E-Mobility Generates New Services and Business Models, Increasing Sustainability

  • M. Knoppe
Conference paper


High-tech cars are driving the automotive industry success. Technical features, emotions and branding are important elements of the automotive success story and value chain. The present customer is still interested in cars delivering speed, power, status symbols, individual comfort, daily convenience or a better personal image. All well-known brands like Audi, BMW, Mercedes Benz, General Motors, Toyota and all others are working hard to improve their fleet‘s sustainability. E-mobility is a welcome technology improving manufacturer‘s sustainability. Investment banks, consulting companies and research institutes predicted market penetration rates from 2% to 25% until 2020. E-mobility might be driven and commercialized by regulations and governmental sponsoring, but in the moment the customer‘s ease of use is low compared to traditional cars. Does a green e-car deliver real customer value? Is the automotive value chain transferable? Who is the real target group? Little information is available on customer experiences, specific needs and personal use. How to reach the market penetration of 25%? Thinking about the Unique Selling Proposition (USP) of E-mobility will help to solve the issue. Large cities are concerned about the future of traffic and its impact on the people. The highways are crowed and driving a car is expensive. Many young people cannot afford driver permission, an own car or a downtown garage. There is no real infrastructure for e-vehicles. Automotive retailers are selling and distributing cars, a customer-oriented service is very often missing. There is a strong brand loyalty and a low automotive retailer loyalty. The automotive industry should face the situation and not wait for customers or retailers pushing the market. After identifying target groups and their needs, new business models will appear like car sharing solutions, mobility shops, e-mobility provider services or e-infrastructure services. The service-oriented e-value chain will generate the new services and increase sustainability, customer comfort and customer binding at the same time.


Business Model Automotive Industry Status Symbol Engine Concept Psychic Cost 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.


Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.


  1. AECOM / Department of Transport: Forecast uptake and economic evaluation of electric vehicles in Victoria, final report (May 06, 2011)Google Scholar
  2. Elektromobilität: Herausforderungen für Industrie und Handel, Fraunhofer Studie, Frankfurt am Main 2010, p. 36 (2010); AECOM, pp. 13–14 (2011) Google Scholar
  3. Becker, D.: (KPMG): Value chain crash – new business models for the automotive industry (2010)Google Scholar
  4. Burger, F.: Mobilization for millions in Automotive now, vol. (1) ( Spring 2011)Google Scholar
  5. Grunert, K.G., Grunert, S.C.: Measuring subjective meaning structures by the laddering method: theoretical considerations and methodological problems. International Journal of Research in Marketing 12, 209–225 (1995)CrossRefGoogle Scholar
  6. Handelsblatt Nr. 175 (September 9, 2011)Google Scholar
  7. Heiss, S.F.: Kundenwissen für Forschung und Entwicklung in der Automobilindustrie: Fallstudie und Modellentwicklung zum Wissen von und über Kunden, Munich (2009)Google Scholar
  8. KPMG: Mobility for a global life: Concepts for the future (2009)Google Scholar
  9. Lippautz, S., Winterhoff, M., Little, A.D.: Winning on the E-mobility playing field (2010)Google Scholar
  10. Peter, J.P., Olson, J.C., Grunert, K.: Consumer Behaviour and marketing strategy, European Edition, London (1999)Google Scholar
  11. PriceWaterhouseCoopers / Fraunhofer Institut: Elektromobilität: Herausforderungen für Industrie und Handel, Frankfurt , Main (2010)Google Scholar
  12. Reynolds, T., Gutmann, J.: Laddering Theory, Method, Analysis and Interpretation. Journal of Advertising Research 28(1), 11–31 (1988)Google Scholar
  13. Vallette-Florence, P., Rapacchi, B.: Improvements in means-end chain analysing: using graph theory and correspondence analysis. Journal of Advertising Research, 30–45 (February/March 1991)Google Scholar

Copyright information

© Springer-Verlag GmbH Berlin Heidelberg 2012

Authors and Affiliations

  1. 1.International Retail Management, Strategic Marketing & Innovation Management Faculty of Business AdministrationIngolstadt University of Applied SciencesIngolstadtGermany

Personalised recommendations