Is There a Future for Service Stations? A number of far-reaching trends are disrupting the fuel retail market. Among the most powerful of these are the rise of alternative fuels (particularly electricity) for mobility, the emergence of new models in mobility, and also the evolution of heightened consumer expectations around convenience and personalization. The impetus for these particular disruptions comes from an array of powerful new digital technologies-everything from artificial intelligence (AI) to robotics to the web of Things (IoT).

The ongoing shifts will alter the contours of competitive advantage in the market and ­require a fundamental transformation in the standard business design. Fuel retailers must establish a comprehensive response that adjusts the products and services they offer, adapts their network and business model, alters the design of their Gas Stations Near Me and convenience stores, and harnesses new digital tools.

To aid companies know very well what the long run will appear like and whatever they can do in order to adjust to it, BCG has conducted an in-depth study of the fuel retail industry, detailing four totally different market environments that will likely emerge around the world, each defined by alterations in mobility and consumer lifestyles. Fuel retailers can start using these market environment scenarios to assess how their business might fare in the years ahead under different conditions and also to position themselves to adapt within the short, medium, and long terms. Even though environments are different from one another markedly, a significant part of the fuel retail network in a few markets could be unprofitable by 2035-even inside the scenarios by which new mobility models are less disruptive and fossil fuel sales do not decline precipitously. In a market environment where electric vehicles (EVs), autonomous vehicles, and new mobility models take off rapidly, up to 80% from the fuel-retail network as currently constituted may be unprofitable in approximately fifteen years.

To avoid this kind of decline, fuel retailers need to take action in three areas. First, they have to move coming from a vehicle-centric business design to your customer-centric one in order to capture cool product and service oppor­tunities. This effort entails reinventing the overall customer journey and making use of digital tools to increase the client relationship beyond occasional visits for the service station. Second, retailers must transform their network of service stations and assets. This procedure includes changing formats in some locations to fulfill customer demand, divesting locations that is definitely not profitable, and making an investment in assets that support the push into new prod­ucts and services. Third, they have to develop new capabilities-including digital expertise and, sometimes, capabilities associated with entirely new areas such as last-mile logistics or real estate property.

To actually adapt, fuel retailers must embrace a whole new mindset. Making modest changes or tweaks towards the business will not suffice. Instead, companies must fundamentally rethink their business and aggressively embrace innovation and new technology. Those that boldly seize the opportunity will find themselves in a winning position. Those which do not may be left behind.

The Forces of Disruption.

The pace of disruption in the fuel business is breakneck, as alternative fuels grab share, advanced mobility models explode, and consumers expect greater convenience, quality, and personalization. (See Exhibit 1.) In every three areas, advances in digital technology-including big data and analytics, AI, the IoT, robotics and automation, and virtual and augmented reality-are driving and enabling change.

The Takeoff of Alternative Fuels.

Two forces are spurring an upswing of electricity along with other alternative fuels. The very first is the rollout of regulations geared towards limiting greenhouse gas emissions. As an example, great britain has mandated that, by 2040, brand-new cars and vans sold in the nation should be competent at achieving zero greenhouse gas emissions, a requirement which will increase demand for battery electric, plug-in hybrid electric, or hydrogen­-fueled vehicles.

The second force is technology. As battery costs carry on and decline, automotive OEMs are investing heavily in EVs. By 2030, greater than a third of all the new vehicles sold is going to be fully or partly electric. This development poses an important threat to fuel retailers, particularly those that operate numerous stations where fuel purchases take into account a substantial share of profits.

Other alternative fuels will also be starting out gain ground in certain markets. For example, automakers such as Toyota are making an investment in developing hydrogen fuel cell vehicles. Meanwhile, in other parts around the globe, a sizable proportion of vehicles already run using alter­native fuels including liquefied petroleum gas (LPG) and compressed gas (CNG), and biofuels are increasing their be part of the gasoline and diesel pools. Vehicles that use a different fuel like LPG or CNG still require refueling through a traditional fuel retail location-unlike EVs, which users may charge in your own home, at work, or in parking lots, and which therefore pose a substitution threat to Shell Gas Station Near Me Now.

