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Methodology for assessing electric vehicle charging infrastructure business models


  • Madina, Carlos
  • Zamora, Inmaculada
  • Zabala, Eduardo


The analysis of economic implications of innovative business models in networked environments, as electro-mobility is, requires a global approach to ensure that all the involved actors obtain a benefit. Although electric vehicles (EVs) provide benefits for the society as a whole, there are a number of hurdles for their widespread adoption, mainly the high investment cost for the EV and for the infrastructure. Therefore, a sound business model must be built up for charging service operators, which allows them to recover their costs while, at the same time, offer EV users a charging price which makes electro-mobility comparable to internal combustion engine vehicles. For that purpose, three scenarios are defined, which present different EV charging alternatives, in terms of charging power and charging station ownership and accessibility. A case study is presented for each scenario and the required charging station usage to have a profitable business model is calculated. We demonstrate that private home charging is likely to be the preferred option for EV users who can charge at home, as it offers a lower total cost of ownership under certain conditions, even today. On the contrary, finding a profitable business case for fast charging requires more intensive infrastructure usage.

Suggested Citation

  • Madina, Carlos & Zamora, Inmaculada & Zabala, Eduardo, 2016. "Methodology for assessing electric vehicle charging infrastructure business models," Energy Policy, Elsevier, vol. 89(C), pages 284-293.
  • Handle: RePEc:eee:enepol:v:89:y:2016:i:c:p:284-293
    DOI: 10.1016/j.enpol.2015.12.007

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    References listed on IDEAS

    1. Abrardi, Laura & Cambini, Carlo, 2015. "Tariff regulation with energy efficiency goals," Energy Economics, Elsevier, vol. 49(C), pages 122-131.
    2. Bohnsack, René & Pinkse, Jonatan & Kolk, Ans, 2014. "Business models for sustainable technologies: Exploring business model evolution in the case of electric vehicles," Research Policy, Elsevier, vol. 43(2), pages 284-300.
    3. Eto, J. & Stoft, S. & Kito, S., 1998. "DSM shareholder incentives: recent designs and economic theory," Utilities Policy, Elsevier, vol. 7(1), pages 47-62, March.
    4. Schroeder, Andreas & Traber, Thure, 2012. "The economics of fast charging infrastructure for electric vehicles," Energy Policy, Elsevier, vol. 43(C), pages 136-144.
    5. San Román, Tomás Gómez & Momber, Ilan & Abbad, Michel Rivier & Sánchez Miralles, Álvaro, 2011. "Regulatory framework and business models for charging plug-in electric vehicles: Infrastructure, agents, and commercial relationships," Energy Policy, Elsevier, vol. 39(10), pages 6360-6375, October.
    6. Kley, Fabian & Lerch, Christian & Dallinger, David, 2011. "New business models for electric cars--A holistic approach," Energy Policy, Elsevier, vol. 39(6), pages 3392-3403, June.
    7. Hannon, Matthew J. & Foxon, Timothy J. & Gale, William F., 2013. "The co-evolutionary relationship between Energy Service Companies and the UK energy system: Implications for a low-carbon transition," Energy Policy, Elsevier, vol. 61(C), pages 1031-1045.
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