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strat man finał > Tesla > Flashcards

Tesla Flashcards

1
Q

main challenge

A

focus remains primarily on EV growth and profitability
broad sustainability goals seen as high risk and distracting

vertically integrated model poses challenges in scaling up production
need to constantly innovate
competitive pressure in the EV market and production bottleneck

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2
Q

economic

A

rising gas prices and inflation make EV more appealing
tax credits and other financial incentives support EV
inflation and high interest rates
historic cash crunch of 2007 that increased financial vulnerability and the 2008 financial crisis
high ev costs limit accessibility

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3
Q

political

A

ice phase out mandates
supportive global regulations for sustainability and EV transition
concerns about raw material sourcing
ice vehicle bands by 2035

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4
Q

sociocultural

A

rising consumer demand for environmental respomsbiloty
shifts reinforce EV adoption and regulatory support
growing urban populations and several public transports may affect
rising concerns over RM sourcing for batteries

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5
Q

technological

A

teslas avdnavmemts in battery and software tech
competitive edge from efficiency, innovation and customer experience

leading in ev battery tech and FSD capaolties
innovating battery tech
over the air updates and FSD efforts
autonomous driving

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6
Q

global

A

USA; industry is growing steadily, driven by demand and favourable prices
europe: Volkswagen leads in total EV sales, signalling tightened competition
‘china: teslas 40% production cost reduction through fully owned subsidiaries pressures competitors to lower costs

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7
Q

EV industry ; industry size

A

based on 2022
US; 10% of new care slaes
china: 20%
europe: 12%
Tesla has a 65% market share

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8
Q

EV industry: growth

A

us ev sales grew 5 times from 2019-2022
Evs are growing ion Europe from 12% from 2019-2022

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9
Q

ev industry trends

A

gvt support
sustainability trends
growing accessibility of EVS
more competition

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10
Q

porter analysis

A

new entrants: high entry barriers lke capital and innovation, teslas scale, infratrsutcre and brand loyalty deter new entrants
rivalry: intensyfing from ford and volkwasgon, Tesla also has early mover advantage and brand loyalty
buyers: increased ev options enhance buyer power, teslas brand loyalty tech edge and swtchig costs reduce it
subs: ICE and HYBRID alternatives threat decreases due to growing regulatory pressure
suppliers: teslas vertical integration reduces dependency, reliance oon scarce raw materials gives supplies power

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11
Q

opportunties

A

rapodulygrowing EV market
advancements in battery tech
renewable energy and product opportunity
solar city–> expanding into residential and commercial clean energy
launch of affordable ev

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12
Q

threats

A

compititon, dependency on raw materials, regulatory vulnerability
economic risks from inflation and high interest rates

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13
Q

strengths

A

innovate leadership and tech –> self driving, manufacturing, battery

vertical integration and manufacturing capabilities
- does in house so reduces costs, faster to innovate and in control of tech
- build own factories, produce own semiconductors, control and monitoring over components
- follow up services are cowardly integrated –> offer repairs

economies of scale and synergy
- they have large factories
- high volume global production (global. networks of giga factories)
- vehicles and energy solutions–> supercharger network, energy, comprehensive solutions

strong brand and market positio
- brand recognized
- dominant market position
- global presence
- consumer loyalty

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14
Q

additional strengths

A

clean tech energy company
software enhancements
data collection
disctinctibe vehicles
streamlined customization and production

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15
Q

weaknesses

A
  1. production and operational challemnges
    - scaling issues (production hell)
    - cost and complexity with being vertical integrated
    - quality control–> related below average and hard to balance grwth with customer staisfcati
  2. market and financial risks
    - product portfolio concentration –> model 3/y is 96% of sales
    l- imited offering for lower income consumers
  3. leadership and strategic risks
    - dependency on Elon musk
    - issues with leadershop
    - neg attention like from the SEC lawsuit
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16
Q

supply chain management

A

joint venture –> leads to further innovation with battery, cost and space efficient its with Panasonic
monitoring suppliers inventory levels–> can anticipate shortages
insourcing critical compiennts–> reduces reliance
closed loop replying
- reduces waste
- costs reduced

