Networks as a commodity or differentiator: EV charging networks

There's an article ("There's An EASY Fix For Our EV Charging Network," CarBuzz) about how one of the problems with electric vehicles is the different standards for charging networks, and specifically how Tesla's system is incompatible with others.

The article suggests that it's in Tesla's interest to make its network compatible, because that will reduce reticence on the part of potential EV buyers.

As mentioned recently, cities have a real issue in providing access in rowhouse neighborhoods ("Earth Day 2022").  

In Seattle, the City Light utility instead of constructing buildings on lots, wants to put in EV chargers ("Seattle City Light Plans More Surface EV Charging Lots in Dense Neighborhoods," The Urbanist).  And there are real problems with chargers now in terms of them actually working, people blocking them, etc.

ATMs.  The story reminded me of how in the beginning of ATMs, banks saw them as a key differentiator and a way to get more customers.  So they didn't share their networks with other banks in their market, but were focused on adding affiliates in other markets.  

The classic example is the MAC network that started in Philadelphia with Philadelphia National Bank.  

When I moved to Washington in the late 1980s, MAC was a big thing.  When I worked on television about telecommunications and IT in the early 1990s, I came across this article about it ("MAC—Philadelphia National Bank’s Strategic Venture in Shared ATM Networks," Journal of Management Information Systems, 1990)

Today, it mostly doesn't matter, people don't think of particular banks and ATM networks, except when they want to avoid fees when they take money out standalone, at machines in networks in which your bank is not a member (best way to avoid this is to buy something at a pharmacy or grocery and take money out).

Gasoline too was once differentiated.  Back in the day, gasoline companies like Texaco, Gulf, Standard, Conoco, Shell, Esso, etc., invested a lot of money in branding, advertising, and points of differentiation--from clean restrooms at Texaco to "touring services," maps, and special blends of gasoline, etc.  

Mobil redesigned its stations to be particularly design forward, etc.

-- Mobil logo design

-- "The gas stations that Eliot Noyes designed for Mobil Oil," Domus

Now, gas is gas.  Do people really go out of their way to buy Chevron or Speedway gasoline?  Well, they might, especially if they participate in loyalty programs that provide discounts on the cost of gas, but other than that, no.

Tesla supercharger network.  It truly is a differentiator now.  It charges cars so much faster than a typical charger.  And at least in the beginning, Tesla offered "free charging for life" or other charger network access incentives as part of the car marketing and buying process.  People are bummed that these incentive programs are being eliminated.  

OTOH, there are complaints that even Tesla's branded supercharger network isn't always well maintained.

New competitive advantages, even with "commodities."  But, this article ("More On Tesla Opening Up Its Supercharger Network To Other EVs," InsideEVs) makes a very good point about access still providing the capacity for differentiation or at least competitive advantage, in that cars of competitor marques using the network would have to provide trackable information that Tesla could use for better understanding the market, as well as having the names and contact information on non-Tesla EV car owners.