The current work fills in the existing research gap with regard to business modelling approaches applied to the technologically-driven markets. Taking into consideration the highly innovative and evolving nature of the latter ones, this paper combines the most relevant business modelling methods, creating a detailed, dynamic and holistic integrative business modelling approach. The integrative approach is applied on the electric vehicles charging market, where the defined business model archetypes of the core participants of the business ecosystem are described and analysed.
The Vrije Universiteit Brussel (VUB) partners’ business models data and EV charging data used during the current study is not publicly available due to privacy reasons.
Andrei Goncearuc has obtained a Master of Science degree in International Business and works as a Ph.D. Researcher at MOBI (Mobility, Logistics & Automotive Technology) Research Team of Vrije Universiteit Brussel. MOBI is one of Belgium’s leading research centres for electromobility, socio-economic evaluations for Andrei’s research area includes business aspects of EV charging, along with innovative business modelling approaches for the emerging technologies in the EV charging infrastructure (e.g. V2G).
Networked Ev Charging: The Smart Solution For Business
Nikolaos Sapountzoglou received his Diploma in Electrical and Computer Engineering from the Aristotle University of Thessaloniki (AUTH) in 2015, specializing in Electrical Energy. He obtained his Ph.D. in 2019 from the Grenoble Electrical Engineering laboratory (G2Elab) of Université Grenoble Alpes (UGA) as part of the Marie Sklodowska-Curie ITN Incite. His Ph.D. research focused on fault diagnosis in LV distribution grids with distributed generation. As of 2020, he is working on vehicle-to-grid projects at Vrije Universiteit Brussel (VUB).
Cedric De Cauwer obtained his Master’s Degree in Engineering at the Vrije Universiteit Brussel in 2011, with a specialization in vehicle and transport technology. He immediately joined the MOBI research group to work on electric and hybrid vehicle technology. Since 2013, Cedric’s Ph.D. research was funded by an IWT scholarship and focused on the prediction of energy consumption and driving range of electric vehicles, and energy-efficient routing. He obtained his Ph.D. in 2017, and has since continued to apply his expertise in national and international projects. He is currently focused on the integration of mobility solutions (EVs, autonomous vehicles) into the electricity grid (charging infrastructure, V2G).
Thierry Coosemans obtained his Ph.D. in Engineering Sciences from Ghent University in 2006. After several years in the industry, he became a member of the MOBI research team at the VUB, where he works now as the co-director of the EVERGi team on sustainable energy communities. He is currently involved in the scientific support for the Green Energy Park Zellik, and had an active role in Flanders Make and the Living Labs EV Flanders. On a European level, Thierry was and is involved in the H2020 and FP7 projects SafeDrive, OPERA4FEV, SuperLIB, Smart EV-VC, Batteries20202, GO4SEM (coord), FIVEVB, ELIPTIC, MOBILITY4EU, FUTURE-RADAR, OBELICS, INTERCONNECT, ENSEMBLE, REDIFUEL, CEVOLVER, and RENAISSANCE, which he coordinates. His main research interests are the development of CO2-neutral Sustainable Local Energy Systems, electric and hybrid propulsion systems, and the performances of automated EV fleets, including in a V2G perspective. Thierry Coosemans is an active member of EARPA, EGVIA, the Bridge Initiative and Flux50.
Electric Car Charging Business Is Doing Everything But Profiting
Maarten Messagie manages R&D&I activities at the Vrije Universiteit Brussel (VUB) in order to support the transition towards a sustainable energy system. He works in the research centre MOBI of the VUB in which he co-leads the research unit EVERGi. The interdisciplinary research unit EVERGi focuses with +25 dedicated researchers on sustainable multi-energy systems including the integration of electric (and automated) vehicles, with local energy communities and thermal grids. EVERGi developed and operates together with the ‘Green Energy Park’ a research co-creation platform and living lab, demonstrating real-life applications of crucial elements in the energy transition.
