Valued at 210 billion dollars, that is to say the valuations of Ford, GM, Draimler, PSA and Uber combined, Tesla, the leading company in electric car sales, recently became the world's leading manufacturer ahead of Toyota. It is because the company has succeeded in breaking the codes of a century-old industry, symbol of the industrial model of the 20th century, that Tesla deserves its place at the top of the list of the most disruptive companies. Fabernovel presents its new study "Is Tesla the disruptor we need? which reveals the secrets of its success but also provides thought on the future of mobility, which the company has not disrupted to date.
[Fabernovel study] New economy, new KPI: the customer eraFabernovel
By creating some disruption in value chains and favouring the emergence of new models, the digital revolution has induced deep changes in the way value is created and shared. It is more and more decorrelated from short term financial performance. That should push organizations and investors to review their monitoring and valuation of innovative projects, as well as pay attention to the value of some intangible assets, such as customer capital, talent capital, ecosystem, software or societal and environmental impact.
Customer centricity was at the heart of the digital revolution, which explains why among these assets, customer capital is the easiest to value by investors. However, if we’ve focused our analysis in this presentation on this asset, this should not overshadow the other key levers that organizations need now for their transformation to be more and more systemic.
Digital native economic models have been built by design according to an extra-financial approach with monitoring and communication already focused on customer KPIs, and sometimes on talent or ecosystem metrics. By contrast, if players other than digital natives have initiated a deep transformation of their model, they have not yet adapted their reporting styles, even though this would enable them to better allocate resources and value the customer acquisition strategy.
Combined with this document, we are launching a new index dedicated to testing your own maturity regarding customer capital (how you’ve integrated this approach, how customer-centric your reporting is, how you use it). Once this assessment has been completed, this presentation will help drive you along the path towards a new reporting approach. Additionally, it will help you harness your organization's potential, which we've identified at both the internal and external levels, while focusing on stakeholder engagement and value creation levers.
Kereitsu of modern times, Softbank has pioneered with its Vision Fund an Innovation at scale strategy powered by an agressive venture investments. It has thus opened an alternative way to GAFAM’s model that relied primarily on an organic technology model amplified by some bolt-on M&A.
SoftBank’s transformation case is in our view particularly interesting at a time when the European startups and innovation ecosystems need to catch-up with their American and Asian and many Corporates are entering in « coopetition » with Investment funds, launching or reinventing their ventures set-up in order to address their innovation at scale challenge.
For sure, like all disruptors Softbank has been somewhat extreme in its approach (especially in terms of risk aversion, fundraising, inflationary valuation) and not always exemplary in its practices (CSR, governance, financial disclosure...). Nevertheless we are witnessing some interesting read-across for European players, especially as vision, risk taking and entrepreneurial approaches are in our view critical success factors in the new economy.
Thus one of our wishes for 2020 is that some European Softbank may emerge and create a new way for innovation at scale.
The mythology of world-changing startups is strong in Silicon Valley, the eye of the computing and internet cyclone. While its founding fathers have indeed revolutionized our economy, giving birth to GAFAnomics, their supremacy is increasingly challenged by Chinese behemoths, their karma is scrutinized by locked-in citizens, and their ability to tackle the crucial issues of our time - among which global warming - is cynically questioned. But wasn’t technology supposed to solve all our problems?
Elon Musk, a Silicon Valley entrepreneur, who is perfectly fit for an epic tale and a Marvel blockbuster, yet still believes so. Some of his companies - PayPal, SpaceX, Hyperloop and Tesla - are aiming at rebuilding structural industries for the better: Banking, Space, Transportation and Energy.
This is our take on one of them: Tesla, a company that intends to accelerate the world's transition to sustainable energy by laying out a clear vision for the future, by building a 21st century industrial from scratch, and by reinventing transportation and energy through software- enabled networks.
Insight Report by Fabernovel - The Hidden consumption force of Overseas Chine...Fabernovel
Fabernovel, the global innovation agency operating in Europe, US and China, is pleased to share its latest in-depth study analyzing Overseas Chinese Residents, “The hidden consumption force”.
In this study Gafanomics by Fabernovel, you’ll discover what is, to us – FABERNOVEL is among Slack’s early adopters, using it since 2014 –, Slack’s secret sauce and what makes it so special.
Slack is surely an incredible company with tremendous growth perspectives. But what does it mean in terms of work ideology? How can a single application transform culture, work relationships and, ultimately, entire organizations?
There is a (work) life before Slack... and another one after it: let’s see how Slack has impacted the corporate world.
We are pleased to release the second volume of our new KPIs report series. This study is dedicated to the new value creation levers in the digital era and in particular on the talent pillar: why it is a critical asset, how to monitor it, assess it and optimize valuation.
This comes jointly with an index to assess one’s company maturity on talent capital.
If you want to get a full version or have any question about this study, please email us: kpi@fabernovel.com.
You can find our first study Customer KPIs here : https://www.slideshare.net/faberNovel/fabernovel-study-new-economy-new-kpi-the-customer-era
GAFANOMICS Season 2: 4 superpowers to outperform in the Network EconomyFabernovel
FABERNOVEL identifies 4 superpowers to outperform in the Network Economy.
FABERNOVEL released a new study analyzing the strategic practices of the GAFA companies. The study, which presents actionable lessons for legacy industries looking to reshape their strategy for the New Economy, finds that the fastest-growing superpowers in the Network Economy position themselves as Magnet, Intimate, Real Time, or Infinite Enterprises.
FABERNOVEL’s 2014 report, GAFAnomics: New Economy, New Rules detailed how Google, Apple, Facebook, and Amazon – GAFA – are driven by a common vision of a borderless market and a customer culture which redefined their notions of value creation, core business, and talent management. FABERNOVEL’s 2015 study builds upon these findings to analyze how other companies are utilizing the infrastructure built by these 4 web giants to spur their own rapid growth.