The Emergence of Advanced Mobility Models

Nearly two-thirds from the global population will live in cities by 2030, and new digital-­centric business models is going to be essential to ensuring efficient urban mobility. Already, ride-­hailing services like Uber and Lyft have ushered in the first phase in the era of shared mobility, reducing the car ownership aspirations of younger generations. By 2030, the shared mobility market may very well be worth nearly $300 billion-and through 2035, we project, shared mobility solutions will account for nearly 20% of on-road passenger miles.

As shared mobility will continue to gain ground, another significant shift will support it: the emergence of autonomous vehicles (AVs). ­Numerous companies-including both traditional OEMs such as Ford and Toyota and new digital players such as Google and Uber-are investing heavily in the creation of autonomous driving capabilities. Because of this, we expect that nearly 25% of new cars purchased in 2035 will have the capacity to drive themselves with no human involvement whatsoever-with most of the AVs likely to be electric. As autonomous vehicle systems replace human drivers, shared mobility services will end up less expensive to customers, encouraging further growth of such services.

The implications for fuel retailers are significant since the refueling or recharging of shared-mobility-service AVs will commonly occur as the vehicles are empty of passengers, at dedicated AV parking areas located outside urban areas. The result will be a decline in customer traffic at service stations and lower fuel and convenience store sales.

The Evolution of Consumer Expectations. Retail customers-including those shopping in convenience stores-have grown to be more demanding throughout the board. They are trying to find high-quality, fresh, healthy food options; better value; and a lot more attractive store formats. In addition they want more personalized goods and services and a seamless, convenient experience through options including self-service checkout.

In this particular environment, retailers are leveraging an enormous quantity of data off their customers to achieve an unprecedented amount of insight regarding their preferences. And people efforts will grow increasingly sophisticated. Whereas businesses previously grouped consumers into segments, retailers in the future will be able to target every person and tailor goods and services to that individual’s needs.

These dramatic modifications in the retail environ­ment will pose a significant challenge for fuel retailers, which stand to lose customers both to more complex retailers that offer fast and simple purchases as well as increasingly innovative e-commerce players. Actually, convenience will increasingly come to mean “delivered to the home,” as e-commerce companies that offer instant delivery emerge as a significant alternative to the traditional convenience store. Companies such as Amazon are already testing delivery by drone in order to sub­stantially reduce last-mile delivery time. Other people are addressing the last-mile challenge through partnerships with companies like Instacart and Uber. In america alone, investors have committed $9 billion for some 125 startups operating in this space. In addition, retail players are leveraging tech­nology to create a true omnichannel experi­ence that seamlessly integrates offline and online retail. Voice-activated shopping, made possible through the IoT and also by AI, is emerging as a powerful new model both in physical and virtual stores.

Other efforts aim to make the in-store experience more efficient and convenient. As an example, emart24 has rolled out unstaffed stores, and Farmer’s Bridge has created walk-in vending machines. Also new to the scene are mobile stores including Robomart and Mobymart and chains like AmazonGo and’s 7Fresh (in China) that provide automated checkout. Fuel retailers have to take steps to produce options that match the rate and ease that these particular formats offer.

The Planet Is Beginning To Change-And Native Implications Vary. The complete impact from the trends which can be remaking the fuel retail business will be evident in the next 10 to 15 years. Meanwhile, however, some markets will change more rapidly than others. For instance, the demand for electric and other alternative-fuel-powered vehicles, the penetration of AVs, and also the adoption of brand new shared mobility solutions is going to be much higher in Northern Europe, North America, plus some fast-developing economies including China than in most countries in Middle East or Africa, as an example.