Thomas Crispeels is Assistant Professor at the Vrije Universiteit Brussel at the department of Business Technology and Operations (BUTO). His research is situated in the field of Technology & Innovation, with a special focus on technology transfer and collaborative R&D in high technology industries such as the biotechnology and smart logistics industries. Thomas teaches several courses on technology entrepreneurship and the business economics of high-technology industries.All articles published by are made immediately available worldwide under an open access license. No special permission is required to reuse all or part of the article published by , including figures and tables. For articles published under an open access Creative Common CC BY license, any part of the article may be reused without permission provided that the original article is clearly cited. For more information, please refer to https:///openaccess.
Feature papers represent the most advanced research with significant potential for high impact in the field. A Feature Paper should be a substantial original Article that involves several techniques or approaches, provides an outlook for future research directions and describes possible research applications.
Successful Ev Charging Station Business Model
Editor’s Choice articles are based on recommendations by the scientific editors of journals from around the world. Editors select a small number of articles recently published in the journal that they believe will be particularly interesting to readers, or important in the respective research area. The aim is to provide a snapshot of some of the most exciting work published in the various research areas of the journal.
This article is based on a conference paper with the same title that has been submitted to the International Electric Vehicle Symposium & Exhibition EVS 33 in 2020.
To design profitable business models for electric vehicle (EV) charging it is necessary to understand user preferences. For this purpose, prior literature is analyzed to develop a conceptual framework linking a company’s assets, the surrounding value network, and user preferences. Then, survey insights from two EV charging projects (ultra-E, SLAM) are summarized to illustrate user preferences in this area. Based on this data, the framework is eventually visualized by applying it to four case studies from the EV charging market. Based on the case studies, the following six key findings are derived: 1. Companies that have a very strong position in one of the three resource classes that define the quality-of-service provision (physical assets, digital assets, brand image) demand a higher price for fast charging. 2. Utility companies leverage their existing customer base. 3. New to the industry firms leverage their brand image to enter the market. 4. Selling below cost is not sustainable. 5. Sharp price distinctions reflect the power balance within the value network. 6. Power plays may result in a fragmented market.
Ev Charging Business Models — Ev Connect
Despite the implementation of several measures to harmonize the market for electric vehicle (EV) charging in Germany, e.g., the Verification Act (Eichrecht) and the Price Indication Ordinance (Preisangabenverordnung), users have until recently faced an inhomogeneous landscape of charging tariffs and prices [1]. Almost two years after the final directives regarding the Verification Act came into effect the tariffs are mostly kWh-based, but inhomogeneities in charging prices remain [2]. At the same time, providers of charging services struggle to establish profitable business models [3, 4, 5, 6]. Several studies have addressed user preferences concerning the usage and pricing of charging services [7, 8, 9, 10]. However, only a few studies connect these results to how the charging ecosystem for electric mobility shall be designed.
The paper aims to outline the critical user preferences and decision criteria relevant for designing a profitable business model for electric vehicle charging, users being defined as individual end-users or consumers (in contrast to e.g., fleet operators having contracts with e-mobility service providers). Building on these insights, the paper in hand will help companies to define their “play” in a network of interrelated actors.
This research pays special attention to the focal company’s situation in a network of interrelated actors [11] and its user-oriented influencing factors on charging services’ acceptance and attractivity. Based on the analysis of users’ likings and the comparison with established sectors, it is the goal to develop a conceptual framework that connects a company’s resources or assets, the value network it is embedded in, and user preferences. For this purpose, the paper builds upon an approach suggested by Rüger and Fischer [12]. In Section 2, the state of the art is analyzed and, concurrently, a conceptual framework is developed. Section 3 focuses on user preferences, one of the easily observable elements of the framework. In Section 4, the framework is exemplarily applied to understand observable business model choices of four companies that are active in the EV charging market. Finally, the results are summarized, and paths for further research are illustrated in Section 5.
How To Start Ev Charging Station Business Plan In India?
