1. Introduction

2. Literature review

Table 1. Some previous studies about smart cities, (Source: Author).

3. Case study

3.1. Case study of Mashhad: A high potential city for localizing smart transportation system

Mashhad is a significant pilgrimage city located in the northeastern Iranian province of Khorasan Razavi. The Imam Reza shrine is visited by millions of pilgrims each year (more than 20 million pilgrims and tourists combined). After Tehran, the country’s capital, it boasts Iran’s second-largest population. In addition to refugees from Iraq and Afghanistan, the city also attracts tourists and pilgrims. There are 6,434,501 people living there (2021 census). The road and railroad networks in Mashhad have been greatly increased thanks to infrastructure development programs. After Tehran Mehrabad Airport and ahead of Tehran’s Imam Khomeini International Airport, the second busiest airport in the nation serves Mashhad. It offers 57 connections with frequent flights to 27 locations in Central Asia, the Middle East, East Asia, and Europe in addition to 30 cities inside of Iran. As the easternmost of Iran’s major cities, Mashhad is a hub for trade with the nations that border Iran to the east and is connected to many other cities by the Urban Railway, Railway, and numerous roads.The large population of Mashhad and the growth of Mashhad city in various aspects, especially in transportation, make it necessary to propose a smart transportation system. Figure 5 shows Mashhad’s Public transportation infrastructure and holy shrines.

Table 2. Mashhad City in Iran Characteristics, (Source: Author).

Table 2. Mashhad City in Iran Characteristics, (Source: Author).

Population	6,434,501	millon
Visitor	20 million	Every year
Density	9,000	per km2
Area 351 km2	Area 351 km2	Area 351 km2
Elevation	1050	m
Precipitation	250	millimeters
Climate	Steppe	climate
Coordinates	36°18′N 59°36′E	-

3.1.1. Transportation facilities for the public in mashhad

⮚

LRT

⮚

Bus

⮚

Tax

Figure 1. Mashhad City (Iran) location.

Figure 1. Mashhad City (Iran) location.

Figure 2. Transportation Infrastructure city Mashhad(Iran).

Figure 2. Transportation Infrastructure city Mashhad(Iran).

Figure 3. Mashhad transportation infrastructure (A: LRT lin Map, B: LRT line), (Source: Author).

Figure 3. Mashhad transportation infrastructure (A: LRT lin Map, B: LRT line), (Source: Author).

Figure 4. Iran Mashhad International Airport (C: Airport Location, D: airport), (Source: Author).

Figure 4. Iran Mashhad International Airport (C: Airport Location, D: airport), (Source: Author).

Figure 5. Mashhad transportation infrastructure (E: Taxi, F: Bus).

Figure 5. Mashhad transportation infrastructure (E: Taxi, F: Bus).

3.3. IoT business models

The use of the IoT in the field of (e-commerce) can have important and positive effects on increasing profitability and starting new and emerging businesses. Dimensions include payment, logistics transportation, financial operations, and warehouse control. The IoT can take over many traditional and manual activities electronically. This technology in e-commerce can affect both the activities of the seller and the producer and the activities of the consumer. Using location and data recognition technologies such as WiFi, GPS, RFID, and low-power Bluetooth can greatly help e-commerce and issues such as supply chain, transportation, and warehousing. For example, in a food factory, the implementation of this technology to manage the warehouse and the inputs and outputs of the warehouse, the condition of the goods, the management of the production date, and the control of the expiration date of the goods can be of great help to the producer. It can also track and collect product information anonymously for post-supply and use it in marketing and sales orientation and decisions [22,23,24].

According to EU Directive 2010/40 / EU ITS, ITs are described as systems that employ information and communication technology for communication with other modes of transportation as well as in the sphere of road transportation, including infrastructure, vehicles, and users. But ITS might apply to any form of transportation. Numerous programs are among its services and goods. Alberta segmented ITS applications into the eight important performance categories listed below in 2014 [25,26]:

Passenger information services (such as travel advice, etc.)

services for traffic management (such as advanced traffic systems, accident detection, management systems, etc.)

public transportation options (for example, information on electronic transport plans, GPS tracking of bus and place transport, etc.)

Operation of commercial vehicles (such as moving vehicles, clearing trucks at vehicle checkpoints and border crossings, etc.)

e. Services for electronic payments (such as electronic toll payment, etc.)

