BUSINESS MODEL INNOVATIONS FOR ELECTRIC MOBILITY — WHAT CAN BE LEARNED FROM EXISTING BUSINESS MODEL PATTERNS?

TLDR

The field faces an overwhelming number of possible business‑model combinations derived from pattern combinations. The study systematically generates electric‑mobility business‑model innovations and assesses how non‑automotive patterns can be adapted to this context. A framework defines five value dimensions and classifies patterns into five categories, enabling systematic generation and evaluation of pattern transferability. Transferability hinges on the actor’s role, with product‑to‑service models likely to succeed, while other sector models—including razor‑and‑blades, own‑undesirable concepts, and influencer leverage—show promise if suitably adapted.

Abstract

The paper aims to generate systematically business model innovations in the field of electric mobility. It introduces a new framework, in which a business model denotes a value-focused concept with five value dimensions: value proposition, value communication, value creation, value delivery and value capture. The framework enables the classification of business model patterns, identified in the literature, according to five categories. The combination of patterns from different dimensions can lead to the systematic generation of business model innovations. But the number of business models that can result from pattern combinations can be overwhelming. Subsequently, the paper only evaluates the extent to which business model patterns that are not necessarily observed in the automotive sector can be useful for the field of electric mobility, and how they can be adapted to fit into the new context. We find that the transferability strongly depends on the actor's role in the system, if it is a manufacturer, supplier or service provider. More importantly, our analysis shows that some models such as product-to-service (e.g., car sharing service), already implemented in the automotive industry, will continue to be successful in the future because of their potential of increasing customer acceptance and technology diffusion. Many other business models — so far used in other sectors, but not in the automotive industry — may integrate the field of electric mobility. Razor and blades, own the undesirable concept, and leverage new influencers are all promising business models, if they can be fitted adequately to the new context induced by the new technology.