MINI PROJECT REPORT

ON

“ELECTRIC CHARGING STATION”

Submitted in partial fulfilment of the requirements for the

Two-Year Full-Time Master of Business Administration

(Affiliated To A.P.J. Abdul Kalam Technical University, Lucknow)

(SESSION -2021- 2023)

Submitted By Under the Guidance of

Aditya Tyagi Prof. Mansi Singh
Roll no:
MBA 1st Semester MBA (2021-23)
I.T.S Mohan Nagar, Ghaziabad

INSTITUTE OF TECHNOLOGY & SCIENCE, GHAZIABAD

GT Road, Mohan Nagar, Ghaziabad-201007
www.its.edu.in
INSTITUTE OF TECHNOLOGY & SCIENCE, GHAZIABAD
Session: 2021-23

CERTIFICATE OF ORIGINALITY

I hereby declare that this Mini Project-1 Report is my own work and that, to the best of my
knowledge and belief, it reproduces no material previously published or written that has
been accepted for the award of any other degree or diploma, except where due
acknowledgement has been made in the text.

ADITYA TYAGI

Enrollment No.
INSTITUTE OF TECHNOLOGY & SCIENCE, GHAZIABAD
Session: 2021-23

CERTIFICATE

This is to certify that. Aditya Tyagi MBA (2021-23 Batch) a student of Institute of
Technology and Science has undertaken the Mini Project-on “Electric Charging
Station” The project has been carried out by the student in partial fulfillment of the
requirements for the award of MBA, under my guidance and supervision.

I am satisfied with the work of Mr. Aditya tyagi

Academic Mentor’s Name:

(Prof Mansi Singh
 TABLE OF CONTENT

1. Executive Summary
2. Introduction
3. Industry Profile
4. Objective
5. Swot Analysis
6. Risk Assessment and Feasibilities study
7. Adoption and Implementation
8. Conclusion
9. References
 EXECUTIVE SUMMARY

One of the major problems slowing down electrical vehicle (EV) adoption is the lack of

sufficient infrastructure. We can often hear of the chicken or egg problem. But the charging

infrastructure problem is smaller than generally thought. By Analysing the economics of EV

quick charging stations it can be shown that building and sustaining adequate EV charging

network does not require massive investments, and on the other hand, profitability of a single

charging station can be achieved with a moderate number of EVs due to high polarisation of

customer needs, leading to daily charging needs of certain user groups.

 INTRODUCTION

The three major factors affecting the wide spread adoption of electrical vehicles (EV) are

most often mentioned to be 1. high prices 2. Short operational range 3. lack of charging

infrastructure The first two can be seen as problems of mass production and battery

technology development. The purpose of this article is to present a solid argumentation how to

overcome the problem of inadequate charging infrastructure e.g. the third of these common

obstacles for EV adoption.

When EV charging infrastructure is planned, it is often compared to gasoline station network.

But the internal combustion engine car (ICE) and EV have several important differences. The

key differences are the duration of gas station visit, price of energy and the cost of building

the infrastructure. Some of these differences are in advance of ICE, some of EV. The major

problem unsolved is a working business model, which provides profit for charging station

owners and is at the same time attractive to customers thus making the business viable in the

long term. This article presents a suggestion of a business model and the economical

reasoning behind the quick charging station profitability.

Our Products and Services

Hi-Tech® EVC Station, Inc is positioned in the Global electric vehicle charging stations

industry in the India to maximize profits. Aside from the fact that we will also engage in other

complimentary services that will help us maximize profits.

These are the products and services that will be made available to our customers;

 Providing fast charging system and battery swap for electric vehicles and bikes

 Selling electric vehicle spare parts

 Providing electric vehicles repair services

 Retailing of groceries, snacks and soft drinks

4. Our Mission and Vision Statement

 Our Vision is to operate chains of electric vehicle charging stations all across major

cities in the India.

 Our mission is to develop a highly successful and profitable electric vehicle charging

station business with state of the art facility and latest technology; a business that will

not only meet the needs of our clients but also supersede their expectations.
 INDUSTRY PROFILE

According to Wikipedia, an electric vehicle charging station, also called an EV charging

station, electric recharging point, charging point, charge point and EVSE (electric vehicle

supply equipment), is an element in an infrastructure that supplies electric energy for the

recharging of electric vehicles such as plug-in electric vehicles, including electric cars,

neighborhood electric vehicles and plug-in hybrids. The fact that electric vehicles require

charging gives room for entrepreneurs to start electric vehicle charging station businesses. It is

important to state that charging times vary from one model of electric vehicle to another. For

example, the Nissan Leaf takes about eight hours to charge, and gives a range of 135

kilometers.So also, charging times could be a deterrent to consumers looking to purchase an

electric vehicle, particularly as such vehicles are competing with commercially successful

hybrids. Though, the new Tesla Model S takes just five hours to charge, and gives a range of

around 480 kilometers. This goes to show that the electric vehicle – technology is constantly

improving.

