Professional Documents
Culture Documents
of
Business
Strategy
1
Strategic
Analysis
Report:
Tesla
Motors
Inc.
Executive
Summary
Tesla
Motors
Inc.
is
part
of
the
automotive
industry,
with
a
specialization
in
the
electric
vehicle
(EV)
market,
it
manufactures
vehicle
as
well
as
electric
powertrain
components.
The
market
for
electric-based
vehicles
is
expected
to
grow
approximately
to
10.6
million
globally,
or
to
approximately
14%
of
new
vehicles
sold
by
2015,
from
1.75
million
units
or
3%
of
new
vehicles
sold
in
2008
(2).
GM,
Toyota
and
BMW
own
a
significant
part
of
this
market
(24%)
with
Tesla
Motors
only
accounting
for
0.01%
as
seen
in
Exhibit
B.
Industry
The
electric
vehicle
industry
growth
however
is
increasing
as
fuel
prices
remain
high
and
there
is
a
greater
concern
for
the
environment
thereby
resulting
an
ever-
increasing
demand
for
more
energy
efficient
cars
(See
Exhibit
A).
Political
factors
are
incentivizing
competitors
such
as
BMW,
GM
and
Toyota
to
invest
in
more
research
and
development
of
effective
electric
vehicles
due
to
grants
provided
by
the
government
(See
Exhibit
B
for
details
on
each
manufacturers
electric
vehicle
fleet).
Tesla
will
experience
direct
competition
from
other
electric
vehicle
entrants,
with
indirect
competition
from
existing
and
emerging
plug-in
hybrid
vehicle
manufacturers
and
competition
from
substitutes
including
gasoline
hybrid
and
gasoline
powered
vehicles
(See
Exhibit
C).
Tesla
Motors
is
currently
operating
within
the
upper-range
luxury
vehicle
market
that
accounts
for
15%
of
the
market
(3)
and
there
is
currently
little
threat
from
the
other
EV
manufacturers
with
respect
to
a
product
that
can
compete
against
the
performance
offered
by
Teslas
vehicles
for
the
same
price
range
(Based
on
analysis
from
Exhibit
A,
B).
Tesla
has
a
major
competitive
advantage
due
to
its
Powertrain
technology
as
seen
in
Exhibit
D
but
the
direction
of
other
large
manufacturers
towards
developing
competitive
EVs
means
this
advantage
may
dwindle
as
these
firms
direct
more
resources
towards
developing
at
par
technology
(Exhibit
B).
Technological
developments
especially
with
battery
technologies
will
result
in
meaningful
cost
reductions.
Currently
EV
batteries
account
for
50%
cost
of
the
vehicle
(2),
with
limitations
for
mass
adoption
of
battery
powered
electric
vehicles
being
battery
range
limitation
and
high
costs.
Continued
R&D
and
anticipated
economies
of
scale
should
spur
significant
cost
reductions
and
performance
improvements
(5).
Furthermore,
the
economy
bouncing
back
from
a
recession
and
customers
looking
to
save
on
costs
with
EVs
would
mean
Tesla
needs
to
be
develop
supporting
infrastructure
through
charging
stations,
availability
of
plug-ins
in
parking
garages,
restaurants
and
other
commercial
establishments
to
support
recharging
facilities
for
its
vehicles
(3).
This
should
overcome
the
range
anxiety
that
is
currently
hindering
adoption
rates
of
electric
vehicles
in
the
market
and
show
promising
demand
for
Tesla
Motors
vehicles
and
other
electric
vehicles
in
the
near
future
(4).
Competitive
Situation
Tesla
Motors
is
particularly
well
positioned
to
capture
and
sustain
a
significant
share
of
the
high-end
luxury
niche
market.
Through
analysis
of
Exhibit
C,
competition
with
alternative
products
such
as
hybrids
and
low
displacement
diesel
vehicles
poses
a
moderate
threat;
substitute
products
that
are
currently
offered
such
as
GMs
Chevy
Volt
have
to
yet
to
reach
the
performance
advantage
Tesla
products
have
to
offer.
