(Porter，1996) ，而西門子的在電動汽車產業的策略定位為電能基礎設施價值鏈 整合供應商。 (Porter，1996)。
而石化能源發電、再生能源電力與智能電網間的價值活動，與電動汽車電池與電力 電網間，透過V2G(Vehicle to Grid)系統，進行充電與售電的價值活動，存在商業 模式動態性的良性迴圈(Virtuous Loop)(Ramon & Joan，2009)。傳統電力電網與 再生能源電力的整合，即電力調節，需要靠電動汽車電池所形成的「電力槽」才能 完成。而電動汽車必須與電力電網連線，才能遂行充電與售電的活動，智能電網與 V2G 技術，為居中橋接的關鍵性技術，如此，形成一良性循環迴圈，說明了上述 商業模式的有效性(effectiveness)。
再生能源產業與電動汽車產業，皆是各個主要先進國家，下一階段發展的重點產 業。以再生能源為例，EDISON 國際合作計畫的推動國 - 丹麥，目前該國 20%的
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Global Wind Energy Council)更大膽預估，到2050 年，全球約有 34%的電力，將由
風力發電所提供(Eric Martinot，2007)。顯見對傳統電力電網「電力調節」的需求 將愈發重要。
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式會社、豐田和松下電器合資的Panasonic EV Energy (PEVE)與韓國三星 SDI 及 德國博世集團合資的SB LiMotive 等，上述合資公司所生產的電池，皆使用於特定 廠牌與款式的電動汽車上，電池規格相容度低，將對電池置換模式的發展產生限 制。而且，當電池製造技術一旦成熟，將帶動電池製造成本的降低，電池將發生商 品化的情形(commoditization)，則前述的電池置換模式的替代性威脅也將消失，而 以智能電網為平台的商業模式，仍將隨著電能基礎設施價值鏈的成長而成長。‧ 國
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本文第三章的個案研討中可以發現，處於中國電動汽車產業價值鏈的各個企業，均 試圖與上、下游價值鏈廠商進行整合，無論是用策略聯盟，亦或是成立合資企業的 方式等進行整合，皆意味著各個企業都希望在這個新興產業中，取得領導地位。此 外，電動汽車產業各項價值活動，皆需要投入龐大的資金與高階研發人力資源，是 一項資本密集與技術密集的產業，對各個介入其中的企業而言，有著高的退出障 礙。另外，整體電動汽車產業成長速度，由於受制於前述許多不確定因素的影響，
對於現階段的高成長預估，仍存在不確定性。基於上述的三個因素，可以預期電動 汽車產業，將是一個競爭激烈的產業(Porter，2007)。西門子應加速其在智能電網 與 V2G 系統技術研發工作的速度，儘早實現其商業模式，取得產業領先地位。並 應 著 手 與 中 國 主 要 的 電 力 或 能 源 供 應 公 司 ， 如 中 國 海 洋 石 油 有 限 公 司(China National Offshore Oil Company, CNOOC) 以 及 中 國 國 家 電 網 公 司 (State Grid Corporation of China, SGCC)等進行電動汽車電能基礎設施與未來智能電網應用的 策略聯盟，及早布局，以掌握競爭優勢。
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