- Tesla is on track to achieve its production targets for the Model 3, with over 1,800 net reservations per day since the handover event last week
- Tesla expects positive Model 3 gross margins in Q4 and is targeting 25% margins for Model 3 in 2018
- Deliveries of Model S and Model X grew 53% in Q2 compared to the same period last year
Tesla Motors: A Silicon Valley Version of the Automotive Business ModelSubrahmanyam KVJ
Think of the Model S as an app on four wheels,” says the Tesla website. If software is eating the world, then Tesla Motors sure is showing the automotive industry how by adding technology to the business model. In the few years that Tesla Motors has been around, the company has upended the traditional automotive industry model, using the silicon valley approach to development. The Tesla story is one of singular ambition and bold vision, fuelled by technology. The company has blazed a trail through a traditional industry, using digital to ensure it stays a lap ahead of the competition. Read our research note to understand how Tesla Motors is achieving this
Tesla Motors: A Silicon Valley Version of the Automotive Business ModelCapgemini
Tesla Motors is revolutionizing the automotive industry by taking a technology-centric approach. It uses digital technologies throughout the customer experience and vehicle design. Tesla has a direct-to-consumer sales model with company-owned stores and takes orders online. It also gathers data from vehicles to remotely update software and improve the driving experience. Tesla aims to accelerate innovation in electric vehicles by opening its patents and building a Gigafactory to produce batteries at scale.
The document discusses the strategic rationale and financial benefits of Tesla acquiring SolarCity. It argues that the acquisition will create an integrated sustainable energy company from energy generation to storage to transportation. It also expects SolarCity to add over $500 million in cash to Tesla's balance sheet over the next 3 years and for the combined company to realize over $150 million in annual cost synergies. The document provides an overview of SolarCity's business model, debt position, and liquidity to argue that the acquisition will be financially beneficial for both companies.
Mercedes car production China crosses 500,000 - Press ReleaseRushLane
The 500,000th locally produced Mercedes-Benz passenger car, an all-new long-wheelbase C-Class model, has rolled off the production lines at Daimler’s Sino-German production joint-venture Beijing Benz Automotive Co., Ltd. (BBAC), marking yet another milestone in Mercedes-Benz’s increasing local footprint in China.
Tesla model 3 forecasting and supply planningAbhi RG , CSCP
This document analyzes Tesla's plans to launch and distribute its new Model 3 vehicle. It includes:
1. A forecast of Model 3 demand over the next 4 years, predicting sales will grow at 20% annually from 191,436 vehicles in 2017.
2. Use of a gravity model to determine optimal locations for 3 new regional distribution centers based on dealership locations and electric vehicle registration data. The optimal locations were in Hudson, NJ, Fulton, GA and Bronson, MI.
3. An analysis of how distribution centers can efficiently deliver vehicles to dealerships at minimum cost by considering inventory holding costs, order costs and transportation costs.
Tesla is an American electric vehicle company that produces electric cars, battery energy storage, solar panels, and related products. It was founded in 2003 and is led by Elon Musk. Tesla began by producing its high-priced Roadster sports car in 2008 and has since expanded its lineup to include the Model S sedan, Model X SUV, and Model 3 sedan. In 2020, Tesla sold over 500,000 vehicles globally and surpassed 1 million electric vehicles produced total. The document provides details on Tesla's history, products, production facilities, and business strategy to transition from low-volume, high-price vehicles to higher-volume, more affordable electric cars.
Tesla Motors is an American company that designs and manufactures luxury electric vehicles and battery products. Founded in 2003, Tesla's mission is to accelerate the world's transition to sustainable energy. Tesla has produced powerful batteries and self-driving vehicles that are revolutionizing sustainability by increasing affordability and accessibility of electric transportation. However, as an innovator of new technologies, Tesla faces significant challenges overcoming high costs of research and development as well as ensuring regulations adapt to innovations like self-driving vehicles.
Tesla Motors: A Silicon Valley Version of the Automotive Business ModelSubrahmanyam KVJ
Think of the Model S as an app on four wheels,” says the Tesla website. If software is eating the world, then Tesla Motors sure is showing the automotive industry how by adding technology to the business model. In the few years that Tesla Motors has been around, the company has upended the traditional automotive industry model, using the silicon valley approach to development. The Tesla story is one of singular ambition and bold vision, fuelled by technology. The company has blazed a trail through a traditional industry, using digital to ensure it stays a lap ahead of the competition. Read our research note to understand how Tesla Motors is achieving this
Tesla Motors: A Silicon Valley Version of the Automotive Business ModelCapgemini
Tesla Motors is revolutionizing the automotive industry by taking a technology-centric approach. It uses digital technologies throughout the customer experience and vehicle design. Tesla has a direct-to-consumer sales model with company-owned stores and takes orders online. It also gathers data from vehicles to remotely update software and improve the driving experience. Tesla aims to accelerate innovation in electric vehicles by opening its patents and building a Gigafactory to produce batteries at scale.
The document discusses the strategic rationale and financial benefits of Tesla acquiring SolarCity. It argues that the acquisition will create an integrated sustainable energy company from energy generation to storage to transportation. It also expects SolarCity to add over $500 million in cash to Tesla's balance sheet over the next 3 years and for the combined company to realize over $150 million in annual cost synergies. The document provides an overview of SolarCity's business model, debt position, and liquidity to argue that the acquisition will be financially beneficial for both companies.
Mercedes car production China crosses 500,000 - Press ReleaseRushLane
The 500,000th locally produced Mercedes-Benz passenger car, an all-new long-wheelbase C-Class model, has rolled off the production lines at Daimler’s Sino-German production joint-venture Beijing Benz Automotive Co., Ltd. (BBAC), marking yet another milestone in Mercedes-Benz’s increasing local footprint in China.
Tesla model 3 forecasting and supply planningAbhi RG , CSCP
This document analyzes Tesla's plans to launch and distribute its new Model 3 vehicle. It includes:
1. A forecast of Model 3 demand over the next 4 years, predicting sales will grow at 20% annually from 191,436 vehicles in 2017.
2. Use of a gravity model to determine optimal locations for 3 new regional distribution centers based on dealership locations and electric vehicle registration data. The optimal locations were in Hudson, NJ, Fulton, GA and Bronson, MI.
3. An analysis of how distribution centers can efficiently deliver vehicles to dealerships at minimum cost by considering inventory holding costs, order costs and transportation costs.
Tesla is an American electric vehicle company that produces electric cars, battery energy storage, solar panels, and related products. It was founded in 2003 and is led by Elon Musk. Tesla began by producing its high-priced Roadster sports car in 2008 and has since expanded its lineup to include the Model S sedan, Model X SUV, and Model 3 sedan. In 2020, Tesla sold over 500,000 vehicles globally and surpassed 1 million electric vehicles produced total. The document provides details on Tesla's history, products, production facilities, and business strategy to transition from low-volume, high-price vehicles to higher-volume, more affordable electric cars.
Tesla Motors is an American company that designs and manufactures luxury electric vehicles and battery products. Founded in 2003, Tesla's mission is to accelerate the world's transition to sustainable energy. Tesla has produced powerful batteries and self-driving vehicles that are revolutionizing sustainability by increasing affordability and accessibility of electric transportation. However, as an innovator of new technologies, Tesla faces significant challenges overcoming high costs of research and development as well as ensuring regulations adapt to innovations like self-driving vehicles.
The document provides an executive summary and market research for a proposed new entry-level luxury electric vehicle called the Gen3 from Tesla Motors. It summarizes Tesla's current position and target markets, and outlines a strategy and marketing plan to introduce the Gen3 at an affordable price point of around $30,000 to expand Tesla's target market and increase market share in the EV/hybrid sector. Market research found increasing demand for electric vehicles and a growing luxury vehicle market focused on entry-level models priced around $40,000, suggesting an opportunity for Tesla to attract new customers with an affordable electric car.
