特斯拉案例分析运用参照

《特斯拉案例分析运用参照》由会员分享，可在线阅读，更多相关《特斯拉案例分析运用参照（24页珍藏版）》请在装配图网上搜索。

1、IX. CASE AUTHORS TEACHING NOTE Not AvailableX. STUDENT STRATEGIC AUDITI. Current SituationA. Current PerformanceFounded by Martin Eberhard and Marc Tarpenning in 2003, Tesla went public in June 2010 with IPO at $17 a share, raised $226.1 million in its first stock debut. Since Elon Musk took over as

2、 the CEO, Tesla has been one of the most innovative automotive producers in the world, earning recognition through the Global Sustainability Innovation Award in 2009. Tesla purchased former NUMMI factory in Fremont, California, the most advanced and cleanest automotive production plant in the world.

3、 Both Daimler and Toyota have also invested $50 million each to form strategic alliances. Tesla will provide electric vehicle (EV) expertise for their car development, while Toyota and Daimler will provide opportunities for Tesla to diversify its revenue streams, network, and access to extensive sup

4、ply chains. Toyota also has formed a partnership with Panasonic to collaborate on battery cell development.B. Strategic Posture1. Teslas current mission, objectives, strategies, and policies are both clearly stated and can be seen from its performance.2. Tesla is in the electric automobile business.

5、 Its mission is “To develop alternative energy vehicles for people who love to drive.” It is an appropriate statement for Tesla because its EVs are stylish and provide high-end performance for driving enthusiasts.3. The corporate, business and functional objectives are to 1) Achieve both growth in s

6、ales and profits, 2) Provide technological leadership in the field of electric vehicles and 3) Foster sustainability and social responsibility. These objectives are consistent with its strategic postures.4. The corporate, business and functional strategies are to pursue 1) Growth through innovation

7、and increased product offerings with development and sale of the Model S is to create higher demand and revenue, 2) Expansion through strategic alliances, from partnerships with Toyota and Daimler to supplying electric power trains to use in their electric vehicle design, 3) Sustainability and socia

8、l responsibility efforts through development of non-petroleum products and producing very little carbon emissions, 4) Product differentiation with focus on a high-priced, high-performance electric vehicles that compete against traditional performance cars, 5) Highly integrated marketing, sales and d

9、istribution efforts through its Tesla stores and 6) Increase international market share through its international expansion. These strategies are consistent with its strategic postures5. The policies are to focus on utilizing green energy & technology, and on producing luxurious, high performing EV.

10、 Tesla has extensive portfolio of intellectual properties from its proprietary technologies and soft wares that are used to manage efficiency, safety and controls. They are consistent with its strategic postures of producing high performance automobiles that use clean, environmental friendly sources

11、.6. Teslas current strategic postures reflect its international expansion plan. Tesla currently does not have international operations, all operations is based in its HQ in Palo Alto, California. It is on its way to opening a number of stores worldwide to increase customers knowledge of Teslas EV.II

12、. Corporate GovernanceA. Board of Directors1. The 8 members of BOD are Elon Musk, Brad Buss, Ira Ehrenpreis, Antonio Gracias, Steve Jurvetson, Prof. Dr. Herbert Kohler, Kimbal Musk and Larry Sonsini. They are all external directors, except Elon Musk, the Chairman, Product Architect and CEO of Tesla.

13、2. In total, the BODs own less than 10% shares of stock.3. The stock is publicly traded.4. The directors have diverse work experiences in industries such as design, engineering, finance, investment, software, law and corporate governance. They also have international experience necessary to support

14、its international expansion.5. Most of them have been Teslas board members since its IPO.6. These board members are actively involved in Teslas strategic management. They actively participate and suggest its future directions.B. Top Management1. The top management consists of Elon Musk (Chairman, Pr

15、oduct Architect and CEO), JB Straubel (CTO), Deepak Ahuja (CFO), Franz Von Holzhausen (Chief Designer), George Blankenship (VP, Sales & Ownership Experience), Gilbert Passin (VP, Manufacturing), Eric Whitaker (General Counsel), Diarmuid OConnell (VP, Business Development), Arnnon Geshuri (VP, HR), P

