Carsharing business models in Germany: characteristics, success and future prospects

Publication date

2018

Authors

Münzel, K.L.ISNI 0000000506032764
Boon, Wouter P. C.ORCID 0000-0003-1218-193XISNI 0000000392975288
Frenken, K.ORCID 0000-0003-4731-0201ISNI 0000000114504056
Vaskelainen, TaneliISNI 0000000492959648

Editors

Advisors

Supervisors

Document Type

Article
Open Access logo

License

Abstract

Carsharing provides an alternative to private car ownership by allowing car use temporarily on an on-demand basis. Operators provide carsharing services using different business models and ownership structures. We distinguish between cooperative, business-to-consumer (B2C) roundtrip and one-way, as well as peer-to-peer (P2P) carsharing. This paper characterizes these different types of business models and compares their success in terms of diffusion using a comprehensive database of all 101 German carsharing providers in 2016. The key result holds that fleet size is significantly different across business models ranging from a few cars (cooperatives in small towns), to a few hundred (B2C roundtrip in larger cities), to over a thousand (B2C one-way in largest cities), up to multiple thousands (P2P across the country). By analyzing for each operator the number of cars per capita in the city they operate in, we do not find significant differences across business models indicating the viability of each separate business model type. Hence, we conclude that business models will continue to co-exist for a while, although some of the business models may well converge in the longer run due to Internet-of-Things applications and the introduction of self-driving cars.

Keywords

Carsharing, Sharing economy, Platform economy, On-demand mobility services, Business models, Future mobility, SDG 11 - Sustainable Cities and Communities

Citation

Münzel, K L, Boon, W P C, Frenken, K & Vaskelainen, T 2018, 'Carsharing business models in Germany : characteristics, success and future prospects', Information Systems and e-Business Management, vol. 16, no. 2, pp. 271-291. https://doi.org/10.1007/s10257-017-0355-x