Four Future Market Environments – To reflect the disparate pace of change in different parts of the entire world, we have now identified four distinct market environments that will probably play out between now and 2035, every one of that will use a different effect on fuel retailers’ profitability. (See Exhibit 2.) These four basic environments can serve as signposts in the future, helping companies identify signals of change in the market and measure the effect on their business. Their key features are listed below:

Market environment 1: Fossil fuel remains king. This environment reflects conditions under our most conservative projections. Internal combustion engine (ICE) vehicles continue to predominate, with limited penetration of electric vehicles. People carry on and rely heavily on personal vehicles, with shared mobility solutions making up only 5% to 10% of road mobility. Within this environment, the customer shopping experience is going to be digitally enabled, and seamless pur­chasing and checkout will likely be common­place. Businesses will still target segments of consumers (not individual customers), and traditional human-powered last-mile delivery will always be the standard. Despite the dominance of ICE vehicles, as well as population growth and the emergence of your expanding middle-class in developing countries, demand for fossil fuel will stagnate or decline slightly. This is due to some extent to increasingly fuel-efficient vehicles as well as in part to advance-albeit limited-penetration of EVs. As a result, by 2035, within a “do nothing” scenario where fuel retailers have not adapted for the changing environment, 25% to 30% of fuel stores will earn returns below their weighted average cost of capital and be vulnerable to closure.

Market environment 2: There’s a new fuel on the block. Within the second market environment, countries are in a transitional state before having achieved a critical amount of penetration of EVs. Within this environment, government regulations and incentives foster EV adoption, and electricity powers nearly half of the cars on the road. But electric charging infrastructure remains restricted to public spaces in urban locations as well as public spaces and homes in surrounding suburbs, with little infrastructure obtainable in rural and remote areas. Consumers in this particular environment will expect amounts of integration between online and offline shopping which go past the click-and-collect approach. Advanced digital in-store and out-of-store experiences-for example, ordering products through personal digital assistants both at home and using automated checkout in shops-will likely be common. AI-driven innovation will permit highly personalized offerings in traditional stores and via self-driving mobile on-demand stores. Alternative last-mile delivery models using drones and autonomous robots will be on the rise. Although EVs won’t completely dominate this environment, their impact is going to be powerful. If fuel retailers do not adjust their model, the decline within their fuel sales will render 45% to 60% of https://Locationsnearmenow.Net/Petrol-Station-Near-Me/ potentially unprofitable by 2035 and can push the typical return on capital employed (ROCE) in the sector for the low single digits.

Market environment 3: All rise, but none dominate. In this environment, adoption of EVs is widespread, there is however also significant interest in alternative fuels such as hydrogen, LPG, CNG, and biofuels, as governments as well as other entities support their development. As a result, the general share of non-renewable fuels is relatively low. Simultaneously, many consumers prefer shared mobility methods to owning cars that largely go unused throughout the day. The upshot: nearly 20% of all passenger kilometers in cities are traveled in certain shared mode of transport. In this environment, the shopping experience will reach its maximum level of offline and online integration. Drones and autonomous robots will likely be commonplace, bringing products to customers’ doorsteps from urban micro-hubs. Humans will participate directly in just one half of all last-mile deliveries. The finances for fuel retailers in this environment is going to be challenging. Although fuels including LPG and CNG will replace a number of the lost volume of gasoline, they won’t completely cancel out the effect of rising EV use. By 2035, assuming the fuel retail model doesn’t significantly change, we expect 60% to 75% of fuel retail outlets to be vulnerable to unprofit­abil­ity, with average sector ROCE in negative territory.

Market environment 4: Mobility movesbeyond standard fuels. Within the most advanced in the market environments, EVs are dominant, as well as the AV revolution is well underway. About 10% to 20% of all the new cars sold will likely be both electric and fully autonomous. Non-renewable fuels will power only about a quarter of all the road mobility energy needs. Furthermore, the infrastructure needed to serve a zwvzos fleet of AVs-to transport goods and individuals through the entire day, and to charge overnight and during idle times in dedicated areas-are usually in place. On-demand mobility will account for nearly 30% of all passenger kilometers in cities, as more people choose shared mobility over vehicle ownership. The retail environment will likely be like the one outlined in market environment 3. But market environment 4 will require fuel retailers to create even more dramatic change.

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