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

This paper presents four innovative business models that are being developed in three countries to support the commercialisation of electric vehicles (EV). Using an original business model framework and interviews with EV company founders and directors, we analyse partnership strategies along the EV value chain (France and US) and the coexistence of competing business models (China). 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.