A Review of Business Models for Shared Mobility and Mobility-as-a-Service (MaaS):A Research Report

The mobility solutions that currently dominate the mobility market have raised global challenges. Specifically, mass car ownership has led to traffic congestion, shortage of parking spaces, and sustainability issues. Recently, mobility solutions driven by technological advancements have emerged to address these issues via more efficient and sustainable use of resources. However, the wide range of mobility offerings has led to a scattered mobility market, and oversight is hard to grasp for travelers. Mobility-as-a-Service (MaaS) platforms aim to address this issue by integrating mobility services into a single platform. However, MaaS providers (operators) struggle to find sustainable business models. Additionally, research on shared mobility business models is limited, and there is little oversight in the scattered business model landscape. This report addresses this issue by summarizing the dominant business models in the mobility market through a systematic review of current initiatives and literature. It provides an overview of active MaaS business models and challenges and opportunities to integrate mobility services into MaaS. The types of mobility services reviewed in this study include bike-sharing, scooter-sharing, car-sharing, e-hailing, and MaaS platform providers. For each mobility service, the dominant operating mode and the main business model actors are identified and represented using the Service-Dominant Business Model Radar (SDBM/R). Furthermore, the value exchanges between the actors are mapped in Value Capture Diagrams. The report concludes with a discussion on the challenges and opportunities related to synthesizing shared mobility modes into MaaS and the expectations for its future

Ecosystem and Business Models of the UMOS-MobilitEU Mobility Service Platform

This report presents the findings of the detailed analysis of the current state of practice in the Mobility-as-a-Service (MaaS) landscape, and their reflection on the UMOS/MobilitEU MObility Service Platform business models and their viability. The deliverable provides input to the strategy of the platform as well as to its development. We present a summary of our findings, which are based on the existing literature and our discussions with various parties in the domain. We describe our reflection of these findings on how UMOS business models and relevant revenue channels should be shaped. We believe that the report provides important contributions not only to the UMOS/MobilitEU ecosystem - in terms of deriving the decisions for the operations of the platform, but also beyond to the general MaaS arena. The deliverable has direct influences on the commercialisation strategy in terms of depicting how the cost and benefits can be exchanged between parties and what revenue items and channels shall be activated for the UMOS platform.<br/

Seeing Tree Structure from Vibration

Humans recognize object structure from both their appearance and motion; often, motion helps to resolve ambiguities in object structure that arise when we observe object appearance only. There are particular scenarios, however, where neither appearance nor spatial-temporal motion signals are informative: occluding twigs may look connected and have almost identical movements, though they belong to different, possibly disconnected branches. We propose to tackle this problem through spectrum analysis of motion signals, because vibrations of disconnected branches, though visually similar, often have distinctive natural frequencies. We propose a novel formulation of tree structure based on a physics-based link model, and validate its effectiveness by theoretical analysis, numerical simulation, and empirical experiments. With this formulation, we use nonparametric Bayesian inference to reconstruct tree structure from both spectral vibration signals and appearance cues. Our model performs well in recognizing hierarchical tree structure from real-world videos of trees and vessels.Comment: ECCV 2018. The first two authors contributed equally to this work. Project page: http://tree.csail.mit.edu

People capability maturity model and human resource management systems : do they benefit each other?

In this research, the degree of support of Human Resource Management System (HRMS) Suite of Oracle Applications ERP System for People Capability Maturity Model (P-CMM) is examined. The analysis is carried out through key practices of each key process area in P-CMM Levels. Each key process area (KPA) in second and third levels is mapped to the functionality provided by the HRMS. While the degree of support for Level 3 is not significantly different from the one provided for Level 2, the degree of support for each key process area in two levels shows considerable variation. The results of the analysis for the key process areas in second and third levels show that, despite some lack of functionalities in some of the key process areas, the HRMS provides utilities and functionalities that will facilitate and support the performance of most of the key process areas in second and third levels. However, the support for fundamental team processes is relatively limited and there is an opportunity for these systems to extend their functionalities towards these processes

An approach for decentralized process modeling

This paper describes a method for organizations to perform process modeling in a decentralized and concurrent manner. The approach is based on the idea that modeling organizations' processes can be performed by individuals actually performing the processes. Instead of having a central and devoted group of people to analyze, understand, model and improve processes, real performers are held responsible to model and improve their own processes concurrently. The paper also summarizes the lessons learned by application of the method in two organizations

Plural : a decentralized business process modeling method

Top-down and centralized approaches prevail in the design and improvement of business processes. However, centralized structures pose difficulties for organizations in adapting to a rapidly changing business environment. Here we present the Plural method which can be used to guide organizations in performing process modeling in a decentralized way. Instead of a centralized group of people understanding, modeling and improving processes, our method allows individuals to model and improve their own processes to help in fulfilling their roles in the organization. An individual model depicts a set of activities performed by a role, which together result in a cohesive service within the organization. These individual models are then integrated as necessary to show the way the organization works. We applied the Plural method in a case study of a small-size software organization. We describe the method and its underlying principles and then discuss the findings of our case study, lessons learned, and limitations. The study thus provided evidence of Plural's utility and showed how an organization might exploit its strengths. © 2011 Elsevier B.V. All rights reserved

Process modeling by process owners : a decentralized approach

Majority of current methods for process modeling utilize a centralized approach in which a group of experts work with the agents to understand, model, and improve the organization's processes. This article proposes a novel approach for process modeling that is based on the idea that modeling organizations' processes can be performed by process owners - individuals actually performing the processes. Instead of having a centralized and devoted group of people, process performers are held responsible for the model and improve their own processes concurrently and in a decentralized manner. The article also summarizes the lessons learned by the application of the method in two organizations