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Analysis Paper for Tesla Company

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by

Ruiwen Su

on 6 December 2014

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Transcript of Analysis Paper for Tesla Company

MGT 409
SEC 005
GROUP 005

Kevin Carmody
Colin Overweg
Yingqian Chen
Ruiwen Su
DomSabo

History Background
Value Chain Analysis
Resource Based View Analysis
Business Level Strategy
Corporate Governance & Leadership
Recommendations
Q&A
Elon Musk
Board of Directors
Composition of the Board
Contacting the Board

TESLA MOTORS

Founded: 2003

Headquarters: Palo Alto, California

Employees: 6,000+

Stores & Service Locations: 125+ worldwide, more coming soon. On the Road in 37 countries.

Model: Model S (2012) & Model X (2015)
SWOT Analysis
Strengths
First fully electric sports car
Supplier to other manufacturers
Technical expertise in electric transmissions and drive trains
Develop vehicles completely in-house
Current platform can be used for any other future model
Weakness
High cost of production as economy of scale is not achieved
Prices are higher than competitors who sell electric as well as combustion engine vehicles
Opportunities
Growing support by governments around the world for environment friendly vehicles.
Expand to different models of vehicles
Become a pioneer of fast charging stations
Threats
Currently competing against a technology that has proven to be successful for over 100 years
Technology may take time for being optimal for use of masses
Government sanctions against direct selling to customers.
Falling gas prices
Industry Rivalry
- Modest
Only 18 different models to choose from
Industry is expanding rapidly
Tesla should try to keep up and not get squeezed out.
Threat of New Entrants
- High
Fairly easy for established manufacturers to enter
Governmental program support for developing electric vehicles
Bargaining Power of Buyers
- Modest
Rely on relationship with Toyota and Daimler
Sell cars to individual buyers
Government gives customers tax credit
Threat of Substitution
- Low
Only a few choices to substitute a car with
Walking/biking inconvenient for long distances
People prefer to have own car
Bargaining Power of Suppliers
- High
Highly dependent on suppliers
Over 200 different suppliers
Many of which are single sources
Porter's Five Forces
Primary Activities

1. Inbound Logistics
most important components: in-house
Other components : suppliers

2. Operation
All cars are made in Northern California
highly innovated and automated
Multi-function robots can produce up to 83 vehicles per day easily reprogrammed to produce different car models

3.Outbound Logistics
Distribution channel across 18 countries to educating customers about the benefits of electric cars.
4.Marketing/ Sales
Own stores located in wealthy districts to interact brand awareness,
Hollywood celebrities are the owner of Tesla
5. Service
Built and expand the super-fast free charging station network for their customers‘ vehicles
own service centers i in North America, Europe and Asia
Executive Summary
It's more than electric, it's Tesla.
Cost at the Pump
Pumping VS. Charging
Falling Gas Prices
Major Strategic Problems
Differentiation
Brand
Technology
Innovation
Features

Elon Musk is the CEO and Product Architect of Tesla Motors and the CEO and Chief Designer of Space Exploration Technologies (SpaceX).
Support Activities
Thank you
Infrastructure
:
Adopted a horizontal organizational structure,
better communication; faster decision making

H/R
Strong management team
Outsourced recruitment and company shares reward policy

Technology:
Leading edge in technology, reinvesting in R&D; excellent products‘ design

Procurement:
Partnerships and alliances with suppliers, short-term agreements
Reducing Demand for Tesla
Tangible Resources :

Property, Plant and Equipment
Tesla’s property, plant, and equipment was valued at $562.3 million USD at the end of 2012, equating to roughly half of the firm’s total assets.

Intangible Resources
Reputation:
- vision to change the way the automotive industry works; creativity and innovation.
- committed to reducing society’s reliance on the oils and gas industry


Innovation and Creativity
- constructed upon a very strong innovative and creatively strong environment.
-The firm’s technology, research and development components create the competitive advantages
1. Charging VS. Pumping?


2. Gaining traction in the market
Charging VS. Pumping?
Are you really saving?
Gaining traction in the market
Tesla's Business Model
1. Make things.
2. Sell them directly to consumers in stores owned and operated by Tesla.
Why is this an issue?
In the 1920's car manufacturers worked with dealers to help stabilize the market.
There are laws protecting dealers made by the National Automobile Dealers Association (NADA) from entering competition with their manufacturers (19th largest political donor) .
Why doesn't Tesla sell to dealerships?
Telsa wants to maintain control of its own brand.
They don't believe it would be a success.
They don't want a middleman.
Beat the pump!
1. Beat the Pump!


2. Conform Intelligently
Super Charging Stations
Conform Intelligently
Oil will run out.
Noncombustible engines are the future.
Long run, this is the next big thing.
Need to achieve economies of scale.
Fundamentally
Partner with dealerships
This will get the product into the hands of more people.
Increase volume.
Increase top dollar.
Take on the competition.
VS.
Full transcript