Aside from mini Electric Vehicle Charging Stations, most players in this line of business

operate a full service Electric Vehicle Charging station. A full services EVC station has

attendants that operates the charging ports, often wipes the windshield, and sometimes checks

the vehicle’s component parts and tire pressure, then collects payment and perhaps a small

tip.The Global Electric Vehicle Charging Stations industry is indeed a very large industry and

pretty much thriving in developed countries. According to IHS Automotive, the global

production market for pure electric and plug-in hybrid electric (PHEV) vehicles is expected to

grow significantly between 2014 and 2021.The global EV Charger (EVC) market is forecast

to grow from more than 1 million units in 2014 to more than 12.7 million units in 2021. The

report shows that the deployments of the charging stations are dependent on a highly variable

price range.
The price can range from 395 USD for a simple domestic wall box to more than 35,000 USD

for a DC charging station. This figure does not include installation costs that could add USD

10,0000 in the case of a DC charging station, depending on its location and accessibility. India

also have their own fast charging standard, Combined Charger System (CCS). The majority of

OEMs, such as Audi, BMW, Daimler, Chrysler, Ford, GM, Porsche, and Volkswagen,

supports this type of a fast-charging station. Vehicles with fast DC charging capability based

on the CCS standard have only been on the road since 2013.The major breakthrough in the

Global Electric Vehicle Charging Stations industry came as a result of the increase in electric

vehicle ownership which can be attributed to campaign for saving the ecosystem. Statistics

shows that as of March 2013, 5,678 public charging stations existed across the united states,

with 16,256 public charging points of which 3,990 were located in California, 1,417 in Texas,

and 1,141 in Washington. As of November 2012, about 15,000 charging stations had been

installed in India.In the bid to stay afloat in the fast – growing electric vehicle charging station

line of business, owners of EVC stations now go the extra mile to ensure that they make their

facility welcoming and conducive for customers. EVC stations now have vulcanizing services,

car wash, convenience stores, coffee bars, snack bars, and cigar lounge within their facility so

as to leverage on the opportunities around them to generate more income. Although the

Electric Vehicle Charging Stations industry can be said to be a green industry, but it does not

in any way stop entrepreneurs who are creative and financially capable of making a headway

in the industry. It is indeed a profitable industry especially when the business is well located.

No doubt busy highways and busy cities with growing population of Electric Vehicle owners

is highly suitable for this business. The catch is that if there are electric vehicle users in any

city, then the city would have need for an electric vehicle charging station.
1 EV charging service models and customer value

EV charging has major differences when compared to ICE fuelling which are not only

technological differences (gasoline vs. electricity) but also user experience differences.

Regular car users have been used to fuel their cars in a very stable manner: drive to gas station

once a week or month, fuel your car for few minutes and pay the bill with cash or credit card.

This method provides fuel for driving hundreds of kilometers. Gas station visit is a similar

experience in almost all parts of the world.

EV charging has only little resemblance. The plugs come in many standards, power levels can

differ significantly and the access to charging stations is still a mystery. Operational range of

electric vehicle after charging depends on charging power and duration. Also the battery sets

limitations. Even more interesting is the need for charging– some customers might never enter

a public charging station due to sufficient home charging equipment whereas for some

customers daily visits to quick charging station is the only option to operate vehicles

effectively (e.g. delivery companies or in intercity traffic). The key differences of EV

charging and ICE filling from customer perspective are presented in table 1.

Table 1. EV charging and ICE filling differences from consumer point of view

EV ICE

Duration of visit 20 min to 10 h 2 – 5 min

Operational range 100-300 km 500 – 1100 km

Price of Energy

per 100 km 2 -5 8-14

Public access difficult easy

Home access easy not possible

Even when electricity cannot be described as a sparse commodity in developed countries, EV

drivers still face the difficulty of purchasing electricity in public locations. EV driver

travelling through India would encounter several situations where he would be left without

any kind of option of purchasing electricity for example from current gas stations, hotels or

restaurants. Electric grid connections exist practically everywhere but they cannot sufficiently

fulfil the needs of EV drivers.

The problem lies within different service models and their values to customers. Zwicky

presented a method of comparing different solution options when facing a multifaceted

problem. This method is called the morphological approach. The basic idea is simple:

different factors of the problems are categorized and to each category the possible attributes

are described. In EV charging context an example is presented in figure 1, where categories

are technology, power, identification, payment, service provider and additional services. Each

category consists of four to six attributes. The attributes are organized from left to right, the

left end presenting least complexity and smallest service level. Moving to the right in class

increases complexity and provides higher customer service level and thus higher customer

value.

The morphological field provides quickly an excellent view of the available solution

possibilities and helps illustrating the value of different services provided. In contrast to table

1, morphological box illustrates the service provider perspective and the picture with the table

together create common understanding of problems and possible solutions.

Figure 1. Different service models for EV charging

As we can see the first set of attributes (left side) is quite easy to fulfil: 1-phase, 3.7 kW

charging without identification and payment in a privately owned location. This we can realize

almost in every modern building. The problem is low level of service. The charging happens

in random places and takes several hours to charge 100 km of range. This is not enough to

encourage EV adoption. On the other hand, the right side of figure seems to be a future vision:

wireless charging with high power, payment based on usage, access to charging internationally

and automatically plus price discounts by offering ancillary services for power system actors.

The problem is that building this kind of infrastructure is expensive and demands several

actors to involve and co-operate. The near future is somewhere between the two extremes.

What figure 1 implies, is that EV drivers should be provided higher value services rather than

trying to avoid the costs thus not satisfying user expectations. Charging station service cannot
compete with home charging solutions in price but they can offer something that home

charging cannot.

