市场调查报告书
商品编码
1415522
KINTO 行动策略概况Strategic Profile of KINTO Mobility |
最大化资产利用率,提高车辆长期价值,这是KINTO品牌的核心
这家高阶汽车製造商于 2015 年开始分拆全资子公司,负责处理非传统汽车持有模式。趋势已经改变,大众市场的OEM製造商已经占据主导,丰田的KINTO已成为市场上公认的品牌。自 2015 年以来,丰田在共享出行领域的策略发生了显着变化,从更被动的角色转变为更主动的角色。早在 2015 年,丰田就同时在汽车共享领域进行了多个试点,并与 Uber 和 Getaround 等其他营运商建立了多个合作伙伴关係。但现在独立子公司提供的服务涵盖了从几分钟到几小时到几个月的每个使用案例,并涵盖了从用户权限到所有权的全方位经营模式。此外,丰田继续扮演汽车供应商的角色。尤其是现在,随着共用车队(混合动力汽车汽车和氢动力汽车)越来越多地普及永续车辆。到 2040 年,丰田计划透过汽车共享、订阅和微移动服务来扩展其 MaaS 生态系统,与其减少事故、拥塞和污染的整体策略相结合。
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.