Future of Automotive Mobility Study
How mobility providers should adapt to profit from tomorrow's value chain
For automotive mobility providers, the business landscape may seem to be in a state of flux. The report suggests that revolutionary thinking will be required in order to overcome uncertainty and ensure future success. Nevertheless, steady growth is forecast to almost double the size of the US automotive mobility market by 2035 - with the European market unlikely to be far behind - suggesting a positive outlook for the evolution of the automotive industry.
Deloitte Global | Future of Automotive Mobility
Challenges for automotive mobility
Change is coming, whether mobility providers are ready or not. What they do next could determine their success or failure in the years ahead. Rapidly changing consumer preferences, growing inequality, increasing polarization, urgent climate change, declining trust, and a shifting geopolitical order have driven the automotive industry's conversations about the evolving mobility ecosystem, particularly its focus on technology.
However, as the future comes into focus, mobility providers should focus on value. Indeed, the automotive mobility value chain is becoming increasingly important to providers - from captive and non-captive leasing companies to rental companies and fleet management companies - and the industry is constantly adapting to the disruptions that may become even more pronounced in the future.
In the face of generational transformation, automotive leaders in both markets may consider identifying and embracing fundamental changes to address new and shifting business challenges. Such strategic imperatives could drive industry players to develop a sustainability mindset and new skill sets, as well as technologies focused on a digital-first, customer-centric approach to business operations, which in turn can help create new data-driven revenue streams.
The 11 shifts in profit pools
As part of the Future of Automotive Mobility Study, we examined the entire mobility value chain. In doing so, we focused on eleven different shifts in the profit pools that can be expected to occur in the coming years. These are:
Social impacts: Demographic changes, urbanization, and COVID-19 pandemic concerns are impacting the automotive industry.
Ecological impacts: The industry is reconsidering its carbon footprint, fleet transition from internal combustion engine (ICE) vehicles to electric vehicles (EVs), refinancing, etc.
Regulatory impacts: Geopolitical tensions, tax incentives, regulations, and restrictions on ICE car usage could cause a fundamental industry shift.
Power balance between automotive players: The role of mobility providers is increasing, and car manufacturers (OEMs) and dealers are beginning to act as fulfilment partners.
Ownership to usage: Customer demand is shifting to flexible, usage-based products, and the industry is learning to adapt.
Private to corporate ownership: A transition of asset ownership from private to corporate usage-based products is underway.
Car park uncertainty: Regulations and other external factors are driving change in mobility providers' car park composition.
Asset management across multiple life cycles: Mobility providers have to deal with managing vehicles through multiple lifecycles, including refurbish, reuse, remarketing, and recycling.
Downstream services: Demand is expected to increase for integrated services (in-life) along the customer lifecycle.
Autonomous vehicles: Technological advancements aside, the expectation for growth in autonomous services remains limited for now.
Digital era: Large technology companies are competing with car manufacturers (OEMs) in the growing market for data-based mobility solutions.
The cost of inaction by industry players could be fatal, especially in an industry that is moving in so many directions. Forecasts and business models are already showing the impact of the changes taking place in the mobility landscape. But leaders who want to keep up with, or even surpass, their competitors could use more clarity on the road ahead.
Six key findings of the study:
Mobility providers may need to differentiate their short- and long-term growth strategies. In doing so, they should identify their most promising profit pools that align with their strategic focus. Choosing the right areas in which to engage could help determine their future success and the role they might play in the future automotive mobility sector. Mobility providers should consider focusing on six key takeaways from our study:
- Position your company in the automotive mobility value chain today to help secure your future as an automotive mobility leader in 2035.
- Master your asset management across the value chain and multiple vehicle lifecycles.
- Focus on and invest in growth-oriented profit pools.
- Develop and use mobility platforms and mobility budget offerings to sell your own and partner products.
- Pursue decarbonization to meet the 1.5 degrees Celsius climate target.
- Keep an eye on the medium- and long-term development of autonomous vehicles and fleets.
For more information, download the full report here, or connect with us to discuss implications for your strategy.
Navigating Uncertainty in Europe’s Automotive Mobility
The European automotive mobility market is entering a period of profound transformation. By 2030, providers will face a landscape defined by electrification, digitalization, and shifting consumer expectations, alongside geopolitical and regulatory complexity. Mobility provision – covering leasing, renting, subscriptions, and fleet services – will no longer be a linear business but a dynamic ecosystem requiring agility and innovation.
Future scenarios range from stable growth to disruptive volatility, driven by critical uncertainties such as residual value predictability and new car demand. Providers must prepare for divergent outcomes: from commoditized price wars to high-risk environments where vehicles become liabilities rather than assets. Across all future scenarios, success hinges on strategic flexibility, digital platforms, and advanced risk management.
Our study outlines four plausible scenarios and offers actionable recommendations: strengthen residual value management, invest in AI driven analytics, diversify revenue streams, and rethink capital and partnership models. Those who act now – embracing data, technology, and resilience – will shape tomorrow’s European mobility and unlock new profit pools in an increasingly customer-centric, sustainable market.
For more information, download our publication here.
Reshaping Corporate Mobility
As customer behavior and preferences for individual mobility continue to change, mobility budgets could present a new way for mobility providers to position themselves in the value chain. They offer more options for employees to choose their individual mobility solution than traditional corporate car schemes. Mobility providers on the other hand can open up new profit pools and make the product offering future proof.
For more information, visit our webpage Mobility Budget - Corporate Mobility: From Asset to Access.
Logistics for Tomorrow’s Mobility
In the context of tomorrow’s automotive mobility, logistics is emerging as a strategic lever for enabling flexible, sustainable and customer-centric mobility solutions. The future of vehicle usage is cyclical and diverse, ranging from initial registration to leasing or shared mobility applications, and extending to remarketing or second-life deployment. These multiple uses require logistics that are flexible, efficient and scalable, and which enable transportation between various locations, users and applications. While customers expect maximum flexibility and availability, providers are under pressure to optimise costs while ensuring sustainability.
Logistics therefore becomes an integral part of the automotive value chain. It creates the infrastructural and operational foundations necessary to make mobility offerings feasible, whether through intelligent vehicle distribution, return systems or data-driven fleet movement management. In a future where mobility is conceived as a service, logistics will be guiding as well as supportive. In this dynamic environment, logistics gains new strategic significance by enablings vehicle mobility throughout the entire lifecycle.
Our whitepaper explores the role of logistics in the context of future automotive mobility, illustrating how logistical innovations can contribute to the industry's transformation.