Tesla is attempting to enter the mass market with its Model 3 electric vehicle priced at $35,000. This represents a shift to a new market for Tesla, which has previously only produced high-end luxury electric cars costing $57,000 or more. The success of the Model 3 will depend on Tesla's ability to adapt its production, branding, and customer experience to attract a broader consumer base while still appealing to existing Tesla customers.
Tesla aims to accelerate sustainable energy through electric vehicles. It was founded in 2003 to produce electric cars better than gasoline cars. Tesla is expanding manufacturing and is led by Elon Musk. By offering the more affordable Model 3, Tesla is testing the Coase Conjecture, which predicts consumers will delay purchases expecting future price reductions. Tesla uses pricing strategies like segmentation and innovation to minimize the conjecture's effects. However, its history of missed targets threatens these strategies and its financial viability amid growing electric vehicle competition.
The document summarizes announcements from the 2014 North American International Auto Show in Detroit. Several key points:
1) Many automakers promoted advancements in technology, energy efficiency, and new products to bring car buyers into the future.
2) Auto supplier Denso announced a $10 million expansion and addition of 176 jobs in Southfield, MI.
3) Eco-friendly engineering was a focus, with Ford highlighting its EcoBoost technology and plans to use lightweight aluminum in the F-150 truck.
4) Automakers unveiled over 50 new vehicles, focusing on performance, fuel efficiency, and luxury interior designs.
PowerPoint_3E_Garden_Instructions.docx
Grader - Instructions PPT 2019 ProjectPowerPoint_3E_Garden
Project Description:
In the following project, you will format a presentation for the Pacifica Bay Public Relations department that describes the City of Pacifica Bay Botanical Gardens.
Steps to Perform:
Step
Instructions
Points Possible
1
Open the PowerPoint file
Student_PowerPoint_3E_Garden.pptx downloaded with this project.
0
2
Using the tools on the Design tab, change the Colors for the presentation to Green, and the Fonts to Cambria.
6
3
On Slide 1, format the background by changing the Fill Color to, in the fourth column, the last color.
8
4
Select Slides 2 and 3, and then format the background of the two selected slides with the Canvas Texture.
10
5
On Slide 2, select the paragraph on the right side of the slide, and then apply the Split entrance effect. Change the Effect Options to Horizontal Out. Change the Start setting to After Previous, and then change the Duration to 01.00.
10
6
Use Animation Painter to apply the same animation from the paragraph on Slide 2 to the bulleted list on Slide 3. Then, on Slide 3, remove the animation from the title.
10
7
On Slide 4, hide the background graphics. Format the background with the downloaded picture file
p03E_Flower.jpg. Change the Transparency to 50%.
10
8
Format the title placeholder with a Shape Fill color, in the fifth column, the last color.
4
9
On Slide 4, from your downloaded project files, insert the video
p03E_Video.mp4. Change the Video Height to 5.
10
10
Using the Align to Slide option, apply the Align Center and Align Middle options.
10
11
Format the video by applying, from the Video Styles gallery, a Moderate style—Beveled Oval, Black.
10
12
Change the video Start setting to Automatically. Trim the video to an end time of
00:12. Compress the video using the Standard Quality setting.
(Mac users, the Compress Media feature is not available in the Mac version of PowerPoint.)
10
13
Insert a Header & Footer on the Notes and Handouts. Include the Date and time updated automatically, the Page number, and a Footer with the text
3E_Garden. Display the document properties. As the Tags, type
botanical gardens
2
14
Save and close the file, and then submit for grading.
0
Total Points
100
Created On: 12/02/2020 1 GO19_PP_CH03_GRADER_3E_HW - Gardens 1.1
Decamp_PowerPoint_3E_Garden.pptx
Visit the
Botanical Gardens
At Pacifica Bay
1
About the Gardens
Occupying over 85 acres, the Pacifica Bay Botanical Gardens are home to plant collections from around the world. The grounds are open every day from
10 a.m. until 7 p.m.
Key Features and Exhibits
Award-winning summer camp for ch.
This document brings together a set of latest data points and publicly available information relevant for IOT & AR. We are very excited to share this content and believe that readers will benefit immensely from this periodic publication immensely.
IT Shades publishes an "I-Bytes" monthly newsletter focused on the automotive industry. The July 2021 edition includes the following:
- An introduction and information about subscribing to IT Shades publications.
- Updates on recent mergers and acquisitions in the automotive industry, including BorgWarner acquiring 89.08% of AKASOL and Goodyear completing its acquisition of Cooper.
- New product solutions from automakers, such as Changan Automobile launching its Blue Core iDD hybrid system and Great Wall Motor releasing the 3rd gen HAVAL H6 SUV in Chile.
- Additional sections cover rewards and recognitions in the industry, customer success stories, partnership updates,
Tesla has experienced rapidly growing revenues but has been unable to achieve consistent profitability. While revenue grew 27% to over $4 billion in 2015, the net loss widened to $888 million that year, over three times the 2014 loss. Financing activities have significantly outpaced net income, with $1.5 billion in net cash from financing in 2015 projected to reach $2.57 billion in 2016. The company has accomplished its goal of selling higher-priced vehicles to fund more affordable models, but has done so primarily through financing rather than profits. Upcoming production of the Model 3 electric vehicle will be critical for Tesla to achieve profitability and positive cash flows.
A brand new BEACON (Volume 5, Issue 9) with infographic, riddles and business crossword newly introduced in it.
Company Analysis- TESLA
Brand Analysis- APLLE INC.
Case Analysis- Mumbais Dabbawala
Concept of the Month - Blockchain
The document outlines the 5 core markets served by a company that makes metal rings and cylinders: wind towers, defense, rail cars, HVAC, and power generation. It summarizes the key details about each market, including market share and projected revenue. The wind tower market generates the most revenue at $6 million from producing 1,600 door frames per year. HVAC is also significant, with their biggest customer Trane accounting for $2.2 million in revenue. The document concludes that focusing on strengths and market trends will be important for capitalizing on growth opportunities across the different markets in 2017.
Tesla offers a vertically integrated product that is mostly manufactured in-house, reducing dependence on suppliers. This allowed Tesla to avoid shortages affecting other automakers and scale rapidly. In contrast, Ford traditionally bought many components from suppliers in a "catalog engineering" model. Tesla's strategy helped it become profitable and reach high production volumes, while Ford and others face supply chain issues. Tesla also uses an open patent strategy to help accelerate sustainable energy but still enforces patents against companies that don't agree to its terms.
HIT365 C Programming
Assignment 1
This assignment is worth 15% of the total unit. Marks are given for clarity, presentation,
accuracy and also concise and efficient programs. This is an individual assignment. If
you found guilty of plagiarism, a failure grade will be awarded.
The due date of this assignment is 25th April 2021. Please submit your answers in two files
( o n e i s a *.pdf file containing a pseudocode and a flow chart, and another is a *.c file
containing a c program) using Learnline (in the “Submit Here” tab). Late submissions
incur a 10% penalty per day. Make sure comments are included in your programs so that the
marker can understand your program. Make sure your program can run in Microsoft Visual
Studio available from VMware Horizon if you are using another c compiler. Marks will be
deduced if your program cannot run in Microsoft Visual Studio.
Factory A pays its employees differently depending on his/her position within the
organization.
Managers receive a fixed weekly salary.
Hourly workers receive a fixed hourly wage for up to the first 40 hours they work and
remaining hours are paid 1.5 times their hourly wage i.e. for overtime hour work.
Commission workers receive a basic salary of $250 plus 5.7% of their gross weekly
sales for Item A, 6.4% of their gross weekly sales for Item B and 7.2% of their gross
weekly sales for Item C.
