TLD is a well-established global manufacturer of ground support equipment (GSE) and has a diverse catalogue of products on offer. Their global presence and technical prowess are key benchmarks that our proposed business can aim for. As TLD is one of the biggest companies in manufacturing ground support equipment, there are points to learn and integrate into InMotion. First, a part that could be easily transferable is the idea of working in close relationship with the customers, namely the customer airports, in order to design batteries or even the whole machinery. The products then would work efficiently in their environment, resulting in cutting costs and time and creating a better workflow and passengers flow through the airports.

Charlatte are another major global player in the GSE sector, with a wide range of products that include both diesel and electric powered equipment. Their specialisation in electric GSE along with their proven reliability are two major reasons we chose to look into their business model. While Charllate is a smaller company compared to TLD and has a smaller market cap, the company is more focused on research and development compared to TLD. For this reason, a main takeaway that would be implemented in the future at InMotion is how to balance the research and development part with manufacturing the product, licensing it or providing services. It is a trajectory that would make InMotion a profitable company.

Like the proposed InMotion spin-off, Lightyear is also a spin-off company from a student team at the Eindhoven University of Technology. A key difference between the model proposed for the InMotion spinoff and Lightyear is that the spinoff company will not attempt to sell directly to consumers. Lightyear initially started out aiming to sell as a B2C model, which can be attributed to part of the reason for their struggles with bankruptcy.

The Bavarian auto giant is an excellent example of a business that, in recent times, has shifted from a product-only business model to a service-oriented model. BMW’s service-oriented model has a clearly defined cost structure that mainly includes service design, knowledge, IP management and technology acquisition costs. Since the proposed business model involves the design of battery packs for applications initially in the airport equipment sector, the spinoff will need to devote time and resources to the design and development of these battery packs.