16、eter Carlsson (VP, Supply Chain), and Jerome Guillen (Director of Model S Programs).2. The 11 executives have diverse work experiences, with backgrounds in different industries including technology, consulting, design, sales, and marketing. They are international experts in countries such as Japan,

17、Germany, and other parts of Europe. 3. The top management has been responsible for Teslas performance over the past few years. They helped Tesla to strive in EV automobile industry.4. It has established a systematic approach to strategic management only to a certain extent due to Teslas nature of us

18、ing innovation as its main drive of growth.5. The executives have been heavily involved in the strategic management process.6. N/A7. Strategic decisions are made ethically in a socially responsible manner. Being socially responsible is part of Teslas corporate culture. Its principle of developing no

19、n-petroleum based vehicles clearly shows its commitment to foster sustainability.8. N/A9. Top management is sufficiently skilled to cope with likely future challenges. They have directed Tesla into the right direction towards overall growth.III. External Environment (EFAS refer Exhibit 1)A. Societal

20、 Environment (PESTEL Analysis)1. Economya. Competing in an industry that is expanding. (O)i. Absolut market share is less relevant than how fast it is growing its market share.b. Massive budget deficit. (T)i. Members of Republican Party have focused their demands for budget cuts in the “discretionar

21、y spending” arena, which is where alternative energy funding falls.ii. EV industry has very few lobbyists and is more vulnerable to being targeted in budget cuts.c. The economic recovery has created more demand for higher priced, luxury vehicles. (O)d. Much more stable costs of electricity make an e

22、lectric vehicle more desirable. (O)i. The variability of oil prices, most of the times increasing oil price, means that traditionally powered vehicle owners cannot predict their fuel costs.e. EVs cost significantly more than traditional vehicles of similar style and performance. (T)2. Technologicala

23、. Industry-related technology is always advancing in EV industry. (O) The technologies can be used to improve the EVs. They are related to intellectual properties, battery cell design and knowledge & skills of the workforce. Some are available for general use, however most technologies are proprieta

24、ry. Many companies own patents of technologies that they developed in-house. These IPs will provide the companies with a competitive advantage. Development of new battery technology, by companies like Planar Energy, for EVs could also potentially provide more energy for a lower cost.3. Political Leg

25、ala. Various federal and state governmental agencies are currently supporting loan programs through the Department of Energy and the California Zero Emission Vehicle (ZEV) program. (O)b. Focus on decreasing U.S. dependence on petroleum products. (O)c. Global economic policies supporting usage of env

26、ironmentally sustainable products such as EVs. (O)d. Many regulations compliance required to develop EV. (T) i. Numerous safety requirements governed by the National Highway Traffic Safety Administration.ii. Battery safety and testing is heavily regulated by the Pipeline and Hazardous Materials Safe

27、ty Administration.iii. Automobile manufacturer and dealers regulations issues.iv. New regulation of minimum noise requirements, mandated by the Pedestrian Safety Enhancement Act of 2010.4. Socio-Culturala. Continuous shift towards green energy. (O)i. President Obama committed to funding “green” init

28、iatives through various vehicles.ii. Setting a goal of getting 1 million electric cars on the road by 2015.b. Customer perceptions of EV being underpowered, clunky looking, hard to change, quirky and undependable vehicles. (T)c. Absence of public infrastructure for recharging electric vehicle batter

29、ies. (T)i. High reliance on a network of available power sources.ii. Limit EV driving range.iii. Negative impact on the image of EV.All these forces are different in other regions of the world. US being one of the most developed countries in the world has one of the leading EV markets along with cou

30、ntries, such as Germany, UK and Japan. Other less advanced countries such as China, India, and Russia have not reached the stage where the market is geared towards green technology.B. Task Environment1. Threat of New Entrants: Lowa. Hybrid technology is well understood by major automobile companies.