Pieceworkers receive a fixed amount of money for each of the items they produce -
each pieceworker in Factory A works on a maximum of three types of items. Item 1
pays $22.50 per item, Item 2 pays $24.50 per item and Item 3 pays $26.00 per item.
Write a program to assist the payroll secretary in computing the weekly pay for each
employee. The number of employees varies each week. Each type of employee has its own
pay code: Managers have paycode 1, hourly workers have paycode 2, commission workers
have paycode 3 and pieceworkers have paycode 4.
The program must prompt the payroll clerk to enter the appropriate information requires to
calculate each employee’s weekly pay based on that employee’s paycode. A summary of
total employees and total amount paid (sorted for each position) must be displayed at the
end.
Note that when the payroll clerk enters any inappropriate data (for example, entered 6 or a
character as the paycode), the program should display an error message i.e. any potential
problems should be addressed in your code to avoid any fatal errors. You can assume the user
only enters one number or character at one time.
For this assignment, you are required to:
1. Formulate the algorithm using pseudocode.
2. Draw a flow chart.
3. Write a working C program.
Below are some examples of the program output:
Case 12 Tesla: Disrupting
the Auto Industry
Tesla’s strategy was no secret: in 2006, chairman and CEO, Elon Musk, had announced:
“So, in short, the mas ...
This media plan targets "Super Greenie" customers for Tesla's Model S electric vehicle. It allocates $1.2 million across magazines and radio advertisements. Five magazines are chosen: National Geographic, E Magazine, Green Fleet, Audubon, and Robb Report. Three radio stations are selected in Seattle, San Francisco, and Portland. The schedule runs advertisements from March to May to target an environmentally-conscious, high-income audience during good driving months while maintaining a consistent presence across months. The total budget comes in just under $1 million.
This document discusses recent trends in autonomous vehicle technology, including increasing investment and progress towards fully autonomous vehicles. It covers the role of enabling technologies like sensors and mapping. It also analyzes how electric vehicles, machine learning, and the rise of transportation services could shape the future of autonomous vehicles and vehicle ownership models. Key companies and players in this space, including Tesla, Google, Apple, Uber and automakers, are assessed in terms of their approaches and relative strengths/weaknesses in pursuing autonomous vehicle technology and business models.
Tesla Motors faces both short-term and long-term challenges to its growth and leadership in the electric vehicle market. In the short-term, safety concerns over its lithium-ion batteries have hurt its stock price following a car fire. Additionally, increased competition from other automakers launching electric cars threatens Tesla's first-mover advantage. Long-term, Tesla must ramp up production quickly to fulfill pre-orders before competitors gain market share. However, Tesla's focus on customer experience through its supercharging network and battery swaps could help maintain its edge if production increases as planned. Significant further investment will still be needed to solidify Tesla as a leader in the emerging electric vehicle industry.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
AI Transformation Playbook: Thinking AI-First for Your BusinessArijit Dutta
I dive into how businesses can stay competitive by integrating AI into their core processes. From identifying the right approach to building collaborative teams and recognizing common pitfalls, this guide has got you covered. AI transformation is a journey, and this playbook is here to help you navigate it successfully.
During the budget session of 2024-25, the finance minister, Nirmala Sitharaman, introduced the “solar Rooftop scheme,” also known as “PM Surya Ghar Muft Bijli Yojana.” It is a subsidy offered to those who wish to put up solar panels in their homes using domestic power systems. Additionally, adopting photovoltaic technology at home allows you to lower your monthly electricity expenses. Today in this blog we will talk all about what is the PM Surya Ghar Muft Bijli Yojana. How does it work? Who is eligible for this yojana and all the other things related to this scheme?
Cover Story - China's Investment Leader - Dr. Alyce SUmsthrill
In World Expo 2010 Shanghai – the most visited Expo in the World History
https://www.britannica.com/event/Expo-Shanghai-2010
China’s official organizer of the Expo, CCPIT (China Council for the Promotion of International Trade https://en.ccpit.org/) has chosen Dr. Alyce Su as the Cover Person with Cover Story, in the Expo’s official magazine distributed throughout the Expo, showcasing China’s New Generation of Leaders to the World.
More Related Content
Similar to Tesla получила чистый убыток в $336 млн
The document provides an executive summary and market research for a proposed new entry-level luxury electric vehicle called the Gen3 from Tesla Motors. It summarizes Tesla's current position and target markets, and outlines a strategy and marketing plan to introduce the Gen3 at an affordable price point of around $30,000 to expand Tesla's target market and increase market share in the EV/hybrid sector. Market research found increasing demand for electric vehicles and a growing luxury vehicle market focused on entry-level models priced around $40,000, suggesting an opportunity for Tesla to attract new customers with an affordable electric car.
Tesla is attempting to enter the mass market with its Model 3 electric vehicle priced at $35,000. This represents a shift to a new market for Tesla, which has previously only produced high-end luxury electric cars costing $57,000 or more. The success of the Model 3 will depend on Tesla's ability to adapt its production, branding, and customer experience to attract a broader consumer base while still appealing to existing Tesla customers.
Tesla aims to accelerate sustainable energy through electric vehicles. It was founded in 2003 to produce electric cars better than gasoline cars. Tesla is expanding manufacturing and is led by Elon Musk. By offering the more affordable Model 3, Tesla is testing the Coase Conjecture, which predicts consumers will delay purchases expecting future price reductions. Tesla uses pricing strategies like segmentation and innovation to minimize the conjecture's effects. However, its history of missed targets threatens these strategies and its financial viability amid growing electric vehicle competition.
The document summarizes announcements from the 2014 North American International Auto Show in Detroit. Several key points:
1) Many automakers promoted advancements in technology, energy efficiency, and new products to bring car buyers into the future.
2) Auto supplier Denso announced a $10 million expansion and addition of 176 jobs in Southfield, MI.
3) Eco-friendly engineering was a focus, with Ford highlighting its EcoBoost technology and plans to use lightweight aluminum in the F-150 truck.
4) Automakers unveiled over 50 new vehicles, focusing on performance, fuel efficiency, and luxury interior designs.
PowerPoint_3E_Garden_Instructions.docx
Grader - Instructions PPT 2019 ProjectPowerPoint_3E_Garden
Project Description:
In the following project, you will format a presentation for the Pacifica Bay Public Relations department that describes the City of Pacifica Bay Botanical Gardens.
Steps to Perform:
Step
Instructions
Points Possible
1
Open the PowerPoint file
Student_PowerPoint_3E_Garden.pptx downloaded with this project.
0
2
Using the tools on the Design tab, change the Colors for the presentation to Green, and the Fonts to Cambria.
6
3
On Slide 1, format the background by changing the Fill Color to, in the fourth column, the last color.
8
4
Select Slides 2 and 3, and then format the background of the two selected slides with the Canvas Texture.
10
5
On Slide 2, select the paragraph on the right side of the slide, and then apply the Split entrance effect. Change the Effect Options to Horizontal Out. Change the Start setting to After Previous, and then change the Duration to 01.00.
10
6
Use Animation Painter to apply the same animation from the paragraph on Slide 2 to the bulleted list on Slide 3. Then, on Slide 3, remove the animation from the title.
10
7
On Slide 4, hide the background graphics. Format the background with the downloaded picture file
p03E_Flower.jpg. Change the Transparency to 50%.
10
8
Format the title placeholder with a Shape Fill color, in the fifth column, the last color.
4
9
On Slide 4, from your downloaded project files, insert the video
p03E_Video.mp4. Change the Video Height to 5.
10
10
Using the Align to Slide option, apply the Align Center and Align Middle options.
10
11
Format the video by applying, from the Video Styles gallery, a Moderate style—Beveled Oval, Black.
