¼¼°èÀÇ CaaS(Car-as-a-Service) ½ÃÀå
Car-as-a-Service (CaaS)
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CaaS(Car-as-a-Service) ¼¼°è ½ÃÀå, 2030³â¿¡´Â 7,993¾ï ´Þ·¯¿¡ µµ´Þ

2023³â¿¡ 2,700¾ï ´Þ·¯·Î ÃßÁ¤µÈ CaaS(Car-as-a-Service) ¼¼°è ½ÃÀåÀº 2030³â¿¡´Â 7,993¾ï ´Þ·¯¿¡ À̸£°í, ºÐ¼® ±â°£ 2023-2030³âÀÇ CAGRÀº 16.8%·Î ¼ºÀåÇÒ °ÍÀ¸·Î ¿¹ÃøµË´Ï´Ù. º» º¸°í¼­¿¡¼­ ºÐ¼®ÇÑ ºÎ¹® Áß ÇϳªÀÎ ICµ¿·ÂÂ÷ CaaS´Â CAGR 16.3%·Î ¼ºÀåÀ» Áö¼ÓÇϰí, ºÐ¼® ±â°£ Á¾·á½Ã¿¡´Â 6,302¾ï ´Þ·¯¿¡ ´ÞÇÒ °ÍÀ¸·Î ¿¹ÃøµË´Ï´Ù. Àü±âÀÚµ¿Â÷ CaaS ºÎ¹®ÀÇ ¼ºÀå·üÀº ºÐ¼® ±â°£ µ¿¾È CAGR 18.7%·Î ÃßÁ¤µË´Ï´Ù.

¹Ì±¹ ½ÃÀåÀº 736¾ï ´Þ·¯, Áß±¹Àº CAGR 22.1%·Î ¼ºÀåÇÒ °ÍÀ¸·Î ¿¹Ãø

¹Ì±¹ÀÇ CaaS(Car-as-a-Service) ½ÃÀåÀº 2023³â¿¡ 736¾ï ´Þ·¯·Î ÃßÁ¤µË´Ï´Ù. ¼¼°è 2À§ °æÁ¦´ë±¹ÀÎ Áß±¹Àº 2030³â±îÁö 1,832¾ï ´Þ·¯ ±Ô¸ð¿¡ À̸¦ °ÍÀ¸·Î ¿¹ÃøµÇ¸ç, ºÐ¼® ±â°£ 2023-2030³âÀÇ CAGRÀº 22.1%·Î ¿¹»óµË´Ï´Ù. ±âŸ ÁÖ¸ñÇÒ ¸¸ÇÑ Áö¿ªº° ½ÃÀåÀ¸·Î´Â ÀϺ»°ú ij³ª´Ù°¡ ÀÖÀ¸¸ç, ºÐ¼® ±â°£ Áß CAGRÀº °¢°¢ 12.7%¿Í 14.8%·Î ¿¹ÃøµÇ°í ÀÖ½À´Ï´Ù. À¯·´¿¡¼­´Â µ¶ÀÏÀÌ CAGR ¾à 13.4%·Î ¼ºÀåÇÒ °ÍÀ¸·Î ¿¹ÃøµË´Ï´Ù.

¼¼°è CaaS(Car-as-a-Service) ½ÃÀå - ÁÖ¿ä µ¿Çâ°ú ÃËÁø¿äÀÎ ¿ä¾à

CaaS(Car-as-a-Service)´Â ¸ðºô¸®Æ¼¿Í ±³Åë¿¡ ¾î¶² Çõ¸íÀ» °¡Á®¿À´Â°¡?

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Ä«¾ÆÁî¾Æ ¼­ºñ½ºÀÇ ±â´É¼ºÀ» ³ôÀÌ´Â Çõ½ÅÀ̶õ?