Cost structure of EV quick charging

Financial analysis in this chapter is constructed for single DC quick charging station with 50

kW maximum power, which is assumed to be the basis of a public charging network. Based

on the service model description presented before, it provides a realistic near-future

proposition for creating sufficient service level with existing technology. The main costs of

EV charging stations can be split to three categories: investment costs, fixed costs and

variable costs. Disposal costs are negligible compared to other lifetime costs and are therefore

left out from the analysis. The price estimates presented in the text and in table 2 are based on

industry expert interviews, electric company price lists from Finland and Nordpool spot

electricity market prices. The assumptions used are 8 years operational lifetime, 8% credit

interest and no VAT included in prices. Investment costs consist of quick charging station

equipment (33 000 ), electricity grid connection (4000 ) and construction costs in the location

(5000 ). The investment costs are estimated with rather pessimistic prices, especially the

station equipment price, leaving some space for positive surprises. Fixed costs derive from

electricity network connection monthly fees (300 /month) and service and maintenance costs

(2000 /year). The variable costs consist of energy costs (50 /MWh) and electricity transfer

costs (30 /MWh). Billing costs are not included.

Table 2. EV quick charging station costs

Investment costs 42 000

Fixed costs (per year) 5600

Variable costs (per 80

MWh)
 If the investment costs are spread over the lifetime of charging station, the yearly cost is less

than 4800. This means that more important than the absolute values of investment costs, is to

understand their proportional size compared to yearly fixed costs. The investment has a high

effect on cash flows if funded with equity, but smaller effect on yearly profit. We can estimate

that the charging station yearly fixed costs are in the range of 10-12 k including the charging

station investment cost payments and variable costs 80 /MWh.

When compared internationally, the situation and numbers don’t change significantly. The

cost to charging station equipment is equal and small differences occur due to varying labour

costs, electric grid connection prices or utility companies’ base fees as well as in energy

prices. Based on the statistics we can conclude the energy and electricity transfer prices to be

in same proportion (80-120 /MWh) for industrial customers and grid connection costs not

exceeding the values used on these calculations at least in Germany.

Cost of charging network

Based on the cost summary of table 2 we can estimate the cost of a more comprehensive

charging network. The need for quick charging stations is still a mystery, but we can try to

approach it from the service offering perspective or user need perspective. The service

offering of one quick charging station is estimated to be 12-17 full charges per day, which

follows from the full charge duration but also from customer preferences i.e. charging needs

during morning, lunch time or after-work hours and not in in the night. This means the station

capacity utilisation ratio of less than 30%. This would contribute energy up to 340 kWh per

day, which translates to 1700 km of electrical kilometres (0.2 kWh/km). If we consider the

average driving distance of a vehicle to be about 40 km per day one station would serve more

than 40 users daily [6]. It is also expected, that domestic charging is used whenever possible

leading to substantially lower number of stations needed. If we estimate that one third of

charging takes place in public locations, a fleet of 50 000 electric vehicles would require a
charging network of about 400 stations. The investment size for such a network would be 16

M and the yearly fees 2,2 M. That is considerably less than the development costs of a single

car model. One must remember an important thing: the size of this investment is a pessimistic

estimate and the cost of charging equipment can be expected to be considerably lower. In

addition if we evaluate that domestic charging would present at least two thirds of the

charging, the need for quick charging network lowers significantly. At the moment only

Estonia has a functioning example of comprehensive charging network of 160 charging

station with five years of full service contract on a tender price of 6,6 M

2 Pricing the quick charging

What is the right price for EV quick charging? As shown in figure 1, different service levels

offer different customer value, and prices should change accordingly. Marketing literature

provides good propositions when planning the pricing structure. Kottler describes different

pricing methods of which three are presented [8]:

• Mark-up pricing: exceeding the operative costs

• Going-rate pricing: the current market price, price offered by existing competitors

• Value pricing: how much value does the service provide for customer

Choosing the right price for EV quick charging is an optimisation problem of many factors:

revenues must exceed the costs, market price doesn’t exist yet and value can be determined in

multiple ways (e.g. compared to gasoline cost or pricing unique service). Pricing involves also

aspects of marketing strategy and the customer perception of price fairness [9]. In the long run

the price per charge must exceed the costs, unless additional revenue streams are available e.g.

paid commercials, other fixed income. The upper price limit for quick charging can be derived

from the price of competitive solutions. ICE cost per 100 km is with modern cars about 9-13

in Eurozone. At the same time one should remember that EV charging doesn’t necessarily

take place only in public charging stations so the price limit is not directly the same as with

gasoline because of lower user costs during a longer period. The value of quick charging is

complicated question: if the only way to travel between two cities within reasonable time is
quick charging we can assume that the customer is willing to pay a larger premium as he

would be in the case when charging time is irrelevant.

For the example calculations the following figures are used. The customer price for quick

charging is 8 including VAT. The customer is offered with 50 kW (DC) charging power

which will fill 20 kWh energy need of the battery in 25 minutes if peak charging power is

maintained. The 8 price for quick charging is mostly a matter of opinion and holds many

assumptions. At the moment low power EV charging is offered for free in many countries or

areas [10], EV charging is offered as a complementary service in e.g. parking houses or quick

charging is free for limited time in pilot locations. That is what makes it hard to estimate true

customer value and willingness to pay. There are also contract models providing access to

wide charging network where customer expectations of one time charging fee is difficult to

measure [11]. From the owner side it should be noted that the marginal cost of offering

service to customer is low (2-3 per 20 kWh) and the domestic charging cost is low, creating

put downwards pressure on the price setting.

