Subject category:
Strategy and General Management
Published by:
China Europe International Business School
Version: 2020-10-10
Length: 15 pages
Data source: Field research
Abstract
This case describes how EVCard, a car-sharing business in China, was created from scratch using a lean start-up approach through observing overseas peers, analyzing market opportunities, building a start-up team and conducting feasibility studies. The company formed at a time when the commercialization of new energy vehicles (NEVs) in the country was in its infancy, public awareness was low, and viable domestic models did not exist. The case describes how EVCard first developed a minimum viable product and improved on it incrementally through closed testing and a pilot. The firm eventually expanded its Shanghai model to 64 cities across the country, offering more than 42,000 vehicles from more than 13,000 stations to four-million-plus members. They generated nearly 100,000 daily reservations as of November 2018. EVCard's entrepreneurial journey will show students that in a changing market environment, start-up companies can develop competitive advantage through rapid learning and product iteration.
Teaching and learning
This item is suitable for undergraduate, postgraduate and executive education courses.Time period
The events covered by this case took place in 2017.Geographical setting
Region:
Asia
Country:
China
Featured company
EvCard
Featured protagonists
- Rong Wenwei (male), Chairman
- Cao Guangyu (male), CEO
Subject category:
Strategy and General Management
Published by:
China Europe International Business School
Version: 2020-10-10
Length: 18 pages
Data source: Field research
About
Abstract
This case describes how EVCard, a car-sharing business in China, was created from scratch using a lean start-up approach through observing overseas peers, analyzing market opportunities, building a start-up team and conducting feasibility studies. The company formed at a time when the commercialization of new energy vehicles (NEVs) in the country was in its infancy, public awareness was low, and viable domestic models did not exist. The case describes how EVCard first developed a minimum viable product and improved on it incrementally through closed testing and a pilot. The firm eventually expanded its Shanghai model to 64 cities across the country, offering more than 42,000 vehicles from more than 13,000 stations to four-million-plus members. They generated nearly 100,000 daily reservations as of November 2018. EVCard's entrepreneurial journey will show students that in a changing market environment, start-up companies can develop competitive advantage through rapid learning and product iteration.
Teaching and learning
This item is suitable for undergraduate, postgraduate and executive education courses.Settings
Time period
The events covered by this case took place in 2017.Geographical setting
Region:
Asia
Country:
China
Featured company
EvCard
Featured protagonists
- Rong Wenwei (male), Chairman
- Cao Guangyu (male), CEO
Related
Subject category:
Strategy and General Management
Published by:
China Europe International Business School
Version: 2020-10-10
Length: 18 pages
Data source: Field research