EV Business Models: A Business Model Approach

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En provenance du cours de École des Ponts ParisTech

Electric Vehicles and Mobility

104 notes

École des Ponts ParisTech

Electric Vehicles and Mobility

104 notes

The purpose of Electric Vehicles and Mobility is to help you, whatever your profile, your training or your country, find your own answers to questions such as: - Will electric vehicles be the last to be allowed in megalopolises in the 21st century? - Does the environmental gain from vehicle electrification justify heavy investment in charging infrastructure? - Are electric vehicles only for wealthy people in developed countries? This course will allow you to acquire elements from engineering science, sociology, environmental science, political science, economics, management science, in order to evaluate, analyze and implement the diffusion of electric vehicles where their use is relevant. This MOOC is the English version of Mobilités et véhicules électriques; in the lecture videos, the teachers speak in French, nevertheless their presentation is in English and English subtitles are available. Groupe Renault and ParisTech schools have been working together for almost 15 years on topics related to sustainable mobility. Together, they created two Master programs (Transport and Sustainable Development in 2004, Mobility and Electric Vehicles in 2010) and the Sustainable Mobility Institute Renault-ParisTech in 2009, to support ongoing changes. Electric Vehicles and Mobility is the result of this shared history and was developed from a course delivered within the Master Mobility and Electric Vehicles, led by Arts et Métiers ParisTech in partnership with Ensta ParisTech, Mines ParisTech and École des Ponts ParisTech.

À partir de la leçon

Chapter 4 – Electric Mobility and Infrastructures: Technical and Economic Dimensions

<p>Although electric vehicles run on the same roads as thermal vehicles, they require some specific infrastructures. We will discuss here the technical and economic dimensions of these infrastructures in France, in Europe and worldwide. This analysis will lead us to take an interest in the various business models of the electric vehicle.</p><p>The course will be completed by a video <em>More on method</em> explaining the balance of supply and demand on electricity networks.</p><p>This chapter also includes two <em>Do you know that?</em>, one on the charging stations, the other on electricity storage, as well as interviews of experts from Groupe Renault to complete our knowledge of infrastructure.</p><p>As with all chapters, you will have the opportunity in the next session to test your understanding of the material through a quiz. This evaluation concerns only the videos <em>Lecture</em> and is required to obtain the certificate.</p>

EV Business Models: A Business Model Approach11:07

EV Business Models: Value and Deployment8:34

Rencontrer les enseignants

Émeric FORTIN
Head of the Master in Transport and Sustainable Development
Direction of Studies, École des Ponts ParisTech
Virginie BOUTUEIL
Researcher
LVMT (City Mobility Transport Lab), École des Ponts ParisTech

-In theory,

electric vehicles are nothing new.

In 1900, when electric cars were breaking speed records,

at over 100 km/hour,

or distance records, almost 300 km/h without recharging,

there were 19 manufacturers in the world.

An electric cab fleet was in circulation in New York

and 38% of the American automotive market were electric vehicles,

40% were steam cars and only 22% were petrol cars.

This did not account for the incredible rise in thermal vehicles

which progressively eliminated all electric vehicle manufacturers

during the 1920s.

We witnessed the progressive assertion of a dominant design

based on a combustion engine.

Electric vehicles must now contend with 100 years' worth of improvement

and dominant design, which is not easy.

The entire system is at the asymptote of this improvement.

Ever since, we have been predicting the return of electric vehicles.

We will mention three studies from 1973, 1979 and 1994

which all forecast rapid and important increases

in electric vehicle penetration rating up to 25% of the market.

However, these forecasts never became a reality.

What could help electric vehicles become dominant?

One necessary condition would be

that the battery cost goes down substantially within a few years

thanks to technological progress and volume increase,

which is happening.

The drop in cost is substantial. It was divided by 2 in 10 years.

Since we need at least 30 or 40 kilowatt-hour

to have sufficient autonomy and to power a vehicle,

the market would not have taken off with the costs at their 2000s level,

around 1 000 dollars a kilowatt-hour.

In 2017, we can buy a decent battery pack for 6 000 dollars.

The cost of infrastructures must also be taken into account.

There are different charging processes which do not cost the same

and imply different partnership approaches.

First, "normal" charging with a 3 kilowatt-hour power

is the cheapest method

as it does not impact the size of the supply network.

In addition, it requires widespread materials.

This technology allows us to charge at home, in a car park or in the street.

An electric vehicle can then recharge in 8 to 10 hours.

Then, we have fast-charging.

Semi-fast-charging, 23 kilowatt-hour, allows us to charge a car in one hour,

and 43-kilowatt-hour fast stations allow us to charge in 30 minutes.

These infrastructures are much more intrusive on the electric grid.

Infrastructure cost includes investment,

connection and maintenance costs.

Investment cost depends on the type of plug and its location.

Maintenance costs are set around 3% of the investment cost.

In France, connection costs are borne

by the distribution network for 40% and the buyer for 60%,

be they a residence owner, a private car park manager

or a public property manager.

Now that the technology is ready, we must sell it,

which involves business models.

