Business models, Ownership, and Financing Strategies: Implications of an introduction of electric road systems on markets and possible business models

The need for a rapid and substantial decarbonization of the transport system runs counter to the established development trends in road freight. While the challenges that station-based energy supply systems are facing mainly involve replacing and overcoming propulsion technology, a major challenge facing the implementation of an electric road system (ERS) also includes, to a greater extent, the organizational, financial, and more complicated regulatory issues based on energy-road interactions. The question of whether an ERS is seen as part of the (public) road system or the (private) energy system will fundamentally affect the market structure of an ERS. Different ERS configurations can create new business opportunities for road operators. Different archetypes of business models for ERS-related services can be identified which could enable an opportunity for new value creation for the private sector. Policy measures enabling business model development for an ERS should be diversified and target all actors involved. In cross-border ERS projects, business models for infrastructure operators, freight forwarders, and energy suppliers of ERS have to be embedded in the respective national contexts as well as in an international perspective in order to be sustainable. Otherwise the establishment and operation of ERS are likely to fail. Different legal, economical, and environmental national conditions have to be taken into account and need to be respected. This will most probably lead to country-specific balances between policy push and market pull measures along cross-border ERS corridors. Local differences in the division of responsibilities between public and private actors could also occur and need to be taken into account. By paying proper attention to these points from the very beginning, a key success factor of cross-border ERS is met.