Valeur et déploiement

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En provenance du cours de École des Ponts ParisTech

Mobilités et véhicules électriques

42 notes

École des Ponts ParisTech

Mobilités et véhicules électriques

42 notes

L’objectif de ce MOOC est d’aider ses apprenants, quel que soit leur profil, leur formation ou leur pays d’origine, à construire une réponse personnelle à des questions comme celles-ci : - Les voitures électriques seront-elles les dernières à circuler dans les métropoles du XXI° siècle ? - Le gain environnemental associé à l’électrification des véhicules justifie-t-il des investissements massifs dans les infrastructures de charge ? - Le véhicule électrique est-il réservé aux riches des pays du Nord ? Grâce à ce MOOC, les participants pourront acquérir des connaissances issues des sciences de l’ingénieur, de la sociologie, des sciences de l’environnement, de l’économie, de la géographie et des sciences politiques pour évaluer, analyser et mettre en œuvre le déploiement des véhicules électriques là où il est pertinent. Le Groupe Renault et les écoles de ParisTech collaborent depuis bientôt 15 ans sur des sujets liés à la mobilité durable. Ensemble, ils ont créé deux Masters (Transport et développement durable en 2004, Mobilité et véhicules électriques en 2010) et l’Institut de la Mobilité Durable (IMD), en 2009, pour accompagner les mutations en cours. Le MOOC Mobilités et véhicules électriques est issu de cette histoire commune et a été élaboré à partir d'un cours délivré au sein du Master Mobilités et Véhicules Électriques, piloté par Arts et Métiers ParisTech en partenariat avec Ensta ParisTech, Mines ParisTech et l’École des Ponts ParisTech. Ce cours est en français, cependant des sous-titres en anglais sont disponibles pour toutes les vidéos et vous pouvez écrire vos messages dans le forum en anglais si vous le désirez./ This course is given in French, nevertheless English subtitles are available for all videos and you can write your posts in the forum in English if desired.

À partir de la leçon

Chapitre 4 - Mobilités électriques et infrastructures : dimensions techniques et dimensions économiques

<p>Si les véhicules électriques roulent sur les mêmes routes que les véhicules thermiques, des infrastructures propres leurs sont néanmoins nécessaires. Nous traiterons ici des dimensions techniques et économiques de ces infrastructures en France, en Europe et dans le monde. Cette analyse nous amènera à nous intéresser aux différents <em>business models</em> du véhicule électrique.</p><p> Le cours sera complété par un <em>Point méthode</em> expliquant l'équilibre offre/demande sur les réseaux électriques.</p> <p>Ce chapitre comporte également deux <em>Le saviez-vous ?</em>, l'un sur le stockage de l'électricité, l'autre sur les bornes de (re)charge, ainsi que des entretiens avec des experts du Groupe Renault permettant de compléter notre connaissance sur les infrastructures.</p><p>Comme pour tous les chapitres, vous aurez l'occasion à la fin de celui-ci de tester votre compréhension avec l'évaluation sous forme de quiz. Cette évaluation ne porte que sur les vidéos de cours et est notée.</p>

Une approche par le Business Model11:07

Valeur et déploiement8:34

Rencontrer les enseignants

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

-Why is the issue

related to electric vehicle business models so acute?

First, we went from a purely individual value

to a value both individual and collective.

These objects emit less CO2, less NOx, less fine particles, less noise.

Second, these objects objectively have a lower individual value

for end customers.

Of course, driving comfort is improved

but this improvement cannot be appreciated without testing it.

Customers mainly perceive a loss in value linked to a higher sell price

and a reduced autonomy.

The key issue is to raise the individual value of electric vehicles

to sell them to the end users.

For that matter, there are four major levers.

First, local authorities are asked to contribute through bonus systems

to reincorporate the positive externalities

created by electric vehicles.

Second lever, the value of the car is not only the car itself.

This goes through the implementation of an electromobility system:

charging infrastructures of course but also booking services

for charging terminals, charge roaming,

home connection, recycling services for the batteries' second life, etc.

Third lever, value perception.

It might sound silly but value exists only when it is perceived.

There is an issue at first: even if electric vehicles potentially offer

a calm, silent driving, this value cannot be sold via any TV ad.

Customers need to be educated.

It takes some time before customers can understand that electric vehicles

are not only about golf carts and learn to use them in a smart way.

The last lever is to improve electric vehicle concepts.

Since we are at the beginning of the innovation process,

electrified cars are suboptimal

compared to what fully integrated products could be

after a hundred years of improvement.

If the vehicle's dominant design is not rethought around electricity,

customers compare both and only realize

that it is the same thing for a higher price and less autonomy.

