Tesla Motors Strategic Management (Presentation)

Download Tesla Motors Strategic Management (Presentation)

Post on 15-Aug-2015

163 views

Category:

Documents

6 download

Embed Size (px)

TRANSCRIPT

  1. 1. Team#8:JohnEspanol,TerenceLy, NaohisaMatsumoto,MarkNagel BUS690[11]
  2. 2. Agenda IntroducFon CompeFtors InternalEnvironmentalAnalysis VRIOFramework Resource-BasedView CapabiliFes CoreCompetencies StrategicAnalysis BusinessLevelStrategies InnovaFon&StrategicEntrepreneurship CorporateLevelStrategies ProblemsIdenFcaFon RecommendaFons
  3. 3. Introduction Designs,manufacturers andsellselectriccarsand electricvehicle powertraincomponents. Foundedin2003byElon Musk,MarFnEberhard, MarcTarpenning,JB StraubelandIanWright. LaunchedIPOonthe NASDAQstockexchange inJune2010underthe symbolTSLA. PaloAlto,CAHQ
  4. 4. Introduction Gainedwidespreada^enFona_erproducing rstfullyelectricsportscartheTesla Roadster,inFebruary2008.
  5. 5. Introduction FollowedupwiththeModelS(afullyelectric luxurysedaninJune2012). Received2013MotorTrendCaroftheYear
  6. 6. Introduction PostedprotsfortherstFmeduringtherst quarterof2013: Sharesskyrocketedtowellover$100.
  7. 7. Competitors Direct(All-Electric) Indirect(HybridTechnology) NissanLeaf ToyotaPrius FordFocusElectric ChevroletVolt Fiat500e ChevroletMalibu ToyotaRAV4EV FordFusion HondaFitEV FordEscape HondaAccord HondaCivic
  8. 8. Internal Environmental Analysis
  9. 9. VRIO Framework V (Valuable) MassivecarmanufacturerslikeToyotaandDaimlerarebuyingthe powertraincomponentsfromTeslatouseontheirvehicles. R (Rare) Teslacarsaretheonlyonesthathavearangeof300milesonasingle chargebecauseofthisparFcularpowertraintechnology. I (Costlyto Imitate) Allbigcarmanufacturershavecreatedpureelectricpoweredmodels butnonecanmatchtheperformanceandeciencyofTeslascars. O (Organizedto Capture Value) TeslaconsistentlyseeksproductimprovementsthroughappreciaFng andexploiFngthemanybreakthroughinnovaFonsdiscoveredamong engineers,electricians,physicists,andbusinessprofessionals. Teslapartnersandcontractswithnumerousindividualsand organizaFonstofurtherresearchanddevelopimprovements.
  10. 10. Resource-Based View Resources -Capital -Land -Buildings&oces -Manufacturingplants -Equipment -Supplies -Employees -Dealerships -Physicalshowrooms -Servicecenters -ElectricchargingstaFons (Superchargers) -InnovaFve&experimental culture -Knowledge -R&D -Brandvalue -Virtualshowrooms -ReputaFon&awards -Partnerships&alliances withautomakers/scienFsts -IntellectualPropertyRights: -Patents -Copyrights -Trademarks -TradeSecrets IntangibleTangible
  11. 11. Capabilities Brandmanagement MarkeFngandsales MassproducFoncommercializing ElectricVehicle(EV)markeFngleadership Financialmanagement PublicrelaFons Powertraindevelopments
  12. 12. Core Competencies Averylowcostandecient single-speedgearboxmated withaconFnuallyimproving motorinverterandba^ery. Powertraintechnology: Contractedmostofthedesign andmanufacturingtoother expertsinordertofocusmore onimprovingpowertrain technology. Licensingitsdrivepropulsion technologyandpackaged ba^erysystems. TeslasInnovaFvePowertrain ModelSFramewithFront&RearDrivetrains
  13. 13. Strategic Analysis
  14. 14. Business Level Strategies FocusedDierenFaFon: Focusesonvaluedrivers ratherthancost Usesintangibleresources Vehiclesrunsonba^ery power TeslaMotorswillactuallybe biggerandfasterthan comparably-priced,electric cars.
  15. 15. Business Level Strategies Oershigh-energy chargingstaFonscalled Superchargers TeslaRangers Licensingitsba^eryand powertraintechnology Joinedpartnerships withToyotaand GermanysDaimlerAG. SuperchargerStaFon TeslaRanger
  16. 16. Innovation & Strategic Entrepreneurship DisrupFveinnovaFon: Usingnewtechnologytoa^ackexisFng marketsandcontrollingit. ImplemenFngproductinnovaFonsinsteadof processsincetherearenorelaFve compeFtorsinTeslasnichemarketsegment. Onlyelectriccarcompanyoeringin-home serviceandassistancetocustomers. OnlycompanytobuildSuperchargers exclusivelyforcustomers. Vehiclesarenotrivaled(sellingcarsthatare biggerandfasterthannormalelectric vehicles). UsingadvancetechnologytobuildlonglasFng ba^eriesthatgo200milespercharge.
  17. 17. Corporate Level Strategies VerFcallyintegrated PerformssomebackwardintegraFon(i.e.selling ofpowertrainsandotherrelatedcomponents). Highlevelofperformancewithaverynarrow diversicaFonstrategy. DominantdiversicaFon Geographicscope(mostlyintheU.S.butseeking toentertheglobalmarketbeginningwithEurope, AsiaandAustralia). Formingpartnershipsandjointventures(Ex. ToyotaandDaimlerAG). Holdshighmarketshareinafast-growingmarket. InvestsucientresourcestoholdposiFonand increaseinvestmentsforfuturegrowth.
  18. 18. Problems Identification Onlinesales: Somestatesrequireabrick-and-mortardealership Lackingsalespresenceinmanystates Notabletofeelortestdrivebeforepurchase DiculttoaskquesFons Services: NotenoughchargestaFons LimitedcerFedtechnicians Costofmaintenance NotenoughRangers
  19. 19. Recommendations Increaseawareness: Openmorestores Providedemocarsfortest drives MulFplecitytoursatonce CarshowsanddemonstraFons Promoteconvenience: ChargingstaFonswithinevery 50-100milesradius Standardizechargingportsto reducecost IncreasenumberofcerFed technicians HiremoreRangers BuildMoreSuperchargers! IncreaseDistribuFonChannels!
  20. 20. Questions?