Ultimately , to engage the customer, companies must offer them “singular, memorable and economically valued experiences,” as Joseph Pine & James Gilmore pointed out in their research for Harvard Business Review in 1998. In the beginning was the product; then came the service. At present, it is possible to develop solutions that personalize this service to the maximum: in the mobility sector, it is the desired vehicle that arrives at the right time. Tomorrow, based on usage data, it will be possible to prevent travelers’ expectations, if not already the case today. The economic paradigm has changed profoundly: there is no longer so much a question of ownership as of experience. It is through experience that we retain and engage the customer. Automakers know that the future of their industry is less about selling vehicles than about monetizing connected services, which the consumer consumes as he pleases, when he sees fit. Insurance “à la carte”, yesterday aberrations, will become widespread. In this logic, mobility à la carte will also prevail, and the subscription become the preferred economic model. From transport to travel, from possession to experience, the various actors must redefine their growth strategy to be always in phase with contemporary uses.