How to start your business with the appropriate bike-sharing business plan?
May 7, 2021
min. read
“It is a rapidly growing global phenomenon: bikes of different breeds zipping through cities, being picked up and deposited at will. They belong to companies, not members of the public. The future of cycling could be sharing, not owning one,” wrote The Bike Europe, source of industry news, data, and analysis for the e-bike and bicycle industry’s decision-makers, at the start of this year. And the pandemic hasn't changed the situation significantly.
According to a recent eight nation survey Oliver Wyman conducted with approximately 6,000 respondents, 44% of riders said they would be willing to increase their dependence on the service (shared vehicles and ride-hailing) in the future. 34% said they planned to use it as much as before the pandemic.
Accordingly, there is a pretty big interest in starting a business based on a bike-sharing service. Every business should start with a detailed business plan. Here, we are going to explain how to create a business plan that it would be appropriate to implement in your business.
Mind the differences
If you are a newcomer or even if you have ride-sharing business experience, the first thing to remember before preparing a business plan - every vehicle sharing model is specific and has its own differences to keep in mind.
In regard to bikes, it is important to remember that users are usually willing to take the bike from one docking station and return it to another. Sometimes, it is located on the other side of the city. So the service provider should calculate capacity, as well as vehicle availability in the most popular parts of the city during rush hours. That might be crucial.
Know your customer
Before taking further steps and making any decision you must know your audience. So it is the right time to do market research. The first thing to do is to define the characteristics of your customer by identifying:
- Age - what is the age range of your customer more likely to use your services? What group of customer generations do they belong to? For example, people born in the mid-to-late 1990s and the early 2000s are referred to as Generation Z. There are some characteristics that identify their behavioral patterns, so you already know what they might and might not like.
- Gender - do you plan to communicate with men, women, or both sexes? There are differences.
- Marital status and family - it might influence how the person is moving through the city. For example, if she or he must take into account the plans of their partner while scheduling their everyday activities.
- Location - what are the most likely points which your potential customer is moving between in the city?
- Income - how likely they are willing to use bike-sharing? And how much they would be willing to pay for the service?
- Language - what language are you going to use to communicate with your audience? And what languages you should make available on your app.
Usually, several groups can be identified according to these characteristics. The next step is to find people that are representing each group, talk to them and test your hypothesis and assumptions towards them.
You can also calculate quite precisely the size of your target market. You can find it out by calculating the TAM, SAM, and SOM. TAM is the total available market for the service, for example, the total amount of users. SAM is a serviceable available market in the area you have chosen to operate. SOM is a serviceable obtainable market - a portion of the available market that you are willing to serve.
Choose what suits you best
After you have defined your target market and potential audience, you may start to consider what works best for your customer. There are three options to choose your bike-sharing business from and to put into your bike-sharing business plan:
- dockless bike-sharing - bicycles are freely available to potential users and they are not located at docking stations. Vehicles can be unlocked using a mobile app and afterward returned to a particular bike rack or even left along the sidewalk. This model is more suitable for tourists and other short-term use cases. Usually, dockless sharing services offer single rides for a small fee, for example, $1 or monthly fees for continuous use. The biggest risk of this model is high operational costs, as well as a bigger risk for vandalism or damage to the bikes;
- station-based bike-sharing - bikes are into docking stations and users can unlock them to have a ride. In addition, users must return the bike to the same or another docking station. Providers of this model usually offer payment of a flat membership fee plus the fee for the amount of time spent on the road. This is a good choice for the business due to low operational costs for maintenance or relocation. However, dockless bikes are becoming more accessible so there is a risk that a potential user will choose the service with no strings attached rather than one where he has to follow certain rules in terms of the place to leave his bike;
- corporate bike sharing - in this case, the service provider takes care of the maintenance and relocation of bikes, if needed, but bikes are owned by the corporation. Most likely, the owner will make bikes available to its employees or use them as a magnet for their business, for example, if the company additionally owns a hotel or entertainment park. This model is the best for any operator. The only and quite significant risk is that the corporate partner can decide to leave this business at any time.
To sum it all up, the dockless bike-sharing model is more convenient for users but involves higher risks for service providers. Station-based bike-sharing is less risky for the service provider, but not as convenient for the end-user. So while making the bike-sharing business plan, the choice should be made depending on the other market players and the risks you are willing to take. And if you have a corporate partner, who is willing to buy bikes and you have to operate the fleet - do it, but remember that you can be left alone at some point.