3 Forecasting the profitability and cash flows

Due to low variable costs the active use of station services is the key to profitability. We

notice that the most important factor of charging station success is committed customer who

visits the station constantly. This can be achieved by providing the customers a service that

serves their needs (right plug, acceptable duration of charging) where they prefer (shopping

centre, parking house) rather than trying to minimise the investment costs or imitate the gas

station infrastructure.
Table 2 illustrates that to run a single quick charging station profitably doesn’t necessarily

require high EV rates, but rather a handful of dedicated customers. The break-even number is

roughly 2500 full charges (20 kWh) per year, which means less than seven customer visits per

day. Seven daily visits means either 21 customers visiting every three days or less than four

customers visiting twice a day.

Table 2. Quick charging profits with different quick charge quantities per year

Number of quick charges 900 1500 2500 3500 5500

Total yearly costs 14176 14656 15616 17216 22016

Revenue 3870 5805 9675 16125 35475

Profit -7451 -4541 309 5159 14859

Table 3 presents the yearly profits of charging station with predict customer visits per year.

The maximum amount is limited by the station service capacity. In the beginning the number

of user visits is modest but is expected to grow with the number of EVs.

Table 3. Charging station profitability prediction

Year 1 2 3 4 5 6 7 8

User visits 900 1800 3000 4500 6000 6000 6000 6000

Revenue 5805 11610 19350 29025 38700 43548 43548 43548

Costs 11774 13214 15134 17534 19934 19934 19934 19934

Operating -5969 -1604 4216 11491 18766 23614 23614 23614

profit

By estimating the yearly customer visits in the station we can predict the cash flows of station

owner and also other value network stakeholder like energy retailer, distribution network

operator (DNO), and service and maintenance provider. The customer price of 8 generates

approximately 6,5 revenue for station owner after taxes. User visit equals the full charging
service described in table 3. Neither the financer’s nor station supplier cash flows are

presented.

In table 4 can be found the cash flow predictions based on the calculations and assumptions

made before. It is also assumed that the station is financed with debt only. If the case would

change to equity financing, then the first year cash flow would be substantially more on

negative side (investment costs paid on first year) and the future years approximately 4800

more positive leading cumulatively to same cumulative value plus interest.

Table 4. Cash flows of different participants

Year 1 2 3 4 5 6 7 8 SUM

Station - - 4216 11491 18766 23614 23614 23614 97339

owner 5969 1604

Energy 900 1800 3000 4500 6000 6000 6000 6000 34200

retailer

DNO 8140 4680 5400 6300 7200 7200 7200 7200 53320

S&M 7000 2000 2000 2000 2000 2000 2000 2000 21000

provider

The station owner has the potential for the highest profits, but he is also bearing all the

financial risk with the financing institution. The other participants are paid for their services

and these cash flows don’t represent their profits but mere revenues. We see from table 4 that

there are several parties involved who should have clear interest on EV charging business as it

provides the possibility expanding their services and creating new business. It is worth

emphasizing that these calculations apply only to one charging station and cannot be directly

extrapolated to estimate the profitability of a charging network or the situation in a more

competitive environment. In case of wider charging network coverage it might happen that the

customer visits decrease per station and profits are cannibalised by competition. Some
Japanese studies implicate also that even when quick charging stations are expected and

wanted, the use of the stations may be less than assumed .

4 Creating the business model

Based on the findings of section 5, an idea of a business model can be constructed. The first

step is to understand what customers need (or might need). Magretta describes a business

model as a way of answering few essential questions .

• Who is the customer?

• What does the customer value?

• Can that value be offered in a profitable way?

Based on the discussion before, the answer to this question would be following: the customer

is an EV user who needs quick charging services in order to operate his vehicle efficiently

either in the city area or on longer distance trips. He drives 100-300 kilometers per day and

has no time for long pauses but is unwilling to invest to a private quick charging station.

Customer values good location of the station, and the additional services that are offered

during the charging (lunch, coffee, and internet connection) and therefore commits to constant

visits on chose locations. In addition, yes, the charging station profitability can be achieved

even when the price for EV quick charging is less than gasoline costs per kilometre as

described in chapter

When talking about business models it is hard to neglect the business model framework by

Alexander Osterwalder. Osterwalder suggests business model to consist of nine building

blocks, which are value proposition, customer segment, customer relationship, channels, key

resources, key partners, key activities, costs and revenue streams . Compared to Magretta the

key questions he adds are how to get, keep and grow customer relationships, and how to run

the operations of the company (resources, partners, activities, channels). The model is

extremely useful for companies considering jumping into charging business, but in this case it

includes a large amount of variables that cannot be answered on generic level but analysed per

company. At the moment the world of EV charging is not lacking business model
propositions. Some presenting the variety are for example Better Place, which offered a totally

different business model of owning the batteries and selling the use of batteries to clients by

battery swapping. Better Place ended up to bankruptcy, but now Tesla motors is confident

enough to begin providing similar service to customers .The difference between the

companies is that Tesla also builds the cars and thus operates in their own ecosystem, whereas

Better Place was dependent on car manufacturers’ co-operation. Tesla motors is also

providing high power DC charging for free to customers who own the Tesla Model S car . The

cost of charging network is included in the price of the car. Some companies, like the Danish

Clean Charge, offer charging equipment installations with maintenance, and charging power

control for vehicle fleets that could later enable for example load-balancing services for power

grid . The question is, which of these business model propositions creates the highest returns

in the future.

