電動車整合服務商之商業模式與發展策略之研究

A Study on the Business Model and Strategy of An Integrated Service Provider in the Electric Vehicle Industry

邱俊傑(Chun-Chieh Chiu)

指導教授 ： 李吉仁

國立臺灣大學/管理學院/國際企業管理組/碩士(2012年)

https://doi.org/10.6342/NTU.2012.00981

摘要

據統計造成全球暖化之主要因素為二氧化碳的大量排放，其中有16~20%來自於陸上交通運工具，而且其消耗石化燃料占比最高，因此，基於減緩地球暖化效應所造成對自然環境之破壞，以及油源逐漸枯竭及開採成本日益升高所造成之能源安全議題受到高度重視等主要因素考量下，世界各國對節能減碳已日趨重視，全球主要汽車領導廠商近年來已紛紛推出各式油電混和車型，並宣布全電池驅動之電動車輛生產時程，未來產品的規劃也以電動汽車為發展目標。
但是純電池驅動電動車因電池成本高、續航力不足、及充/換電基礎設施尚未完善等限制，而面臨普及化之發展瓶頸。各國政府及產學業界除持續在電池科技研發及相關服務商品的創新及整合外，由於電動車之能源補給方式迥異於傳統之內燃機引擎汽車，商業模式的創新也將是能否加速電動車發展的關鍵因素；本研究認為商業模式的創新有必要從產業現況及發展趨勢的觀點切入，進一步審視限制電動車發展的因素，據以辨識現在汽車市場與區隔中適合電動車先行導入的利基市場，並分析滿足利基市場內目標顧客價值主張之主要限制因素，以規劃具發展可行性的整合服務商營運模式。
本研究係採用Clayton Christensen破壞式創新理論及Mark Johnson商業模式設計流程，以顧客待完成的工作概念進行市場區隔分析，據以選定適合電動車先行切入之利基市場並形成假說及加以驗證，並推導具價值創新之商業模式；另外，為避免忽略汽車市場實際運作情勢及可能之競爭態勢，因此本研究運用價值網絡及企業生態系統等理論，深入分析限制利基市場目標顧客採用電動車的因素，及整合服務商所需建構之競爭資源，以印映證並強化本研究所提出之商業模式及關鍵資源發展策略等論述之合理性及可行性。
最終，本研究推導出輕型商用車隊為電動車可先行切入之利基市場，並提出成立「電能供應管理整合服務商」之中介者概念，及「透過與電動貨車製造商策略聯盟方式，提供輕型商用車隊簡單、取得便利、及較低總持有成本之穩定可靠的全生命週期電能供應管理整合服務解決方案」的建議，依用電量為計價單位(Pay-by-kWh)給付電池及電能管理租賃費用之創新電能供應管理整合服務商業模式，並提出滿足樞紐企業核心策略原則之智慧型充電站管理系統設計之建議。

關鍵字

電動車 ； 破壞性創新 ； 商業模式 ； 企業生態系統

並列摘要

According to researches, the global warming is resulted from mass carbon dioxide emission, 16~20% of which are produced by ground transportation vehicles that take up the highest percentage of fossil fuel consumption. In order to relieve global warming impacts that have brought severe harms to the environment and to minimize energy security risks that have increasingly received attentions under rational concerns of fossil oil soon-to-be drained up and increasing cost for crude oil exploration, issue of carbon emission reduction has drew a great attention from all the countries around the world. To cope with those issues, major leading automotive manufacturers have been developing variety of fuel-electric hybrid vehicle models and declared timeline to get new electrified vehicle on the road as their goals for future development.
However, wide adoption of pure battery-powered vehicle has run into a corner because of unaffordable battery cost, limited driving range and yet-to-be well established infrastructure for battery recharging or swap. In addition to continuous efforts devoted from governments, industries and academies for battery technology/performance improvement and services innovation provided to electric vehicle users, it is believed that, due to completely different design for energy supply from the traditional internal combustion engine vehicle, an innovative business model for electrified vehicle plays an essential role to assure successful development. This study is aiming at developing a feasible and innovative business model for an integrated service provider in the electric vehicle industry by reiterating current market situation as well as its possible future development for further investigation on constraints against the industry, then identifying niche market among current automotive application segments which electric vehicle can first ideally provide value to, and analyzing constraints that might not meet value proposition held by the customer which is identified as a targeted customer in the niche market.
Disruptive Innovation and Innovative Business Model Design introduced by Clayton Christensen and Mark Johnson respectively are two major concepts applied in this study. A niche market is identified and proved by applying concept of “job-to-be done” for potential market segment analysis as well as by performing a simulation with actual operating information. As a result, a business model with value creation to targeted customer is developed. In order to take up actual automotive market operations and possible competition into consideration, this study also applies concepts both of Value Network and Business Ecosystem for further assessment over possible constraints that might turn down decision made by the targeted customer for electric vehicle purchase as well as for an integrated service provider to develop required resources to cope with competition. By doing so, business model and key resource development strategy proposed by this study can prove to be more reasonable and feasible.
Finally, this study identifies that commercial fleet is the most suitable market segment to adopt electric vehicle as first mover, and proposes an innovative business model that includes introduction of concept of “Energy Supply and Management Integrated Service Provider” as an intermediary and a total solution to provide light commercial fleet operators with stable and reliable life through integrated energy supply and management services in the way of simple, convenient and lower total cost of ownership.
The proposed business model could be profitable if the proposed integrated service provider can provide light commercial fleet operators with battery leasing and charging station management as well as charge at total amount of electricity usage (Paid-by-kWh) as main revenue stream. In addition, this study also recommends the integrated service provider develop a Smart Charging Station Management System in order to successfully execute a keystone strategy for competition.

並列關鍵字

Electric Vehicle ； Disruptive Innovation ； Business Model ； Business Ecosystem

參考文獻

陳文仁，2010，電動車產業發展現況與趨勢，新竹：工業技術研究院產業經濟與趨勢研究中心(IEK)

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