Calculate all costs
The most important part of the business plan is to find a balance between revenue and costs. If you haven't had a ride-sharing business previously, you would be wise to understand and consider all costs that you will have to cover with your revenue stream. Here are the most important positions you have to think of:
- vehicle purchase costs - it is recommended that you start with a small fleet and test your business model. However, you will need a first investment to purchase your fleet. And keep in mind that after some time vehicles should be changed, so consider including depreciation costs in your bike-sharing business plan;
- IT costs - vehicles are just part of the business. The other part is software and apps that allow people to rent a vehicle and you run your bike-sharing business. You can develop the software from scratch. However, there are already appropriate ready-made solutions in the market that have all the functions you might need. For example, ATOM has been operating on the global market since 2018 and has all the expertise you might need;
- marketing costs - what is the budget you are ready to invest so that people are informed about your service? Consider all options, for example, social media, local media, your own media (web site, newsletter). Think of the bonuses that you can offer to the client, for example, free rides. However, keep in mind that every bonus reduces your profit margin. Average statistics for fast-growing companies indicate that they invest 10-20% of turnover on marketing;
- maintenance costs - proper service should be provided to expand the vehicle’s lifecycle as well as to provide clients with the perfect service. So you will need a team of people that can check vehicles every day all over the city;
- costs for the customer support - your customers will look for options on how to contact you if they have questions while starting to use or using the service. You have to have somebody or even a small team ready to answer them.
- other costs - you have to hire an accountant. You may require legal support. You will have to cover fees to be able to use the payment system.
You should consider making a total investment of EUR 15,000-30,000 to launch a small test bike-sharing fleet (30-50 bikes). For a proper full-scale and successful launch with several hundreds of bikes, you will need a total investment of EUR 70,000-100,000.
What is your bike-sharing business model?
Your business model is the way you will get revenues from your service. A lot of different business models exist in the bike-sharing market. When you think of yours, take a look at what your competitors are doing and think of ways how you can be more attractive to customers. In addition, you have to consider location and take seasonality into account. And one more thing - act fast! This can be crucial for your future success. ATOM allows you to launch your bike-sharing business within a few weeks with a bike sharing software. Learn more about ATOM's solution for shared mobility.
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Micromobility fleet vehicles: Types, features & best use cases
🚲 🛴 E-scooters or e-bikes? Docked or dockless? Every vehicle choice shapes the success of your micromobility business. In this new article, we break down the key micromobility fleet vehicles – their features, best use cases, and how to match them to your city profile. Plus, how ATOM Mobility helps operators manage both scooter and bike fleets in one platform.
July 21, 2026
min. read
Operators entering the micromobility space today face one major early decision: which vehicles to deploy. Your fleet type affects user experience, operational costs, maintenance needs, and regulatory compliance. Whether you plan to launch e‑scooters, e‑bikes, mopeds, or a mixed fleet, each vehicle category serves a different purpose.
This guide covers the main micromobility fleet vehicles – bike, e‑bike, kick scooter, e‑scooter, moped, and e‑moped – along with their features, common manufacturers, docking options, and ideal use cases.
Understanding the vehicle types
Bike (mechanical bicycle) A standard pedal bicycle with no motor. In shared fleets, mechanical bikes are simple, durable, and cost‑efficient. They require minimal electronics and are ideal for cities with strong cycling infrastructure. They generate lower maintenance costs but depend entirely on rider effort. Normally, user demand for this type of bike is also lower, thus operators can expect lower RPV rate (rides per vehicle per day).
E‑bike (electric bicycle) An electric bike combines pedal power with an electric motor that assists the rider. E‑bikes allow longer trips, easier hill climbing, and broader user appeal. Typical shared e‑bike trips range between 5–10 km. They cost more upfront but often generate higher revenue per ride. Many fleet operators source models from manufacturers such as Segway‑Ninebot, Okai, and Yadea. You can explore available e‑bike hardware options on the ATOM Mobility vehicles page: https://www.atommobility.com/vehicles.
Kick scooter (non‑electric scooter) A kick scooter is manually powered by pushing off the ground. While less common in commercial shared fleets today, they are still used in some controlled campus or tourism environments where low speed and low complexity are priorities.
E‑scooter (electric scooter) E‑scooters are lightweight, battery‑powered vehicles designed for short urban trips, typically under 4 km. They are highly flexible and well suited for dense city centers and first‑mile/last‑mile transport. Modern fleet models include swappable batteries, improved braking systems, suspension upgrades, and integrated IoT modules. Popular manufacturers include Segway‑Ninebot, Okai, and Navee that can also be found at ATOM Mobility.
Moped (fuel‑powered light motorcycle) A moped is a small motorized vehicle traditionally powered by gasoline, offering higher speeds and longer range than bikes or scooters. In shared mobility, fuel mopeds are becoming less common due to emissions regulations but still operate in some regions.