CaaS(Car-as-a-Service)ÀÇ Çõ½ÅÀº µðÁöÅÐ Ç÷§Æû, Â÷·® ¿¬°á¼º, µ¥ÀÌÅÍ ºÐ¼®ÀÇ Áøº¸¸¦ ÅëÇØ ±â´É¼ºÀ» ³ôÀ̰í ÀÖ½À´Ï´Ù. ÃֽŠCaaS Ç÷§Æû¿¡¼­´Â AI ¹× ¸Ó½Å·¯´×À» Ȱ¿ëÇÏ¿© Â÷·® °¡µ¿·ü, °¡°Ý ¼³Á¤, À¯Áöº¸¼ö ÀÏÁ¤À» ÃÖÀûÈ­Çϰí, »ç¿ëÀÚ°¡ ÇÊ¿äÇÒ ¶§ ¾ðÁ¦µçÁö Á¤ºñµÈ Â÷·®À» ÀÌ¿ëÇÒ ¼ö ÀÖµµ·Ï ÇÏ´Â ¿òÁ÷ÀÓÀÌ °¡¼ÓÈ­µÇ°í ÀÖ½À´Ï´Ù. ÀÌ·¯ÇÑ Ç÷§Æû¿¡´Â Á¾Á¾ ¿ø°ÝÀ¸·Î Â÷·®À» ¿¹¾à, Àá±Ý ÇØÁ¦ ¹× Ãâ½ÃÇÒ ¼ö ÀÖ´Â ¸ð¹ÙÀÏ ¾ÛÀÌ Æ÷ÇԵǾî ÀÖ¾î Àüü ÇÁ·Î¼¼½º¸¦ °£¼ÒÈ­ÇÏ°í »ç¿ëÀÚ ÆíÀǼºÀ» ³ôÀÏ ¼ö ÀÖ½À´Ï´Ù. ÅÚ·¹¸Åƽ½º ¹× IoT ¼¾¼­¿Í °°Àº ¿¬°á ±â´ÉÀ» ÅëÇØ Â÷·®ÀÇ ¼º´É°ú »ç¿ë »óȲÀ» ½Ç½Ã°£À¸·Î ¸ð´ÏÅ͸µÇÒ ¼ö ÀÖÀ¸¹Ç·Î ¼­ºñ½º Á¦°ø¾÷ü´Â ¾ÈÀü°ú È¿À²¼ºÀ» º¸ÀåÇÒ ¼ö ÀÖ½À´Ï´Ù. ¶ÇÇÑ µ¥ÀÌÅÍ ºÐ¼®Àº CaaS °æÇèÀ» °³ÀÎÈ­ÇÏ´Â µ¥ »ç¿ëµÇ¸ç °³º° »ç¿ëÀÚÀÇ Çൿ°ú ¼±È£µµ¿¡ µû¶ó ¸ÂÃãÇü Ãßõ ¹× ÇÁ·Î¸ð¼ÇÀ» Á¦°øÇÕ´Ï´Ù. ÀÌ·¯ÇÑ Çõ½ÅÀ¸·Î CaaS´Â º¸´Ù ºü¸£°í, ½Å·Ú¼ºÀÌ ³ô°í, »ç¿ëÀÚ Ä£È­ÀûÀÌ µÇ¾î, °³Àΰú ±â¾÷ ¸ðµÎÀÇ ¿î¼Û ºÐ¾ß¿¡¼­ ÀÌ ¼­ºñ½º ¸ðµ¨ÀÇ Ã¤¿ëÀÌ È®´ëµÇ°í ÀÖ½À´Ï´Ù.

Ä«¾ÆÁî¾Æ ¼­ºñ½º´Â ¼ÒºñÀÚ Çൿ°ú µµ½Ã À̵¿¼º¿¡ ¾î¶² ¿µÇâÀ» ¹ÌÄ¡´Â°¡?

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Car-as-a-Service ½ÃÀåÀÇ ¼ºÀåÀ» °¡¼ÓÇÏ´Â µ¿ÇâÀ̶õ?

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Global Car-as-a-Service (CaaS) Market to Reach US$799.3 Billion by 2030

The global market for Car-as-a-Service (CaaS) estimated at US$270.0 Billion in the year 2023, is expected to reach US$799.3 Billion by 2030, growing at a CAGR of 16.8% over the analysis period 2023-2030. IC Powered Vehicles CaaS, one of the segments analyzed in the report, is expected to record a 16.3% CAGR and reach US$630.2 Billion by the end of the analysis period. Growth in the Electric Vehicles CaaS segment is estimated at 18.7% CAGR over the analysis period.

The U.S. Market is Estimated at US$73.6 Billion While China is Forecast to Grow at 22.1% CAGR

The Car-as-a-Service (CaaS) market in the U.S. is estimated at US$73.6 Billion in the year 2023. China, the world's second largest economy, is forecast to reach a projected market size of US$183.2 Billion by the year 2030 trailing a CAGR of 22.1% over the analysis period 2023-2030. Among the other noteworthy geographic markets are Japan and Canada, each forecast to grow at a CAGR of 12.7% and 14.8% respectively over the analysis period. Within Europe, Germany is forecast to grow at approximately 13.4% CAGR.