Validating the business model

Existing business models are fairly easy to describe but validating new ones is more

challenging. New business models consist of a number of hypothesis and assumptions how

things are or will be. The most important variable is the customer – without a paying customer

there is no viable business. After identifying customer value the other parts of business model

need to support the value proposition delivery. We can say that there are two stages in the new

business development – searching for new business models and executing validated business

models. The same implies to new and existing companies if the business area is new. In the

phase of searching the business model it is important not to trust the existing assumptions of

customer expectations but to test them. The most efficient method of testing customer value is

to see if he pays for the product or service. In the context of EV charging the customer should

be engaged to the planning the location of stations and asked the question of the correct price,

which are critical factors for success. Often the customer value is much more than mere

“money-energy-time”-question. The losses due to failure in the beginning are measured in

working hours or in this particular EV charging case, tens to hundreds of thousands of euros.

The scale of costs is very small compared to the cost of building and sustaining a charging

network with some millions of euros in investment and yearly costs.

Cumulative Sales Forecast

In this section, a sensitivity analysis is presented to consider different steps that governments

can take to update their plans for achieving their green transportation goals. First, a summary

of the correlations between the response variable and each explanatory variable for each

province as well as Canada-wide is shown in Table 3.6. It is observed from the table that PEV

sales have the strongest correlation with the available charging infrastructure variable (x 5PEV)

in ON, QC, and Canada-wide; however, the (x3PEV) incentive program variable has the

strongest correlation with PEV sales in BC. Therefore, the ON and QC governments should

pay more attention to their charging infrastructure plans in order to achieve their green

transportation goals, whereas the BC government should consider more incentive programs

for PEVs in order to enhance PEV sales.

Charging infrastructure availability

10% 30% 50% 70%
enhancement

PEV sales growth 7.80% 22.90% 37.50% 51.70%

Figure 3-6 The correlation between PEV Sales Forecast in Ontario and charging

infrastructure availability
Our Business Structure

Hi-Tech® EVC Station, Inc. is set to become one of the leading electric vehicle charging

stations in the whole of India and other cities where our chains of EVC stations will be located

hence the need for us to build a solid business foundation and business structure that will

enable us achieve our aims and objectives.

Excellent customer service and efficiency are top priority for us which is why we will ensure

that we look for applicants that match the picture of the business who want to build before

hiring them. Although we will provide training, but we will ensure that we shortlist applicants

that are customer centric.

We want to build a team that will work together to help the organization achieve its set targets.

We will not only hire attendants that will help supervise our EVC stations and attend to

customers need when they patronize our services, but we will also hire employees that will

manage our convenience store, and snacks bar, cigar lounge, vulcanizing services, wheel

balancing, wheel alignment and other electric vehicle repair and maintenance services.

Hi-Tech® EVC Station, Inc. will employ customer centric and skilled people to occupy the

following position;

 Chief Executive Officer

 EVC Station Manager

 Accountant /Cashier

 Human Resource and Admin Manager

 EVC Technicians/Attendant

 Convenience Store, Coffee Café, Snacks Bar, Cigar Lounge Manager

 Vulcanizing Services, Wheel Balancing, Wheel Alignment and Electric Vehicle

Repairs and Maintenance Manager

  Carwash Operators

 Security Guard

5. Job Roles and Responsibilities

Chief Executive Officer – CEO (Owner):

 Increases management’s effectiveness by recruiting, selecting, orienting, training,

coaching, counseling, and disciplining managers; communicating values, strategies,

and objectives; assigning accountabilities; planning, monitoring, and appraising job

results; developing incentives; developing a climate for offering information and

opinions; providing educational opportunities

 Responsible for fixing prices and signing business deals

 Responsible for providing direction for the business

 Creates, communicates, and implements the organization’s vision, mission, and overall

direction – i.e. leading the development and implementation of the overall

organization’s strategy

 In charge of signing checks and documents on behalf of the company

 Assesses the success of the organization

EVC Station Manager

 Responsible for overseeing the smooth running of the EVC station

 Maps out strategy that will lead to efficiency amongst workers

 Ensures operation of equipment by completing preventive maintenance requirements;

calling for repairs

 Ensures that the electric vehicle charging station meets the expected safety and health

standards at all times

Human Resources and Admin Manager

 In authority of overseeing the smooth running of HR and administrative tasks for the

organization

 Enhances department and organization reputation by accepting ownership for

accomplishing new and different requests; exploring opportunities to add value to job

accomplishments.

 Defining job positions for recruitment and managing interviewing process

 Carrying out induction for new team members

 Responsible for training, evaluation and assessment of employees

 Oversee the smooth running of the daily office and station activities

Convenience Store, Coffee Café, Snacks Bar, and Cigar Lounge Manager

 Interacts with customers, take orders for coffee and snacks

 Responsible for preparing different flavor and style of coffee for customers

 Makes lists of supplies in conjunction with the bar manager

 Responsible for quality control

 Assesses customers’ needs and preferences and make recommendations

 Prepares inventory or purchase requisitions as needed to replenish supplies

 Ensures that the assigned bar area is fully equipped with tools and products needed for

mixing beverages and serving guests

 Responsible for managing the cigar lounge

 Assesses customers’ needs and preferences and make recommendations

 Clears ashtrays regularly

 Ensure that the assigned lounge area is fully equipped with tools and products needed

by our clients
Accountant/Cashier

 Responsible for preparing financial reports, budgets, and financial statements for the

organization

 Provides managements with financial analyses, development budgets, and accounting

reports; analyzes financial feasibility for the most complex proposed projects; conducts

market research to forecast trends and business conditions.

