Abstract
The development of a new energy vehicle industry is considered a sustainable approach to solving the global energy crisis and the problem of environmental pollution. The sales of new energy vehicles in China are the highest in the world, and China’s new energy vehicle enterprises have played an important role in this. The business model, as a method for enterprises to achieve their strategic goals, utilizes resource advantages to deliver value to consumers, and is affected by enterprises’ ownership, competitive strategy, and resources. Based on the resource-based view (RBV) theory, the article uses a mixed quantitative and qualitative methodology, selects 30 vehicle enterprises from the mainstream market, and takes product value, suppliers, dealers and external relations, research capabilities, shareholders, and profitability as potential explanatory elements to analyze business model differentiation between different ownership categories. The article explores the reasons for the differences in business models between different ownership classes through case studies and data comparisons. It examines the characteristics and types of business model based on resources and competitive strategy. This study suggests that the ownership of enterprises plays a decisive role in strategic choices and resource acquisition and has a differential impact on the business model in resources and revenue dimensions. A business model represents the result of the interaction between competitive strategy and historical resources, which in turn demonstrates that ownership determines business model.
Highlights
Rapid global economic growth has led to an increasing concern for energy security and sustainable development
The present article highlights how business models differ depending on ownership of resources. We address this topic by exploring the following question: Does ownership determine the business model? Based on a qualitative analysis of 30 enterprises in China’s new energy vehicle (NEV) industry, we aim to establish the main determinants of business model choices and to present an overview that integrates the main types of business model into the new energy vehicle industry
Based on the resource-based view theory, this article analyzes the impact of ownership on business models in China’s new energy vehicle enterprises and obtains the following results
Summary
Rapid global economic growth has led to an increasing concern for energy security and sustainable development. The transport sector accounts for about a quarter (23%) of global energy-related greenhouse gas (GHG) emissions [1]. China’s imports of oil have increased nearly 2% each year, and the country has overtaken the United States as the largest importer of crude oil since 2015 [2]. In addition to the energy crisis, the problem of carbon dioxide emission caused by vehicles has become more severe. According to a survey by the Intergovernmental Panel on Climate Change (IPCC), 14% of GHG emissions come from transportation. Almost 95% of petroleum fuels, mainly gasoline and diesel, are used for transportation globally [3], and the atmosphere is suffering from the increasing number of vehicles. China ranks first in the world for carbon dioxide emissions, which are roughly 30% [5]
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