Our society is on the move more than ever. A variety of mobility providers serve a broad spectrum from urban short trips to international travel. Many new concepts are entering the market – it is precisely this dynamic that makes it so exciting for me.

Dr. Heiko Rauscher

Dr. Heiko Rauscher


On the move at all levels

The pandemic has temporarily brought people's mobility to a virtual standstill – and weakened the liquidity of mobility providers. Now, rapid digitization and increasing sustainability requirements demand additional initiatives. What positioning can be used to accomplish this task?

Current situation in the industry


Repositioning after the crisis

COVID-19 hit the mobility industry hard – travel restrictions and changing customer behaviour affected providers from long-haul international to mass transit. Companies were often only able to secure liquidity through government aid programs, massive reductions in fixed costs and asset sales. The recovery is only taking place heterogeneously – and is being slowed down again in part by rising oil prices, supplier bottlenecks and hesitant consumption due to inflation. Mobility service providers now must reposition themselves – because the general conditions and customer requirements have changed permanently.

It is still uncertain what lasting impact the pandemic and changing customer habits will have on airport operators and other mobility providers. Among other things, we help to deal with these uncertainties and implement measures to overcome temporary market weaknesses and liquidity shortages. In addition to working capital management and the optimization of short-term liquidity planning, the focus is also on the analysis, evaluation, and transformation of the business model.

Florian Warring

Florian Warring

Senior Director

Prepare for the digital market

Whether rail, (long-distance) bus operators, rental car or car-sharing providers – digitization is leading to changes in business models. Thus, the customer journey via smartphone ranges from ordering to provisioning to payment. At the same time, providers can continuously optimize their operational processes. However, progress tends to favour larger companies, which have the financial resources for necessary investments and can withstand cost pressure for longer. In addition, competition is increasing, especially in the urban short-haul market – for example, through B2C platforms that offer various mobility services via a central interface. Overall, the medium-term growth prospects for the industry are positive, but require a digitized and differentiated market approach

Opportunities in this field range from data engineering and data visualization solutions to digital process optimization and AI-based forecasting. We develop comprehensive digital strategies that enable companies to differentiate themselves from the competition.

Dr. Heiko Rauscher

Dr. Heiko Rauscher


Keep regulations in view

By 2050, the EU is aiming for a completely climate-neutral economic cycle, which will virtually turn the mobility sector upside down. A look at the "Fit for 55" package of measures proposed by the EU Commission gives an indication of the effects: For example, the emissions of newly sold passenger cars are to be reduced by 100 percent – as early as 2035 – emissions from aircraft are to be significantly reduced, passenger transport by rail is to be further developed and the volume of traffic in general is to be reduced. And: Cities are becoming active beyond (inter)national regulation and are driving mobility walls in the inner city – for example, via the congestion charge in London or the street reuse and 30 km/h speed limit in Paris. These proposals have implications for all mobility providers, with possible legislative measures ranging from dumping price bans on flying to tax cuts on rail travel to promoting electric mobility and inner-city bans on internal combustion engines. Against this background, the long-term regulatory perspective should be kept in mind during strategy development: The general sustainability trend favours mobility solutions that are as energy-efficient and flexible as possible.

It is essential that mobility providers respond to increasing sustainability demands from policymakers and customers as early as possible, both strategically and in terms of planning, in order to maintain their competitive edge. We keep an eye on the dynamic regulatory environment and relevant standards and provide individual advice in this regard.

Jan Eike Wegner

Jan Eike Wegner

Senior Director

Success Stories

Challenges & Solutions

A look at the details – what we do for companies in the mobility industry

Expert Interview

How can you assert yourself in the mobility market of the future, Heiko Rauscher?

What is currently driving the industry?

A major trend in recent years has been the blurring of the boundaries of many mobility offerings. On the one hand, this is achieved through supplier cooperation and offers such as "Air + Rail" (train to flight as a combined offer). On the other hand, we are noticing that mobility concepts are becoming more and more convergent and integrated – for example, with the help of digital platforms, which thus create a seamless mobility offering. Overall, the range of services is growing, as existing mobility service providers are continuously expanding their offerings, and several start-ups are also creating new offerings, especially in urban areas. Automotive manufacturers are also becoming increasingly involved outside their core business. The fundamental claim of the industry must be to offer more sustainable solutions – here, the focus is particularly on reducing CO2 emissions.

What challenges do companies have to overcome?

Competitive pressure in the industry is very high. On the one hand, more and more mobility concepts and market participants are being added. On the other hand, companies need to master a multitude of investments, further develop their business model and drive digitization if they want to survive in the market. Long-standing market participants sometimes find it difficult to hold their own in this volatile environment. Not only do "digital native" start-ups find it easier to establish a digital, seamless customer journey because they can set up these processes in a timely manner from Day 1 – they even actively shape new market standards and force established providers to catch up in this field. And finally, many providers are currently suffering from the significant price increase, which they can only pass on to customers with a time lag or not in full.

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