GreenCharge Project Deliverable: D3.4 Final Business Model Designs
Creators: name: Scholten, Reinhard
name: Bosma, Bas
name: Simons, Maurits
name: Hallsteinsen, Svein
Publisher: name: Zenodo
Year: 2022
Subjects: eMobility
Business models
Business model design
EV charging
Smart energy management
Energy smart neighbourhoods

description: Traditional business models are pipelines, as shown in the stakeholder overview in Deliverable 3.1. Every link<br> in the value chain adds value in a linear way. They do not scale very fast, because they are often asset heavy<br> and must make a lot of marketing costs. They do not stimulate collaboration between all stakeholders, because<br> the increased margin for one link in the chain goes at the cost of another. A pipeline business model does not<br> maximise value for all stakeholders. <br> New collaborative business models of GreenCharge are multi-sided market places, which create an ecosystem<br> of stakeholders connected by an orchestrator. The ecosystem can grow in an exponential way, because all<br> stakeholders collaborate, make use of network effects, and maximize value. More customers will attract more<br> producers of energy and the other way around. As a result, market place businesses can grow exponentially.<br> There are 5 design principles that refer to the most important elements of a business model concerning: what?<br> (value proposition); for who? (customer segments); how? (key activities and network effects), and; at what<br> costs and revenues? <br> A. Customer Segments: Solve a problem for the masses<br> B. Value Proposition: Information-based digital services<br> C. Key Activities: Ultra scalable processes, asset-light technologies and algorithms<br> D. Revenues and costs: capture of value in money terms<br> E. Market place: network effects <br> The future exponential business model of GreenCharge consists of a market place model, that connects<br> producers and prosumers of renewable energy with customers and prosumers of renewable energy. The<br> balancing of supply and demand for (green) electricity is done by the load balancing software and battery<br> storage of the orchestrator. More producers of renewable energy will attract more customers of renewable<br> energy to this business model and the other way around. In this way network effects will create economies of<br> scale that generate a serious impact in reducing CO2 emissions. This future business model is an expansion<br> and scale-up version of the combined GreenCharge demonstrators in Oslo. <br> The business model innovation process, that has been run together with PNO and the different stakeholders at<br> the demonstrators, have resulted in the design of the initial, revised and final business models. PNO has<br> identified several important learnings from this design process. The following most important lessons have<br> been learned from the business model iterations: <br> 1. One business model for all stakeholders per demo, not a business model per stakeholder<br> 2. A multi-sided market place stimulates collaboration and maximizes value for all stakeholders<br> 3. The concept of priority booking and flexible booking are interconnected<br> 4. Keep business model test simple as to make demos feasible<br> 5. Business KPIs need to be aligned with the criteria for exponential business models<br> 6. Producers and customers of energy need to receive a fair price in an exponential business model<br> 7. Business model measure tests should be organized in an Agile way