特斯拉 案例分析.docx

1、特斯拉 案例分析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

2、over as 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

3、 world. 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 extens

4、ive supply 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 busin

5、ess. 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 i

6、n sales 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 innovatio

7、n 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 soc

8、ial 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

9、 distribution 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 source

11、s.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.2.

13、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 its i

14、nternational 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, Product Arc

15、hitect 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), Peter Carl

16、sson (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, Germany, a

17、nd 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 using innovati

18、on 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 non-petroleum bas

19、ed 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 Environment (PEST

20、EL 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 “discretionary spending” arena, wh

21、ich 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 electric vehicle more de

22、sirable. (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. Industry-related techno

23、logy 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 proprietary. Many companies own pa

24、tents 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 Legala.Various federal and st

25、ate 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 environmentally sustainable prod

26、ucts 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 Safety Administration.iii. Automob

27、ile 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” initiatives through various vehicles

28、.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 batteries. (T)i. High reliance on a netw

29、ork 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 countries, such as Germany, UK and Ja

30、pan. 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.i.They developed & marketed their own

31、 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 fuel cells are newer technologies that requi

32、re 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 $75,000 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 P