C) Services for emergency management (e.g., improving vehicle emergency response time by fleet tracking, route guidance, and signal pre-purchase, etc.)

Vehicle safety and control systems (such as vehicle technologies, including peripherals, collision avoidance sensor technologies, etc.)

Information storage services (such as traffic safety data collection, archived data management, etc.). ITIF separates ITS applications into five primary categories: Advanced Passenger Information Systems (ATIS), Advanced Transportation Management Systems (ATMs), ITS Shipping Pricing Systems, Advanced Transportation Systems, Public Transportation (APTS), and fully integrated systems (VII and V2V). The list of ITS programs is shown in seven categories in Table 2. (the previous five categories with two additional categories: car business operations and value-added services).

Table 3. ITS applications and services [27,28,29,30].

Table 3. ITS applications and services [27,28,29,30].

Classification	Services and applications
Advanced Passenger Information Systems (ATIS)	Provide real-time traffic information
	Navigation Guide / Navigation Systems
	Parking information
	Street weather systems
Advanced Transportation Management System (ATMs)	Traffic Centers (TOCs)
	Adaptive traffic control
	Dynamic message signs (or variable message signs)
	Measure the ramp
ITS Shipping Pricing Systems	Electronic Telephone Collection (ETC.)
	Canopy Pricing / Electronic Road Pricing (ERP)
	Express Cost (HOT.)
	Car Passenger Lines (Miles) Travel (VMT.) Expenses
	Variable parking costs
Advanced Public Transportation Systems (APTS)	Real-time status information for the public transportation system (e.g., bus, subway, rail)
	Automatic Vehicle Location (AVL)
	Electronic rent payment (for example, smart cards)
Car Integration (VII) and Car and Vehicle Integration (V2V)	Collision Avoidance System (CICAS)
	Smart Compatibility (ISA.)
Commercial car operations	Fleet management
	Shipping management
Theft recovery	The car is connected
	Car sharing

There are numerous obstacles firms must overcome, and they must seek out novel approaches to achieve profitability, value creation, and market share. In this context, innovation in business models can be associated with a new vision for the organization, which is essential for overcoming market challenges and satisfying client needs. This section describes the primary models used in transportation and the necessity to seek out new models to better comprehend transportation business models [31,32].

Historically, the fundamental business models utilized by transportation companies were centered on either low-cost or full-service tactics. Models based on a low-cost strategy are distinguished by their value creation, which is characterized by a focus on what is required to represent value to the traveler. The consumer receives a portion of the cost savings, which reduces their purchasing power. This model has been utilized by Southwest Airlines, Ryanair, Virgin Blue, and Air Asia.

Figure 7 is a graphical representation of airline activities, events, and flows based on a low-cost strategy business model.

Figure 7. A simple overview of the Ryanair business model [33].

Figure 7. A simple overview of the Ryanair business model [33].

3.3.1. Uber: An IoT based business model

Uber started in 2009 and was launched in San Francisco in 2010. Since then, their growth as a company has been an exponential function (Figure 8). Customers request a ride through the phone app and track the location of their driver. Uber drivers use their own car. The service will be available in August 2016 in 66 countries and 536 cities worldwide. Uber app automatically calculates fare and transfers payment to driver [16].

Figure 8. Uber stock [16].

Figure 8. Uber stock [16].

Due to the unprecedented growth of this company all over the world, the business model used by them is always one of the most important models in the world. In this research, first the business model of the company is examined and then the native model for the business model is introduced.

BMC analysis (Business Model Canvas) is an analytical model that explains ideas about how an organization is created, presented, and valued. Using this approach, 9 elements in 9 baskets are displayed in the business model. Using BMC in itself has advantages in analyzing business models that are able to describe the current state of an organization based on consumer segment, value proposition, value proposition, customer relations, revenue stream, critical assets, and they are partners.

3.3.2. Business Model Canvas analysis

In this part, the results of the literature review-based analysis of Uber’s business model are presented.

A) 

Customer section

Uber is a pioneer in online sharing. The customer section determines the user section provided by Uber. Uber focuses on selecting smartphone users and accessing the Google Playstore / Apple Store to download Uber apps. Uber also plans to select users who want easy transportation and want to move from one place to another. It can be concluded that Uber is aimed at mass market users [16,34,35].