10
12
Change the video Start setting to Automatically. Trim the video to an end time of
00:12. Compress the video using the Standard Quality setting.
(Mac users, the Compress Media feature is not available in the Mac version of PowerPoint.)
10
13
Insert a Header & Footer on the Notes and Handouts. Include the Date and time updated automatically, the Page number, and a Footer with the text
3E_Garden. Display the document properties. As the Tags, type
botanical gardens
2
14
Save and close the file, and then submit for grading.
0
Total Points
100
Created On: 12/02/2020 1 GO19_PP_CH03_GRADER_3E_HW - Gardens 1.1
Decamp_PowerPoint_3E_Garden.pptx
Visit the
Botanical Gardens
At Pacifica Bay
1
About the Gardens
Occupying over 85 acres, the Pacifica Bay Botanical Gardens are home to plant collections from around the world. The grounds are open every day from
10 a.m. until 7 p.m.
Key Features and Exhibits
Award-winning summer camp for ch.
This document brings together a set of latest data points and publicly available information relevant for IOT & AR. We are very excited to share this content and believe that readers will benefit immensely from this periodic publication immensely.
IT Shades publishes an "I-Bytes" monthly newsletter focused on the automotive industry. The July 2021 edition includes the following:
- An introduction and information about subscribing to IT Shades publications.
- Updates on recent mergers and acquisitions in the automotive industry, including BorgWarner acquiring 89.08% of AKASOL and Goodyear completing its acquisition of Cooper.
- New product solutions from automakers, such as Changan Automobile launching its Blue Core iDD hybrid system and Great Wall Motor releasing the 3rd gen HAVAL H6 SUV in Chile.
- Additional sections cover rewards and recognitions in the industry, customer success stories, partnership updates,
Tesla has experienced rapidly growing revenues but has been unable to achieve consistent profitability. While revenue grew 27% to over $4 billion in 2015, the net loss widened to $888 million that year, over three times the 2014 loss. Financing activities have significantly outpaced net income, with $1.5 billion in net cash from financing in 2015 projected to reach $2.57 billion in 2016. The company has accomplished its goal of selling higher-priced vehicles to fund more affordable models, but has done so primarily through financing rather than profits. Upcoming production of the Model 3 electric vehicle will be critical for Tesla to achieve profitability and positive cash flows.
A brand new BEACON (Volume 5, Issue 9) with infographic, riddles and business crossword newly introduced in it.
Company Analysis- TESLA
Brand Analysis- APLLE INC.
Case Analysis- Mumbais Dabbawala
Concept of the Month - Blockchain
The document outlines the 5 core markets served by a company that makes metal rings and cylinders: wind towers, defense, rail cars, HVAC, and power generation. It summarizes the key details about each market, including market share and projected revenue. The wind tower market generates the most revenue at $6 million from producing 1,600 door frames per year. HVAC is also significant, with their biggest customer Trane accounting for $2.2 million in revenue. The document concludes that focusing on strengths and market trends will be important for capitalizing on growth opportunities across the different markets in 2017.
Tesla offers a vertically integrated product that is mostly manufactured in-house, reducing dependence on suppliers. This allowed Tesla to avoid shortages affecting other automakers and scale rapidly. In contrast, Ford traditionally bought many components from suppliers in a "catalog engineering" model. Tesla's strategy helped it become profitable and reach high production volumes, while Ford and others face supply chain issues. Tesla also uses an open patent strategy to help accelerate sustainable energy but still enforces patents against companies that don't agree to its terms.
HIT365 C Programming
Assignment 1
This assignment is worth 15% of the total unit. Marks are given for clarity, presentation,
accuracy and also concise and efficient programs. This is an individual assignment. If
you found guilty of plagiarism, a failure grade will be awarded.
The due date of this assignment is 25th April 2021. Please submit your answers in two files
( o n e i s a *.pdf file containing a pseudocode and a flow chart, and another is a *.c file
containing a c program) using Learnline (in the “Submit Here” tab). Late submissions
incur a 10% penalty per day. Make sure comments are included in your programs so that the
marker can understand your program. Make sure your program can run in Microsoft Visual
Studio available from VMware Horizon if you are using another c compiler. Marks will be
deduced if your program cannot run in Microsoft Visual Studio.
Factory A pays its employees differently depending on his/her position within the
organization.
Managers receive a fixed weekly salary.
Hourly workers receive a fixed hourly wage for up to the first 40 hours they work and
remaining hours are paid 1.5 times their hourly wage i.e. for overtime hour work.
Commission workers receive a basic salary of $250 plus 5.7% of their gross weekly
sales for Item A, 6.4% of their gross weekly sales for Item B and 7.2% of their gross
weekly sales for Item C.
Pieceworkers receive a fixed amount of money for each of the items they produce -
each pieceworker in Factory A works on a maximum of three types of items. Item 1
pays $22.50 per item, Item 2 pays $24.50 per item and Item 3 pays $26.00 per item.
Write a program to assist the payroll secretary in computing the weekly pay for each
employee. The number of employees varies each week. Each type of employee has its own
pay code: Managers have paycode 1, hourly workers have paycode 2, commission workers
have paycode 3 and pieceworkers have paycode 4.
The program must prompt the payroll clerk to enter the appropriate information requires to
calculate each employee’s weekly pay based on that employee’s paycode. A summary of
total employees and total amount paid (sorted for each position) must be displayed at the
end.
Note that when the payroll clerk enters any inappropriate data (for example, entered 6 or a
character as the paycode), the program should display an error message i.e. any potential
problems should be addressed in your code to avoid any fatal errors. You can assume the user
only enters one number or character at one time.
For this assignment, you are required to:
1. Formulate the algorithm using pseudocode.
2. Draw a flow chart.
3. Write a working C program.
Below are some examples of the program output:
Case 12 Tesla: Disrupting
the Auto Industry
Tesla’s strategy was no secret: in 2006, chairman and CEO, Elon Musk, had announced:
“So, in short, the mas ...
This media plan targets "Super Greenie" customers for Tesla's Model S electric vehicle. It allocates $1.2 million across magazines and radio advertisements. Five magazines are chosen: National Geographic, E Magazine, Green Fleet, Audubon, and Robb Report. Three radio stations are selected in Seattle, San Francisco, and Portland. The schedule runs advertisements from March to May to target an environmentally-conscious, high-income audience during good driving months while maintaining a consistent presence across months. The total budget comes in just under $1 million.
This document discusses recent trends in autonomous vehicle technology, including increasing investment and progress towards fully autonomous vehicles. It covers the role of enabling technologies like sensors and mapping. It also analyzes how electric vehicles, machine learning, and the rise of transportation services could shape the future of autonomous vehicles and vehicle ownership models. Key companies and players in this space, including Tesla, Google, Apple, Uber and automakers, are assessed in terms of their approaches and relative strengths/weaknesses in pursuing autonomous vehicle technology and business models.
Tesla Motors faces both short-term and long-term challenges to its growth and leadership in the electric vehicle market. In the short-term, safety concerns over its lithium-ion batteries have hurt its stock price following a car fire. Additionally, increased competition from other automakers launching electric cars threatens Tesla's first-mover advantage. Long-term, Tesla must ramp up production quickly to fulfill pre-orders before competitors gain market share. However, Tesla's focus on customer experience through its supercharging network and battery swaps could help maintain its edge if production increases as planned. Significant further investment will still be needed to solidify Tesla as a leader in the emerging electric vehicle industry.