Tesla
Motors
is
well
placed
at
an
advantage
due
to
its
technology,
brand
recognition
and
unique
component
product
lines
(power
trains,
vehicle
batteries
etc.)
as
seen
in
Exhibit
D
&
E.
Currently,
in
the
automotive
industry,
large
capital
investment
is
required
to
setup
an
automobile-manufacturing
factory.
This
coupled
with
strict
laws
and
regulations
for
entry
into
the
industry
make
it
difficult
for
new
competitors
to
affect
the
strategic
positioning
Tesla
has
(Exhibit
C).
Continued
partnership
with
large
vehicle
manufacturers
such
as
Toyota
and
Daimler
mean
only
a
small
number
of
true
competing
vehicles
are
present,
that
too
in
different
niches
compared
to
Tesla
resulting
in
a
overall
low
threat
to
the
company.
Bargaining
power
evidenced
by
buyers
is
extremely
low
due
to
a
large
demand
for
electric
vehicles
that
provide
the
range
given
by
Tesla,
no
other
comparable
technology
exists
both
at
a
consumer
choice
level
or
business
choice
level
from
other
manufacturers
when
it
comes
to
vehicle
choice
or
electric
battery/power
train
technology
(Exhibit
C).
Bargaining
power
from
suppliers
is
also
low
due
to
all
components
of
Tesla
cars
being
developed
primarily
in-house.
Tesla
sources
its
Li-ion
cells
from
various
manufacturers
but
its
engine
and
chassis
are
developed
in
house.
Moreover,
Tesla
Motors
has
a
distinctive
and
difficult
to
imitate
capability
when
it
comes
to
its
brand
appeal
as
well
as
integration
of
powertrain
technology
with
vehicle
design
and
systems
(4).
Tesla
has
a
great
competitive
advantage
when
it
comes
to
leading
in
electric
vehicle
technology
and
ability
to
integrate
its
powertrain
technology
with
its
vehicle
design
and
software
to
produce
a
high
performing
product
(See
Exhibit
E).
Its
ability
to
leverage
its
advanced
technology
through
the
use
of
unique
sales
model
such
as
owning
and
controlling
its
own
vehicle
sales
network
helps
to
rapidly
focus
on
product
development
through
quick
customer
feedback
(See
Exhibit
F).
Moreover,
strong
alliances
with
major
manufacturers
through
supplying
powertrain
components
and
exclusive
partnerships
provide
a
competitive
advantage
in
diversifying
its
service
model
to
not
solely
relay
on
vehicle
sales
and
enhance
its
research
and
development
of
products
by
leveraging
other
manufacturing
insights
(See
Exhibit
F).
Conclusion
That
being
said,
although
Tesla
Motors
is
well
placed
in
the
industry
right
now
a
question
remains
on
how
their
current
capabilities
will
enable
them
to
remain
at
a
competitive
advantage
in
the
Electric
Vehicle
market
in
the
near
future.
Major
manufacturers
such
as
GM
and
Toyota
are
investing
more
resources
into
developing
technology
that
is
at
par
with
what
is
being
developed
by
Tesla.
Tesla
has
evident
weaknesses
when
it
comes
to
supply
problems
in
terms
of
components
if
demand
increases
significantly
(Exhibit
E).
Furthermore,
the
luxury
market
share
is
quite
niche
and
a
small
part
of
the
overall
electric
vehicle
market.
In
order
to
sustain
its
competitive
advantage
it
has
to
attempt
to
follow
one
or
more
of
the
following
strategic
paths
in
the
near
future:
Enter
the
mass
market
through
development
mid
to
low-range
cost
electric
vehicles,
this
will
allow
them
to
leverage
its
technological
advantage
and
capture
a
significant
piece
of
the
EV
market
and
increase
its
customer
loyalty
base.
This
is
currently
evidenced
by
Tesla
Motors
plane
to
release
a
upper-mid-range
model
named
X
in
the
near
future
(3).
Continue
to
create
supporting
infrastructure
in
a
manner
that
enables
not
only
travelling
through
all
of
North
America
but
globally
through
charging
station
development
in
Europe
and
other
areas
such
as
Australia
where
growth
Tesla
cars
is
prevalent.
Diversify
their
technological
capability
to
serve
other
industries
aside
from
automobiles
such
as
the
aviation
industry,
railway
industry
and
shipping
industry.