 Responsible for financial forecasting and risks analysis

 Performs cash management, general ledger accounting, and financial reporting

 Responsible for developing and managing financial systems and policies

 Responsible for administering payrolls

 Ensures compliance with taxation legislation

 Handles all financial transactions for the organization

 Serves as internal auditor for the organization

EVC Technicians/Attendants

 Operates the various charging ports

 Responsible for swapping and fixing electric vehicle batteries as requested by our

clients

 Assists customers as required by them especially on how to operate our fast charging

electric ports

 Responsible for minor repairs and maintenance of faulty charging ports

 Handles any other duty as assigned by the EVC station manager

Security Guards

 Ensures that the facility is secured at all time

 Controls traffic and organize parking

 Gives security tips to staff members from time to time

 Patrols around the building on a 24 hours basis

 Submits security reports weekly

 Handles any other duty as assigned by the electric vehicle charging station manager
 OBJECTIVE OF INNOVATION IDEA

 Scalable stations that support both low and high-power charging (20-150 kW) for passenger
vehicles and motorcycles, and high-power charging (150 kW) for passenger Electric
Vehicles.
 Low-power Direct Current charging stations (15-45 kW, supporting bi-directional energy
flow up to 11 kW) for passenger vehicles and motorcycles.
 Standardised Direct Current charging stations for L1e vehicles (1.5 kW).
 Mobile charging services, charging points on lamp posts and standardised battery swapping
stations for L1e vehicles.
 SWOT ANALYSIS

Starting an electric vehicle charging station is indeed capital intensive especially for aspiring

entrepreneurs who may not have huge sum of money saved up in a bank. We are aware that it

will require loads of cash to set up a standard electric vehicle charging station in Delhi NCR

which is why we decided to do all that is required to build a profitable business. One of the

tools that is required to position us in building a successful electric vehicle charging station

business is a SWOT Analysis.

We hired the services of Dr. Memphis Iverson, an HR and Business consultant who is based in

Delhi NCR to help us conduct SWOT analysis for our company and he did a pretty good job

for us. Here is a of the result we got from the SWOT analysis that was conducted on behalf of

Stevenson Hi-Tech® EVC Station, Inc. Delhi NCR.

 Strength:

Hi-Tech® EVC Station, Inc. is centrally located along one of the busiest communities with

loads of electric vehicles and electric bike users in Delhi NCR; our location is in fact one of

our major strengths. Aside from the basic service that we offer, we also offer complimentary

services that most of our competitors are not offering. So also, the vast experience of our

management team will count in our advantage, and our attendants are well groomed to handle

various classes of customers.

 Weakness:
Our perceived weakness could be the fact that we are a new EVC station, and we may not

have the financial capacity to sustain the kind of publicity that can give us leverage to start

operating chains of EVC stations in various cities in the United States as planned.
  Opportunities:

We are centrally located in one of the busiest communities in Delhi NCR and we are open to

all the available opportunities that the city has to offer. Our business concept also positioned

us to attract people who like doing their shopping, washing and servicing their electric

vehicles in EVC stations. Miami is one of the densely populated cities in Florida, and indeed

population translates to opportunities.

 Threat:

One of the major threats that confronts electric vehicle charging stations all over the world is

the fact that people have not fully embraced this technology. Another threat that we are likely

going to face is the emergence of a new EVC station within the same location where ours is

located.
 RISK ASSESSMENT AND FEASIBILITIES STUDY

MARKET ANALYSIS

 Market Trends

One of the trends in the global electric vehicle charging industry is that in the bid to stay afloat

in this pretty green business, owners of electric vehicle charging stations now go the extra

mile to ensure that they make their facility welcoming and conducive for customers. Electric

vehicle charging stations now have vulcanizing services, car wash, convenience stores, coffee

bars, snack bars, and cigar lounges within their facility so as to leverage on the opportunities

around them to generate more income.

So also, it is common to find electric vehicle charging stations partnering with electric vehicle

manufacturers in other to build and operate charging stations that will be of international

standards. In the United States and in most developed countries, it is now the practice for

electric car manufacturers, charging infrastructure providers, and regional governments to

enter into agreements to promote and provide public charging stations.

6. Our Target Market

Before choosing a location for our electric vehicle charging station business, we conducted

our feasibility studies and market survey and we were able to identify the location that will

benefit greatly from our products and service offerings which is why we decided to settle for

Delhi NCR.

Those who will benefit from our service offering are owners of electric vehicles and electric

bikes and they are of course busy corporate executives, business owners, sports men and

women, military men and women, households, students and government officials et al. They

are the category of people that we intend marketing our electric vehicle charging station

services to.
Our competitive advantage

From our recently concluded feasibility studies and market survey, we observed that there are

growing numbers of electric vehicle charging stations scattered all over the city of Delhi NCR,

as a matter of fact, there are about 3 standard electric vehicle charging stations close to same

locations as ours. This goes to show that the competition amongst electric vehicle charging

stations is growing rapidly.

Before launching our electric vehicle charging station we have critically studied the market

and we know that we have some form of competitive edge. Our competitive advantage is that
we have a standard – fast charging electric vehicle charging station that offers additional

complementary services that will definitely help us attract and retain customers.

Another competitive advantage that we have is the vast experience of our management team.

So also, the wide varieties of other complimentary services and products that we offer, and of

course our excellent customer service culture will definitely count as a strong strength for the

business.