B) 

Suggested value

Uber is the first online taxi-sharing company in the world to become an online brand known to users and with various value propositions that users can like. Uber offers several value propositions. First, the GPS used in the Uber app is more accurate than others. So drivers can find the user’s location more easily. Second, the exchange rate, which is cheaper than its competitors. The prices charged by Uber are cheap depending on the distance per kilometer and travel time. If there is traffic, it will be in the (driver’s) interest. Third, customer safety is guaranteed by attracting a driver with at least three years of experience in 2012. Fourth, Uber is more flexible because it is not point-to-point, so it is more in line with the wishes of customers who want to have more than one destination [11,12,13,14].

C) 

Distribution channel

Uber has applications that are used as the core of the shipping business. A rating in the Uber app indicates the driver’s evaluation of their performance, provided by customers who use Uber services. In addition, Uber has accepted credit cards to pay for its services through a credit card login code [14,15,16].

D) 

Communication with the customer

Uber permits online ordering for shared services, including UberX, Uber Moto, and other in-app shipping options. Uber also accepts credit card payments from users. Utilizing a credit card while driving typically results in a minor reduction for service recipients. Similar to other online taxi-sharing services, Uber needs its users to rate the services of the driving partner using a rating system. Uber’s customer care handles complaints, criticism, and suggestions from users and service partners. During the trip, the user’s safety is totally covered by insurance, preventing the driver from acting negligently [17,18].

E) 

revenue stream

Uber benefits from partnering with partner organizations through profit sharing. In addition, Uber benefits from a 90:10 service ratio distribution (90% for fellow drivers and 10% for Uber). For using credit cards as a means of payment by users, Uber also receives a small profit from the bank with an undisclosed amount. As well as being an app provider, Uber will benefit from 70% of the number of applications and applications installed by Google and Apple [19,20,21].

F) 

Main sources

Uber has always tried to attract the right number of drivers. For this purpose, there is a sufficient proportion of the number of customers and drivers, and there are at least a few drivers for each trip; this saves customers time [22,23].

G) 

Main activities

Uber’s most important activity is attracting customers and drivers because the two-way commission that Uber receives leads to the fact that the more customers and drivers there are, the more Uber revenue increases [24,25].

H) 

Key partners

Uber’s key partners are payment networks and taxi systems [26,27].

L) 

Cost structure

Uber’s cost structure and revenue plan are such that it has a lot of virtual marketing. To this end, the bulk of Uber’s cost is devoted to three areas of marketing and software development, as well as manpower for 24-hour support at Uber [28].

4. Materials and Methods

4.1. Analysis of the proposed business model

In the localized business model, the SMS section is also included in the customer relationship section because e-mail is less used than SMS in Iran. It is also included in the main activity of software development because, due to the lack of proper infrastructure in Iran, a new update must be added every month to improve the application capabilities and be more up-to-date. In terms of revenue, the commission is similar to that of Uber.

It should be noted that the items listed in red in the table above are the suggested items for localizing Uber’s business model, the operational definition of each of the variables added in table 3.

Table 3. Operational definition of each of the variables. (Source: Author).

Table 3. Operational definition of each of the variables. (Source: Author).