****
FABERNOVEL vous invite à découvrir dans sa nouvelle étude 4 stratégies inspirées des GAFA pour transformer votre entreprise en champion de l'économie connectée. Venez comprendre comment devenir une entreprise "Magnétique", "Instantanée", "Intime" ou "Infinie" : 4 «super-pouvoirs» économiques inspirés du modèle des GAFA.
En 2014, dans la première étude GAFAnomics®, nous nous étions attachés à analyser les facteurs clés de succès des 4 géants du web. Cette année, notre étude du modèle des GAFA nous a permis d'identifier 4 modèles de performance dans la nouvelle économie, qui permettront à nos clients de repartir avec des stratégies rapides à mettre en oeuvre pour retrouver cette compétitivité dans la nouvelle économie.
Les précédentes études annuelles de FABERNOVEL ont rencontré 10 millions de lecteurs, nous avons hâte de partager cette nouvelle publication avec vous.
Amazon: friend or foe?
This presentation looks at the ways to work with Amazon, its opportunities and threats for brands and the winning distribution strategies for you.
[Fabernovel study] New economy, new KPI: the customer eraFabernovel
By creating some disruption in value chains and favouring the emergence of new models, the digital revolution has induced deep changes in the way value is created and shared. It is more and more decorrelated from short term financial performance. That should push organizations and investors to review their monitoring and valuation of innovative projects, as well as pay attention to the value of some intangible assets, such as customer capital, talent capital, ecosystem, software or societal and environmental impact.
Customer centricity was at the heart of the digital revolution, which explains why among these assets, customer capital is the easiest to value by investors. However, if we’ve focused our analysis in this presentation on this asset, this should not overshadow the other key levers that organizations need now for their transformation to be more and more systemic.
Digital native economic models have been built by design according to an extra-financial approach with monitoring and communication already focused on customer KPIs, and sometimes on talent or ecosystem metrics. By contrast, if players other than digital natives have initiated a deep transformation of their model, they have not yet adapted their reporting styles, even though this would enable them to better allocate resources and value the customer acquisition strategy.
Combined with this document, we are launching a new index dedicated to testing your own maturity regarding customer capital (how you’ve integrated this approach, how customer-centric your reporting is, how you use it). Once this assessment has been completed, this presentation will help drive you along the path towards a new reporting approach. Additionally, it will help you harness your organization's potential, which we've identified at both the internal and external levels, while focusing on stakeholder engagement and value creation levers.
Kereitsu of modern times, Softbank has pioneered with its Vision Fund an Innovation at scale strategy powered by an agressive venture investments. It has thus opened an alternative way to GAFAM’s model that relied primarily on an organic technology model amplified by some bolt-on M&A.
SoftBank’s transformation case is in our view particularly interesting at a time when the European startups and innovation ecosystems need to catch-up with their American and Asian and many Corporates are entering in « coopetition » with Investment funds, launching or reinventing their ventures set-up in order to address their innovation at scale challenge.
For sure, like all disruptors Softbank has been somewhat extreme in its approach (especially in terms of risk aversion, fundraising, inflationary valuation) and not always exemplary in its practices (CSR, governance, financial disclosure...). Nevertheless we are witnessing some interesting read-across for European players, especially as vision, risk taking and entrepreneurial approaches are in our view critical success factors in the new economy.
Thus one of our wishes for 2020 is that some European Softbank may emerge and create a new way for innovation at scale.
The mythology of world-changing startups is strong in Silicon Valley, the eye of the computing and internet cyclone. While its founding fathers have indeed revolutionized our economy, giving birth to GAFAnomics, their supremacy is increasingly challenged by Chinese behemoths, their karma is scrutinized by locked-in citizens, and their ability to tackle the crucial issues of our time - among which global warming - is cynically questioned. But wasn’t technology supposed to solve all our problems?
Elon Musk, a Silicon Valley entrepreneur, who is perfectly fit for an epic tale and a Marvel blockbuster, yet still believes so. Some of his companies - PayPal, SpaceX, Hyperloop and Tesla - are aiming at rebuilding structural industries for the better: Banking, Space, Transportation and Energy.
This is our take on one of them: Tesla, a company that intends to accelerate the world's transition to sustainable energy by laying out a clear vision for the future, by building a 21st century industrial from scratch, and by reinventing transportation and energy through software- enabled networks.
Insight Report by Fabernovel - The Hidden consumption force of Overseas Chine...Fabernovel
Fabernovel, the global innovation agency operating in Europe, US and China, is pleased to share its latest in-depth study analyzing Overseas Chinese Residents, “The hidden consumption force”.
In this study Gafanomics by Fabernovel, you’ll discover what is, to us – FABERNOVEL is among Slack’s early adopters, using it since 2014 –, Slack’s secret sauce and what makes it so special.
Slack is surely an incredible company with tremendous growth perspectives. But what does it mean in terms of work ideology? How can a single application transform culture, work relationships and, ultimately, entire organizations?
There is a (work) life before Slack... and another one after it: let’s see how Slack has impacted the corporate world.
We are pleased to release the second volume of our new KPIs report series. This study is dedicated to the new value creation levers in the digital era and in particular on the talent pillar: why it is a critical asset, how to monitor it, assess it and optimize valuation.
This comes jointly with an index to assess one’s company maturity on talent capital.
If you want to get a full version or have any question about this study, please email us: kpi@fabernovel.com.
You can find our first study Customer KPIs here : https://www.slideshare.net/faberNovel/fabernovel-study-new-economy-new-kpi-the-customer-era
GAFANOMICS Season 2: 4 superpowers to outperform in the Network EconomyFabernovel
FABERNOVEL identifies 4 superpowers to outperform in the Network Economy.
FABERNOVEL released a new study analyzing the strategic practices of the GAFA companies. The study, which presents actionable lessons for legacy industries looking to reshape their strategy for the New Economy, finds that the fastest-growing superpowers in the Network Economy position themselves as Magnet, Intimate, Real Time, or Infinite Enterprises.