Business models imply that, no matter how great the technology,

it can only be sold if it suits its clients and its offer system.

When describing a business model, we are describing four elements.

First, its value proposition

or the perceived usefulness for the customer.

The offer will be calibrated in order to showcase certain attributes,

such as the ergonomics, design or availability.

Then, we need technical objects which include this value.

The customer must experience the innovation

through boundary objects, boundary between them and the innovation.

The revenue model refers to the way the offer will be priced.

Will the customer have to pay a lot at once, take on a subscription?

Will the offer be subsidized at first to help the market take off?

Finally, we need a partner network to materialize the offer,

customers, providers, private or public partners,

who make the offer possible.

If we take all these dimensions of electric vehicles seriously,

we can see that the business model is not just about battery cost.

It implies choices regarding various aspects.

Technology offers a potential

but we need to choose how to exploit it commercially into actual offers

which make sense for the customer and are feasible.

We cannot sell all the possibilities provided by the technology

because of the cost, to present a clear offer,

and because of the partner network.

Let us now see five electric vehicle business models.

The business model can be based on its ecological dimension.

Who are the partners and allies?

The government, the ministry for the Environment,

and customers who value ecology.

In this case, the aim is to put forward a value proposition

centered around the low CO2 and fine particle pollution

or the autonomy from oil.

Now, you have to build an entire argumentation system.

Not only will you have to build an actually ecological vehicle,

but also a terminology which reflects the ecological aspects.

For instance, you want to show the well-to-wheel CO2 impact,

what "green energy" or "clean energy" means,

what a purchase subsidy is and why it is justified, etc.

This spurs manufacturers to go down new roads.

Here is the green project Renault invested in Réunion

in order to build an offer as decarbonated as possible.

Why? Because the electric grid in Réunion is horrendous

and supplied by old coal plants.

The reflection must involve the energy production,

consumption and recycling.

This will lead us to rebuild a network based on solar energy,

sugarcane waste, etc.,

in order to supply the car with clean energy.

The second business model is completely different.

The focus is the price competitiveness of electric vehicles.

Electric vehicles are sold as being more economical than others.

This is a good point as charging is very cheap.

To implement this business model, we need to change the revenue model.

Usually, people buy the vehicle with its tank for a fixed priced.

The variable cost is that of energy.

The difference in electric vehicle purchase price is still important

since even with cheap energy, the battery is very expensive.

Because of this difference, electric vehicles seem expensive

as customers actually never calculate the total cost of ownership

which would show them that they would profit from it

as they are not used to this system.

So drawing up a business model implies changing the revenue model.

To prove that it is cheap,

we post a fixed price equal to that of an equivalent thermal vehicle

and variabilize the cost of energy by renting the battery.

There are three upsides.

The savings become visible when they were not.

Second, we can segment battery rental and price depending on the customers.

And third, the battery-related risks do not rest on the customer

but on the seller.

Third business model. Thanks to electric technology,

we can make more efficient, powerful vehicles than thermal vehicles

since electric vehicles have a constant engine torque.

This is what Tesla did. They were selling a dream,

a car capable of the same performance as a Porsche

but with a more quiet and flawless driving experience.

Thus, a lot of work has to be done on vehicle performance

in terms of behavior, silence and autonomy.

This also implies deploying their own charging station network

to provide an efficient customer experience.

Around 6 000 stations must be able to supply 145 kilowatts.

This is an economical challenge for Tesla,

given that the unit cost is

between 100 000 and 270 000 dollars per station.

They are of course working with premium customers

and partners related to motorways to install fast-charging stations.

In terms of revenue model, they sell the whole package.

The customers pay a lot of money to be provided with a luxury vehicle,

unlimited charging on a private network

and, as with an iPhone, product updates.

It seems magical to discover that your car was updated overnight.

There are other value propositions.

Renault looked into what they called "spa cars" a few years ago.

The idea was to sell a car which was good for the outside and the inside.

Based on this,

they created a partnership with L'Oréal's Biotherm

to develop a system which would respect skin hydration

and protect it from pollution.

They worked on original technical objects

such as diffusers, hydration sensors,

the development of interfaces and indexes

that made it visible to the customers

that driving the car was good for their skin.

This also involved a revenue model based on selling electric recharges

as well as hydration and scent products recharges.

Finally, the last business model is a freely available car.

To take advantage of policies favoring the development of electric solutions

and the decrease in car fleets, we offer a carsharing service.

At the heart of the system are vehicles that can be shared

but mostly an information system

to monitor the fleet and manage the bookings.

Autolib', for instance,

requires the implementation of a complex partnership network.

Bolloré had to partner up with Microsoft for the information system,

Pininfarina for the vehicles and ÉDF for recharge development.

In terms of revenue model, the customers subscribe to the offer

and pay when they use it.

A public-private co-investment allows Autolib'

to rent parking spaces to the cities in exchange for part of its income.

As a conclusion,

even though the battery technology is mature and more affordable,

we cannot just electrify a thermal vehicle to sell it.

It is necessary to choose a business model

due to issues relating to cost, value, and clarity of the offer.

Depending on the business model parameters,

the customer can have access to very different offers.

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