31、i. They developed & marketed their own version of electric/gasoline hybrid vehicles.b. All-electric & hydrogen fuel-cell automobiles are unique technologies that need resources to develop.c. Energy storage and motor technologies are barriers to new competitors.d. Rechargeable battery systems and fue

32、l cells are newer technologies that require large investments in R&D.e. A competitor needs to develop its own technologies/partner with another company.2. Bargaining Power of Buyers: Moderatea. Fragmented industry, customers are highly influenced by trend.b. Target market is people that make over $7

33、5,000 a year that is sensitive to environmental change.3. Threat of Substitute Products: Lowa. Substitutes are traditional cars, train, bus, bicycle, motorcycle.b. EV is the most environmentally friendly mode of transportation that satisfies high end customers.4. Bargaining Power of Suppliers: Moder

34、atea. Parts are sourced from many suppliers that often are the single source of vendor.b. Companies are vulnerable to delays and increased cost.5. Rivalry Among Competing Firms: Higha. Primary competitors are Mitsubishi i-MiEV, Nissan LEAF, Chevy Volt, Toyota Prius, BMW Hydrogen 7, Honda Clarity.b.

35、Price of EVs is very competitive among them. Costs of production are very high due to no economies of scale. There is also no standardization in the process of development because EVs are a newer technology.6. Power of Other Stakeholders: Moderatea. Environmentalists typically have certain degree of

36、 influence in the government. Especially as the new Presidential election is coming up.C. Summary of External FactorsBased on the PESTEL Analysis and Porters Five Forces, Tesla Motors, as an incumbent, is in an attractive global electric car producer industry. Due to the current part delays, and to

37、keep up with intense competitive rivalry, Tesla has to try pushing down its fixed cost as low as possible. Tesla has to find ways to be less dependent to its vendors and accelerate its parts production. As the industry is in growth stage, Tesla also has to find ways to differentiate and reduce costs

38、 of its EV so that it would perfectly meets consumers demand in different parts of the world. Satisfied consumers will lead to long lasting brand loyalty, and this will ensure that Tesla will maintain its position as one of the most innovative EV producers in the world.IV. Internal Environment (IFAS

39、 refer Exhibit 2)A. Corporate Structure1. Teslas current corporate structure is centralized, with all the decisions made in the HQ. Tesla also relies heavily on its intellectual property and its patents. It is organized on the basis of functions which can be clearly seen from the role of the top-lev

40、el executives. (S)2. The structure is clearly understood by everyone in the corporation (implied by case).3. Currently structure is consistent with its corporate strategies. (S)4. Not typically comparable to other companies of this type and size as most of similar operations that focus on EV is a de

41、partment within a large company. (S)B. Corporate Culture1. There is a share belief of employing innovation in works, its environment is fast paced and culturally unstructured. (S)2. The culture of innovation is consistent with its corporate strategies. (S)3. The culture holds the central role in sol

42、ving problems faced by the corporation. (S)4. The culture is compatible with the employees diversity of backgrounds. Tesla employs techies and business hybrid employees to operate the company. (S)5. Teslas current operation, from production to delivery, is based in Palo Alto, California. The only op

43、eration abroad is the Tesla stores that are meant to educate the future customers. (W)C. Corporate Resources1. Marketinga. Teslas brand is heavily tied to the environment/green movement, generating a lot of free media publicity. The promotion strategy is a clear strength for Tesla, especially consid

44、ering that recommendations from friends and relatives, along with word of mouth, are the most influential factors for luxury/sport cars key demographic. (S)i. Marketing strategy is not clearly stated, they are merely implied from the performance.ii. They are consistent with the corporations overall

45、strategic postures.b. Teslas current marketing outreach is limited due to its infancy and lack of resources. The marketing mix (4Ps) is targeted on the luxury vehicle markets. Tesla focuses on a very narrow segment of early adopters and environmentalists that have resources to afford their car. Alon

46、g with its minimal product offering, Tesla is limited by its distribution and fulfillment infrastructure. It has dealerships in premium locations, regional sales representatives, and online ordering. Its sales representatives are usually in charge of arranging test drives and vehicle delivery to the

47、 customers. (S/W)i. Trends emerge is that customers are becoming more sensitive to green technologies and aware about energy conservation due to rise in oil prices. ii. The trend has significantly impacts past performance and will definitely boost future performance. iii. This analysis support the c

48、orporations past and pending strategic decisions.iv. Marketing does not provide Tesla with significant competitive advantage. Its current advantages in price are through $7,500 government tax credit for buying fuel efficient vehicles and the low cost of maintenance & fuel.c. Teslas marketing perform

49、ance compared to other corporations is not as advanced and rigorous. Tesla is much smaller than other EV producers that are part of larger automotive corporations. However, being one of the first to market high-performance EV, Tesla has a first-mover advantage in branding and customer experience.d.