FABERNOVEL’s 2014 report, GAFAnomics: New Economy, New Rules detailed how Google, Apple, Facebook, and Amazon – GAFA – are driven by a common vision of a borderless market and a customer culture which redefined their notions of value creation, core business, and talent management. FABERNOVEL’s 2015 study builds upon these findings to analyze how other companies are utilizing the infrastructure built by these 4 web giants to spur their own rapid growth.
****
FABERNOVEL vous invite à découvrir dans sa nouvelle étude 4 stratégies inspirées des GAFA pour transformer votre entreprise en champion de l'économie connectée. Venez comprendre comment devenir une entreprise "Magnétique", "Instantanée", "Intime" ou "Infinie" : 4 «super-pouvoirs» économiques inspirés du modèle des GAFA.
En 2014, dans la première étude GAFAnomics®, nous nous étions attachés à analyser les facteurs clés de succès des 4 géants du web. Cette année, notre étude du modèle des GAFA nous a permis d'identifier 4 modèles de performance dans la nouvelle économie, qui permettront à nos clients de repartir avec des stratégies rapides à mettre en oeuvre pour retrouver cette compétitivité dans la nouvelle économie.
Les précédentes études annuelles de FABERNOVEL ont rencontré 10 millions de lecteurs, nous avons hâte de partager cette nouvelle publication avec vous.
Amazon: friend or foe?
This presentation looks at the ways to work with Amazon, its opportunities and threats for brands and the winning distribution strategies for you.
Introduction, History of Tesla Motor Inc., Tesla Products, Financial stability of Tesla, Competitors Analysis, international Business Strategy of Tesla, Environmental analysis (PESTLE)
Study Ardian & Fabernovel - The Augmented Infrastructure: Digital for climate?Fabernovel
Foreword:
2020 is tomorrow. Once a synonym for “future”,
this key date is a symbol for new dawn where
the issue of long term value can not be but linked
to digital sobriety and technological responsibility.
At Fabernovel, that is why when working on transformation projects, services design or engineering, we follow a triple approach: entrepreneurial, digital but first and foremost responsible.
I am convinced that this approach can be applied
to infrastructures. Regarding carbon impact issue, beyond mitigation measures and energy recycling,
we need to act upstream by rethinking the way we design services and technology.
Innovation more than ever, has to be thought in a global ecosystem perspective to prevent drifts and limit impact.
Let’s build this inclusive future together.
Stéphane Distinguin, CEO & Co-founder at Fabernovel
22 years: the average age of Google, Apple, Facebook and Amazon. 22 years of growth frenzy, combined with the upheaval brought about by the Internet to our businesses, our lives and our civilization.
With over 300 billion euros in cumulative revenue, a productivity rate three times the average, and a customer base covering nearly 50% of the connected population, GAFA have become, in less than twenty years, the four superpowers of the new economy. "Search engine","e-commerce", "smartphone","social network" are the common nouns they have added to the of the 21st century dictionary.
But beyond this disruption in our daily habits, GAFA have fundamentally changed the established rules of business strategy: they ignore classic concepts of market, competition, positioning or plain goods. Instead, they have achieved a Copernican revolution that truly places the customer at the center of their strategy.
With our study you will:
- identify the key success factors of these fantastic four,
- understand how to conduct your business strategy in the era of GAFA,
- develop a dashboard to measure and to start thinking about your business the GAFA way, by simply starting from your customers.
“GAFAnomics” will help you see your industry through GAFA's eyes: understand their vision of the world and align this analysis with your strategic actions - at a digital pace.
The "GAFA Framework"
To achieve this, we completed our analysis with a framework, a simplified reading grid of their business models and value creation levers. We are convinced that the best key to your digital transformation is understanding and applying this “GAFA framework".
This framework can be replicated in any industry: in the customer value creation field, every business can compare itself to GAFA. Our framework shows the necessity to organize and grow around the unwavering ambition to make a positive change to the customer’s daily life.
In this 2013 independant study, FABERNOVEL invites you to discover what lies behind the proclaimed mission of the famous professional network: "Connect the world's professionals to make them more productive and successful".
Fabernovel is pleased to release this new edition of “Gafanomics Quarterly”, our publication which offers you every quarter a transversal review of the earnings releases and strategic announcements of the disruptive Tech giants.
This last quarter was somewhat special in our view, ushering in new times at several levels : a new fiscal year, a new decade and the accelerating change towards new value patterns.
After a challenging Q3, the Tech segment outperformed all other sectors on the Street with an impressive cumulated market cap gain of more than $1,300bn for our sample of 20 firms (i.e. the equivalent of Microsoft market value or the annual GDP of Spain). This was underpinned by the robust quarterly delivery of most of the Tech leaders with a value pattern still favouring user and top-line growth pattern compared to margin expansion. Our sample of Tech disruptors posted a median revenue growth of 23% and 17% EBIT growth in Q4 19, with very similar figures for FY19.
Is this outperformance set to last?
Beyond their economic power, the Tech leaders face several challenges. Facing rising maturity and competition, they are increasingly criticized on their dark side and their Achilles heel: Corporate and Social Responsibility. Several of them recorded in the last months the departures of their founders (Travis Kalanick at Uber, Jack Ma from Alibaba, Larry Page and Sergey Brin at Google, Adam Neumann at WeWork). Softbank has seen the arrival of activist investors in their capital.
The Green tide was the most striking new theme emerging from Q4 releases. Many tech players (Microsoft, Amazon, …) have started to communicate on the environmental impact. Greenwashing or strategic reality? Probably both. But we hope that the latter will prevail! Given their deep pockets, innovation culture and infrastructure power, Tech giants are probably among the few Corporates that can save the planet. The Coronavirus crisis has shown that software can help adapt in critical situation with new practices (more remote work) that can reduce carbon emissions.