Criterion	Under the criteria	Definition
Customer section	Transportation companies	Transport companies are one of the most important customers for smart Transportation
	Commercial companies	Commercial companies can make an effective contribution to the development of the market and smart transportation customers
	Hotels	Hotels are an important destination for smart transportation due to many customers.
	schools	Schools, like hotels, play a key role in smart transportation.
Suggested value	Quick and easy access	Fast and easy access is always one of the most important factors that intelligent transportation should have.
	Ability to use a car for two customers with the same destination	A similar value proposition has been implemented by the Tepsi team in Tehran.
	Ability to track and inform the status and position of the shipment	In situations where the freight transport system is used in intelligent transportation, it is possible to be able to track the status of the shipment.
	Activity at any time	Smart cities and smart transportation should be active and available at all Times
Main Activity	software development	Software development is one of the most important components of intelligent transportation
	Attract motor courier and pickup	Attract motor courier to increase customer and speed of work in intelli- gent transportation
	Attract the driver of the minibus and van	Attracting minibus and van drivers to increase customer and speed of work in intelligent transportation
	Attract luxury cars for ceremonies	Luxury cars have their customers, and attracting these cars is effective in increasing the customer in smart transportation
Key partners	Hotels and government offices	Hotels Government offices play a crucial role in smart transportation as a business partner due to a large number of staff.
	Freight terminals	Freight terminals, as business partners, play a crucial role in intelligent transportation due to a large number of means of transportation.
	Luxury car rental companies	Luxury car rental companies play a crucial role in smart transportation as a business partner.
	Schools and universities	Schools and universities, as business partners, play a crucial role in intelligent transportation due to a large number of staff.
Main source	Permission from Police	Obtaining the necessary permits from government departments and police are very important
	License from the Tourism Organization	The Tourism Organization also has direct oversight of transportation and tourism, and obtaining a license is required
Income flow	Monthly payment for regular customers	By signing a contract, regular customers can pay the desired amount on a the monthly basis to make it easier for them.
	Freight with a commission of 90 for the driver and 10 for the company	The company’s commission is determined according to similar companies
Cost structure Criterion	Manpower	A significant portion of the costs are spent on manpower wages
	Software development and infrastructure	Software development and infrastructure cost a lot.

3.1.1. Multi-criteria decision method (MCDM)

The literal meaning of the word decision is to sever, and its wider meaning is to determine the intent and intention, as well as to conclude and solve. The definition of decision-making is selecting one solution from multiple options. To date, numerous ideas and strategies have been offered for resolving researchers’ problems. Numerous mathematicians and industry professionals have, however, examined optimization models since the period of the industrialization of the world, and especially after the Second World War. Classical optimization models emphasize the presence of a criterion (or objective function), so the model may be linear, nonlinear, or mixed. In recent decades, however, researchers have focused on multi-criteria models for evaluating complex decisions [36,37].

Multi-criteria decision-making (MCDM) methods are separated into multi-objective decision-making (MODM) and multi-attribute decision-making (MADM) (MADM). The objective of decision-making is to select the optimal alternative or to assess the choice criteria. Each decision-making approach has a distinct objective: weighting the criteria, ranking the possibilities, and evaluating the criteria, respectively [38,39].

Hierarchical process analysis (AHP) is one of the multi-criteria decision models (MCDM) proposed by Saati in 1988 [69] and showed how the relative importance of a set of activities in decision problems could be This process can be used for a wide range of decision areas because it makes it possible to integrate judgments based on intangible qualitative criteria alongside intangible quantitative criteria. Hierarchy is based on the following principles:

1) Drawing a hierarchical tree,2) Formulating and determining priorities, 3) Logical consistency of judgments [35,36,37,38,39]. Hierarchical process analysis is widely used in solving many complex decision-making problems. In the following (table 4), the 9 degrees scale is defined and described for the process of MCDM and IAHP.

AHP is a technique for facilitating decision-making that highlights the significance of a decision-intuitive maker’s judgments and the consistency of evaluating alternative possibilities. The AHP approach is consistent with the behavior of a decision-maker since a decision-maker bases his or her judgments on knowledge and experience, and consequently makes decisions based on this. This approach’s strength is that it consistently organizes tangible and intangible aspects and provides a structured yet relatively straightforward answer to choice difficulties. [69].

This technique, which is one of the MCDM methods, has four basic principles that must always be observed [36,37]:

The principle of inversion: If criterion C1 precedes criterion C2, criterion C2 has priority over n / 1. This principle is always observed in the formation of pairwise comparisons (this principle is known in pairwise comparison matrices in the upper and lower diameters of the main diameter).

The principle of homogeneity: Options and criteria should always be comparable. Including two options in the decision, the model is impossible, one of which is extremely important to the other.

Principle of dependence: In hierarchical models, each level depends on its higher level.

Principle of expectations: Whenever there is a change in the hierarchical model, for example, a criterion is added, all the hierarchical steps must be repeated.

4.1.2. Improved A.H.P. Method

The AHP approach has been widely used in MCDM. Completing a comparison matrix (CM) in AHP is very difficult. This method analyzes the reasons for inconsistent CM in AHP and proposes improved AHP (IAHP) to improve CM compatibility using a sorting and ranking method. In other words, in the traditional AHP method, when the number of criteria increases, even comparisons increase. On the other hand, responding in pairs is time-consuming and tedious for the expert. For example, when we have six criteria, in traditional AHP, 15 pairwise comparisons are formed.

