Competing and co-existing business models for EV: lessons from international case studies

Claire Weiller, Tianjiao Shang, Andy Neely and Yongjiang Shi

International Journal of Automotive Technology and Management, 2015, vol. 15, issue 2, 126-148

Abstract: This paper presents four innovative business models that are being developed in three countries to support the commercialisation of electric vehicles (EVs). Using an original business model framework and interviews with EV company founders and directors, we analyse the coexistence of competing business models (China) and partnership strategies along the EV value chain (USA and France). Findings emphasise the importance of designing flexible business models and leveraging resources and inter-industry partnerships in the emerging EV ecosystem. The results provide practical recommendations for industrial players and insights for policy-makers.

Keywords: electric vehicles; business models; co-opetition; business ecosystems; competition; case studies; technology management; electric vehicle commercialisation; China; partnership strategies; EV value chain; USA; United States; France; flexible models; modelling; resource leverage; inter-industry partnerships; automotive management; automobile industry. (search for similar items in EconPapers)
Date: 2015
References: Add references at CitEc
Citations: View citations in EconPapers (8)

Downloads: (external link)
http://www.inderscience.com/link.php?id=68543 (text/html)
Access to full text is restricted to subscribers.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:ids:ijatma:v:15:y:2015:i:2:p:126-148

Access Statistics for this article

More articles in International Journal of Automotive Technology and Management from Inderscience Enterprises Ltd
Bibliographic data for series maintained by Sarah Parker ().