特斯拉 案例分析Word文档格式.docx
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特斯拉 案例分析Word文档格式.docx
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2.Teslaisintheelectricautomobilebusiness.Itsmissionis“Todevelopalternativeenergyvehiclesforpeoplewholovetodrive.”ItisanappropriatestatementforTeslabecauseitsEVsarestylishandprovidehigh-endperformancefordrivingenthusiasts.
3.Thecorporate,businessandfunctionalobjectivesareto1)Achievebothgrowthinsalesandprofits,2)Providetechnologicalleadershipinthefieldofelectricvehiclesand3)Fostersustainabilityandsocialresponsibility.Theseobjectivesareconsistentwithitsstrategicpostures.
4.Thecorporate,businessandfunctionalstrategiesaretopursue1)GrowththroughinnovationandincreasedproductofferingswithdevelopmentandsaleoftheModelSistocreatehigherdemandandrevenue,2)Expansionthroughstrategicalliances,frompartnershipswithToyotaandDaimlertosupplyingelectricpowertrainstouseintheirelectricvehicledesign,3)Sustainabilityandsocialresponsibilityeffortsthroughdevelopmentofnon-petroleumproductsandproducingverylittlecarbonemissions,4)Productdifferentiationwithfocusonahigh-priced,high-performanceelectricvehiclesthatcompeteagainsttraditionalperformancecars,5)Highlyintegratedmarketing,salesanddistributioneffortsthroughitsTeslastoresand6)Increaseinternationalmarketsharethroughitsinternationalexpansion.Thesestrategiesareconsistentwithitsstrategicpostures
5.Thepoliciesaretofocusonutilizinggreenenergy&
technology,andonproducingluxurious,highperformingEV.Teslahasextensiveportfolioofintellectualpropertiesfromitsproprietarytechnologiesandsoftwaresthatareusedtomanageefficiency,safetyandcontrols.Theyareconsistentwithitsstrategicposturesofproducinghighperformanceautomobilesthatuseclean,environmentalfriendlysources.
6.Tesla’scurrentstrategicposturesreflectitsinternationalexpansionplan.Teslacurrentlydoesnothaveinternationaloperations,alloperationsisbasedinitsHQinPaloAlto,California.Itisonitswaytoopeninganumberofstoresworldwidetoincreasecustomers’knowledgeofTesla’sEV.
II.CorporateGovernance
A.BoardofDirectors
1.The8membersofBODareElonMusk,BradBuss,IraEhrenpreis,AntonioGracias,SteveJurvetson,Prof.Dr.HerbertKohler,KimbalMuskandLarrySonsini.Theyareallexternaldirectors,exceptElonMusk,theChairman,ProductArchitectandCEOofTesla.
2.Intotal,theBODsownlessthan10%sharesofstock.
3.Thestockispubliclytraded.
4.Thedirectorshavediverseworkexperiencesinindustriessuchasdesign,engineering,finance,investment,software,lawandcorporategovernance.Theyalsohaveinternationalexperiencenecessarytosupportitsinternationalexpansion.
5.MostofthemhavebeenTesla’sboardmemberssinceitsIPO.
6.TheseboardmembersareactivelyinvolvedinTesla’sstrategicmanagement.Theyactivelyparticipateandsuggestitsfuturedirections.
B.TopManagement
1.ThetopmanagementconsistsofElonMusk(Chairman,ProductArchitectandCEO),JBStraubel(CTO),DeepakAhuja(CFO),FranzVonHolzhausen(ChiefDesigner),GeorgeBlankenship(VP,Sales&
OwnershipExperience),GilbertPassin(VP,Manufacturing),EricWhitaker(GeneralCounsel),DiarmuidO’Connell(VP,BusinessDevelopment),ArnnonGeshuri(VP,HR),PeterCarlsson(VP,SupplyChain),andJeromeGuillen(DirectorofModelSPrograms).
2.The11executiveshavediverseworkexperiences,withbackgroundsindifferentindustriesincludingtechnology,consulting,design,sales,andmarketing.TheyareinternationalexpertsincountriessuchasJapan,Germany,andotherpartsofEurope.
3.ThetopmanagementhasbeenresponsibleforTesla’sperformanceoverthepastfewyears.TheyhelpedTeslatostriveinEVautomobileindustry.
4.IthasestablishedasystematicapproachtostrategicmanagementonlytoacertainextentduetoTesla’snatureofusinginnovationasitsmaindriveofgrowth.
5.Theexecutiveshavebeenheavilyinvolvedinthestrategicmanagementprocess.
6.N/A
7.Strategicdecisionsaremadeethicallyinasociallyresponsiblemanner.BeingsociallyresponsibleispartofTesla’scorporateculture.Itsprincipleofdevelopingnon-petroleumbasedvehiclesclearlyshowsitscommitmenttofostersustainability.