In a new world where transparency and responsibility will increasingly drive valuation, we are convinced that this Green horizon can be a structuring value path for GAFAM & Co but also an area where they can join forces with other Corporates.
WeChat, the shape of the connected ChinaFabernovel
Impressive, intriguing China is all too often dismissed as a source of inspiration for being “too different”. Yet over the past decade, China has undergone unprecedented change as a result of the implementation of protectionist economic policies. No longer the world’s sweatshop, the country is now the international epicenter of technological research & development.
The Fourth Annual Global Mobility Study [hyperlink] by L.E.K. Consulting, Vision Mobility and CuriosityCX highlights that there is a much greater uptake of ride-hailing and other new mobility options in India and China than in mature western economies. With relatively low levels of car ownership and less developed public transport systems in these Asian countries, new mobility use is now comparable with and set to overtake traditional transport for a segment of the population.
Apache Hadoop Summit 2016: The Future of Apache Hadoop an Enterprise Architec...PwC
Hadoop Summit is an industry-leading Hadoop community event for business leaders and technology experts (such as architects, data scientists and Hadoop developers) to learn about the technologies and business drivers transforming data. PwC is helping organizations unlock their data possibilities to make data-driven decisions.
Elon Musk & Tesla (7 p's, Gale of creative destruction, Big idea)RGupta16
About Elon Musk, His Companies, About Tesla 7 P's , Big Idea, Gale of Creative Destruction, Tesla Stock Growth, Tesla Ranking in USA, Elon musk Companies & Ideas, Tesla Mission and Vision
Introduction, History of Tesla Motor Inc., Tesla Products, Financial stability of Tesla, Competitors Analysis, international Business Strategy of Tesla, Environmental analysis (PESTLE)
Study Ardian & Fabernovel - The Augmented Infrastructure: Digital for climate?Fabernovel
Foreword:
2020 is tomorrow. Once a synonym for “future”,
this key date is a symbol for new dawn where
the issue of long term value can not be but linked
to digital sobriety and technological responsibility.
At Fabernovel, that is why when working on transformation projects, services design or engineering, we follow a triple approach: entrepreneurial, digital but first and foremost responsible.
I am convinced that this approach can be applied
to infrastructures. Regarding carbon impact issue, beyond mitigation measures and energy recycling,
we need to act upstream by rethinking the way we design services and technology.
Innovation more than ever, has to be thought in a global ecosystem perspective to prevent drifts and limit impact.
Let’s build this inclusive future together.
Stéphane Distinguin, CEO & Co-founder at Fabernovel
22 years: the average age of Google, Apple, Facebook and Amazon. 22 years of growth frenzy, combined with the upheaval brought about by the Internet to our businesses, our lives and our civilization.
With over 300 billion euros in cumulative revenue, a productivity rate three times the average, and a customer base covering nearly 50% of the connected population, GAFA have become, in less than twenty years, the four superpowers of the new economy. "Search engine","e-commerce", "smartphone","social network" are the common nouns they have added to the of the 21st century dictionary.
But beyond this disruption in our daily habits, GAFA have fundamentally changed the established rules of business strategy: they ignore classic concepts of market, competition, positioning or plain goods. Instead, they have achieved a Copernican revolution that truly places the customer at the center of their strategy.
With our study you will:
- identify the key success factors of these fantastic four,
- understand how to conduct your business strategy in the era of GAFA,
- develop a dashboard to measure and to start thinking about your business the GAFA way, by simply starting from your customers.
“GAFAnomics” will help you see your industry through GAFA's eyes: understand their vision of the world and align this analysis with your strategic actions - at a digital pace.
The "GAFA Framework"
To achieve this, we completed our analysis with a framework, a simplified reading grid of their business models and value creation levers. We are convinced that the best key to your digital transformation is understanding and applying this “GAFA framework".
This framework can be replicated in any industry: in the customer value creation field, every business can compare itself to GAFA. Our framework shows the necessity to organize and grow around the unwavering ambition to make a positive change to the customer’s daily life.
In this 2013 independant study, FABERNOVEL invites you to discover what lies behind the proclaimed mission of the famous professional network: "Connect the world's professionals to make them more productive and successful".
Fabernovel is pleased to release this new edition of “Gafanomics Quarterly”, our publication which offers you every quarter a transversal review of the earnings releases and strategic announcements of the disruptive Tech giants.
This last quarter was somewhat special in our view, ushering in new times at several levels : a new fiscal year, a new decade and the accelerating change towards new value patterns.
After a challenging Q3, the Tech segment outperformed all other sectors on the Street with an impressive cumulated market cap gain of more than $1,300bn for our sample of 20 firms (i.e. the equivalent of Microsoft market value or the annual GDP of Spain). This was underpinned by the robust quarterly delivery of most of the Tech leaders with a value pattern still favouring user and top-line growth pattern compared to margin expansion. Our sample of Tech disruptors posted a median revenue growth of 23% and 17% EBIT growth in Q4 19, with very similar figures for FY19.
Is this outperformance set to last?
Beyond their economic power, the Tech leaders face several challenges. Facing rising maturity and competition, they are increasingly criticized on their dark side and their Achilles heel: Corporate and Social Responsibility. Several of them recorded in the last months the departures of their founders (Travis Kalanick at Uber, Jack Ma from Alibaba, Larry Page and Sergey Brin at Google, Adam Neumann at WeWork). Softbank has seen the arrival of activist investors in their capital.
The Green tide was the most striking new theme emerging from Q4 releases. Many tech players (Microsoft, Amazon, …) have started to communicate on the environmental impact. Greenwashing or strategic reality? Probably both. But we hope that the latter will prevail! Given their deep pockets, innovation culture and infrastructure power, Tech giants are probably among the few Corporates that can save the planet. The Coronavirus crisis has shown that software can help adapt in critical situation with new practices (more remote work) that can reduce carbon emissions.
In a new world where transparency and responsibility will increasingly drive valuation, we are convinced that this Green horizon can be a structuring value path for GAFAM & Co but also an area where they can join forces with other Corporates.