Value is not always created in a linear process by a single firm but often results from cooperation and interaction. Stabell and Fjeldstad identified three different value configurations: the value chain, the value shop, and the value network, the latter describing the value created by a firm offering mediating technologies. The firm creates a network by linking other firms and/or customers thus enabling cooperation and interaction. According to Stabell and Fjeldstad, “examples of firms that rely on a mediating technology are telephone companies, retail banks, insurance companies, and postal services” [13].
The value creation in the case of electric vehicle charging is also based on cooperation and interactions between multiple actors. Figure
Editor’s Choice articles are based on recommendations by the scientific editors of journals from around the world. Editors select a small number of articles recently published in the journal that they believe will be particularly interesting to readers, or important in the respective research area. The aim is to provide a snapshot of some of the most exciting work published in the various research areas of the journal.
This article is based on a conference paper with the same title that has been submitted to the International Electric Vehicle Symposium & Exhibition EVS 33 in 2020.
To design profitable business models for electric vehicle (EV) charging it is necessary to understand user preferences. For this purpose, prior literature is analyzed to develop a conceptual framework linking a company’s assets, the surrounding value network, and user preferences. Then, survey insights from two EV charging projects (ultra-E, SLAM) are summarized to illustrate user preferences in this area. Based on this data, the framework is eventually visualized by applying it to four case studies from the EV charging market. Based on the case studies, the following six key findings are derived: 1. Companies that have a very strong position in one of the three resource classes that define the quality-of-service provision (physical assets, digital assets, brand image) demand a higher price for fast charging. 2. Utility companies leverage their existing customer base. 3. New to the industry firms leverage their brand image to enter the market. 4. Selling below cost is not sustainable. 5. Sharp price distinctions reflect the power balance within the value network. 6. Power plays may result in a fragmented market.
Ev Charging Business Models — Ev Connect
Despite the implementation of several measures to harmonize the market for electric vehicle (EV) charging in Germany, e.g., the Verification Act (Eichrecht) and the Price Indication Ordinance (Preisangabenverordnung), users have until recently faced an inhomogeneous landscape of charging tariffs and prices [1]. Almost two years after the final directives regarding the Verification Act came into effect the tariffs are mostly kWh-based, but inhomogeneities in charging prices remain [2]. At the same time, providers of charging services struggle to establish profitable business models [3, 4, 5, 6]. Several studies have addressed user preferences concerning the usage and pricing of charging services [7, 8, 9, 10]. However, only a few studies connect these results to how the charging ecosystem for electric mobility shall be designed.
The paper aims to outline the critical user preferences and decision criteria relevant for designing a profitable business model for electric vehicle charging, users being defined as individual end-users or consumers (in contrast to e.g., fleet operators having contracts with e-mobility service providers). Building on these insights, the paper in hand will help companies to define their “play” in a network of interrelated actors.
This research pays special attention to the focal company’s situation in a network of interrelated actors [11] and its user-oriented influencing factors on charging services’ acceptance and attractivity. Based on the analysis of users’ likings and the comparison with established sectors, it is the goal to develop a conceptual framework that connects a company’s resources or assets, the value network it is embedded in, and user preferences. For this purpose, the paper builds upon an approach suggested by Rüger and Fischer [12]. In Section 2, the state of the art is analyzed and, concurrently, a conceptual framework is developed. Section 3 focuses on user preferences, one of the easily observable elements of the framework. In Section 4, the framework is exemplarily applied to understand observable business model choices of four companies that are active in the EV charging market. Finally, the results are summarized, and paths for further research are illustrated in Section 5.
How To Start Ev Charging Station Business Plan In India?
Value is not always created in a linear process by a single firm but often results from cooperation and interaction. Stabell and Fjeldstad identified three different value configurations: the value chain, the value shop, and the value network, the latter describing the value created by a firm offering mediating technologies. The firm creates a network by linking other firms and/or customers thus enabling cooperation and interaction. According to Stabell and Fjeldstad, “examples of firms that rely on a mediating technology are telephone companies, retail banks, insurance companies, and postal services” [13].
The value creation in the case of electric vehicle charging is also based on cooperation and interactions between multiple actors. Figure
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