Based
on
these
three
possibilities,
through
a
VRIN
analysis
(See
Exhibit
D),
leveraging
Teslas
innovative
culture
and
current
advantage
in
terms
of
technological
capability.
It
is
recommended
that
Tesla
Motors
being
by
investigating
potential
industries
outside
of
the
automobile
industry
to
leverage
its
technology.
Example
being
the
incorporation
of
powertrain
technology
into
Boeings
787
dream-liner
fleet
that
is
currently
experiencing
battery
efficiency
issues
(7).
This
strategic
approach
increases
the
possibility
of
exploiting
economic
rents
in
untapped
markets
where
current
technology
is
not
feasible/sufficient.
Revenue
from
this
strategic
approach
can
then
be
used
to
aggressively
expand
production
capabilities
of
Electric
Vehicles
at
Tesla
Motors
as
well
as
invest
in
improving
its
powertrain
technology
and
enable
it
to
compete
with
the
larger
manufacturers
that
are
set
to
enter
the
market
with
well-performing
electric
vehicles
soon.
Exhibits
Exhibit
A:
Environmental
Analysis
Demographic
Trends
Socio-Cultural
Influences
Technological
Development
Political
Legal
Pressures
Macroeconomi
c
Impacts
Environmental
Analysis
Teslas
high
price
point
caters
towards
individuals
with
a
yearly
disposable
income
of
$100,000+
Influx
of
baby
boomers
set
to
retire
and
increase
in
younger
generation
will
mean
an
consumer
base
catered
more
consciously
towards
buying
green
friendly
products
Target
market
are
car
enthusiasts,
follow
trends
and
are
environmentally
conscious
Major
automobile
market
holders
are:
Toyota
Motor
Corporation
General
Motors
Corporation
Ford
Motor
Company
Hyundai-Kia
Automotive
Hondo
Motor
Ltd.
The
industry
it
self
is
segmented
into
the
following
type
of
vehicles:
Compact
and
subcompact
cars
(36%)
Midsize
and
full-size
sedans
(44%)
Sports
cars
(5%)
Luxury
cars
(15%)
As
fuel
prices
remain
high
and
greater
concern
for
the
environment
is
seen
from
Consumers,
more
energy
efficient
cars
are
increasing
in
demand.
The
major
automakers
are
required
to
also
release
more
energy
efficient
vehicles
to
the
market
as
per
Govt.
bail
out
agreements.
Maximum
range
for
Tesla
cars
is
300
miles
Charging
station
infrastructure
expected
to
be
deployed
along
high
ways
Department
of
Transportation
has
created
charging
stations
and
listed
them
on
publicly
accessible
website
Over
50
patents
related
to
Powertrain
components
Canada
has
many
cities
with
120
volt
outlets
ideal
for
charging
Plug-in
hybrids
and
all-electric
vehicles
qualify
for
a
$2,500
to
$7,500
federal
tax
credit
Department
of
Energy
grants
US$465
million
loan
to
Tesla
in
2009
House
Bill
3351/Senate
Bill
1659
which
would
allow
manufacturers
of
electric
cars
to
sell
directly
to
consumers
in
Texas
Ontario
government
has
announced
it
requires
one
in
every
20
vehicles
to
be
electrically
powered
by
2020
with
Incentives
in
rebates
from
$4,000
to
$10,000
Cost
of
operating
a
vehicle
is
increasing
due
to
rising
fuel
costs
Steady
economic
growth
and
job
creation
as
well
as
low
inflation
and
strong
stock
market
should
motivate
consumers
to
buy
new
cars
Fleet
of
cars
from
recession
times
are
nearing
and-of
life
which
will
drive
consumers
to
the
new
car
market
Estimated
300,000
additional
lease
returners
compared
to
2013
will
create
an
increase
in
number
of
leases/purchases
of
new
vehicles
in
2014
Tesla
.01%
74.95%
Competitor
Analysis
BMW
GM
2%
10%
13.08%
1.32%
2964
1.32B
High
quality
electric
vehicles
with
excellent
features
and
design
as
well
as
superior
functionalit
y
and
performanc
e.
