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27 AutoData | April 2018 business, valued at dealerships. In addition at the end of March the manufacturer launched in Brazil the For- dPass, a mobile application that can be used even by thosewho do not have a car of the brand. Services such as locating and comparing prices of fuel stations, parking lots, researching points of interest such as restaurants, entertainment and health are offered, and of course, access to the brand’s 24-hour assistance and online ser- vices at distributors scheduling. FCA in turn is not far behind: through the My Fiat site the customer can make the entire purchase process through the internet and receive the car at home. In practice, the sale is made by the conces- sionaire, but the complete intermediation is of the FCA itself, which has an exclusive department dedicated to the digital service to the interested customer. Ciaco points out that the manufacturer has already made several experiments involving models of renewal of the sales process, such as the Fiat Store in 2013, in which the customer had a virtual tour in real time on video. “We need to test to see what works. And not always what works for Fiat will necessarily work for others.” IT’S THE MODEL Obviously the change will not only focus on the form of buying and selling itself: the entire business model will have to adapt to the new reality of 2025, which already knocks on the door. According to a global survey byMcKin- sey consulting 73% of automotive manu- facturers’ revenues are concentrated on the straightforward sale of vehicles with internal combustion engines or hybrids to- day, in the traditional format, via distribution network. By 2030, however, this rate should drop to 40%.Worse: the aftermarket, owner of 25% today, will drop to 19%. The difference, of an impressive 41%, is expected to be covered by newbusinesses such as autonomous and electric vehicles, with 10%, aftermarket for this segment, 1%, sharing services, 7%, fleet operations, 13%, and digital and correlates, 10%. Today, in addition, all these items represent 2% of total billing. As you see thewhole business logicwill have to go through a deep transformation, which McKinsey simply calls disruptive - and there does not seem to be a better definition, in fact. Best example: at the end of March the German rivals BMW and Daimler signed an agreement to jointly offer mobility ser- vices such as sharing, personalized taxi, parking, recharging and others. Pasme: in a joint statement, they considered that the initiativewill “collaborate for a smarter and less displaced vehicle on the streets (!!!!!)”. So, my friend, meeting the yearnings and wishes of the consumer of the futu- re will make the question of having a car or not meaningless. The case is that the industry will transform so that the car re- mains present in people’s lives, including... young people. Rivals, BMW and Daimler have teamed up to offer mobility services, which for them will help reduce the number of cars on the streets. Yes, that’s right