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MVP

The document discusses issues with the current electric vehicle charging infrastructure and proposes developing a minimum viable product (MVP) to address these issues using lean startup methodology. Key problems include a lack of charging stations leading to congestion, poor customer service, and an absence of digital services. The MVP would focus on high priority functions like real-time station availability and QR payments. It would be iteratively improved based on user feedback to test solutions before large investments.

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choquards
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28 views

MVP

The document discusses issues with the current electric vehicle charging infrastructure and proposes developing a minimum viable product (MVP) to address these issues using lean startup methodology. Key problems include a lack of charging stations leading to congestion, poor customer service, and an absence of digital services. The MVP would focus on high priority functions like real-time station availability and QR payments. It would be iteratively improved based on user feedback to test solutions before large investments.

Uploaded by

choquards
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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0.

Basic principles and methods


1. Simplicit:yFocus on core features that address the primary user need, avoiding unnecessary
functionalities.
2. Quick DevelopmentRapidly build and deploy to test the viability and user acceptance.
3. Iterative Improvement:Based on user feedback and data, continuously enhance and refine
the product.
4. Cost-Efficiency:Reducing development time and resources by focusing on core functionalities.
5. Risk Reduction: Test the waters and validate assumptions before heavily investing in full-scale
product development.

1. Problem to solve
Even though the market for electric vehicles is growing quickly, there are a number of
infrastructure issues that limit its potential and lower customer happiness. The lack of charging
stations is a major issue since it restricts the range and convenience for owners of electric
vehicles and creates crowding at the stations that are available, which results in higher wait
times and inefficiency. This shortage and congestion are expected to worsen as the number of
electric vehicles on the road increases.
In addition, a lot of the charging stations that are currently in use provide poor customer
service. For many people, electric vehicles are still a novel concept, therefore prompt and
informed customer service is essential. Technical problems and questions regarding the charging
process are common occurrences for users, and the lack of prompt and efficient support can
turn off new customers and aggravate existing ones.
Additionally, a prominent deficiency in the sector is the absence of digitalization of the
user experience. In a time when digital solutions are transforming sectors, the infrastructure for
charging e-vehicles is not keeping up. A robust digital infrastructure that includes real-time
station availability data, remote booking capabilities, predictive maintenance, seamless
payment integration, and a customer-friendly interface is desperately needed.
Finally, it is clear that business process automation is not present. Process automation
can result in lower operating costs, more dependable services, and enhanced data analytics. By
putting such systems into place, station administration can be streamlined, resources can be
allocated optimally, and useful insights may be obtained to further improve user experience and
corporate growth.
2. Target audience
 E-vehicle Owners: The most direct and obvious group.
 Potential E-vehicle Buyers: Individuals considering buying an e-vehicle but are hesitant
due to charging infrastructure concerns.
 Businesses with Fleets: Companies that have (or are considering transitioning to) electric
fleets for delivery, transportation, or other services.
 Real Estate Developers: Those interested in integrating charging infrastructure into
residential, commercial, or mixed-use properties.
3. SWOT
4. User path

5. Functions
High priority:
 Real-time Stations Availability Information: Ensures users can quickly find available
charging stations, reducing wait times and frustration.
 Kaspi QR Payments: godfather of e-payments in Kazakhstan
Medium priority:
 24/7 Support: Although support is crucial, a full-fledged support system can be
developed as the user base grows.
 Current Battery Status Remote Monitoring and Notifications: Providing users with real-
time updates on their vehicle's charging status and alerts when charging is complete or if
there are issues enhances the user experience.
 Automated Card Payment: Seamless and secure payment processing is essential for user
convenience and revenue generation.
 QR-Code Based Queue: Useful for busy locations but may not be an immediate priority,
especially if there are enough available charging stations.
Low priority:
 Subscription Plans: While valuable for user retention, this can be introduced as the
platform matures and gains more users.
 Map of Stations: A visual map displaying station locations is crucial for user navigation
and planning.
 Fast Charge: While desirable, fast charging infrastructure can be added as a premium
feature or introduced once the basic infrastructure is established.
6. MVP management and development method
Lean Startup: This methodology places a strong emphasis on developing a basic version of
your product, testing it with users, getting their input, and iterating. With all of the things you've
listed and the inventive nature of e-vehicle charging infrastructure, the Lean Startup approach
provides an organized means of testing ideas, gathering customer comments, and improving the
product in response to real market feedback.
Strong sides:
 Innovation: As the industry is still developing, user tastes and behaviors are still
being determined.
 Variety of Features: features, which include real-time monitoring and payment
options, can all have a big impact on customer adoption.
 Importance of input: To comprehend user needs and improve the infrastructure and
its digital components, early and frequent input is essential.
7. Survey

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