Car subscription services: Automakers' shift towards servitized and sustainable business models

Product-service systems in large automotive OEMs: characterising the decision-making process when developing and introducing vehicle sharing/pooling schemes

“…Such limitations will be addressed later. To complement the understanding, some secondary data from previous case studies on related topics (Dremel et al 2017;Mocker and Fonstad 2017;Genzlinger et al 2020;Enström and Frendin 2023;Smania et al 2023) were also included.…”

“…In the last two decades, however, new PSSs generated by OEMs or by newcomers such as Uber, Zipcar or Lyft started challenging the product-centred notion, as seen in Figure 1. These changes have not gone unnoticed by researchers, with numerous studies exploring the reasons (Firnkorn and Müller 2012) and consequences (Gaiardelli et al 2014;Mahut et al 2017;Genzlinger et al 2020) to the introduction of PSS by OEMs, especially regarding their implementation and management (Zapata and Nieuwenhuis 2010;Mocker and Fonstad 2017;Smania et al 2023). Successful cases have also been examined, such as Rolls Royce Power-by-the hour (Harrison 2017;Smith-Gillespie et al 2018).…”

“…These changes have not gone unnoticed by researchers, with numerous studies exploring the reasons (Firnkorn and Müller 2012) and consequences (Gaiardelli et al 2014;Mahut et al 2017;Genzlinger et al 2020) to the introduction of PSS by OEMs, especially regarding their implementation and management (Zapata and Nieuwenhuis 2010;Mocker and Fonstad 2017;Smania et al 2023). Successful cases have also been examined, such as Rolls Royce Power-by-the hour (Harrison 2017;Smith-Gillespie et al 2018). Yet, the literature to date has not included a cross-case analysis, and it is valuable to explore what happens when looking at a range of initiatives within their context.…”

“…In doing so, environmental impact tends to be lower than traditional business models. The link between product service systems as a potential for environmental impact reduction has been widely researched (Neramballi et al 2020;Goffetti et al 2022;Kurpiela and Teuteberg 2022), even in the automotive sector (Williams 2006;Ceschin and Vezzoli 2010;Smania et al 2023) The introduction of such systems by OEMs involves the development of a model that can challenge not only how vehicles are used, but also how they are designed for the sharing function, and how this value proposition interacts with their core business of selling vehicles as they have done for decades. This paper aims to characterise the processes by which established OEMs decide to instigate the design and introduction of Product Service Systems as part of their offering, even though it may be perceived as opposite to their core business models.…”

Circular Business Models (CBMs) in Environmental Management—Analysis of Definitions, Typologies and Methods of Creation in Organizations

“…Secondary Sector (finished goods) manufacturing electrical and electronic items [58,[86][87][88][89] batteries [90] furniture [87,89] cloths [87][88][89][91][92][93][94][95] medical items [87] agricultural/food products [96,97] utilities-electricity, gas wind power [98] Tertiary Sector (service sector) sharing platforms books [99] cloths [99] cars [100] mobility [99] sundry [99] hospitality and leisure health care [101] As seen in Table 4, the secondary sector primarily involves the manufacturing of various products, such as cloths [87][88][89][91][92][93][94][95], electrical and electronic items [58,[86][87][88][89], agricultural/food products [96,97] and others. In the service sector, the most popular area is the sharing economy, e.g., clothes [99], books [99] or cars…”