Alternative business models and entrepreneurship

Abstract

<jats:p> Electrification of the car is an inevitable trajectory; only battery electric vehicles (EVs) give the option – provided a zero carbon generating mix is developed – of ultimately zero carbon and zero emissions transport. Yet this means disruptive change to the existing automotive and energy business models covering all sections of the value chain, which provides entry points for new, entrepreneurial operators from outside the sector bringing with them new business models. We are entering a transition period, where some of these alternative business models are already seen to work and those of Autolib and Tesla are highlighted here. New electric vehicle (EV) business models need to extend beyond the boundaries of the business itself and should also include a consideration of context and environment, or ‘regime’ (Geels, 2002), particularly in the role of government. It should be emphasized that EV business models are dynamic, still emerging and are currently enjoying artificial market conditions due to widespread incentives. Private and public sector players are still exploring what their respective roles should be in future EV business models. </jats:p>

Análise da difusão de carros elétricos sob a ótica da Gestão das Transições

“…Apesar desses benefícios, os CEs possuem alto custo quando comparado a carros à combustão (NILSSON; NYKVIST, 2016;NIEUWENHUIS, 2018). Entretanto, estudos de Hardman Shiu e Steinberger-Wilckens (2015) ressaltam que, quando se analisa o custo total de posse do veículo que inclui a compra, gastos com manutenção, abastecimento, seguro, entre outros, o CE se torna mais barato ou no mesmo nível de custos que um carro à combustão.…”

Value creation mechanisms of business models

“…jet turbines) or consumer goods (e.g. automobiles; Nieuwenhuis, 2018), is “servitization” of business models (Cook, 2018; Visnjic and Van Looy, 2013; Visnjic et al, 2016), when the offer of physical products is integrated with a corresponding service offering. Arguably, this product–service integration allows dynamic increasing of the consumers’ willingness by offering improved convenience, an additional crucial dimension of quality of the value proposition.…”

The market case for electric mobility: Investigating electric vehicle business models for mass adoption

“…This established automotive regime, led by automotive Original Equipment Manufacturers (OEMs), has contributed to the development of social norms around conventional cars and their use, which represent a strong barrier for EVs 10,11 . Recent research has noted that EVs have an unfavourable business case in comparison to petrol and diesel vehicles which is a result of both the routines and expectations about mobility that stem from the use of ICEVs and government policy that has favoured fossil fuel-based vehicles 12,13 ; which is evidenced at a retail level at automotive dealerships where salespeople tend to sell ICEVs instead of EVs 12 .…”

“…via mobile phone apps), and even be integrated to other systems such as the power grid, via vehicle-to-grid (V2G) 32 . Despite these inherent differences, the automotive industry (traditional OEMS) continues to manufacture EVs in the same manner as ICEVs and more, presents them to consumers under the same lens as a conventional car 13 . This approach is on one hand due to the lack of knowledge in how to develop and push EVs downstream, but also comes from an unwillingness to do so, due to the large investments placed on ICEV infrastructure 13 .…”