
	Off-peak model	The public transport partner discounts MaaS trips during off-peak hours
	Paratransit model	Not found within the literature

Table 4. Integrator to operator value creation.

Value creation
Innovation and differentiation	Offers a more significant opportunity for innovation in mobility provision (different combinations of transportation means) Drives innovations in the travel market include new partnership models, booking systems, payment and information tools, data sharing agreements, etc.
Revenue generation	Decentralizes revenue for services and improves means to target particular customer/journey market segments A fair share of the revenue
Market share	Provides new means of entry into the transportation service market
Improve efficiency	When public transport is not available, it improves off-peak transport options Replaces conventional routes with low patronage that operate in significant subsidy Adds reliability to the transport network, particularly in extreme weather conditions
Increase coverage	Enhances conventional transit network, especially first and last-mile connections

Table 5. Integrator to operator value capture.

Value capture
Broker/aggregator model	Based on commission per transaction
Partnering/alliance model	Partnerships/alliances between operators and Integrators
Road pricing/ Free market model	Based on fees for infrastructure usage and market competition

Table 6. Operator to integrator value creation.

Value creation
Mobility services	The spectrum of mobility services (scooter, bike, car, van, microbus, bus, tram, train, etc.) Data (operational data) Customer relationship (cobranding, visibility for MaaS)

Table 7. Operator to user value creation.

Value creation
Flexibility and inclusivity (convenience)	Easy access to and payment for mobility Flexibility regarding route choice, time, and whether to share the ride or not Attractive for dense urban areas with a diversity of mobility options
Affordability (cost)	Users no longer must own a car or pay for parking or other incidental costs like insurance and fuel

Table 8. Operator to user value capture.

Value capture
Information	Schedules offering; Routing offering
Direct payment	Booking; Direct payment
Pay-as-you-go	Invoicing
Account-based	Monthly invoicing
Subscription-based	Mobility packages; Subscription