106870
10.48B
Evident
effort
being
directed
towards
entering
low-
emission,
low-
consumption
auto
market
Companys
first
all-
electric
series
production
vehicle
is
available
Designs
and
builds
its
own
electric
motors
for
its
models
213000
152.84B
Innovative
and
keeping
up
with
competito
rs
through
products
such
as
the
Chevy
Volt
Well
establishe
d
brand
since
1908
Toyota
12%
-2.16%
333498
289.95B
Well-known
brand
with
a
large
market
presence
and
large
manufacturi
ng
capability.
Unique
pricing
practices
and
operations
that
lowers
buyer
power
and
provides
competitivel
y
priced
cars
Potential Entrants
Threat: Low
Suppliers
Industry
Competitors
Competition:
Moderate
Threat: Low
Substitutes
Threat:
Moderate
High
entry
barrier:
Large
number
of
Buyers
Threat:
Low
Rare
Imperfectly Imitable
Non-substitutable
Battery
electric
vehicle
first
mover
advantage
Rising
revenues
Bold
marketing
strategy
Self-operating
and
distribution
Strong
partnerships
with
other
automobile
manufacturers
Leading
edge
technology
Strong
brand
image
Excellent
product
being
fastest
and
more
energy
efficient
car
on
the
market
Weaknesses
Limited
scale
of
operations,
no
economies
of
scales
and
low
sales
volume
High
priced
products
Increasing
competition
in
the
market
Low
market
share
Slow
growth
in
electric
car
market
Strong
laws
and
regulations
in
industry
by
government
Component
supply
problems
if
demand
increases
significantly
Opportunities
Threats
Large
manufacturers
devoting
more
money
towards
research
and
development
of
electric
cars
and
fuel
cells
Increased
internal
combustion
engine
efficiency
seen
in
new
cars
Concentrated
and
heavily
regulated
industry
Loss
of
government
subsidies
Technological
innovation
from
competitors
Future
competitors
entering
market
Leading
Technology
Leader
in
electric
power
technology.
Battery
pack
capable
of
storing
53
kilowatt
hours
of
usable
energy,
double
that
of
any
other
commercially
available
electric
vehicle
battery
pack
Powertrain
technology
leveraged
in
its
own
set
of
vehicles
through
expertise
in
electric
vehicle
design
and
systems
integration
Highly
competent
electrical
engineering,
software,
and
controls
as
well
as
vehicle
engineering
and
manufacturing
Sales
Rapid
customer
focused
product
development
process
Perception
in
community
of
a
brand
that
is
a
leader
in
high-performance
long-range
electric
vehicles
Utilization
of
direct
to
customer
sales
through
its
unique
showrooms
Owns
its
vehicle
sales
and
service
network
and
sells
and
services
its
cars
through
the
internet
Excellent
brand
management
in
terms
of
leveraging
appeal
of
CEO
Elon
Musk
when
it
comes
to
marketing
the
brand
Partnerships
Exhibit
G:
References
1.
2.
3.
4.
5.
6.
7.
Goldman Sachs Group, Inc. Americas: Clean Energy: Energy Storage. June 27, 2010.
http://www.docin.com/p-61696011.html
Ashtiani, C., Cullen, G., Davis, P., Greenwald, J., Hardigan, P., Eladio, K., . . . Zimmerman,
D. (2011, February). Plug-in electric vehicles: A practical plan for progress. Expert Panel Report,
School of Public and Environmental Affairs at Indiana University.
Gairthwaite, J. (2011). Tesla prepares for a gap as roadster winds down. New York Times. Retrieved
July 14, 2014, from http://www.nytimes.com/2011/05/08/automobiles/08TESLA.html
Patel,H.,&Aalok, V. (2010,August). TeslaMotors: Electrifying luxury. Report. J.P.Morgan Securities.
Ramsey, M. (2010, October). High battery cost curbs electric cars. Wall Street Journal. Retrieved July
24, 2014, from
http://online.wsj.com/article/SB10001424052748703735804575536242934528502.html
Boeing 787 Dreamline Battery Problems, Retrieved July 24, 2014, from
http://en.wikipedia.org/wiki/Boeing_787_Dreamliner_battery_problems