One thing is certain, we will ensure that in future, we will open our electric vehicle charging

stations in various cities in the India and also sell our franchise. With that our brand will be

well communicated and accepted nationally.

7. SALES AND MARKETING STRATEGY

 Sources of Income

Hi-Tech® EVC Station, Inc. is established with the aim of maximizing profits in the electric

vehicle charging station industry in the India and we are going to go all the way to ensure that

we do all it takes to generate enough income from both our basic services offerings and our

complimentary services.

Hi-Tech® EVC Station, Inc. will generate income by offering the following services and

products;

 Providing fast charging system and battery swap for electric vehicles and bikes

 Selling electric vehicle spare parts

 Providing electric vehicles repair services

 Providing wheel alignment, wheel balancing and vulcanizing services

 Retailing of groceries, snacks and soft drinks et al

8. Sales Forecast

It is important to state that our sales forecast is based on the data gathered during our

feasibility studies and also some of the assumptions readily available on the field with

reference to similar business in Delhi NCR.

We know that we are well positioned and we will definitely attract clients that will not only

patronize our electric vehicle charging station but will also patronize our complimentary

services.

Below is the sales projection for Hi-Tech® EVC Station, Inc., it is based on the location of our

electric vehicle charging station and the type of services and products that we will be offering;

 First Year: INR200,000

 Second Year: INR600,000

 Third Year: INR1,500,000

: This projection was done based on what is obtainable in the industry and with the

assumption that there won’t be any electric vehicle charging station offering same

additional services like us within 4.5 miles radius from our electric vehicle charging

station facility.

 Marketing Strategy and Sales Strategy

The marketing strategy for Stevenson Hi-Tech® EVC Station, Inc. is going to be driven

basically by making available standard and safe fast charging systems, excellent customer

service and provision of complimentary services. We will work hard to build a loyal customer

base that will help us use word of mouth publicity to get their friends and acquaintances to

patronize us.We are quite aware of how satisfied customers drive business growth especially

businesses like electric vehicle charging stations which is why we will always ensure that our

customer service and facility are top notch.Over and above, our unique selling proposition is
that we have various complementary service offerings such as convenience store, coffee café,

snacks bar, cigar lounge, vulcanizing, wheel balancing, wheel alignment, carwash and electric

vehicle repair and maintenance services.In view of that, we are going to adopt the following

strategies to ensure that we do not only attract customers but ensure that they become loyal

customer; Part of the marketing and sales strategies that we will adopt are;

 Introduce our electric vehicle charging station by sending introductory letters to

electric vehicle and electric bikes owners and other stakeholders both in Miami and in

other cities in the State of Florida

 Open our electric vehicle charging station with a party so as to capture the attention of

residents who are our first targets

 Advertise our electric vehicle charging station on national dailies, local TV and local

radio station

 Promote our electric vehicle charging station online via our official website and all

available social media platforms

 Hire the services of experts to make our brand the first choice in Miami and other

cities where we will open our electric vehicle charging stations

 Delivering good customer experience to all our clients; making our first impression

count positively

 Make use of attractive hand bills to create awareness and also to give direction to our

electric vehicle charging station

 Adopt direct mailing coupon marketing approach

 Position our signage/flexi banners at strategic places

 Create a loyalty plan that will enable us reward our regular customers
9. Publicity and Advertising Strategy

Despite the fact that our electric vehicle charging station is a standard one that can favorably

compete with other leading brands in the global electric charging stations industry, we will

still go ahead to intensify publicity for all our services and brand. We are going to explore all

available means to promote Stevenson Hi-Tech® EVC Station, Inc.

Hi-Tech® EVC Station, Inc. has a long-term plan of opening our charging stations in various

locations all around key cities in the India which is why we will deliberately build our brand to

be well accepted in Delhi NCR before venturing out. As a matter of fact, our publicity and

advertising strategy is not solely for offering our services but to also effectively communicate

our brand.

Here are the platforms we intend leveraging on to promote and advertise Stevenson Hi-Tech®

EVC Station, Inc.;

 Place adverts on both print (community based newspapers and magazines) and

electronic media platforms

 Sponsor relevant community programs

 Leverage on the internet and social media platforms like Instagram, Facebook, twitter,

et al to promote our brand

 Install our billboards on strategic locations in Delhi NCR and all around major cities in

the India

 Engage in roadshow from time to time in targeted communities

 Distribute our fliers and handbills in target areas

 Position our Flexi Banners at strategic positions in the location where we intend getting

customers to start patronizing our products and services.

 Ensure that all our staff members wear our customized clothes, and all our official cars

and trucks are customized and well branded.

10. Our Pricing Strategy

At Hi-Tech® EVC Station, Inc., our pricing system is going to be based on what is obtainable

in the industry, we don’t intend to charge more and we don’t intend to charge less than our

competitors are offering in Delhi NCR.

Be that as it may, the management of Hi-Tech® EVC Station, Inc. have put plans in place to

offer discounts for our complimentary services and products once in a while and also to

reward our loyal customers especially when they refer clients to us.

The prices of our products (snacks, cup of coffee, cigar, et al) and services (vulcanizing, wheel

balancing, wheel alignment, car wash, and electric vehicle repair and services) will be same as

what is obtainable in any part of the India.

 Payment Options

The payment policy adopted by Hi-Tech® EVC Station, Inc. is all inclusive because we are

aware that different customers prefer different payment options as it suits them but at the same

time, we will ensure that we abide by the financial rules and regulation of the India.