WeChat, the shape of the connected ChinaFabernovel
Impressive, intriguing China is all too often dismissed as a source of inspiration for being “too different”. Yet over the past decade, China has undergone unprecedented change as a result of the implementation of protectionist economic policies. No longer the world’s sweatshop, the country is now the international epicenter of technological research & development.
The Fourth Annual Global Mobility Study [hyperlink] by L.E.K. Consulting, Vision Mobility and CuriosityCX highlights that there is a much greater uptake of ride-hailing and other new mobility options in India and China than in mature western economies. With relatively low levels of car ownership and less developed public transport systems in these Asian countries, new mobility use is now comparable with and set to overtake traditional transport for a segment of the population.
Apache Hadoop Summit 2016: The Future of Apache Hadoop an Enterprise Architec...PwC
Hadoop Summit is an industry-leading Hadoop community event for business leaders and technology experts (such as architects, data scientists and Hadoop developers) to learn about the technologies and business drivers transforming data. PwC is helping organizations unlock their data possibilities to make data-driven decisions.
Elon Musk & Tesla (7 p's, Gale of creative destruction, Big idea)RGupta16
About Elon Musk, His Companies, About Tesla 7 P's , Big Idea, Gale of Creative Destruction, Tesla Stock Growth, Tesla Ranking in USA, Elon musk Companies & Ideas, Tesla Mission and Vision
A Marketing analysis for TESLA company in DBA program by Cairo University. It discussing how TESLA is competing Electric Vehicle Market and advancing the development of such Sector. In addition, Tesla is taking further steps toward future by inventing futuristic cars and innovative technology.
Marketing Strategies of Tesla Inc.
Includes-
1. About Tesla and Elon Musk
2. Marketing MIx
3. SWOT Analysis
4. Porter's Five Force Analysis
5. BCG Matrix
Proposal AsusHow does the ASUSTeK Computer Inc. price and posi.docxamrit47
Proposal Asus:
How does the ASUSTeK Computer Inc. price and position its new product transformer book which is a combination of tablet and laptop? Laptop product line was a major source of income for ASUS, but the demand of it had been decreasing because of rapid growth market in smartphone. Therefore, the company had to educate potential customers about this new lifestyle.
There are so many types of mobile device, and there will be so many different demands associated to them. For transformer book, its competitors are smartphone, laptop, and tablet. So, we have to do research and estimate how many quantity of transformer book that consumers and businesses are willing and able to buy at a given price in a given time period. In addition, transformer book is able to run all functions that tablet and laptop have, but it may be higher than both in materials cost. However, using the right price and timing can very helpful for increasing sales.
Based on the total market demands of laptop and tablet, we can infer demands of a combination product of both. Then, we can figure out how much margin we are able to set up while maximizing the sales. In addition, when should we put our new product on market is important. The reason is that we do not want our product’s release day to overlapping competitor’s schedule.
Case Analysis - Tesla
Background
Situation (SWOT) Analysis
Strengths
Weaknesses
Opportunities
Threats
Five Forces Analysis
Strategic Analysis (analysis of Tesla’s strategies)
Strategic Evaluation (evaluation of the effectiveness of Tesla’s strategies)
Recommendations
http://www.forbes.com/sites/innovatorsdna/2015/08/20/teslas-high-end-disruption-gamble/
Aug 20, 2015 @ 06:24 PM 12,402 views
Tesla's High End Disruption Gamble
Nathan Furr and Jeff Dyer ,
Contributor
We cover innovation based on research from The Innovator's Method.
Opinions expressed by Forbes Contributors are their own.
Tesla’s High End Disruption Gamble
By Jeff Dyer and David Bryce
For adherents of classic disruptive innovation theory, Tesla’s potential as a market disruptor is minimal. After all, the company doesn’t go after low-end, price-sensitive customers who are over-served by current vehicles; they don’t pursue “non-consumption” (customers who don’t currently drive cars); and the technology didn’t start out as inferior (Tesla now produces the fastest 0-60 mph time of any four-door production automobile on the planet (2.7 seconds in “ludicrous” mode). Tesla automobiles look and drive much like other cars, utilize established infrastructure like roads, and confine much of the product innovation to only one aspect – the power system. These facts simply do not fit the classic pattern for successful disruption as originally described by disruption guru Clayton Christensen.
Instead, Elon Musk pursues what we call a “high-end” technology disruption, an approach that is very different but one that can be just as troublesome for incumbents. High-end technol ...
Answer both questions fully and provide creditable sources. Origin.docxnolanalgernon
Answer both questions fully and provide creditable sources. Original work now plagiarism
1. Consider the position for which you are interviewing candidates and post one of your interview questions, including the job title. Discuss why you developed this question and what response you would expect a potential candidate to provide.
2. It is important to ensure that a candidate fits with the culture of the organization. What actions can be taken in the recruitment and selection process to find the best candidate that fits with the culture of the organization?
Tesla: Company and Industry Analysis
Florida Institute of Technology
Group 3
Lakesha Burton • Alann Gutierrez • Meshayla Jones • Trent Laney • Leah Riley
Table of Contents
Company Background 3
Analysis 4
Issues and Recommendations 6
References 7
Exhibits 8
Company Background
ALL-DISCUSSION
*Everyone will gather some info and post in a discussion; Alann will compile into cohesive section.
*MAKE SURE TO PROPERLY CITE REFERENCES IN APA AS YOU COLLECT INFO--POST ALL
INFO COMPLETE WITH IN-TEXT CITATIONS AND REFERENCES.