Similar to Tesla получила чистый убыток в $336 млн (15)
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
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Tesla получила чистый убыток в $336 млн
1. Tesla Second Quarter 2017 Update
Model 3 production on track to achieve previously announced targets
Expecting positive Model 3 gross margin in Q4; targeting 25% margin in 2018
Deliveries grew 53% compared to Q2’16 in flat luxury vehicle market
Projecting Model S and Model X deliveries to increase in 2H’17 vs 1H’17
Q2 Automotive gross margin at 27.9% GAAP and 25.0% non-GAAP
Q2 GAAP loss from operations improved sequentially, two quarters in a row
More than $3 billion cash on-hand at the end of Q2
On July 28, 2017, we started delivering the “even more affordable car” from our original Master Plan. This was a huge milestone for Tesla
and is very exciting for our entire team.
During Q2, our engineering, manufacturing and supply chain teams were focused on the final stages of Model 3 product development and
building the “machine-that-makes-the-machine” for the start of production. Model 3 has been designed to be affordably priced and to
provide compelling customer value, even without government incentives, while achieving a target gross margin comparable to Model S and
Model X as production scales into 2018. With no advertising, paid endorsements or guerilla marketing campaigns, Model 3 net
reservations have still steadily climbed every month, and have even accelerated further in recent weeks.
Orders for Model S and Model X have also been increasing, both leading up to and following the Model 3 handover event. In July, our
weekly net order rate for these vehicles was about 15% higher than our Q2 average weekly order rate. In addition, although too early to
draw strong conclusions, we are seeing an even further increase in net Model S orders since the July 28th
event. This growing demand
gives us even more reason to expect increased deliveries of Model S and Model X in the second half of this year.
Development of our other new products continues as well. The first Solar Roof installations have been completed recently at the homes of
our employees, who we chose to be our first customers to help perfect all aspects of Solar Roof customer experience. By pairing either
Solar Roof or our existing retrofit solar panels with a Powerwall, our customers can enjoy sustainable energy independence.
Having started production of Model 3 on schedule in July, and having installed the first Solar Roofs, our teams are now focused on ramping
the production rate of these products to support our mission of accelerating the world’s transition to sustainable energy.
ADVANCING SUSTAINABLE TRANSPORT
In addition to the increased orders for Model S and Model X,
customer response to Model 3 has been overwhelming. Since
the handover event last week, we are averaging over 1,800 net
Model 3 reservations per day. We opened the Model 3
configurator to the thousands of our employees with
reservations so they could begin ordering their vehicles. Soon,
non-employee customers will begin receiving invitations to
order their cars in small groups based on when they placed
their reservations, with existing Tesla owners receiving first
priority. Deliveries to non-employees will begin in Q4.
Our first production vehicles are pre-configured with rear-wheel
drive, a long-range battery starting at $44,000, with premium
upgrades for an additional $5,000. This vehicle will offer a
range of 310 miles and a 0-60 mph time of 5.1 seconds. The
standard Model 3, starting at $35,000 with 220 miles of range
and a 0-60 mph time of 5.6 seconds, should be available in the
U.S. in November. Dual Motor All-Wheel Drive configurations
will be available in the U.S. early next year. International
Model 3 deliveries will begin in late 2018, contingent upon
regulatory approvals, starting with left-hand drive markets,
followed by right-hand drive markets in 2019. Model 3 Handover Event, July 28, 2017
2. Model 3 Body Welding Line
We have learned many valuable lessons from designing and
manufacturing Model S and Model X. Consequently, Model 3 is
designed with greater simplicity and fewer components to reduce cost,
improve ease of manufacturability and further enhance reliability. Early
Model 3 builds will have fewer than 100 permutations due to
standardized content and packaged options as compared to over 1,500
permutations for Model S. This significantly reduces manufacturing
complexity and streamlines the purchasing process for our customers.
At our Fremont factory, the new Model 3 body welding line and multi-
level general assembly line are highly dense and automated. This
densification sets the stage for us to produce over 500,000 Model 3
vehicles annually. Model 3 drive units as well as battery packs made
with our proprietary 2170 form factor cells are being built on new lines
at Gigafactory 1. We are now fine-tuning these manufacturing lines to
significantly increase the production rate.
We wish we could do all of this faster and get everyone’s Model 3 to them right away. It’s important to understand that our production
ramp will follow an S-Curve, meaning that it will begin slowly, grow exponentially, then start to tail off once we achieve full production. As
we move through that ramp, our rate of production will move only as fast as the least successful part of our entire supply chain and
production process. Based on our preparedness at this time, we are confident we can produce just over 1,500 vehicles in Q3, and achieve
a run rate of 5,000 vehicles per week by the end of 2017. We also continue to plan on increasing Model 3 production to 10,000 vehicles
per week at some point in 2018.
Model S and Model X remain our highest-performance and most capable vehicles, with greater range and acceleration, more premium
features, more cargo space and extra options for customization. Both Model S and Model X are available now with Dual Motor All Wheel
Drive, smart air suspension, and for customers referred by an existing Tesla owner, free unlimited Supercharging for as long as you own
your car.
We continue to improve all Model S and Model X vehicles. In June, through a combination of new hardware and software updates, we
enhanced the performance of new Model S and Model X 75D and 100D vehicles, with improved 0-60 mph times for each. We also
recently pushed a new over-the-air update for Autopilot that added automatic perpendicular parking, and enhanced Autosteer and
automatic emergency braking capabilities.
In June, the National Highway Traffic Safety Administration (NHTSA) awarded Model X a 5-star safety rating, the first such achievement for
any sport utility vehicle. Significantly, Model X achieved a 5-star rating across the board on all nine subcategories covering frontal, side,
and pole impacts for the driver-side, passenger-side, and rollover tests. This is the second-best set of test results for any car ever tested
by NHTSA, behind only Model S, which received the lowest probability of injury score ever.
During Q2, we opened 29 new store and service locations, bringing us to a total of 300 locations globally. Ahead of scaling deliveries
for Model 3, we have also broadened our distribution capabilities with the launch of new delivery hubs. We are also continuing to
expand our service capability and build out our Supercharger network to achieve our goal of doubling the number of connection points
in 2017.
We produced 25,708 vehicles in Q2, 40% more cars than we built in the same period a year ago, despite a production shortfall of 100 kWh
battery packs through early June. During Q2, we added more Model X cars to our test drive and display fleet because our stores had been
operating with far less than what was needed and, in some cases, none at all. In addition, we increased our service loaner fleet with fully
loaded cars to provide the best customer experience. This additional visibility was likely a factor in helping Model X net orders in Q2, which
grew by over 20% both sequentially and as compared to Q2 2016.
We delivered 22,026 Model S and Model X vehicles in Q2, for a total of 47,077 in the first half of the year. Model S and Model X combined
deliveries in Q2 grew almost 53% globally versus the prior year, even though the luxury vehicle market was essentially flat. The combined
Model S and Model X market share grew in the U.S. premium luxury vehicle market during Q2 2017.
ADVANCING SUSTAINABLE ENERGY
Our energy generation and storage business are strategically important long-term growth initiatives.
We officially began taking orders for Solar Roof in Q2 and have recently started installations. Adopting solar has historically required a
degree of aesthetic compromise, but Solar Roof provides clean energy from a better-looking roof. Furthermore, Solar Roof is more
affordable than conventional roofs because in most cases, it ultimately pays for itself by reducing or eliminating a home’s electricity bill.
Solar Roof is built with tempered glass that is more than three times stronger than standard roof tiles, and with less weight. In June, Solar
Roof was certified by Underwriters Laboratories with its highest Class A fire rating. It has also been awarded ASTM International’s best
Class F wind rating. We are so confident in the superior durability of our Solar Roof tiles that we offer the best warranty in the roofing
industry—the lifetime of your house, or infinity, whichever comes first.
3. We are building pilot Solar Roof products at our Fremont facility now and
plan to start production at our Gigafactory 2 in Buffalo, New York before
the end of the year.