Here are the payment options that Hi-Tech® EVC Station, Inc. will make available to her

clients;

 Payment via bank transfer

 Payment with cash

 Payment via credit cards

 Payment via online bank transfer

 Payment via check

 Payment via mobile money transfer

 Payment via bank draft

In view of the above, we have chosen banking platforms that will enable our client make

payment for our services without any stress on their part. Our bank account numbers will be

made available on our website and promotional materials.

11. Startup Expenditure (Budget)

When it comes to starting an electric vehicle charging station business, loads of factors

influences the amount that will be required to launch the business. Factors like the location

you intend starting the business, the size your electric vehicle charging station business, the

number of complimentary services you want to add to the business, and of course the state of

the economy as at when you intend starting the business.

These are the key areas where we will spend our startup capital on;

 The total fee for registering the Business in Delhi NCR – INR750

 Legal expenses for obtaining licenses (Health department license and business license)

and permits (Fire department permit, and Sign permit et al) – INR4,500

 Marketing promotion expenses (2,000 flyers at INR0.04 per copy) for the total amount

of INR3,580

 Cost for hiring Business Consultant – INR2,000

 Insurance (general liability, theft, workers’ compensation and property casualty)

coverage at a total premium – INR30,800

 Cost of accounting software, CRM software and Payroll Software – INR3,000

 Cost for leasing a facility for the electric vehicle charging station – INR100,000

 Cost for facility remodeling – INR50,000

 Other start-up expenses including stationery – INR1000

 Phone and Utilities (gas, sewer, water and electric) deposits – (INR3,500)

 Operational cost for the first 3 months (salaries of employees, payments of bills et al) –

INR40,000
  The cost for start-up inventory – INR250,000

 Rent of land – INR45,000

 The cost for washer hook-up fees (sewer connection) – INR800

 Cost for serving area equipment for coffee café and snacks bar (glasses, flatware) –

INR5,000

 Cost for EVC machines and equipment (automobile repair tools, vulcanizing tools, and

wheel alignment tools) – INR250,000

 The cost for the purchase of furniture and gadgets (Printers, Telephone, TVs, Sound

System, vacuum cleaner, tables and chairs et al) – INR30,000

 The cost of launching a website – INR600

 The cost for our grand opening party – INR5,500

 Miscellaneous supplies – INR10,000

We would need an estimate of INR950,000 to successfully launch our electric vehicle

charging station business in Delhi NCR.

Please note that our startup cost is higher than the average startup cost for an electric vehicle

charging station business because we intend adding coffee café, snacks bar, cigar lounge, car

wash, convenience store and other complimentary services.

Generating Startup Capital for Hi-Tech® EVC Station, Inc.

Stevenson Hi-Tech® EVC Station, Inc. is a family business that is owned and financed by Mr.

Stevenson McCarthy and his immediate family members. They do not intend to welcome any

external business partners, which is why he has decided to restrict the sourcing of the startup

capital to 3 major sources.

These are the areas we intend generating our startup capital;

 Generate part of the startup capital from personal savings and sell of stocks
 ADOPTION ASSESSMENT AND FEASIBILITIES STUDY

The future of a business lies in the number of loyal customers that they have, the capacity and

competence of their employees, their investment strategy and the business structure. If all of

these factors are missing from a business, then it won’t be too long before the business closes

shop.One of our major goals of starting Stevenson Hi-Tech® EVC Station, Inc. is to build a

business that will survive off its own cash flow without the need for injecting finance from

external sources once the business is officially running. We know that one of the ways of

gaining approval and winning customers over is to offer our services a little bit cheaper than

what is obtainable in the market and we are well prepared to survive on lower profit margin

for a while.

Hi-Tech® EVC Station, Inc. will make sure that the right foundation, structures and processes

are put in place to ensure that our staff welfare are well taken of. Our organizations’ corporate

culture is designed to drive our business to greater heights and training and retraining of our

workforce is at the top burner.

We know that if this is put in place, we will be able to successfully hire and retain the best

hands we can get in the industry and they will be more committed to help us build the business

of our dreams.
 CONCLUSION AND FUTURE STUDIES
The study presents two important findings. First, in order to turn one EV quick charging

station profitable the target customers need to be found. Target customers are users who need

quick charging frequently to enable efficient utilisation of vehicle or vehicle fleets e.g.

delivery companies, professional transport and public service vehicles, and are able to commit

to frequent use of charging service. The absolute number of electric vehicles in chosen area is

less significant. Second, the necessary investment needed to build a sufficient charging

infrastructure for EVs is not unreachable. The need for quick charging stations is lower than

commonly expected as customers can charge in domestic locations or parking houses. Quick

charging acts mostly as an enabler.

Based on these findings building the quick charging infrastructure should be seen as the first

and the easiest step to wider electric mobility. The business model must not imitate the

gasoline station infrastructure but the new infrastructure can be constructed more freely based

on new customer preferences. EV charging can be seen as viable business already now. It

should be also noted that the estimated future size of the market for public charging is

probably overestimated. This means that the ones creating committed customer relationships

in the beginning will gain large market shares.

The future studies in the field should concentrate on analysing the customer behaviour in real

life situations. So far we have seen a range of studies examining the willingness to pay for

different EV related properties, but they don’t necessarily reflect the true behaviour. Also the

locations of public charging stations should be examined to achieve a clear image of customer

preferences.
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