On the other hand, if these pairwise comparisons are not answered correctly, it causes the comparison to be incompatible, and the incompatibility rate is more than 0.1. This problem was solved with the Improve AHP (IAHP) method. The steps of this method are given below [70].

• Determining the set of criteria

The initial scoring of criteria by experts based on a range of 1 to 10 is called discrete ui for each criterion scored. Formation of a pairwise comparison matrix based on equations 1 and 2:

a_ij=max⁡(u_i-u_j.1).if u_i≥u_j

(1)

a_ij=1/(u_j-u_i).if u_i<u_j

(2)

• Advantages of the IAHP method

This method has the following advantages compared to simple AHP [70]:

1- Compatibility in comparisons: This method with the sorting mode created for the criteria is an always consistent matrix. Simulation studies of this method show that when the number of criteria increases, the weight obtained is in line with The AHP method is typical.

2. The effectiveness of information extraction: Since the IAHP does not need decision-makers to perform the pairwise comparison process, a lot of effort (i.e., manpower costs) can be saved.

3- Convenience in action: Because in this method, even pair comparisons are not made, so the ease of filling in comparisons causes better and more accurate results.

• Results and discussions

First, the weight of 9 main criteria is specified, and then the problem criteria are coded as described in Table 5. These five criteria were paired by 11 experts using the Likert scale. The following table 4 gives detailed information about 11 selected experts, including work experience, job category, educational certificate, age, and gender. The questionnaire was sent to the experts, and answers were collected by the researcher who worked in the field of architecture and specialized in the Internet of Things.

Table 4. Coding of problem criteria. (Source: Author).

Table 4. Coding of problem criteria. (Source: Author).

Criteria	Code
Customer relationship	1
Suggested value	2
Main Activity	3
Key partners	4
Distribution channels	5
Main source	6
Income flow	7
Cost structure	8
Customer section	9

Table 5. Detailed information about eleven experts. (Source: Author).

Table 5. Detailed information about eleven experts. (Source: Author).

No.	work experience	Job Category	Educational certificate	age	gender
1	24	Urban Management	Bachelor	50	Man
2	9	architecture	Bachelor	53	Man
3	20	IT management	Diploma	43	Man
4	19	architecture	Master’s	51	Man
5	19	Green space expert	Bachelor	45	Man
6	19	architecture	Bachelor	39	Female
7	19	Urban Management	PHD	42	Man
8	19	Urban Management	Bachelor	40	Man
9	19	architecture	Bachelor	42	Man
10	18	IT management	Bachelor	45	Man
11	16	architecture	Bachelor	35	Female

Then their opinions were averaged. After determining the weight of the criteria, components, and sub-criteria, the matrix comparison pair of experts’ opinions for the components has been calculated in Table 6.

Table 6. Pair comparison of criteria. (Source: Author).

Table 6. Pair comparison of criteria. (Source: Author).

	1	2	3	4	5	6	7	8	9
1	1	1.619	3.57	3.4	3.66	2.83	6.75	5.23	1.23
2	0.617665	1	2	2.66	4.75	2	3.5	6	6
3	0.280112	0.5	1	4.66	2.6	4.25	6.8	5.23	1.92
4	0.294118	0.37594	0.214592	1	3.8	2.06	3.4	1.28	1.33
5	0.273224	0.210526	0.384615	0.263158	1	2.66	2.5	3.1	2.33
6	0.353357	0.442478	0.235294	0.485437	0.37594	1	3.28	1.33	1.26
7	0.148148	0.285714	0.147059	0.294118	0.4	0.304878	1	1.375	2.66
8	0.191205	0.16	0.191205	0.78125	0.322581	0.75188	0.727273	1	3.66
9	0.813008	0.166667	0.520833	0.75188	0.429185	0.793651	0.37594	0.326158	1

After normalizing the data, the sum of each row is calculated. The line sum of each component is the weight of that component. The incompatibility rate has been calculated through expert choice 11 software. Using the geometric mean and steps of the AHP method, the weighting of the problem components is done as shown in Table 7.

