top
2021/01/21 08:22:21 Transformation

The biggest crisis of change lies in great opportunities!

The biggest crisis of change lies in great opportunities!


Today, there is a big wave of change around the world. Can businesses adapt to the speed of the wave rather than the arrival of the wave of change? Is becoming important. The world is undergoing digitalization at a rapid pace. It's like getting on the Shinkansen at once if you've been using a conventional line. If you can't ride it, you won't be able to survive, but you will need to make a decision to ride it.


In recent years, the words "CASE" and "MaaS" have come to appear frequently in the automobile industry. Kawahara explains that the automobile industry is now in the midst of a "one-hundred-year revolution", and the era of "mobility 3.0" will come ahead of these changes.

"Mobility 1.0 is the era of traditional automobiles that has lasted for 100 years. Mobility 2.0 is an era in which the business model of the automobile industry changes with CASE. And mobility 3.0, which we are currently paying attention to, is CASE. It's an era in which four things work like multiplication, and various players enter mobility beyond the boundaries of industry, and a new ecosystem is built. "(Mr. Kawahara)

CASE refers to "Connected", "Autonomous", "Shared / Service", and "Electronics / Electric", which indicate changes in the automobile industry. It is an acronym for the word "ka".

A lot of media gathered at Accenture's press conference on "Mobility 3.0"

CASE works by multiplication

CASE "works by multiplication" means that the sophistication of mobility progresses by the interaction of the four elements. For example, as introduced in "Mobility3.0", "C" (connected) x "A" (automatic control) enables remote remote control of the vehicle, or "A" (automatic control) x " Unmanned delivery services are being created with S "(service).


By bringing about such a multi-layered paradigm shift, customers, products, and business models will change. As a result, new opportunities will always be created for players surrounding mobility. This book takes up four of the most vulnerable industries, "telecommunications," "high-tech," "finance," and "electric power," and introduces in detail new business opportunities that are likely to emerge.

“The realization of“ C ”(Connected) has created new services in finance and insurance. For example, we obtain information such as mileage and frequency of sudden acceleration / stop from the vehicle and pay insurance premiums. Introducing car insurance to decide. Not only the age of the individual, but also the driving tendency such as whether the driving is rough or cautious can determine the insurance content, so a more accurate plan will be applied. "(Mr. Kawahara)

Kawahara Eiji
Eiji Kawahara
Strategic Consulting Headquarters
Managing Director

Changes in the business surrounding mobility

Also, being able to remotely control a connected car will change the way credit is examined and managed.

"If there is a risk hedging system for financial institutions, such as the engine being stopped by remote control when loan payments are delayed, the hurdle for credit can be lowered. Until now, the economic power is insufficient. People who couldn't get a car loan will be able to get a loan, and they will be able to receive the mobility service of moving. "(Mr. Kawahara)

With the advent of Mobility 3.0, one of the major changes is the change in the way of thinking about evaluation as the asset value of automobiles. As the consciousness of automobiles changes from "owning" to "using", the asset value does not decrease year by year, but maintains the value at that time as long as the service of "moving" can be provided. It is theoretically possible to do so. The idea is an "asset management" service that enables companies and individuals who use automobiles to do business to maximize their profits efficiently. The time will come when automobiles will become profitable assets like real estate.


Recently, traffic accidents caused by elderly drivers have been reported every day. Many of these accidents are due to mistakes in the operation of automobiles. In the first place, collision damage mitigation braking (so-called automatic braking), which is a technology to prevent operation mistakes, was already introduced in 2003, and it is now a common technology that is installed as standard in light vehicles. However, although cars have evolved dramatically compared to just 10 years ago, such accidents have not disappeared yet. Can it be solved in the world of mobility 3.0?

"The idea of ​​Mobility 3.0 is to prevent accidents by solving the problems of movement itself, rather than relying on individual safety technologies for automobiles. By combining autonomous driving technology and sharing services, autonomous driving is achieved. In a world where services such as shuttle buses and sharing cars are available, people who are not good at driving or who do not have a driver's license will not have to drive by themselves and will be able to move safely and freely. (Mr. Kawahara)

Such an autonomous driving service is no longer a dream story, and it is predicted that it will be born by 2030. Mr. Kawahara also emphasizes the superiority unique to Japan.

"Japan is an advanced country with a rapidly declining birthrate, aging population, and depopulation compared to other countries. Especially in rural areas, there are many issues related to mobility such as a decrease in the number of public transportation users, so the business model that will be established there. If possible, it can be said that it is an opportunity to apply it to overseas markets that face challenges following Japan. In fact, for example, in Aizu Wakamatsu City, Fukushima Prefecture, depopulation and depopulation by the city, Aizu University, and us Accenture Various efforts are being made regarding smart cities, including mobility services, to solve regional issues such as an aging society. "

If mobility services become widespread and people can easily and safely go out, not only elderly people but also people who do not have a driver's license or a car will be able to move more actively.

"In a demonstration experiment of a ride-sharing service in Mie Prefecture, there was a case where residents became more motivated to go out and communication in the area became more active. In this way, the ride-sharing service creates new mobile demand. , Various needs such as wanting to enjoy movies and games together and tasting delicious meals in a car that does not need to be driven will create a new market. "(Mr. Kawahara)


By creating a new market brought about by changes in mobility in this way, various companies will enter the market regardless of the type of business. For existing players, unexpected opponents can be rivals and partners. In fact, there are numerous examples of collaboration between automobile manufacturers and companies in different industries, not just among automobile manufacturers, both in Japan and overseas.

"Amidst the wave of CASE, it takes a huge amount of money and time to proceed with various developments by one automobile manufacturer. Since it requires a scale beyond the group, we will collaborate with each other and between different industries. By doing so, we can improve efficiency and at the same time form an ecosystem. "(Mr. Kawahara)

What should companies do to respond quickly to such large-scale changes and take advantage of opportunities? According to Mr. Kawahara, the world of Mobility 3.0 does not change all at once, so two perspectives are always required.

"It is important to move both the existing business (Core / Core) and the new business (New / New) at the same time. The existing business uses digital technology to improve efficiency, and the funds and human resources that float there Allocate resources to new businesses and create new businesses. "

Futurist and strategist

Mr. Kawahara cites the existence of "futurists" and "strategists" as human resources necessary for such management. A futureist who identifies the latest technology that can affect society and business, predicts appropriate technological evolution and social progress, thinks about measures from a business perspective, and incorporates them into management strategies.

“In addition to developing futureists in-house, there may be ways to hire them from outside. For example, one way is to work with a consultant like us. Incorporate the ideas of outside innovators to change ourselves. That's why. "

In an era of rapid change, it is dangerous to keep the existing core business as the main business forever. In order not to miss the time, it is necessary to try new things one after another and execute the strategy speedily while the core is strong.