Transport / Mobility / Tourism
PMP is here to help players in the transport, mobility and tourism sectors to identify and capitalize on future opportunities
Challenges for the sector
The disruptive impact of technology is expanding mobility and travel ecosystems
Practices are tending to be more experiential, more personalised and shared.
Longstanding players in both public and private sectors, like regional authorities, hoteliers, mobility operators and car manufacturers, approach the challenges and issues surrounding new uses as opportunities to diversify their activities, while taking into account customers’ latest expectations: the elements of experience, personalisation and individualisation, sharing. There is no doubt that today’s customer bears no resemblance to yesterdays.
- A preponderance of Web channels in accessing new offerings throughout the life cycle: from the research phase to use.
- The emergence of new digitally driven Mobility as a Service practices (MaaS) leads to a review of traditional tariff models.
An open and highly competitive ecosystem is emerging
Under the combined impact of pure Web players with their disintermediation of traditional players and the technological innovations that open the way to new forms of mobility (robot-taxi, delivery drones …), boundaries are becoming blurred: between distributors and service operators, between conventional and freely organised transport that share a common platform, between mobility operators and car manufacturers who are developing intelligent transport systems….Traditional ecosystems are now being called into question by the proliferation of agile, innovative and low-cost players, by the presence of globally known, 100% digital players and by regulatory changes (road and rail transport being open to competition). This is the background against which public players are simultaneously poised as organisers, integrators or regulators of these ecosystems.
Under competitive pressure, industrial models undergo transformation to achieve greater performance.
In the context of dwindling public funding and the increased competition between private individuals’ resources offered for sharing (cars, apartments…) and those of operators, the development of high performance and capacity infrastructures is streamlined by approaches adopted by asset management. New digital tools (connected objects, data, ITS, drones, ….) underpin the quest for performance of these infrastructures and relations between players evolve, from competitors to industrial partners.
Preparing and running a WarGame with the dual objective of achieving COMEX managerial and strategic alignment.
Supporting a Metropolis in defining and implementing its mobility marketing strategy: customer segmentation and associated data strategy, redesigning digital and physical customer itineraries, defining and supporting a Metropolitan MaaS, redesigning the mobility offering and associated pricing, defining a harmonised measurement policy and a policy for monitoring quality and customer satisfaction, creating a Metropolitan mobility brand and presenting it on networks.
Defining and deploying multi-modal pricing scales. Pricing harmonisation Marketing/Pricing/Distribution strategies.
Supporting a transformation plan across an entire company with a view to breaking down the silos and internal barriers and adopting a broad, process-based system for organisation.
Study for brand realignment within a group portfolio : analysis of existing positioning and of the impact of different positioning scenarios.
Providing guidance and assistance in launching and setting up a marketplace for hotels: feasibility study, building an economic model, defining an implementation plan, managing implementation, defining the commercial process, optimising the process of putting hotels online, auditing traffic generation.
Due Diligence market to take a stake in a shared parking player.
Supporting the opening up to competition of domestic, rail passenger services.
Opportunity assessment for setting up in new countries: assessment of demand and supply, regulatory and fiscal constraints, local ecosystem.
Forward-looking approach with 20 and 50-year horizons (scenario planning), to identify future investment criteria for infrastructure projects and rolling stock.
Market research for marketing Big Data software, aimed at improving exploitation performance and at facilitating decision-making in terms of the most efficient mobility. Go-to market strategy.
Chief Executive Officer at Optim’services – SNCF
"As part of building a major general directorate for shared services within the SNCF Group, many complex projects were carried out, pulling together multi-disciplinary approaches affecting different companies within the group. For me, PMP was the management linchpin, the centrepiece for project portfolio dynamics, ensuring harmony between all stakeholders and transferring its know-how to an internal PMO team. For my teams and me, the innovative and responsive nature of the PMP teams was a key differentiating criterion."
Build a strategy
In a changeable environment we assist and guide our clients in building and selecting the best strategic scenario, as well as defining the implementation process.
Build new service models
We are here to help our clients assess their market environment, determine their positioning (competition, supply, pricing) and launch the most value-activating services.
Seize digital opportunities for transformation
We accelerate how our clients’ working methods and collaboration are transformed as a result of new technology being applied to distribution, customer relations, infrastructure and operations.
Bring the customer back to centre stage
We help rethink the customer experience, starting from service quality requirements and customer needs: organising authorities and, of course, end customers.
Enhance operational and contractual performance
Reduced room for manoeuvre means finding a balance between innovation and transformation, between rigour and implementation. We identify tangible gains through redesigning organisational structures, process adaptation and contractual and operational management methods.
Harness uncertainty to innovate
We can rely on our innovation lab, LAB32, to design and apply participative approaches and design thinking for innovation and transformation.