Vehicles must be rethought so that they are not only

electrified thermal vehicles. Toyota is a typical example.

With hybrid vehicles, they managed to create an actual concept

which is not simply a "hybridized" normal vehicle.

In this respect, we do not only design a product

which must be massively sold in a pre-existing system.

We rather deploy a full electromobility system

which must tackle head on the two specificities of electric vehicles.

First, its systemic aspect

in the sense that a certain number of partners must be associated

and contribute in guiding their product roadmap.

Then, its disruptive aspect in the sense that we must think about

the distribution of an electric experience

for potential pools of customers who are not used to it.

But we face the chicken-and-egg problem.

Infrastructures and services such as smart charging only have value

when a critical mass of customers is reached

and customers will only become a critical mass

once an electromobility system already exists.

So, we must prime the pump.

In that case, either you are Tesla and you can prime it

thanks to your attractiveness on the stock market

which allows you to burn cash and install your own system,

or you can do it in a more prudential and partnership-based way.

Henceforth, the design and deployment of the electromobility system

does not follow the same dynamic

than the development of a classic product.

During the development of a classic product, first we develop

advanced engineering technologies, then this work stops

to start product development

before a distribution on the market.

In our case, we simultaneously design

an electromobility system and scale it up.

The automotive industry perfectly knows

how to increase the production speed of a product.

But evangelizing and training the general public

to an electric experience takes time.

To distribute this electromobility system over territories,

outlets must be installed everywhere,

incentive traffic rules must be implemented, etc.

Negotiations must be conducted with city halls, highway companies,

electricity suppliers. All this requires time and energy.

We move from a program focused on the product management

to a program focused on a disruptive platform management.

The latter has two specificities.

First, its scope is greater than the product

by including the development of infrastructures

and the spread of the customer experience.

Second, it takes place before and after the commercial launch

which is very unusual for a development program.

This platform leadership goes through an active role

in infrastructure development, in additional business

such as the second life of batteries,

and in reliable mapping systems and roaming.

The interoperability of the charging terminals is indeed a key factor.

There is a technical interoperability

since there are different kinds of outlets and powers.

I will not come back to it.

But apart from this, there is a commercial interoperability

which means that electric vehicle owners must be able to access

any charging terminal no matter the mobility service provider

to which they subscribed.

In concrete terms, if I own a Bolloré card,

I must be able to charge my vehicle on stations operated by Sodetrel

and vice versa.

At the heart of a two-sided market between charging station operators

and mobility service providers,

electric mobility platforms appear.

French manufacturers and other partners have created GIREVE

which designed two offers aimed at each of these two partners.

On one side, GIREVE makes charging infrastructures visible

for all the operators.

On the other side, GIREVE makes its data available to service providers

in order to allow customers to display and access the GIREVE database.

This study is based on the "travel-transport" survey

and shows the importance of certain levers

in the distribution of electric vehicles.

It shows the essential importance of external levers to the vehicle itself

to make a certain population of potential buyers compatible.

Indeed, by constantly focusing on battery autonomy,

we forget that the main lever to adopt electric vehicles

involves actors who are not car manufacturers:

first and foremost, local authorities and highway companies,

as well as an access to bus lanes or dedicated lanes,

or the implementation of dedicated parking spaces.

The vehicle's autonomy is only the sixth lever

to adopt electric vehicles.

We see that the activation of these levers strongly increases

the number of buyers whereas when they are not activated,

the market tends to remain low.

Furthermore, this scaling up requires pioneer investors

to acknowledge the evangelization value of the initial investments.

To avoid being stuck in the chicken-and-egg problem,

the ripple effect of services such as electric taxis or car-sharing vehicles

must not be neglected.

This has even been assessed as benefits for car manufacturers.

Someone riding an electric taxi or driving a car-sharing vehicle

experiences electric driving and becomes familiar with the product.

This person progresses in the purchase funnel.

Last point, the territorial aspect of electric vehicles requires

reviewing the homogeneous sale principle of commercial departments.

Indeed, pools of customers compatible with electric vehicles

are not equally distributed over the territory.

It seems preferable to target a few highly compatible territories

to implement a strategy to distribute the electromobility system

instead of the traditional blockbuster logic

which assumes that every customers and territories

are already compatible with the product.

To conclude, we can retain that, first,

the value of electric vehicles depends on the distribution of the product

but also on an associated electromobility system.

Secondly, the activation of levers external to car manufacturers

is essential for this distribution: cities, highway companies, etc.

Thirdly, the spreading of an electric experience within customers

is at the heart of this distribution strategy.

Finally, in order to deploy this system,

project management principles must be largely reviewed.

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