AbstractÐPublic and private vehicle¯eets have long been targeted as an ideal initial market for alternative fuel vehicles (AFVs). We examine seven widely accepted hypotheses regarding the potential¯eet market for AFVs. The hypotheses are tested using data and information collected from focus group sessions, one-on-one interviews with¯eet operators, and a large two-part survey administered to over 2700 California¯eets, as well as secondary sources. We ®nd a large number of misconceptions by both¯eet operators and policymakers that lead to distorted expectations and ineective policies regarding the purchase and use of AFVs by¯eets. #

Vehicle¯eets are a poorly understood part of the economy. They are important, though, in that they purchase a large share of light-duty vehicles and are often targeted by governments as agents of change. We investigate¯eet purchase behavior, using focus groups, interviews, and mail and telephone surveys. We categorize¯eets into four di erent decision-making structures (autocratic, bureaucratic, hierarchic, and democratic), determine what share of the market sector each represents, describe salient features of each behavioral model, and explore implications of that behavior for industry investment and public policy. Ó

Government and commercial fleets are widely targeted as an ideal market for plug-in electric vehicles (PEVs). However, the reasons are often based on misconceptions regarding past purchases behaviour and misunderstood operational considerations [1]. PEVs do have attributes that are valued by organizations, as we learned from drivers, fleet managers and company decision makers who had the opportunity to drive a PHEV for more than a year. In this paper we discuss how the perceived value of a PHEV depends on the employee's responsibilities and role in the organization. We also report on the primary concerns expressed by the project participants regarding the purchase and use of PEVs. These findings provide a better understanding of fleet vehicle purchase priorities and operational considerations that could affect development of the PEV fleet market. Given the varying importance assigned to different PEV attributes by employees throughout the organizational structure, we propose a strategic market approach that targets several people within an organization.