Analysis
o Competitive advantage and business models TRENT
o Mission, vision, values and corporate governance TRENT
o PESTEL analysis, five force analysis, driving forces, and strategic group maps for the industry
ALANN
a. PESTEL analysis:
1. Political factors
2. Economic conditions in the firm’s general environment (local, country, regional,
worldwide)
3. Sociocultural forces
4. Technological factors
5. Environmental factors (concerning the natural environment)
6. Legal/regulatory conditions
b. Five Forces analysis:
1. Competition from rival sellers
2. Competition from potential new entrants to the industry
3. Competition from producers of substitute products
4. Supplier bargaining power
5. Customer bargaining power
c. Driving Forces (pg. 68-70 in text for list of potential/usual major driving forces; should be no
more than 3 chosen, per text)
d. Strategic Group Map(s) (industry)
1. Toyota Motor Corporation
2. Volkswagen
3. Daimler
4. BMW
5. Honda Motor Company
6. General Motors Company
7. Tesla
8. Ford Motor Company
9. Nissan
10. Fiat Chrysler Automobiles
§ A brief history of the industry (development stages)
§ You may use business models, market share, perceived quality and other critical and
relevant variables to identify viable strategic groups in the industry
§ Competitor analysis – what other companies are currently doing
o SWOT, value chains, and benchmarking Leah
Strengths ● Innovative process - allows customers to make a
purchase that has a better effect on the environment,
but maintains a high-end and luxury status, which
appeals to a wealthier market base.
● Brand recognition - Tesla is well-known for its .
Running head GROUP CASE ANALYSIS 11GROUP CASE ANALYSIS 15.docxcowinhelen
Running head: GROUP CASE ANALYSIS 1 1
GROUP CASE ANALYSIS 1 5
Alternative Strategies
Market Development.
Advantages
As of 2017, China is the largest automobile market in the world with annual sales of over 24 million. Also, the Chinese government is very ambitious in the promotion of electric vehicles. This affords Tesla the opportunity to enter the Chinese market using its brand and innovation to gain leverage in a new market before other firms. Tesla has the needed capital and human resources for such an endeavor (David & David, 2017). Tesla has already begun laying the groundwork for expansion into China by “having Tesla personnel install charging points at customer homes or businesses well before delivery” (David & David, 2017, p. 517).
Disadvantages
The major disadvantages of this strategy are the cost of expanding into the Chinese market and the product not being well-received by the consumers, resulting in a financial loss for the company.
Product Development.
Advantages
Tesla already has made a name for themselves in the electric vehicle realm and is becoming a well-known brand with consumers. With the promising outlook of the electric vehicle market, Tesla should conduct research and develop improvements and modification to its current and future line to keep interest high for the consumer. David & David (2017) note that one of the guidelines for this strategy is “An organization competes in an industry that is characterized by rapid technological improvements.” Tesla’s investment into the Gigafactory that will enable the company to mass produce the batteries that power the vehicle at a rate higher than all of the world’s combined output (David & David, 2017). The Gigafactory will also allow the production of lithium-ion batteries to be reduced through economies of scale and innovative engineering (Tesla, n.d.).
Disadvantages
Much like the disadvantages of the market development strategy, there is a cost that comes with the research and development to stay at the forefront of the competition. The improvements made could not be attractive to the consumer therefor resulting in a loss.
Market Penetration
Advantages
A guideline for implementing the market penetration strategy is “the usage rate for present customers could be increased significantly” (David & David, 2017, p. 138). Some manufacturers are still producing lead-acid batteries for their hybrid cars which have a distinct disadvantage over lithium-ion. This is a negative aspect to consumer who are looking to buy an electric vehicle. The Gigafactory will increase production density and accelerate output for the batteries, which will increase production capacity exponentially and provide the support for production of about 500,000 vehicles (Tesla, January 4, 2017).
Disadvantages
One of the disadvantages of market penetration is the potential for missed opportunities in other areas. The resources used in this strategy could be used elsewhere. If the company has many product l ...
Running head tesla, Inc. analysis 1tesla, Inc. analysis 20U.docxtodd521
Running head: tesla, Inc. analysis 1
tesla, Inc. analysis 20Undergraduate Capstone Paper
Tesla, Inc.
Blaine Smith
February 26, 2020
University of Redlands School of Business
BUSB 485 SD12
Professor Richard Doyle
1. Executive Summary ........................................................................................................... 3
2. Financial Management BUSB 361 .................................................................................... 6
2.1. SWOT Analysis Table ................................................................................... 6
2.2 Supplementary Financial Metrics Over Last Ten Years ................................ 9
2.3 Stock Market Performance ........................................................................... 11
3. Principles of Marketing BUSB 340 .................................................................................. 13
3.1. SWOT Analysis Table .................................................................................. 13
4. Strategic Management BUSB 481 .................................................................................. 19
4.1. SWOT Analysis Table .................................................................................. 19
5. Business Information Systems BUSB 333 ...................................................................... 24
2.1. SWOT Analysis Table .................................................................................. 24
6. Managing and Leading Organizations BUSB 330 .......................................................... 29
2.1. SWOT Analysis Table .................................................................................. 30
7. Conclusion ....................................................................................................................... 35
Reason for the Paper:
This paper will be a strategic audit of Tesla to fulfill the requirements for a CAPSTONE paper, utilizing the concepts of five different courses in my undergraduate program at the University of Redlands. The five courses are as follows:
· Business Information Systems
· Financial Management
· Managing and Leading Organizations
· Principles of Marketing
· Strategic Management
Each section will be labeled, with numerous key concepts highlighted to demonstrate my ability to apply what I learned to a real world organization; Tesla. I will also be employ a SWOT analysis through the lens of each course to identify strengths, weaknesses, opportunities, and threats. I will identify the most important issues and opportunities, recommending strategies to mitigate damage and take advantage of opportunities. Improvement may not be instantaneous, but the findings will provide a direction for the company, providing them with objectives to develop a strategic plan around.
Background of Tesla:
Tesla was founded in 2003 by Martin Eberhard and Marc Tarpenning, later joined by Elon Musk, J. B. Straubel and Ian Wrigh.