Global Car-as-a-Service (CaaS) Market - Key Trends and Drivers Summarized

How Is Car-as-a-Service (CaaS) Revolutionizing Mobility and Transportation?

Car-as-a-Service (CaaS) is revolutionizing mobility and transportation by offering flexible, on-demand access to vehicles without the long-term commitment and financial burden of ownership. This innovative model allows consumers and businesses to lease or rent cars on a short-term basis, ranging from a few hours to several months, depending on their needs. CaaS is particularly appealing in urban environments where car ownership is often impractical due to high costs, parking challenges, and the increasing availability of alternative transportation options. By providing access to a wide range of vehicles—from compact city cars to luxury models—CaaS allows users to choose the right vehicle for each specific occasion, whether it’s a business trip, a weekend getaway, or daily commuting. This flexibility, combined with the convenience of digital platforms that facilitate booking, payment, and vehicle access, is transforming the way people think about car use, making it more sustainable, cost-effective, and aligned with modern lifestyles.

What Innovations Are Enhancing the Functionality of Car-as-a-Service?

Innovations in Car-as-a-Service (CaaS) are enhancing functionality through advancements in digital platforms, vehicle connectivity, and data analytics. Modern CaaS platforms are increasingly leveraging AI and machine learning to optimize vehicle availability, pricing, and maintenance schedules, ensuring that users have access to well-maintained vehicles whenever they need them. These platforms often include mobile apps that allow users to book, unlock, and start vehicles remotely, streamlining the entire process and enhancing user convenience. Connectivity features, such as telematics and IoT sensors, enable real-time monitoring of vehicle performance and usage, which helps service providers ensure safety and efficiency. Additionally, data analytics are being used to personalize the CaaS experience, offering tailored recommendations and promotions based on individual user behavior and preferences. These innovations are making CaaS more responsive, reliable, and user-friendly, contributing to the growing adoption of this service model in both personal and corporate transportation sectors.

How Does Car-as-a-Service Impact Consumer Behavior and Urban Mobility?

Car-as-a-Service (CaaS) significantly impacts consumer behavior and urban mobility by shifting the focus from car ownership to car access, promoting a more flexible and sustainable approach to transportation. For consumers, CaaS offers the freedom to use a car only when needed, without the associated costs and responsibilities of ownership, such as maintenance, insurance, and depreciation. This shift is particularly appealing to younger generations who prioritize experiences and convenience over ownership. In urban areas, where space is limited and traffic congestion is a growing concern, CaaS reduces the number of privately owned vehicles on the road, contributing to decreased traffic, lower emissions, and more efficient use of urban space. Additionally, CaaS complements other forms of shared and public transportation, enabling a more integrated and multimodal approach to urban mobility. As a result, cities adopting CaaS solutions are better equipped to meet the challenges of urbanization, improving the quality of life for residents and promoting sustainable growth.

What Trends Are Driving Growth in the Car-as-a-Service Market?

Several trends are driving growth in the Car-as-a-Service (CaaS) market, including the rise of the sharing economy, advancements in vehicle technology, and the increasing focus on sustainability. The sharing economy, characterized by a preference for access over ownership, has created a fertile ground for CaaS to flourish, as consumers seek more flexible and cost-effective ways to use cars. Technological advancements, particularly in electric vehicles (EVs) and autonomous driving, are also boosting the CaaS market by making it easier and more attractive to offer a variety of vehicle options that are both environmentally friendly and equipped with the latest features. The growing awareness of sustainability and the push for greener transportation solutions are encouraging both consumers and businesses to adopt CaaS as an alternative to traditional car ownership, reducing their carbon footprint and contributing to broader environmental goals. Additionally, the expansion of smart cities and the development of digital infrastructure are facilitating the integration of CaaS into urban mobility systems, further driving market growth. These trends underscore the transformative potential of CaaS in reshaping transportation and mobility in the 21st century.

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TABLE OF CONTENTS

I. METHODOLOGY

II. EXECUTIVE SUMMARY

III. MARKET ANALYSIS

IV. COMPETITION

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