Fabian Guse

What Electric Mobility Providers (EMP) should know about the current and future challenges and opportunities in designing sustainable pricing strategies for electric vehicle (EV) drivers is outlined below.

Consider a charging session in the not-too-distant future: The EV Driver arrives at the charging station. Christina had already checked her eMobility app to see if this station was open and if she could charge her EV with 350kW. She was already familiar with how to activate the… Mehr anzeigen

What Electric Mobility Providers (EMP) should know about the current and future challenges and opportunities in designing sustainable pricing strategies for electric vehicle (EV) drivers is outlined below.

Consider a charging session in the not-too-distant future: The EV Driver arrives at the charging station. Christina had already checked her eMobility app to see if this station was open and if she could charge her EV with 350kW. She was already familiar with how to activate the charging station after going through the entire registration process. Christina came to a halt at the pricing section. Instead of the simple price per kWh she was used to seeing, the screen now displays a series of graphs, the first of which has “Price per kWh” on one axis and “Time” on the other.

Further graphs informed her of the change in parking fees over time, as well as the fact that the first 15 minutes are billed in 5-minute increments. She tried to look for more information, but pressing on the banner “Introducing dynamic pricing” only refreshed the page, causing the graphs to change each time. She drove away, perplexed by the complexities of this pricing model.

If Electric Mobility Providers (EMP) are forced to adapt the pricing structure set by Charging Point Operators, this situation could become a reality very soon (CPO).

When it comes to the current European EV market, simple B2C pricing models such as flat-rate pricing (e.g. 15€ per month) and mixed-pricing (0.30€ per kWh or 7.95€ per session for all charging points) are dominant. While this allows for clear communication with the customer, it exposes the EMP to significant financial risks by decoupling complicated B2B purchasing pricing from simple B2C pricing. Weniger anzeigen

To adapt to the transportation industry's shift toward electrification, oil and gas companies must transition their businesses. Electric Vehicle (EV) charging represents a significant new business opportunity: O&G companies have fueled ICE-based mobility for nearly a century and can leverage their position to become the primary energy supplier for EVs as well.

The transition necessitates taking significant risks, investing large sums of money, and entering a crowded competitive field… Mehr anzeigen

To adapt to the transportation industry's shift toward electrification, oil and gas companies must transition their businesses. Electric Vehicle (EV) charging represents a significant new business opportunity: O&G companies have fueled ICE-based mobility for nearly a century and can leverage their position to become the primary energy supplier for EVs as well.

The transition necessitates taking significant risks, investing large sums of money, and entering a crowded competitive field. When compared to numerous start-ups at the forefront of change, oil and gas companies are considered dinosaurs in the market. O&G companies have consistent, long-term revenue and experience – they are the market’s T-Rex. However, they must also compete with other dinosaurs, namely the major power utilities. New entrants must invest and move quickly in order to not only catch up, but also get ahead.

In this brief, Hubject examines the best in the industry and recommend key winning strategies for successfully transitioning your O&G business to EV charging. Weniger anzeigen

Obwohl sich die Digitalisierung in unserem Alltag immer stärker ausbreitet und die dadurch entstehenden Services für viele Kunden bereits selbstverständlich sind, hat die Automobilbranche in dieser Hinsicht noch immer Nachholbedarf. Die Unternehmensberatung Iskander Business Partner stellt in ihrer aktuellen Online Lead-Management Studie fest, dass weder Hersteller noch Händler dem Autokäufer ein individuelles und über alle Kanäle hinweg konsistentes Einkaufserlebnis bieten können.

Das Internet spielt für Automobilhersteller und deren Händler eine immer wichtiger werdende Rolle, um mit potenziellen Kunden in Kontakt zu treten und neue Leads zu gewinnen. Die Studie Online Lead-Management im Automobilhandel 2015 zeigt, dass es, trotz signifikanter Verbesserungen zum Vorjahr, noch großes Optimierungspotenzial bei der Generierung, Erhebung, Qualifizierung und Weiterbearbeitung dieser Online-Leads gibt.