COST EFFICIENT AND STABLE PRODUCTION

17
Q

operations

A

1/ vertical intergation–> manufacturing, battery production and software development
2. giga factory–> allows total control over construction and design, global network, integrated production

ECONOMIES OF SCALE AND CPNTROL

18
Q

distribution

A
  1. foward integrated distribution channel 9direct to consumer sales model online)
  2. limited customization options allows for mass production

global network of gigafactories to ensure efficient delivery

STRONG BRAND CONSUMER RELATIONSHIPS

19
Q

marketing and sales

A
  1. minimal marketing
    - brand rep
    - high profile product unveilings
    - streamlined customization
  2. cross selling
    - energy generation, store and trasnport
    - ecosystem

direct sales

STRONGER BRAND CONSUMER RELATIONSHOPS

20
Q

follow up services

A
  • poweerback /pwoerll tech
  • supercharging stations
  • OTA updates
  • mobi;e service
  • insurance
  • direct to consumer model –> can monitor consumers and respond to changes

IMPROVED AND TAILORED CUSTOMER EXPERIENCE

21
Q

financen

A

strategic investments made over time to improve ca[pacity
pure order model act as interest free loans
strong market valuation

CONSTANT INNOVATION AND FLEXIXBLE SUPPLY CHAIN

22
Q

R AND D

A

TESLA IS COMMITED TO sustainability (power wall)
reduce manuacterimg costs (next generation platform, 468- battery cell)
creates different products like new cars, self driving

23
Q

information tech management

A

data driven iterations –> can monitor production and sales, streamlining deicison making
In house software and IT

DIFFERENTIATON AND EFFICIENT MANUFACTERING

24
Q

Human Resources management

A

innovate and strategic CEO
strategic employee distribution (129000 employees with 65000 in manufacturing )
talented Wirkforc, innvoation

25
Q

core competencies

A
  1. vertical integration and control over value chain
  2. in house r and d
26
Q
  1. vertical integration and control over value chain (core comoeneticties )
A
  1. vertical integration of production
    - control over entire production costs
    - reduces costs, faster innovation
  2. global manufacturing
    - economies of scale
    - reduced shipping cost
  3. advanced supply chain management
    - strategic partnership with Panasonic
    - insource critical components
  4. follow up servioces
    - forward integration of sales and services
    0 super chargers, services and insurance
27
Q

in house r and d (core comp)

A
  1. fast innovation
    - culture of development and risk taking
    - adapt and stay ahead
  2. battery tech
    - in house battery r and d (4680 battery cell)
  3. in house software r and d
    - autonomous driivng
    - OTA sotfware enhancements
  4. leadership and strategy
    - vision and innovation
28
Q

competitive advnaage

A
  1. difereination focused avdantave
    - premium prices
    - innovative
    - vertical integration
    - brand image
  2. core differeintaors
    - r and d
    - follow ip
    - brand [ower
    - vertical integration
  3. sustaimable compeitive position
    - differienaton
    - solid leader position
    - rivals struggle to replicate
29
Q

business level strategy

A

differeinaton
- sets itself apart In both the automative and clean energy markets by:
- innovate
- unique Tesla features
- strong brand roegnition
- first mover avdnatges
- implementing vertical integration

30
Q

some elements of focused cost leadership

A

focus is on making products more affordable for their high class
not cheap but less expensive for their wealthy customer
consistent scaling

31
Q

corporate level strategy

A

automative business brings in 77 million
energy generation and storage business brings in 4 billion

32
Q

acqusition and joint venture

A

acquired Tesla motors , solar city
joint venture with Panasonic

33
Q

synergies

A

uses similiar lithium ion batteries for both EV and energy storage products (economies of scope)
the powerwall stores energy captured on the roof for later use

achieve multipoint competition through horizontal diversification

achieves synergies between its 2 core businesses

strat man finał (5 decks)

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