Last month, Tesla was selected from among 90 initial bidders to provide a
100 MW/129 MWh Powerpack system in South Australia. This system will
be the largest lithium-ion battery storage project in the world, with three
times more power than the world’s next most powerful battery storage
installation. The system will provide enough power for more than 30,000
homes and has been designed to help solve power shortages, reduce
intermittencies, and manage summertime peak load to both improve the
reliability and reduce the operational costs of South Australia's electrical
infrastructure.
In Q2, we deployed 176 MW of solar energy generation systems and 97
MWh of energy storage systems, including the 52 MWh Kauai, Hawaii,
energy storage project that was installed in Q1 and passed inspection in
Q2. Energy storage deployments increased from Q2 last year, while
energy generation deployments declined from Q2 last year as we continue
to focus on more profitable projects that generate positive cash flow. Also,
to improve customer experience and further lower unit costs, we made the
strategic decision to stop offering solar through the door-to-door sales
channel, instead focusing on sales through Tesla stores and online
channels. As a result, residential solar deployment will be impacted over
the short-term but is expected to resume growing in Q4 compared to Q3.
The upfront cash generation of the energy generation business continues
to improve. The portion of residential customers who elected to purchase
rather than lease a solar system grew to 37% of deployments in Q2 (up
from 6% a year ago), and we expect this trend to continue in Q3.
Additionally, in Q2, we monetized a portfolio of already deployed solar
leases by selling an equity interest in those leases for gross proceeds of
$313 million.
First Solar Roof Installations Completed
Q2 2017 RESULTS
Revenue & Gross Margin
Three Months Ended Change
June 30, March 31, June 30,
2017 2017 2016 QoQ YoY
Automotive revenue ($000) $ 2,286,616 $ 2,289,600 $ 1,181,852 0% 93%
Automotive gross margin - GAAP 27.9% 27.4% 23.1% 55 bp 486 bp
Automotive gross margin excluding SBC
and ZEV credit - Non-GAAP 25.0% 27.8% 23.6% -285 bp 136 bp
Automotive revenue grew 93% as compared to Q2 2016 largely due to 53% growth in total vehicle deliveries, and a smaller
percentage of vehicles sold with residual value risk that were subject to lease accounting. Compared to the prior quarter, automotive
revenue was flat despite a decline in vehicle deliveries due to lower mix of deliveries subject to lease accounting and the sale of $100
million of ZEV credits in Q2.
About 19% of Q2 deliveries were subject to lease accounting, down from about 25% in Q1, as we retained residual risk on fewer
vehicle deliveries. When we do retain residual risk through a Resale Value Guarantee, or direct or indirect leasing, our vehicles are
holding value better than estimated. Thus, we expect to be break even when re-selling them.
In line with our guidance, Q2 non-GAAP automotive gross margin was 25.0%, representing a sequential decline of about 285 basis
points primarily due to the absence of the one-time benefit of Autopilot software recognized in Q1 and fluctuations in product mix.
Three Months Ended Change
June 30, March 31, June 30,
2017 2017 2016 QoQ YoY
Energy generation and storage revenue ($000) $ 286,780 $ 213,944 $ 3,947 34% 7166%
Energy generation and storage gross margin 28.9% 29.1% -106.7% -11 bp 13,566bp
Q2 Energy generation and storage revenue increased 34% sequentially primarily because of a seasonal increase in solar lease
revenue resulting from higher energy production versus the prior quarter, a greater percentage of cash sales and higher deployment of
energy storage systems.
4. Other Highlights
Total Q2 operating expenses declined sequentially primarily due to the absence of $67 million of non-recurring charges related to
acquisitions that were recognized in Q1.
GAAP and non-GAAP loss from operations improved in Q2 as compared to Q1 due to lower operating expenses, despite increased
costs related to the launch of Model 3.
GAAP and non-GAAP net loss increased slightly in Q2 as compared to Q1 due largely to higher FX-related non-cash revaluations of
the balance sheet, and mark-to-market of interest rate swaps.
Basic shares outstanding at the end of Q2 were approximately 167 million.
Cash Flow and Liquidity
Three Months Ended Change
June 30, March 31, June 30,
($000) 2017 2017 2016 QoQ YoY
Cash flows (used in) provided by operating activities $ (200,172) $ (69,811) $ 150,336 -187% -233%
Change in collateralized lease borrowing 149,320 186,355 142,762 -20% 5%
Operating cash flows plus change in collateralized
lease borrowing $ (50,852) $ 116,544 $ 293,098 144% -117%
Cash consumed in operating activities during Q2 was higher than Q1 primarily due to higher inventory and receivables. Including the
cash received for vehicle sales to our leasing partners that is classified in the financing section of our statement of cash flows, we
consumed $51 million of cash in Q2.
Capital expenditures were $959 million in Q2, as we invested in Model 3 capacity in Fremont, in Gigafactory 1, and in the expansion of
our customer support infrastructure. Total capital expenditures of $1.5 billion in the first half of 2017 were lower than expected
primarily due to the timing of milestone-based cash payments.
Cash balance of slightly over $3.0 billion at the end of Q2, plus expected cash generated from operations in the second half of 2017,
provide sufficient liquidity to fund our capex projections, and provide flexibility through the Model 3 ramp.
During Q2, we increased the capacity of our revolving asset-backed credit line by $625 million to $1.83 billion (with the ability to
expand capacity by another $175 million to $2 billion).
OUTLOOK
In addition to the 2017 Model 3 production guidance provided above, we expect Model S and Model X deliveries to increase in the second
half of 2017, as compared to the first half of the year.
Several factors will influence our non-GAAP automotive gross margin for the rest of this year. The combined non-GAAP gross margin for
Model S and Model X in Q3 will decline slightly from Q2, driven primarily by mix shift. Additionally, during the initial phase of the Model 3
ramp in Q3, the volume produced will be tiny relative to the installed production capacity. As a result, Model 3 gross margin in Q3 will be
temporarily impacted by the excessive allocation of labor and overhead costs and depreciation over this tiny volume. In the absence of
these one-time elevated cost allocations, Model 3 gross margin in Q3 would already be positive, resulting in a positive cash contribution.
As capacity utilization improves, Model 3 non-GAAP gross margin is expected to be positive in Q4, and should improve rapidly in 2018 to
our target of 25%. Consequently, we expect non-GAAP automotive gross margin to temporarily dip below 20% in Q3, before recovering in
Q4 and beyond.
For the second half of 2017, we expect strong improvement in operating leverage as revenue should significantly increase in the second
half of the year as compared to the first half, while operating expenses should remain essentially flat. Capital expenditures should be
about $2 billion during the second half of 2017, as we make milestone-based payments for Model 3 equipment, continue with Gigafactory 1
construction, and expand our Supercharger, store, delivery hub, and service networks.
While delivering the first Model 3 cars was a major company milestone, we are now focused on the critical steps to ramp Model 3
production. We remain confident in our plans and look forward to the upcoming unveiling of the next exciting addition to our portfolio of
electric vehicles – Semi Truck.
Elon Musk, Chairman & CEO Deepak Ahuja, Chief Financial Officer
5. WEBCAST INFORMATION
Tesla will provide a live webcast of its second quarter 2017 financial results conference call beginning at 2:30 p.m. PT on August 2,
2017, at ir.tesla.com. This webcast will also be available for replay for approximately one year thereafter.
