Feedback in the pilots directly fed the business model generation. The surveys included questions relating the preferred payment mode and business model, the willingness to pay, the preferred arrangement with the organisation.
This feedback was used in the co-design sessions to build the most adapted business models for each type of use case in DREEM.
Besides, circular economy aspects were also integrated in the final choice of options and arrangement among the different actors involved in the business model.
A benchmark was also carried out at EU level to identify best practices and include them in the final desing of business models.
The most important experience gained around the pilot projects are:
● improving specific urban usage needs. For instance, DREEM vehicles can be the last-mile solutions in those areas where local PT is lacking, or PT cannot cover.
● Via pilot demonstrations, DREEM demonstrated the benefit of a personal “last-mile” solution integrated with major public transportation networks such as subway or bus and then using a DREEM kickscooter to their destination, or vice versa. In this way, DREEM kickscooter can be seen as an extension of public transportation.
● More comfort and stability = enlarging the acceptance of such vehicles among different ages groups and gender (pilot to test and demonstrate it).
● Reducing the use of other, more polluting and space occupying mobility solutions. These electric kick scooters are suited for areas with limited parking due to their small size, eliminating the need to drive around looking for parking as cruising for parking can lead up to 30% of traffic increase . Furthermore, personal DREEM kickscooter also addressed social misconduct behaviours associated with shared kickscooter parking issues.
.
