4. possible new business areas that the taxi industry in Germany can develop, which are lucrative even beyond the crisis

The order of the day is to start preparations for new business areas now (!) in order to be able to tap into them.

Service portal

In connection with the crisis tasks (see 3.), an innovative service portal is needed that offers the entire new services - online and via apps. As already mentioned, this can be built on top of the established portals.


Call Center

  • In the call center, employees need to be trained on the new services.
  • Possibly the call centers also need to become proactive and call existing customers directly to market and sell the new / expanded services.


On this basis (see above), position as a micro-transporter - at its core for parcel transport and courier services:

  • Offer flat rates for required transportation services that go beyond just passenger service.
  • To act as a supplier to industry and commerce: To take over tasks that must or can be outsourced there (outsourcing).
  • Establish cooperation with new 3D printing centers to deliver parts and components manufactured there.
  • In addition to the cooperation with the food industry (see above), also build up a cooperation with retailers in general in order to deliver online goods flexibly and at short notice. Up to now, only delivery services and couriers have been able to do this, but they cannot cover the entire demand - and may also have downtime (illness, family, etc.).
  • Increased and more effective transport of purchases - see also 3. in detail.
  • The costs of an order can be kept low by means of effective processes that tie up the driver's time to a minimum:
    • In the run-up, everything is handled via portal (also the payment processing). The driver only drives up, the goods are loaded into his trunk and unloaded there again at the recipient. As long as the Corona crisis continues, the loader and unloader disinfect. The driver remains in the vehicle and is therefore not exposed to any danger and cannot become a carrier himself.
    • Trips could be strategically scheduled (via algorithm) to be on the path of the next passenger, if necessary.
  • Increased and more effective adoption of restaurant delivery services along the same lines.
  • Enable emergency transport of urgently needed items (see above).
    • For example, parts could be transported from companies that need to get to another branch quickly.
  • Daring idea: merger with courier companies: Here it could be profitable to transport people and goods in taxis at the same time. This would also require the algorithm already mentioned (see above).


Regular feeder services / commuter trips:

  • For professionals and business people.
  • Possibly also for school children in the above context.
  • Such a service is particularly attractive and useful in city centres where there are few parking facilities.
  • Bookable as monthly, weekly and annual package.


Categorization of the offer in Basic, Smart and Premium Service:

  • Introduction of a premium service - e.g.: High-quality, prestigious limousines, beverage service, media, butler service.
  • Optionally, perhaps also offer a board service - e.g.: Café + small snack on pre-order. A cooperation with local bakeries would be conceivable.
  • Offering the opportunity to work in comfortable, large cars: WiFi, USB charging stations and table - creating a 'business class' feel with clients.
  • In parallel, the basic service in the Dacia.


Transport service at times when there is no workload:

  • This could be established between peak hours or at night.
  • The necessary logistic system (software) would have to be integrated into the existing online portals - or connected to them.
  • This can be used for inner-city micro-distribution - see also "Micro-transporters" above.
  • Establishment or / and use of existing depots for the storage of transport goods - similar to packing station of the post office.
  • Orders can be accepted at any time via an app.
  • The driver collects the goods to be transported - if necessary also at new self-service terminals - and delivers them.
  • The combination with passengers is only possible if they travel without luggage. This must be validated before the journey is allocated or the goods transported are taken on board.


The ideas presented so far can be the starting point for new and changed structures, which should and must be of greater duration:

  • Based on the current situation, strategies should be developed for the future, for different crisis scenarios.
  • There was no preparation for the current crisis. Therefore, there are currently hardly any usable structures in terms of active crisis management.
  • The industry cannot continue to ignore the far-reaching changes ahead and continue to cling to the "golden years" of the past.
  • The need to rethink change cannot be postponed any longer. Thus, the current situation can be used to shake things up and to gain new momentum.


The existing structures of the taxi industry must be used. These represent an advantage over competitors. This starting position should be used.

Looking beyond the crisis, passenger transport will change completely on a global scale:

  • What runs today under taxi will no longer exist in this form: Either more far-reaching, more versatile and more complex through connected services - as partly outlined here. If the process of change in the industry does not take place, only a special service will remain as an attraction.
  • So it's either get on an innovative path - starting in the crisis - or dig your own golden grave.
  • The development of systems for CO2-neutral transport should definitely be taken part in - also with regard to the user fee. In this context, the topic of electric taxis should also be fundamentally addressed - and also be integrated into the topic of self-driving taxis, etc.


Be ready to offer for the post-crisis period: Group taxis and ridesharing:

  • Offering collective journeys with several passengers via an app - also for partial routes. In conjunction with a timetable and displayed costs.
  • Large shared taxis for colleagues living close together to get to work together rather than having to take the subway.
  • Access and egress at any point (Note: Advantage over Moia).
  • The route automatically adapts to the needs of all passengers (note: not bound to fixed routes, as with Moia).
  • Cheaper rates than single transport.
  • Positioning itself as part of a new mobility through this as well.



Related Posts:

Our 2021 - our joint strategy for the future

UPDATE: We are extending the submission of questions for our collective future strategy "Our 2021" until February 22. The goal is to develop a path out of the crisis for our collective future, which we shape autonomously as people and companies.

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