NON-GAAP FINANCIAL INFORMATION
Consolidated financial information has been presented in accordance with GAAP as well as on a non-GAAP basis to supplement our
consolidated financial results. Our non-GAAP financial measures include non-GAAP gross margin, non-GAAP net income (loss)
attributable to common stockholders, non-GAAP net income (loss) attributable to common stockholders on a per share basis, and
operating cash flows plus change in collateralized lease borrowing. Management believes that it is useful to supplement its GAAP
financial statements with this non-GAAP information because management uses such information internally for its operating, budgeting
and financial planning purposes. These non-GAAP financial measures also facilitate management’s internal comparisons to Tesla’s
historical performance as well as comparisons to the operating results of other companies. Management also believes that presentation
of the non-GAAP financial measures provides useful information to our investors regarding our financial condition and results of
operations because it allows investors greater transparency to the information used by Tesla management in its financial and
operational decision-making so that investors can see through the eyes of Tesla management regarding important financial metrics that
Tesla management uses to run the business as well as allows investors to better understand Tesla’s performance. Non-GAAP
information is not prepared under a comprehensive set of accounting rules and therefore, should only be read in conjunction with
financial information reported under U.S. GAAP when understanding Tesla’s operating performance. A reconciliation between GAAP
and non-GAAP financial information is provided below.
FORWARD-LOOKING STATEMENTS
Certain statements in this shareholder letter, including statements in the “Outlook” section; statements relating to the progress Tesla is
making with respect to product development, such as Model 3 and Solar Roof; statements regarding growth in the number of Tesla
store, service center, delivery hub, Supercharger and destination charger locations and in other service and repair capabilities;
statements relating to the production, production rate and delivery timing of products such as Model 3 and Solar Roof and completion of
energy generation and storage projects; statements regarding growth of our energy business and means to achieve such growth;
growth in demand and orders for Tesla products and the catalysts for that growth; the ability to achieve product demand, volume,
production, delivery, deployment, revenue, cash generation, cash flow, leasing, gross margin, spending, capital expenditure and
profitability targets; productivity improvements and capacity expansion plans, such as for Gigafactory 1; and statements regarding
Gigafactory 1 and Gigafactory 2 timing, plans and output expectations, including those related to battery and photovoltaic cell and other
production, are “forward-looking statements” that are subject to risks and uncertainties. These forward-looking statements are based on
management’s current expectations, and as a result of certain risks and uncertainties, actual results may differ materially from those
projected. The following important factors, without limitation, could cause actual results to differ materially from those in the forward-
looking statements: the risk of delays in the manufacture, production, delivery and/or completion of our vehicles and energy products,
particularly Model 3; the ability to design and achieve and grow simultaneous and separate market acceptance of Model S, Model X
and their variants, as well as new vehicle models, specifically Model 3; the ability of suppliers to meet quality and part delivery
expectations at increasing volumes, especially with respect to Model 3 parts; adverse foreign exchange movements; any failures by
Tesla products to perform as expected or if product recalls occur; Tesla’s ability to continue to reduce or control manufacturing and
other costs; consumers’ willingness to adopt electric vehicles; competition in the automotive and energy product markets generally and
the alternative fuel vehicle market and the premium sedan, premium SUV and small to medium-sized sedan markets in particular;
Tesla’s ability to establish, maintain and strengthen the Tesla brand; Tesla’s ability to manage future growth effectively as we rapidly
grow, especially internationally; the unavailability, reduction or elimination of government and economic incentives for electric vehicles
and energy products; Tesla’s ability to establish, maintain and strengthen its relationships with strategic partners such as Panasonic;
potential difficulties in finalizing, performing and realizing potential benefits under definitive agreements for Gigafactory 1 and
Gigafactory 2, maintaining Gigafactory 1 and Gigafactory 2 implementation schedules, output and cost estimates; and Tesla’s ability to
execute on its strategy for new store, delivery hub, service center, Supercharger and other locations and capabilities. More information
on potential factors that could affect our financial results is included from time to time in our Securities and Exchange Commission
filings and reports, including the risks identified under the section captioned “Risk Factors” in our quarterly report on Form 10-Q filed
with the SEC on May 10, 2017. Tesla disclaims any obligation to update information contained in these forward-looking statements
whether as a result of new information, future events, or otherwise.
Investor Relations Contact:
Jeff Evanson
Investor Relations
ir@tesla.com
Press Contact:
David Arnold
Communications
press@tesla.com
6. Tesla, Inc.
Condensed Consolidated Statements of Operations
(Unaudited)
(In thousands, except per share data)
Three Months Ended Six Months Ended
June 30, March 31, June 30, June 30, June 30,
2017 2017 2016 2017 2016
Revenues
Automotive sales $2,013,852 $2,035,060 $1,030,224 $4,048,912 $1,932,116
Automotive leasing 272,764 254,540 151,628 527,304 275,800
Total automotive revenue 2,286,616 2,289,600 1,181,852 4,576,216 2,207,916
Energy generation and storage 286,780 213,944 3,947 500,724 26,675
Services and other 216,161 192,726 84,218 408,887 182,474
Total revenues 2,789,557 2,696,270 1,270,017 5,485,827 2,417,065
Cost of revenues
Automotive sales 1,472,578 1,496,649 827,231 2,969,227 1,540,380
Automotive leasing 175,433 166,026 82,051 341,459 148,218
Total automotive cost of revenues 1,648,011 1,662,675 909,282 3,310,686 1,688,598
Energy generation and storage 203,762 151,773 8,159 355,535 26,272
Services and other 271,169 213,876 77,800 485,045 174,951
Total cost of revenues (1) 2,122,942 2,028,324 995,241 4,151,266 1,889,821
Gross profit 666,615 667,946 274,776 1,334,561 527,244
Operating expenses
Research and development (1) 369,774 322,040 191,664 691,814 374,146
Selling, general and administrative (1) 537,757 603,455 321,152 1,141,212 639,362
Total operating expenses 907,531 925,495 512,816 1,833,026 1,013,508
Loss from operations (240,916) (257,549) (238,040) (498,465) (486,264)
Interest income 4,785 3,090 2,242 7,875 3,493
Interest expense (2)(3) (108,441) (99,346) (46,368) (207,787) (86,993)
Other (expense) income, net (41,208) (18,098) (7,373) (59,306) 1,804
Loss before income taxes (385,780) (371,903) (289,539) (757,683) (567,960)
Provision for income taxes 15,647 25,278 3,649 40,925 7,495
Net loss (401,427) (397,181) (293,188) (798,608) (575,455)
Net loss attributable to noncontrolling interests and
redeemable noncontrolling interests (65,030) (66,904) — (131,934) —
Net loss attributable to common stockholders $ (336,397) $ (330,277) $ (293,188) $ (666,674) $ (575,455)
Net loss per share of common stock attributable to
common stockholders - basic and diluted $ (2.04) $ (2.04) $ (2.09) $ (4.07) $ (4.22)
Weighted average shares used in computing net loss
per share of common stock - basic and diluted 165,212 162,129 139,983 163,679 136,330
Notes:
(1) Includes stock-based compensation expense of
the following for the periods presented:
Cost of revenue $ 7,466 $ 10,031 $ 6,495 $ 17,497 $ 12,898
Research and development 57,794 49,192 33,506 106,986 73,108
Selling, general and administrative 50,782 44,494 27,311 95,276 70,963
Total stock-based compensation expense $ 116,042 $ 103,717 $ 67,312 $ 219,759 $ 156,969
(2) Interest expense includes non-cash interest expense
related to convertible notes and other borrowing
for the periods presented: $ 65,682 $ 51,196 $ 31,823 $ 116,878 $ 60,725
(3) Interest expense includes the following as a result
of the assumed debt from SolarCity:
Interest expense (excluding amortization of debt discount and
fees) - recourse debt $ 12,093 $ 12,183 $ — $ 24,276 $ —
Interest expense (excluding amortization of debt discount and
fees) - non-recourse debt 23,694 24,084 — 47,778 —
$ 35,787 $ 36,267 $ — $ 72,054 $ —
7. Tesla, Inc.
Condensed Consolidated Balance Sheets
(Unaudited)
(In thousands)
June 30, December 31,
2017 2016
Assets
Current assets
Cash and cash equivalents $ 3,035,924 $ 3,393,216
Restricted cash 118,369 105,519
Accounts receivable, net 453,539 499,142
Inventory 2,438,111 2,067,454
Prepaid expenses and other current assets 313,501 194,465
Total current assets 6,359,444 6,259,796
Operating lease vehicles, net 3,600,821 3,134,080
Solar energy systems, leased and to be leased, net 6,218,504 5,919,880
Property, plant and equipment, net 8,399,229 5,982,957
Goodwill and intangible assets, net 424,613 376,145
MyPower customer notes receivable, net of current portion 472,663 506,302
Restricted cash, net of current portion 358,445 268,165
Other assets 209,986 216,751
Total assets $ 26,043,705 $ 22,664,076
Liabilities and Equity
Current liabilities
Accounts payable $ 2,359,316 $ 1,860,341
Accrued liabilities and other 1,510,744 1,210,028
Deferred revenue 913,398 763,126
Resale value guarantees 342,824 179,504
Customer deposits 603,540 663,859
Current portion of long-term debt and capital leases (1) 816,533 1,150,147
Total current liabilities 6,546,355 5,827,005
Long-term debt and capital leases, net of current portion (1) 7,125,406 5,969,500
Deferred revenue, net of current portion 1,035,579 851,790
Resale value guarantees, net of current portion 2,493,024 2,210,423
Other long-term liabilities 2,259,538 1,891,449
Total liabilities 19,459,902 16,750,167
Redeemable noncontrolling interests in subsidiaries 367,377 367,039
Convertible senior notes (1)(2) 1,688 8,784
Total stockholders' equity 5,105,752 4,752,911
Noncontrolling interests in subsidiaries 1,108,986 785,175
Total liabilities and equity $ 26,043,705 $ 22,664,076
(1)Breakdown of our debt is as follows:
Recourse debt $ 5,062,399 $ 4,630,886
Non-recourse debt $ 2,453,448 $ 2,375,782
(2) Our common stock price exceeded the conversion threshold price of our convertible senior notes due 2018 (2018 Notes) issued in
May 2013; therefore, the 2018 Notes are convertible at the holder’s option during the second quarter of 2017. As such, the carrying
value of the 2018 Notes was classified as a current liability as of June 30, 2017 and the difference between the principal amount
and the carrying value of the 2018 Notes was reflected as convertible debt in mezzanine equity on our condensed consolidated
balance sheet as of June 30, 2017.
8. Tesla, Inc.
Condensed Consolidated Statement of Cash Flows
(Unaudited)
(In thousands)
Three Months Ended Six Months Ended
June 30, March 31, June 30, June 30, June 30,
2017 2017 2016 2017 2016
Cash Flows From Operating Activities
Net loss $ (401,427) $ (397,181) $ (293,188) $ (798,608) $ (575,455)
Adjustments to reconcile net loss to net cash
used in operating activities:
Depreciation and amortization 389,171 376,602 183,232 765,773 339,692
Stock-based compensation 116,042 103,717 67,311 219,759 156,969
Losses related to the SolarCity acquisition - 11,571 - 11,571 -
Other 177,135 98,260 33,497 275,395 91,070
Changes in operating assets and liabilities,
net of effect of business combinations (481,093) (262,780) 159,484 (743,873) (111,545)
Net cash (used in) provided by
operating activities (200,172) (69,811) 150,336 (269,983) (99,269)
Cash Flows From Investing Activities
Capital expenditures (959,068) (552,624) (294,720) (1,511,692) (511,579)
Payments for the cost of solar energy systems,
leased and to be leased (198,844) (219,948) - (418,792) -
Business combinations, net of cash acquired - (109,147) - (109,147) -
Maturities of short-term marketable securities - - 16,667 - 16,667
Change in restricted cash and other (57,304) (45,224) (41,801) (102,528) (58,761)
Net cash used in investing activities (1,215,216) (926,943) (319,854) (2,142,159) (553,673)
Cash Flows From Financing Activities
Proceeds from debt activities, net (203,412) 858,547 99,317 655,135 529,317
Collateralized borrowing 149,320 186,355 142,762 335,675 384,525
Net cash flows from noncontrolling interests 381,253 78,307 - 459,560 -
Proceeds from issuance of common stock
in a public offering, net of underwriting fees - 400,175 1,701,734 400,175 1,701,734
Other 101,606 75,365 32,771 176,971 76,443
Net cash provided by financing activities 428,767 1,598,749 1,976,584 2,027,516 2,692,019
Effect of exchange rate changes on
cash and cash equivalents 15,952 11,382 (2,554) 27,334 10,316
Net (decrease) increase in cash and
cash equivalents (970,669) 613,377 1,804,512 (357,292) 2,049,393
Cash and cash equivalents at beginning of period 4,006,593 3,393,216 1,441,789 3,393,216 1,196,908
Cash and cash equivalents at end of period $ 3,035,924 $ 4,006,593 $ 3,246,301 $ 3,035,924 $ 3,246,301
Supplemental Consolidated Financial Information
Three Months Ended Six Months Ended
June 30, March 31, June 30, June 30, June 30,
Free Cash Flow ($000) 2017 2017 2016 2017 2016
Cash flows (used in) provided by
operating activities $ (200,172) $ (69,811) $ 150,336 $ (269,983) $ (99,269)
Capital expenditures (959,068) (552,624) (294,720) (1,511,692) (511,579)
Free cash flow $ (1,159,240) $ (622,435) $ (144,384) $ (1,781,675) $ (610,848)
9. Tesla, Inc.
Reconciliation of GAAP to Non-GAAP Financial Information
(Unaudited)
(In thousands, except per share data)
Three Months Ended Six Months Ended
June 30, March 31, June 30, June 30, June 30,
2017 2017 2016 2017 2016
Automotive gross profit - GAAP $ 638,605 $ 626,925 $ 272,570 $ 1,265,530 $ 519,318
Stock-based compensation expense 7,466 10,031 6,495 17,497 12,898
ZEV credit revenue recognized (100,000) — (64) (100,000) (57,051)
Automotive gross profit excluding SBC and
ZEV credit - Non-GAAP $ 546,071 $ 636,956 $ 279,001 $ 1,183,027 $ 475,165
Automotive gross margin - GAAP 27.9% 27.4% 23.1% 27.7% 23.5%
Stock-based compensation expense 0.3% 0.4% 0.5% 0.4% 0.6%
ZEV credit revenue recognized -3.3% 0.0% 0.0% -1.6% -2.0%
Automotive gross margin excluding SBC
and ZEV credit - Non-GAAP 25.0% 27.8% 23.6% 26.4% 22.1%
Net loss attributable to common
stockholders - GAAP $ (336,397) $ (330,277) $ (293,188) $ (666,674) $ (575,455)
Stock-based compensation expense 116,042 103,717 67,312 219,759 156,969
Acquisition related transaction costs — — — — —
Gains related to the acquisition of SolarCity — 11,571 — 11,571 —
Net loss attributable to common
stockholders - Non-GAAP $ (220,355) $ (214,989) $ (225,876) $ (435,344) $ (418,486)
Net loss per share attributable to common
stockholders, basic and diluted - GAAP $ (2.04) $ (2.04) $ (2.09) $ (4.07) $ (4.22)
Stock-based compensation expense 0.71 0.64 0.48 1.34 1.15
Acquisition related transaction costs — — — —
Gains related to the acquisition of SolarCity — 0.07 — 0.07 —
Net loss per share attributable to common
stockholders, basic and diluted - Non-GAAP $ (1.33) $ (1.33) $ (1.61) $ (2.66) $ (3.07)
Shares used in per share calculation, basic and
dilutive - GAAP and Non-GAAP 165,212 162,129 139,983 163,679 136,330