E‑moped (electric moped) An e‑moped is an electric version of a traditional moped. It provides longer range and higher speed than e‑scooters, often up to 45 km/h depending on local regulations. E‑mopeds are ideal for suburban areas or cities with longer commuting distances. Manufacturers such as NIU, Silence, Super Soco, and Yadea dominate this segment.
The table below provides a general comparison of the most common shared mobility vehicle types, including typical purchase prices, expected service life in commercial fleets, and average utilization (rides per vehicle per day). Actual figures vary depending on manufacturer, market, operating conditions, and fleet maintenance.
Approx. new purchase price – The typical cost of purchasing a new commercial-grade vehicle for a shared mobility fleet. Prices vary depending on the manufacturer, hardware specifications, battery capacity, IoT integration, and fleet order size.
Approx. used purchase price – The typical market price of a pre-owned commercial vehicle suitable for shared mobility operations. Factors such as vehicle age, mileage, battery health (for electric vehicles), overall condition, and refurbishment status significantly influence the price.
Typical fleet lifespan – The average period a vehicle remains economically viable in a shared mobility fleet before being retired or replaced. Lifespan depends on ride frequency, maintenance quality, weather conditions, road infrastructure, vandalism, accidents, and how intensively the fleet is operated.
Average rides/day/vehicle (RPV) – Rides Per Vehicle per Day (RPV) is one of the most important performance metrics for shared mobility operators. It measures the average number of completed trips each vehicle performs daily. Higher RPV generally leads to better fleet utilization, faster return on investment, and improved profitability. Actual RPV varies depending on vehicle type, city size, demand, seasonality, pricing strategy, fleet availability, and operational efficiency.
Docked vs dockless infrastructure
Beyond vehicle choice, parking strategy matters. Dockless fleets offer flexibility but may create parking compliance challenges. Docked systems use physical stations that improve order, security, and charging efficiency.
Several manufacturers specialize in docking and locking infrastructure, including KNOT CITY (which recently is out of market), and Kuhmute. These docking systems can improve vehicle organization, reduce vandalism, and simplify charging logistics for e‑bikes and e‑mopeds.
E‑scooters: Best for dense urban zones
E‑scooters work best in compact city centers, student districts, and areas with high short‑trip demand. They require less parking space and are faster to deploy. However, they demand consistent maintenance and battery management.
E‑bikes: Broader demographic appeal
E‑bikes provide greater comfort and stability, making them suitable for older users, tourists, and riders carrying bags. They perform well in cities with established cycling lanes or moderate hills. Although more expensive than scooters, they often achieve longer ride durations and stronger customer loyalty.
E‑mopeds: Extended range and higher revenue potential
E‑mopeds are suitable for cities with wider geography or suburban commuting patterns. They typically deliver higher revenue per trip but require licensing compliance and more robust fleet management.
Matching vehicles to city profiles
Tourist cities often benefit from e‑bikes due to comfort and sightseeing suitability. College towns frequently lean toward e‑scooters because of affordability and convenience. Larger or hilly cities may support mixed fleets. Suburban zones often justify e‑mopeds for longer travel distances.
Climate also influences hardware decisions. Wet or cold regions require sealed wiring, water‑resistant components, and tires suitable for slippery conditions.
Planning your hardware strategy
Choosing the right fleet is not only about vehicle type. It involves sourcing reliable manufacturers, evaluating docking options, understanding regulatory requirements, and planning maintenance cycles. Reviewing available hardware categories through ATOM Mobility’s vehicles directory can help operators compare models and integrations before committing to a large fleet purchase.
The most successful operators treat fleet composition as flexible. They start with one category and expand based on usage data, seasonality, and rider behavior. A balanced hardware strategy allows adaptation without replacing the entire fleet.
ATOM Mobility supports mixed fleets – including e‑scooters, e‑bikes, and e‑mopeds – within one platform, covering booking, payments, hardware integrations, and analytics. This allows operators to scale gradually while maintaining operational control.
Vehicle choice is not static. As cities evolve and regulations tighten, operators who understand their hardware options and adapt quickly are better positioned for long‑term growth.
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How to launch a taxi business without building everything from scratch
🚕 Getting drivers on the road is not the only thing you need to launch your taxi business. Many new platforms struggle with the same problem – drivers with no demand and riders with no available drivers. Building both at the same time is where most launches fail. This article introduces the key steps to launch a taxi business and avoid the most common mistakes.
July 15, 2026
min. read
Launching a taxi business today takes more than having drivers. It requires a system that can attract riders, onboard drivers, manage bookings, process payments, and keep daily operations running smoothly as demand grows.
