New business models for electric cars—A holistic approach

Abstract

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Review of sustainable service-based business models in the Chinese truck sector

“…Presently, widely offered PSS in the automotive sector belong to the product-oriented category and five papers of our sample describe this type of offering (Cherubini et al, 2015;Budde Christensen et al, 2012;Kley et al, 2011;Gaiardelli et al, 2014a and2014b). Vehicles are sold to customers with a set of services such as a maintenance contract or take-back service.…”

“…The case of Better Place is frequently employed to describe an example of PSS composed of the sale of an electric car, the rent of the vehicle battery and the provision of battery charging services (Cherubini et al, 2015;Budde Christensen et al, 2012;Kley et al, 2011). Gaierdelli et al (2014b) offers a detailed description of the services offered by 36 Italian brands of automobiles and commercial vehicles.…”

“…Regarding the description of the business model, the performance-based business model is the only model for which the nine elements of the Business Model Canvas are considered in the study . For the other business models, authors omit to define the cost structure (Cherubini et al, 2015;Firnkorn & Müller, 2012;Kley et al, 2011), the revenue streams (Wells & Orsato, 2005;Williams, 2006) or both (Gaiardelli et al, 2014b;Laperche & Picard, 2013). Some scholars mainly consider the business model elements located in the upstream of the value chain and explain the processes of value creation (Cherubini et al, 2015;Kley et al, 2011;Budde Christensen et al, 2012;Wells & Orsato, 2005).…”

“…For the other business models, authors omit to define the cost structure (Cherubini et al, 2015;Firnkorn & Müller, 2012;Kley et al, 2011), the revenue streams (Wells & Orsato, 2005;Williams, 2006) or both (Gaiardelli et al, 2014b;Laperche & Picard, 2013). Some scholars mainly consider the business model elements located in the upstream of the value chain and explain the processes of value creation (Cherubini et al, 2015;Kley et al, 2011;Budde Christensen et al, 2012;Wells & Orsato, 2005). Six studies emphasize the importance of customer relationships in a PSS business models and offer some information about customer management practices (Williams, 2006;Laperche & Picard, 2013;Firnkorn & Müller, 2012;Gaiardelli et al, 2014b).…”

Post catch-up with market cultivation and product servicising: case of Taiwan’s transportation equipment industries

“…To do so, the latecomer has to deal effectively with such issues as market cultivation and the articulation of developmental trajectory with appropriate business models for the new industrial innovation involved. In particular, there is increasing awareness that innovative business models are not only essential to an innovator's value creation and value capture but indispensable to the birth of an emerging industry (Lenfle and Midler 2009;Teece 2010;Kley, Lerch, and Dallinger 2011). These issues will become more complicated if the industrial player in the latecomer country has stuck to the comfort zone of being part of the existing global production/innovation network or producing modules/products with open product architecture, as the typical case of the manufacturing industry in Taiwan.…”