50、N/Ae. The only marketing initiatives that Tesla has outside of the United States are through its own stores.f. N/A2. Financea. Main objectives are to increase growth in profits and sales by creating and selling new models in addition to their only model that is currently being sold, the Roadster, as

51、 well as providing technology leadership with its innovative electric batteries and related products. The next model is a four door sedan, named the Model S, and was due to be completed and ready for sale in 2012. Teslas other means of revenue is derived from sales of their patented electric power t

52、rain components to other companies. Sales of the Roadster also provide income in the form of Zero Emission Vehicle Credits, which can be sold to other car manufacturers that dont sell electric cars. (S)i. The objectives are clearly stated. Tesla is building a new factory with a capacity of 20,000 ca

53、rs per year to be ready to build the new Model S. Their proprietary technology includes 35 issued patents and 280 patents pending and the new Model S will have 3 battery options with different mileage ranges and prices.ii. The objectives are consistent with their goals of building alternative energy

54、 vehicles. Tesla is tied to the environmental movement, which has given them free publicity due to their leadership status in the industry.b. Teslas cash position isnt ideal. They were able to raised $226 million in an IPO in June 2010. They received a loan from the US Department of Energy of $465 m

55、illion in 2010. The company has suffered a net loss every year but revenues have been improving each year. Their liquidity ratios are solid but debt levels are high as with any young company that is in a new industry and selling a new technology. (W)i. The company is an industry leader and has the b

56、est technology in the business and has many patents to protect their products. Their negative earnings and debt levels are areas of concern as well as the unknown demand for electric vehicles as electric battery technology is their main business and source of income. ii. N/Aiii. Tesla has suffered a

57、 net loss each year and has mostly negative profitability ratios due to the company and industry still being in its infancy and with the new technology, which brings uncertain demand and risk for the future. Teslas future financial success and possibly their existence depends are the future demand f

58、or electric vehicles and the infrastructure to support them. iv. Yes the company is building a new plant to support future growth and investing in new car models. They are spending to protect their proprietary technologies as they are crucial to future success.v. Finance doesnt provide the company w

59、ith a competitive advantage as they are not very stable financially at the moment.c. Teslas financial performance is comparable to other young companies with new technologies. It takes time to build up economies of scale to become profitable in a brand new industry.d. Yes, they are public company th

60、at is required to follow GAAP and SEC regulations.e. N/Af. N/A3. Research and Development (R&D)a. Tesla is focused on continuing to improve on their existing electric battery technology and will offer 3 different battery options with varying mile ranges in the new Model S. They continue to purchase

61、patents to protect their unique technology. (S)i. The R&D objectives are implied by the business they operate in (their proprietary software) and their financials with the operating expenses heavily weighted to R&D.ii. Yes it is consistent with their objective to provide technological leadership in

62、the field of electric vehicles and promote environmental sustainability.iii. Technology is critical to corporate performance. The companys revenue stream is contingent on developing superior electric battery and vehicle technology. For example, the companys cars have diagnostic systems that link up

63、to Teslas headquarters, which enables the technicians to have an idea of whats wrong with the car even before they go out to the customer.iv. Yes, they are focused on technology innovation and education and put the appropriate resources toward that objective.v. Yes, their biggest competitive advanta

64、ge is their proprietary technologies that are patented or patent pending.b. They are earning revenues from the sales of the cars (currently the Roadster) and through sales of their electric power train components. Tesla is also partnering with other automakers such as Toyota and Mercedes Benz to help them build electric vehicles with Teslas technologies for a fee. (S)c. Tesla believes in teamwork and wants employees from all departments to work together to share knowledge and ideas. Employees work in an open room with no walls to encourage collaboration. (S)d. The companys soft