The ride-hailing market is growing fast, while customer acquisition is getting more expensive and more competitive. Technavio estimates the global ride-hailing market will grow by more than $102 billion between 2024 and 2029, which creates room for new operators, but also raises the cost of visibility, paid acquisition, and brand differentiation in crowded markets, according to this ride-hailing services market forecast.
Many operators now launch faster by using ready-made tools instead of building every part from scratch. ATOM Mobility has already helped operators launch mobility businesses in as little as 90 days through a phased rollout covering market validation, legal setup, branding, driver onboarding, and launch execution.
But how to actually launch your business, if you’re not willing to do everything from scratch?
1. Start with a market gap, not with the app
Most taxi businesses do not fail because the app is missing a feature but because there is no clear reason for customers to switch. Before choosing software or recruiting drivers, define where your opportunity is. That could mean:
- poor service in smaller cities
- premium airport rides
- business travel
- women-only rides
- scheduled transport
- local business transport partnerships
This matters more than most expect. Your pricing, branding, driver experience, and customer acquisition all depend on the niche you choose. That is why defining a clear angle early matters, especially in crowded markets.
2. Get legal and operational basics in place
A taxi business is still a regulated business. Before launch, you need to set up the basics properly:
- business registration
- local taxi or ride-hailing permits
- insurance
- driver requirements
- vehicle checks
- payment compliance
Skipping this part slows everything down later.
This is also the stage where many founders underestimate operating costs. Beyond software, you will need to plan for driver incentives, support, payment processing, and customer acquisition. That is one reason many operators now launch with white-label software instead of funding a custom build from day one.
3. Launch with ready-made software, not custom development
Building a taxi app from scratch is expensive (in many cases we see it costs more than 30 000 -50 000 EUR), slow (takes many monhts), and usually unnecessary. To launch a working taxi business, you need:
- rider app
- driver app
- dispatch logic
- payment system
- admin dashboard
- support tools
- analytics
- integrations
Most early-stage operators do not need to build these systems themselves but a working infrastructure they can brand and launch quickly. That is why many operators start with ATOM Mobility, where the full system already includes rider and driver apps, dispatch tools, payments, analytics, integrations and backend operations in one platform. This is the same logic behind building a branded taxi service with white-label software instead of spending months on custom development.
4. Make driver onboarding simple from day one
Driver onboarding needs to be fast and easy enough that drivers can register, upload documents, get approved, and start working without delays. But if onboarding takes too long, drivers drop off before they complete their first ride.
A strong launch setup should include:
- fast registration
- document upload
- quick approval flow
- simple earnings tracking
This is also where the ATOM Mobility driver app becomes important, since it gives drivers one place to accept rides, navigate, manage earnings, and stay active without switching between tools.
5. Give users more than one way to book
Many taxi businesses still focus only on app installs but that is a mistake. Not every rider wants to download an app before booking a ride. This is especially true for airport pickups and tourists in general, hotel guests, older riders, and occasional users. That is why booking flexibility is important. Alongside mobile apps, many operators now add browser-based booking so riders can order without installing anything.
This is what ATOM introduced with its Web Booker for ride-hail, which gives operators a simple way to capture web traffic, direct bookings, and one-time users without forcing an app download.
6. Build supply and demand at the same time
You need both, drivers and riders, to be interested in your service from day one – drivers will not stick around without rides and riders won’t pick you if there are no available drivers.
That means:
- recruit drivers before launch
- pre-seed rider demand
- test dispatch density
- launch in one focused zone first
- avoid expanding too early
This is one reason local launches tend to perform better than city-wide launches. Smaller launch zones create stronger supply-demand density and better first user experience.
7. Plan marketing before launch, not after
Most taxi businesses fail because not enough people know they exist, not because they lack great technology. Founders often spend months building operations, then treat marketing as something to figure out later, which can become an aspect in which the expenses start rising fast.
You need:
- launch campaigns
- local paid ads
- rider promos
- referral loops
- landing pages
- retargeting
ATOM now offers a dedicated marketing agency for mobility businesses, built specifically for operators who need help acquiring riders, running paid campaigns, and building predictable demand. Without consistent rider acquisition, even a strong product struggles.
8. Think beyond taxis from the start
Many operators launch with taxis first, then expand into extra services once demand is stable.
That could mean:
- airport transfers
- scheduled rides
- delivery
- business transport
- shuttle services
- car sharing or rental
- micromobility
This is one of the strongest advantages of launching on flexible mobility software. You are not building a single-use taxi app but a mobility platform that can grow. That is also why ATOM’s ride-hailing platform was built to integrate with broader shared mobility services instead of staying limited to one transport model.
If you’re launching a taxi business, building the right system usually is more important than building a software from scratch. The strongest operators start with a clear market gap, launch with ready-made tools, onboard drivers quickly, give riders flexible booking options, and invest in demand early.
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