市場調查報告書
商品編碼
1415522
KINTO 行動策略概況Strategic Profile of KINTO Mobility |
最大化資產利用率,提高車輛長期價值,這是KINTO品牌的核心
這家高階汽車製造商於 2015 年開始分拆全資子公司,負責處理非傳統汽車持有模式。趨勢已經改變,大眾市場的OEM製造商已經佔據主導,豐田的KINTO已成為市場上公認的品牌。自 2015 年以來,豐田在共享出行領域的策略發生了顯著變化,從更被動的角色轉變為更主動的角色。早在 2015 年,豐田就同時在汽車共享領域進行了多個試點,並與 Uber 和 Getaround 等其他營運商建立了多個合作夥伴關係。但現在獨立子公司提供的服務涵蓋了從幾分鐘到幾小時到幾個月的每個使用案例,並涵蓋了從用戶權限到所有權的全方位經營模式。此外,豐田繼續扮演汽車供應商的角色。尤其是現在,隨著共用車隊(混合動力汽車汽車和氫動力汽車)擴大普及永續車輛。到 2040 年,豐田計劃透過汽車共享、訂閱和微移動服務來擴展其 MaaS 生態系統,與其減少事故、擁塞和污染的整體策略相結合。
Maximizing Asset Utilization and Enhancing the Long-term Value of Vehicles, Central to the KINTO Brand
Spinning off wholly owned subsidiaries to handle nontraditional car ownership models started in 2015 with premium automakers. The trend has shifted, with volume OEMs taking the lead, and Toyota's Kinto has become a well-accepted brand in the market. Toyota's strategy in the shared mobility space has evolved quite a lot since 2015, from being more passive to taking on a more active role now. In 2015, Toyota had several pilots running simultaneously in the car-sharing space and had several partnerships with other operators such as Uber and Getaround. But now, its stand-alone subsidiary offers services covering all use cases, ranging from a few minutes to hours or months, covering the entire breadth of usership-to-ownership business models. In addition, Toyota continues to play the role of a vehicle supplier, especially now that the penetration of sustainable vehicles in shared fleets is increasing (both hybrid and hydrogen vehicles). By 2040, Toyota plans to expand its MaaS ecosystem through car-sharing, subscription, and micromobility services, tying in with the overall strategy of fewer accidents and lesser congestion and pollution.