Exploring Competition Between Business Ecosystems: Different Zero Emission Vehicle Platforms Yongjiang Shi Institute for Manufacturing University of Cambridge Engineering Department, 17 Charles Babbage Rd, Cambridge CB3 0FS, UK Ben Ting Cambridge Enterprise Limited University of Cambridge Hauser Forum, 3 Charles Babbage Rd, Cambridge CB3 0GT, UK

Overview of Presentation 1. Background – Business Ecosystem Competition 3. Case Study Overview – Fuel Cells vs. Batteries 5. Conclusions & Future Work 2. Research Questions 4. Results & Discussion Questions

1. Exploring Competition Between Business Ecosystems The concept of Business Ecosystems (BEs) was proposed as a ‘new ecology of competition’ (Moore 1993)… However, much work in this area has focused on cooperation between traditional competitors… Our work focuses on Ecosystem vs. Ecosystem competition and what Ecosystem Leaders can do to achieve competitive advantage  Study on Fuel Cell vs. Battery Business Ecosystems to be the dominant Zero Emission Vehicle (ZEV) platform Why ZEVs? A complex and highly contemporary Business Ecosystem environment across PESTLE domains with strong leaders of competing technologies: Hydrogen Fuel Cells vs. Batteries

2. Key Research Questions 1.How can Business Ecosystems (BEs) compete throughout their lifecycle? i.How can existing BE theories identify BE competition? ii.How do platforms enable BE leaders to compete? iii.How can these strategies be mapped to a framework allowing leaders to determine the most effective vs. easiest actions to out-compete rivals?

3. Case Study Overview Case studies into development of Tesla’s Battery Electric Vehicle and Toyota’s Hydrogen Fuel Cell Electric Vehicle Business Ecosystems using primary and secondary sources Data mapping of development of Tesla’s Business Ecosystem Data mapping of development of Toyota’s Business Ecosystem

4.1 RQ1: Using BE lifecycle theory to identify levels of BE Competition

4.2 RQ2: Mapping 2-sided platforms to identify Strengths & Weaknesses of BEs Tesla and Toyota are linked by both ‘upstream’ and ‘downstream’ platform members By offering better partnerships, they can ‘indirectly’ compete by securing support from these members, over their competitor.

4.3 RQ3: Using Leverage Points of a System as basis for BE Competitive Strategy Creation 1. Identify and rank actions of competing BE leader: - E.g. 2. Focus efforts on actions which rank higher on ‘Effectiveness’ scale to counteract less effective actions taken by competitors

Conclusions & Collaboration Opportunities Questions? How can Business Ecosystems (BEs) compete throughout their lifecycle? By analysing BE lifecycles to predict high level strategy By mapping platforms, finding shared 1 st and 2 nd degree connections to identify players to influence By formulating actions which are a step above the competition, using Leverage Points as guide. We wish to test our findings on other case studies in new and exciting Business Ecosystems