Table 7. Community matrix of experts’ opinions and weight of criteria. (Source: Author).

Table 7. Community matrix of experts’ opinions and weight of criteria. (Source: Author).

	1	2	3	4	5	6	7	8	9	weight
1	0.251836	0.340103	0.432015	0.237831	0.211101	0.167353	0.238236	0.208191	0.059146	0.238424
2	0.15555	0.21007	0.242025	0.186068	0.273969	0.133645	0.12353	0.248794	0.288517	0.206908
3	0.070542	0.105035	0.121013	0.325969	0.149962	0.251325	0.240001	0.208191	0.092325	0.173818
4	0.074069	0.078974	0.025968	0.06995	0.219175	0.121818	0.120001	0.050953	0.063955	0.091652
5	0.068808	0.044225	0.046543	0.018408	0.057678	0.1573	0.088236	0.123402	0.112041	0.079627
6	0.088988	0.092951	0.028474	0.033957	0.021683	0.059135	0.115765	0.052943	0.060589	0.061609
7	0.037309	0.06002	0.017796	0.020574	0.023071	0.018029	0.035294	0.054735	0.127909	0.04386
8	0.048152	0.033611	0.023138	0.054649	0.018606	0.044463	0.025669	0.039807	0.147432	0.048392
9	0.204745	0.035012	0.063027	0.052594	0.024754	0.046933	0.013269	0.012983	0.048086	0.055711
incompatibility rate								0.0614

It is clear that the least important and the least important component is the criterion of cost structure, and the two criteria of value proposition and customer relationship are of great importance.

This native model is similar to the internet and online taxis. The main product of this indigenous model is the provision of online intercity transportation services; To request a car through this application, passengers, after specifying the travel route and travel options, selecting the type of service, and viewing the cost of travel, request a car. This application automatically connects passengers with the nearest driver and sends the passenger position to the driver. The driver approves it if he wishes; Passengers can also see the position of their driver. The above issue has been examined separately for each of the nine sections.

• Customer section

In this part of the Native Business Model, we identify who our customers are. We are not looking for a specific customer but for common features between customers. We need to know the characteristics of customers who choose our company from different services. Attention to customer characteristics is more important than product features because it greatly impacts product design or the type of service provided. The weight of this section is 0.055711, which indicates that it has less priority than others.

• Communication with clients

In this section, we determine the type of customer relationship. What is the customer’s role in our business, how can you be involved in the customer’s decisions, and to what extent should this help? What communication methods do you use to track your customers’ problems? In this section, questions such as the type of feedback, information, and after-sales service should be answered. Our type of business is very influential in how we interact with customers. For example, consider a driver who performs regular, weekly, and monthly service work in a hotel or office, in which case the driver is in close contact with the customer and the company’s support, and every customer contact and contact is related to his previous purchase. The situation requires the person in contact with the customers to be fully involved with their problems and to know their purchase history and problems. This criterion, with a weight of 0.238424, is of the highest importance.

• Distribution channels

What methods and techniques do you use to deliver your product or service to customers? Does the customer order through online services? Is it possible to access our services through the application? Should the customer come to our store, or should we go to the customer? Communication, distribution, and sales channels are the be- interface tween the company and its customers. Channels are points of contact with customers and play an important role in the customer experience. The weight of this criterion is 0.079.

• Revenue flow

In this section, the method or methods of revenue generation of the company are specified. Everything a business does is to make more money. If the business has several ways of generating revenue, a list of methods should be pro- vided in this section along with the figures. The income method of this business canvas is based on the commission of passenger transportation and finding a customer for the driver. The weight of this criterion is 0.043.

5.1 Suggested Value and Discussions

What is the most important value that this business can offer to customers? Why should a customer prefer this business canvas to others? In other words, what does the customer pay you for?

What makes the product or service of this business environment look more distinctive and attractive than other products? Each value proposition consists of a package of products or services that meet the needs of a specific segment of customers and thus create value for those customers. Values may be qualitative or quantitative. The weight of this criterion is 0.206.

• Key resources

This section lists the most important resources we need to achieve business goals. To know the key elements in the resource sector, is it enough to remove that resource to see if it is possible to achieve a business environment without it? These main sources can be the expenses for advertising, employees’ salaries, required facilities in the company’s office, etc. The weight of this criterion is 0.061.