Running head tesla, Inc. analysis 1tesla, Inc. analysis 20U.docxjeanettehully
Running head: tesla, Inc. analysis 1
tesla, Inc. analysis 20Undergraduate Capstone Paper
Tesla, Inc.
Blaine Smith
February 26, 2020
University of Redlands School of Business
BUSB 485 SD12
Professor Richard Doyle
Table of Contents
1. Executive Summary ........................................................................................................... 3
2. Financial Management BUSB 361 .................................................................................... 6
2.1. SWOT Analysis Table ................................................................................... 6
2.2 Supplementary Financial Metrics Over Last Ten Years ................................ 9
2.3 Stock Market Performance ........................................................................... 11
3. Principles of Marketing BUSB 340 .................................................................................. 13
3.1. SWOT Analysis Table .................................................................................. 13
4. Strategic Management BUSB 481 .................................................................................. 19
4.1. SWOT Analysis Table .................................................................................. 19
5. Business Information Systems BUSB 333 ...................................................................... 24
2.1. SWOT Analysis Table .................................................................................. 24
6. Managing and Leading Organizations BUSB 330 .......................................................... 29
2.1. SWOT Analysis Table .................................................................................. 30
7. Conclusion ....................................................................................................................... 35
Executive Summary
Reason for the Paper:
This paper will be a strategic audit of Tesla to fulfill the requirements for a CAPSTONE paper, utilizing the concepts of five different courses in my undergraduate program at the University of Redlands. The five courses are as follows:
· Business Information Systems
· Financial Management
· Managing and Leading Organizations
· Principles of Marketing
· Strategic Management
Each section will be labeled, with numerous key concepts highlighted to demonstrate my ability to apply what I learned to a real world organization; Tesla. I will also be employ a SWOT analysis through the lens of each course to identify strengths, weaknesses, opportunities, and threats. I will identify the most important issues and opportunities, recommending strategies to mitigate damage and take advantage of opportunities. Improvement may not be instantaneous, but the findings will provide a direction for the company, providing them with objectives to develop a strategic plan around.
Background of Tesla:
Tesla was founded in 2003 by Martin Eberhard and Marc Tarpenning, later joined by Elo ...
Tesla Motors, Inc. is a Silicon Valley-based company that designs, manufactures and sells electric cars and electric vehicle powertrain components.
Tesla Motors gained widespread attention by producing the Tesla Roadster, the first fully electric sports car. Its second model is the Model S, a fully electric luxury sedan. While still expensive, it is substantially cheaper than the Roadster. Tesla also sells electric powertrain components, including lithium-ion battery packs, to other automakers, including Daimler and Toyota.
1
14
Global Business and Strategy
EU Business School
Calvin Kammer
Introduction
A global business is a company that serves or operates in different countries worldwide. Due to international market openness, the global business environment has become so dynamic thus, the sustainability of any company will depend on the business strategy adopted (Morgan, et al 2019). To this end, this report will evaluate the global business and strategic objectives of Tesla and provide recommendations on the Company's strategic roadmap.
Background of Tesla Company
Tesla Company is an American automobile firm that has pioneered the world transition to eco-friendly energy by designing and manufacturing solar roof tiles, electric cars, and solar panels. The Company was established in 2003, and it operates in the US and China, but it plans to establish a manufacturing plant in Germany. Tesla reported improved sales in 2021 recording a total of 936,172 vehicles which represented an 87% growth compared to 2020 sales (Jiang, Shi & Li 2021).
External Business Environment Analysis
The external business environment is macro-factors that influence the business's operations but which are over and above the control of a single business entity Any reference?. To adequately understand how these factors impact the industry, we shall employ the PESTLE analysis. PESTLE analysis is a macro environment analysis tool which evaluates the external factors which influences the performance of the business. The analysis looks at how the political, economic, social, technological and legal elements impacts the operations of the company (Achinas et, al.2019). This model is relevant to case study of Tesla Company because it will give an in-depth understanding of the company’s external business environment and how the factors have impacted on its operation.
PESTLE ANALYSIS
Political
Sholihah, et al. (2019) notes that,Political factorsare government policies that influence businesses. For instance, trade policies can restrain a company's expansion and industry performance. The political factors have been significant in influencing the growth of Tesla Company. The Company can expand its financial muscle through government incentives related to efforts by countries in different parts of the world to minimize carbon release. The electrical and solar products of Tesla are likely to have a global acceptance, thus creating opportunities for faster growth. Similarly, the political stability in the US, China, and other parts of the world offers more excellent prospects for Tesla to make market penetration and record more revenue.
Economic
Economic dynamics such as growth rate and exchange rates influence big business like Tesla. For instance, the electric cars manufactured by Tesla have presented an opportunity for it to reduce battery costs leading to the affordability of the firm’s products. Additionally, the Company's products have been considered a panacea to renewable ...
114Global Business and StrategyEU BusinessSantosConleyha
1
14
Global Business and Strategy
EU Business School
Calvin Kammer
Introduction
A global business is a company that serves or operates in different countries worldwide. Due to international market openness, the global business environment has become so dynamic thus, the sustainability of any company will depend on the business strategy adopted (Morgan, et al 2019). To this end, this report will evaluate the global business and strategic objectives of Tesla and provide recommendations on the Company's strategic roadmap.
Background of Tesla Company
Tesla Company is an American automobile firm that has pioneered the world transition to eco-friendly energy by designing and manufacturing solar roof tiles, electric cars, and solar panels. The Company was established in 2003, and it operates in the US and China, but it plans to establish a manufacturing plant in Germany. Tesla reported improved sales in 2021 recording a total of 936,172 vehicles which represented an 87% growth compared to 2020 sales (Jiang, Shi & Li 2021).
External Business Environment Analysis
The external business environment is macro-factors that influence the business's operations but which are over and above the control of a single business entity Any reference?. To adequately understand how these factors impact the industry, we shall employ the PESTLE analysis. PESTLE analysis is a macro environment analysis tool which evaluates the external factors which influences the performance of the business. The analysis looks at how the political, economic, social, technological and legal elements impacts the operations of the company (Achinas et, al.2019). This model is relevant to case study of Tesla Company because it will give an in-depth understanding of the company’s external business environment and how the factors have impacted on its operation.
