特斯拉 案例分析Word文档格式.docx

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