The book The Creative Business Model Canvas [40] divides the main resources needed in the business model canvas into four main categories: financial resources, human resources, physical resources, intellectual resources, and intangible assets.

Financial resources: Perhaps the first question to be considered when starting a business is how much money is needed. When writing a business model canvas, the required financial resources should be specified in numbers [41].

• Human resources

Every business needs different human resources according to its field of work. This business environment requires accountability experts and several certified public accountants [42,43,44]. The clearer the type of skills required, the better the staff will be recruited, the better it will be in the future to find out what part of the company has met the needs of the company and the more transparent their achievements.

• Physical resources

Office costs, servers and electronic equipment such as computers and telephones, office costs, machinery, and so on.

Intellectual resources and intangible assets: Some very important business resources are not visible or physical. These resources are not quantifiable at first glance, but they play a constructive role. Such as the brand, specialized knowledge, licenses, and licenses required for the activity [45].

• Key activities

Some activities of a business have a vital and key role in advancing the goals of that business [46], these activities constitute the main nature of the business, and their elimination means the elimination of the business. In this section, the main business activities to create the value proposition of the business canvas should be listed [47,48]. For example, for a restaurant business model canvas, branding and advertising are key activities [49], and for a proposed business canvas model [50], customer marketing and attracting the driver of minibusses and luxury cars, etc., are key activities [51]. The weight of this criterion is 0.173.

• Key partners

In the Key Partners section, we talk about networking with other businesses. Obviously, for the growth and development of our business, we do not need to do everything ourselves and have all the units within our business. In addition to high costs, these conditions require a lot of time, energy, and space that many businesses can handle. It does not come. In this situation, businesses need to connect. The weight of this criterion is 0.091. For example, an online store network its business requires networking with advertising agencies and does not need to be an agency owner. However, in the bank’s business model, financial institutions and financial and credit companies are important business partners [52,53,54,55,56]. In the proposed business boom model, key partners such as hotels, schools, universities, etc., are [57].

• Cost structure

The cost structure is one of the most important parts of any business model canvas that calculates the share of each of the various business costs in total costs [58,59,60]. For example, we may have two different brands of shoes, in one of which the costs related to the production of the product are considered more than the costs related to advertising, and in the other, vice versa.

In the proposed business canvas model, marketing and software development are the cost structure’s main components. The weight of this criterion is 0.048. In table 8, the weight of each of the main criteria and sub-criteria is determined.

Table 8. Weight of the sub-criteria of the problem. (Source: Author).

Table 8. Weight of the sub-criteria of the problem. (Source: Author).

Criterion	Under the criteria	Weight	Incompatibility rate
Customer section	Transportation companies	0.437257	0.0674
	Commercial companies	0.299587
	Hotels	0.15754
	Schools	0.105616
Suggested value	Quick and easy access	0.368421	0.0146
	Ability to use a car for two customers with the same Destination	0.105263
	Ability to track and inform the status and position of the shipment	0.263158
	Activity at any time	0.263158
Main Activity	software development	0.347826	0.0632
	Attract motor courier and pickup	0.217391
	Attract the driver of the minibus and van	0.130435
	Attract luxury cars for ceremonies	0.304348
Key partners	Hotels and government offices	0.117647	0.0514
	Freight terminals	0.176471
	Luxury car rental companies	0.294118
	Schools and universities	0.411765
main source	Permission from Police	0.466667	0.0248
	License from the Tourism Organization	0.533333
Income flow	The monthly payment for regular customers	0.75	0.0179
	Freight with a commission of 90 for the driver and 10 for the company	0.25
Cost structure	Manpower	0.4	0.0421
	Software development and infrastructure	0.6

As it is known, the inconsistency rate in all cases is below 0.1, which indicates the compatibility of the questionnaire and the lack of answers by experts.

6. Conclusions

–

For smart transportation, demand management methods and redesigning streets cross sections are used to change priorities (from private cars to public transport and active modes).

–

Maintaining the quality of the intelligent transportation systems and making them more attractive to the private sector

–

Information services for intelligent public transportation that are accurate and reliable

–

Benefit from increased integration of public intelligent transportation and bike travel in the city.

–

Balance efforts on different aspects of intelligent transportation.

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