8.N/A
9.Topmanagementissufficientlyskilledtocopewithlikelyfuturechallenges.TheyhavedirectedTeslaintotherightdirectiontowardsoverallgrowth.
III.ExternalEnvironment(EFASreferExhibit1)
A.SocietalEnvironment(PESTELAnalysis)
1.Economy
a.Competinginanindustrythatisexpanding.(O)
i.Absolutmarketshareislessrelevantthanhowfastitisgrowingitsmarketshare.
b.Massivebudgetdeficit.(T)
i.MembersofRepublicanPartyhavefocusedtheirdemandsforbudgetcutsinthe“discretionaryspending”arena,whichiswherealternativeenergyfundingfalls.
ii.EVindustryhasveryfewlobbyistsandismorevulnerabletobeingtargetedinbudgetcuts.
c.Theeconomicrecoveryhascreatedmoredemandforhigherpriced,luxuryvehicles.(O)
d.Muchmorestablecostsofelectricitymakeanelectricvehiclemoredesirable.(O)
i.Thevariabilityofoilprices,mostofthetimesincreasingoilprice,meansthattraditionallypoweredvehicleownerscannotpredicttheirfuelcosts.
e.EVscostsignificantlymorethantraditionalvehiclesofsimilarstyleandperformance.(T)
2.Technological
a.Industry-relatedtechnologyisalwaysadvancinginEVindustry.(O)
ThetechnologiescanbeusedtoimprovetheEVs.Theyarerelatedtointellectualproperties,batterycelldesignandknowledge&
skillsoftheworkforce.Someareavailableforgeneraluse,howevermosttechnologiesareproprietary.Manycompaniesownpatentsoftechnologiesthattheydevelopedin-house.TheseIPswillprovidethecompanieswithacompetitiveadvantage.Developmentofnewbatterytechnology,bycompanieslikePlanarEnergy,forEVscouldalsopotentiallyprovidemoreenergyforalowercost.
3.Political–Legal
a.VariousfederalandstategovernmentalagenciesarecurrentlysupportingloanprogramsthroughtheDepartmentofEnergyandtheCaliforniaZeroEmissionVehicle(ZEV)program.(O)
b.FocusondecreasingU.S.dependenceonpetroleumproducts.(O)
c.GlobaleconomicpoliciessupportingusageofenvironmentallysustainableproductssuchasEVs.(O)
d.ManyregulationscompliancerequiredtodevelopEV.(T)
i.NumeroussafetyrequirementsgovernedbytheNationalHighwayTrafficSafetyAdministration.
ii.BatterysafetyandtestingisheavilyregulatedbythePipelineandHazardousMaterialsSafetyAdministration.
iii.Automobilemanufactureranddealersregulationsissues.
iv.Newregulationofminimumnoiserequirements,mandatedbythePedestrianSafetyEnhancementActof2010.
4.Socio-Cultural
a.Continuousshifttowardsgreenenergy.(O)
i.PresidentObamacommittedtofunding“green”initiativesthroughvariousvehicles.
ii.Settingagoalofgetting1millionelectriccarsontheroadby2015.
b.CustomerperceptionsofEVbeingunderpowered,clunkylooking,hardtochange,quirkyandundependablevehicles.(T)
c.Absenceofpublicinfrastructureforrechargingelectricvehiclebatteries.(T)
i.Highrelianceonanetworkofavailablepowersources.
ii.LimitEVdrivingrange.
iii.NegativeimpactontheimageofEV.
Alltheseforcesaredifferentinotherregionsoftheworld.USbeingoneofthemostdevelopedcountriesintheworldhasoneoftheleadingEVmarketsalongwithcountries,suchasGermany,UKandJapan.OtherlessadvancedcountriessuchasChina,India,andRussiahavenotreachedthestagewherethemarketisgearedtowardsgreentechnology.
B.TaskEnvironment
1.ThreatofNewEntrants:
Low
a.Hybridtechnologyiswellunderstoodbymajorautomobilecompanies.
i.Theydeveloped&
marketedtheirownversionofelectric/gasolinehybridvehicles.
b.All-electric&
hydrogenfuel-cellautomobilesareuniquetechnologiesthatneedresourcestodevelop.
c.Energystorageandmotortechnologiesarebarrierstonewcompetitors.
d.RechargeablebatterysystemsandfuelcellsarenewertechnologiesthatrequirelargeinvestmentsinR&
D.
e.Acompetitorneedstodevelopitsowntechnologies/partnerwithanothercompany.
2.BargainingPowerofBuyers:
Moderate
a.Fragmentedindustry,customersarehighlyinfluencedbytrend.
b.Targetmarketispeoplethatmakeover$75,000ayearthatissensitivetoenvironmentalchange.
3.ThreatofSubstituteProducts:
a.Substitutesaretraditionalcars,train,bus,bicycle,motorcycle.
b.EVisthemostenvironmentallyfriendlymodeoftransportationthatsatisfieshighendcustomers.
4.BargainingP
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