Exploring a Sustainable Business Routing for China’s New Energy Vehicles: BYD as an Example

Lin, Yun; Li, Jie; Yun, Lin; Guo, Zhen; Sun, Yi; Zhang, Runzhi

doi:10.1007/978-981-13-2381-2_7

Cited by 6 publications

(5 citation statements)

References 3 publications

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“…Through the TL-BMC analysis for SLES projects, we highlight areas where their business models, or reporting thereof, need to improve their environmental, social and economic impacts. While the economic layer provided by this research does not deviate extensively from other single-layer BMC energy-themed analyses (Braunholtz-Speight et al, 2020;Wu et al, 2020;Hamwi et al, 2021), triple-layered analyses remain either extremely limited (e.g., Lin et al, 2018; focusing on the EV battery business), or unexplored in the case of SLES. We adapt and extend the TL-BMC to SLES by introducing new elements to correspond to the operations of energy projects as distinct from other business sectors, and adding analysis of "smart" and "local" aspects, linked to the TL-BMC social layer.…”

Section: Introductionmentioning

confidence: 86%

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Business models for smart local energy systems—A triple layered perspective

Pappas

Braunholtz-Speight²,

Hannon³

et al. 2023

Front. Sustain. Energy Policy

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Smart and local energy systems (SLES) offer an alternative to large-scale energy provision and a boost to the transition towards a low-carbon economy. However, the Business Model Canvas (BMC), an increasingly used framework for analyzing SLES, does not adequately describe the multiple value streams that can characterize the business models of numerous SLES projects. In this research, we modify and use the triple-layered BMC to analyze 18 SLES projects selected globally. The decarbonisation, digitalization and democratization associated with SLES, means that the value proposition extends beyond straightforward economic value and towards environmental and social value, and we find a wide reporting gap of environmental and social elements. We argue that the triple-layered BMC, which incorporates the environmental and social layers into its analysis, better reflects real-world business model complexity. We provide a common framework to SLES stakeholders for identifying and adding environmental and social value to their business models.

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Section: Introductionmentioning

confidence: 86%

“…The extraction of triple Business Model Canvas elements follows the work of Lin et al (2018) analysis of an EV battery industry. At the time of writing, the aforementioned article was the sole resource that had applied the framework to analysis of an energy system.…”

Section: Identifying and Shortlisting Sles Projectsmentioning

confidence: 99%

Business models for smart local energy systems—A triple layered perspective

Pappas

Braunholtz-Speight²,

Hannon³

et al. 2023

Front. Sustain. Energy Policy

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show abstract

“…For example, BYD is committed to the research and development of electronic equipment and automobiles. In terms of independent innovation, they can develop technologies that are more applicable in various fields [8,9]. It is possible to integrate the patterns formed in the development and production process of mobile phone batteries, select more efficient patterns, and completely transplant them into automobile production, but it must be flexibly used, and focused on solving the special problems encountered in the production of automobiles.…”

Section: Reducing Research and Development Costmentioning

confidence: 99%

Improvement on the Core Competitiveness of Enterprises

Liu

2023

HBEM

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As one of the leading electric vehicle manufacturers in China, BYD Company Limited has been recognized for its strong core competitiveness in the industry. This research aims to analyze the core competitiveness of BYD Company Limited and provide insights into the factors contributing to its success. The study is based on a comprehensive review of the literature on core competitiveness, corporate strategy, and the electric vehicle industry in China. The research adopts a case study approach, and the information were collected through analysis of secondary sources. The findings of this research indicate that BYD's core competitiveness is based on several factors, including its strong technological capabilities, diversified product portfolio, and integrated supply chain management. BYD has also established a unique corporate culture that emphasizes innovation, quality, and sustainability. Additionally, the company has successfully leveraged its partnerships with key stakeholders, such as government agencies and strategic partners, to expand its market share and achieve sustainable growth. The study concludes that BYD's success can be attributed to its ability to develop and maintain a sustainable competitive advantage through innovation, employee teams, and management policies. This research provides important insights for other companies in the electric vehicle industry and highlights the importance of developing and leveraging core competencies to achieve sustainable growth and competitiveness.

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“…However, the solutions required high financial requirements with the low-income context requiring high level of maintenance. Lin et al (2018) analyzed sustainable business models in the new energy vehicles through a single case study of a car manufacturer in China. In this case, the case company uses this approach to target a combination of mass market and the public sector.…”

Section: Environmental Value Creationmentioning

confidence: 99%

Sustainable Business Models: A Systematic Review of Approaches and Challenges in Manufacturing

Agwu

Bessant

2021

Rev. adm. contemp.

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Objective: there is an ongoing need for businesses to strive to maintain ideals within environmental, economic, and social values - commonly known as the triple bottom line. Manufacturing as a sector has advanced drastically and the literature on sustainable business models in this sector has emerged. The purpose of this paper is to analyze sustainable business models in manufacturing and the approaches and challenges faced in creating and implementing them. Methods: this paper uses a systematic approach to review the literature. We identify sustainable business models and classify them within different industry areas while strategies and challenges emerge from the literature. Results: the findings indicate that there is some empirical work done in investigating the social and environmental dimensions of sustainability in manufacturing. Overall, there is an ongoing transition to sustainable business models in varying divisions of industry. However, the creation and delivery of sustainable economic value is still unexplored. Conclusions: the research provides insight to researchers and practitioners on how organizations implement sustainability while delivering value to their stakeholders. It also provides new avenues for conducting research in unexplored strategies of sustainable business modeling.

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Exploring a Sustainable Business Routing for China’s New Energy Vehicles: BYD as an Example

Cited by 6 publications

References 3 publications

Business models for smart local energy systems—A triple layered perspective

Business models for smart local energy systems—A triple layered perspective

Improvement on the Core Competitiveness of Enterprises

Sustainable Business Models: A Systematic Review of Approaches and Challenges in Manufacturing

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