Abstract
The electric vehicle industry is still at staring point even though all major companies have been spending decade to research and to develop in this field. The developers still can't overcome the key technical issues of battery and charging system. For this reason, most people believed that there is no opportunities of developing the EV products. This research is dedicated to comparative study of two successful cases in EV industry, based on the view of Gawer and Cusumano’s Platform Leadership theory in 2002. One of the case is Tesla Motors in the United States, another is China Motor in Taiwan. The two companies are both new entrants, their success have brought a ray of hope in EV industry. Tesla is a Silicon Valley tech startup company of auto giants. It uses the same business model like Google, Facebook and Apple and subverts the traditional auto industry. Tesla reveals its battery system technology to alliance with competitors and extended the business territory to energy charging field. Tesla is keeping integrated a number of technologies on its products in order to create network effect and increase the electric vehicles pervasive. The tangible product is no longer profitable in the future, Tesla’s new ecosystem is the key point of leading the whole EV industry. E-Scooter is a one of the diversification business in China Motor. Now, China Motor is also dedicating to alliance from different business fields to create a platform in order to accelerate the popularity of electric scooters and also boost the sales of its products. This article learned Tesla platform leadership strategy, can be used as reference to suggest China Motor lead to create a successful leadership platform strategy, so China Motor can achieve higher benefits and values from EV business.