Roland Berger Strategy Consultants

The platform economy is revolutionizing the banking sector – technology providers and FinTechs are increasingly occupying the customer interface. Retail banks must reposition themselves: Instead of the mostly universal business model they operate now, they need to decide where their future focus will lie. Will they be relationship expert, product expert or technology provider?
Online platforms reach millions of people, enabling more and more products and services to find their way to the customer. This also applies increasingly to financial products, where platform operators are becoming serious competition for retail banks. Thus, banks face a fundamental decision: Do they position themselves in the future at the customer interface and actively design platforms or should they focus on primarily being product providers? Currently most banks are busy digitalizing their existing business model – without any sign of real innovation.

Who will win the battle of new mobility services? Our Automotive Disruption Radar provides new insights Since 2017 we have been charting a concept of mobility in transition with our semi-annual Automotive Disruption Radar (ADR). The current fourth edition confirms the main developments: more and more people think that using a car does not necessarily mean that you have to own one, consumers can increasingly imagine buying a car with electric drive and more and more cities are granting permits to trial autonomous vehicles on their streets. Last but not least, the number of employees in R&D departments around the world working on new mobility concepts and autonomous vehicles is still rising.

Pedal power is becoming the transport mode of choice for urban dwellers around the globe. Bicycles offer a means of travel that allows people to get to their destination quickly and cheaply, especially in large cities with congested roads. With worldwide sales of bike sharing services forecast to increase to EUR 8 billion by 2021, a veritable race for global supremacy has already begun. Rapid growth, especially in Asia, is fueled by the continued strong demand for cost-effective mobility, largely unregulated market access and massive investment. Private providers have recently mobilized more than USD 3 billion in venture capital to expand not just in China, but globally. Asian market leaders ofo and Mobike (each with 200 million registered users), which, unlike European providers, operate free-floating instead of station-based systems, have been pushing the European market since 2017. The study shows that the bike-sharing market is benefiting from rising global environmental awareness and the common sharing trend, as people are more willing to pay for mobility than for owning a car or a bicycle. In addition, cycling is cheaper than a taxi, ride-hailing or an own car, and more flexible than public transport systems. Because the use of a rental bike can also be easily combined with other means of transport, bike sharing will become an important pillar in a growing urban ecosystem of sharing (car, bicycle, ride-sharing) and mobility services (platforms, apps, aggregators).Despite the promising opportunities offered by the burgeoning bike-sharing market, the rapid pace of growth is not without its pitfalls. Operators are faced with becoming the target of vandalism, or oversupply in certain cities. We predict the market will consolidate in the coming years, with a smaller number of high quality offerings surviving the initial boom to find longer term success.

The TREND COMPENDIUM 2030 is a global trend study compiled by Roland Berger Strategy Consultants. It describes seven megatrends that will shape the world over the next 20 years. All trends have a broad impact on how we do business – Therefore, Roland Berger experts have identified corporate actions that companies must take today. The study also takes a look at how we will live in 2030.

Roland Berger experts first screened all relevant trend, scenario and future studies worldwide. Then they verified, analyzed and consolidated the results, using them to define seven megatrends. They next broke down the seven megatrends into 21 subtrends, looking at each from a global perspective and the viewpoints of industrialized and developing countries. Finally, they identified corporate actions that companies worldwide should consider taking today.

Following the executive summary and an introduction in chapters A and B, chapter C presents all trends and corporate actions in detail, while chapter D gives you an idea of life in 2030. In addition, every chapter presents the most important sources, organizations and indicators to help you keep track of the changes in the world as well as dig deeper into the trends presented.