PESTLE ANALYSIS
Political
Sholihah, et al. (2019) notes that,Political factorsare government policies that influence businesses. For instance, trade policies can restrain a company's expansion and industry performance. The political factors have been significant in influencing the growth of Tesla Company. The Company can expand its financial muscle through government incentives related to efforts by countries in different parts of the world to minimize carbon release. The electrical and solar products of Tesla are likely to have a global acceptance, thus creating opportunities for faster growth. Similarly, the political stability in the US, China, and other parts of the world offers more excellent prospects for Tesla to make market penetration and record more revenue.
Economic
Economic dynamics such as growth rate and exchange rates influence big business like Tesla. For instance, the electric cars manufactured by Tesla have presented an opportunity for it to reduce battery costs leading to the affordability of the firm’s products. Additionally, the Company's products have been considered a panacea to renewable ...
Similar to GAFAnomics Tesla Volume 2 - Is Tesla the disruptor we need? (20)
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Entre apocalypse et terre promise, à quoi ressemble vraiment le retail de demain ?
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Présentée lors du MobileOne 2019 par Benoît AUDOUARD, responsable projet myCANAL chez Canal+ et Julie ROLLIN-MOUSTÉOU, Senior Product Manager chez Fabernovel.
Fabernovel is pleased to share this playbook reviewing various offerings of
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savvy consumers.
Since the inception of WeChat, Tencent has been very cautious about introducing
promotional messages on its platform. The Super APP is envisioned more as a
productive toolkit for the users' daily life than a source of media revenue stream itself.
On contrary to 1 ad for every 10 posts on Facebook, the Shenzhen tech giant makes
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That being said, WeChat advertising offerings have become so comprehensive and
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abroad. To build successful WeChat strategies, it is now crucial for business to master
these various ad formats, ad touch points, ad features, bidding tactics and audience
targeting possibilities.
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GAFAnomics Tesla Volume 2 - Is Tesla the disruptor we need?
1.
2. What’snextforTesla? In June this year Tesla became the world’s most valuable carmaker
210$Bn >
24$Bn
Tesla’s market capitalization...
is equivalent to all these players combined
36$Bn
38$Bn
34$Bn
52$Bn
As of July 1st.
3. 2013.
Tesla shares started to take off, as the
company posts its first profit.
2017.
Shares remain in a steady range until 2017,
when things started to wax and wane, as
Musk got vocal on Twitter (setting
ambitious production targets, revealing
plans to take the company private,...).
2018-2019.
It impacted the stock throughout 2018 and
2019 did not start any better with the
occurrence of major layoffs & departure of
significant members of the executive
team.
mid-2019.
Tesla finally restored investor trust, as it
demonstrated solid production numbers
and reached profitability.
But it’s been a bumpy rideWhat’snextforTesla?
Source : Factset data as of April 2020
4. What’snextforTesla? Tesla is no longer the new kid on the block
In less than two decades, Tesla has become a major player on the automotive and energy markets.
A giant of its own.
$210Bn
market capitalisation
(as of July 1st)
N°1
Seller of electric cars in
the world
$24,7Bn
Revenues in 2019
48,000
employees
1M+
cars delivered since
inception (≈40% in 2019)
52%
revenue CAGR 2016-19
Roundedfigures.Sources:Tesla,CSIMarket,Electrek;GeneralMotors
5. It is the best-selling electric car manufacturerThecompetitionchallenge.
With over 367,000 vehicles delivered in
2019 (+50% vs 2018), Tesla is by far the
strongest selling electric car
manufacturer, ahead of the Chinese
manufacturer BYD (219,000 vehicles).
Tesla Model 3 alone stands as the best
selling electric model in the world.
● Renault 4 %
● VW 5 %
● BMW 3 %
● Daimler 1 %
● Others (incl. Ford, FCA,…) 5 %
Source : EV-volumes, excluding Plug-in Hybrid Electric Vehicle)
2019 Global EV sales in volume.
Tesla
22 %
GM
5 %
● Nissan 5 %
● Hyundai-Kia 5 %
● Other chinese
carmakers 27 %
● BYD 9 %
● BAIC 10 %
6. Thecompetitionchallenge. And its technology leadership seems strong
Best powertrain technology
Tesla outperforms all incumbent EVs in terms of
range & performance. Tesla’s substantial lead is
notably linked to its platform, designed
specifically for EVs, while most competitors are
using traditional ones.
In terms of autonomy, Tesla is the
uncontested leader: at equal battery size and
car weight, no manufacturer does better than
Tesla (~20% outperformance in range vs. direct
peers, highest range per kWh battery capacity).
In terms of performance (top speed and
acceleration), Tesla is also the leader in all
categories (Sedan, SUV
& Luxury).
● Autonomy
(Model S)
● Top speed
(Model S/X)
● 0-60 mph
(Model S)
● Peak Charging
(Porsche Taycan)
● AV level 2
(Autopilot Tesla)
8. Tesla is a great disruption case study
NEW VALUE
PROPOSITION
NEW VALUE
DRIVERS
NEW MARKET
DYNAMICS
The impact that Tesla will have is fairly small in
and of itself. It will change people’s perception
perhaps, but it will not in and of itself change
the world. Tesla can be the catalyst for a
multi-order of magnitude shift of the entire
industry towards electric.
Elon Musk,
Tesla CEO
9. Like Facebook, Tesla’s most
powerful engine is its vision.
An ambitious vision shared
by all and capable of federating
all stakeholders, be it investors,
staff or customers.
Theorem #1:
A bold vision sets a
business in motion.
1
11. One vision to rule them allAboldvisionsetsabusinessinmotion.
Governments
Administrations are more
willing to provide loans to
Tesla, tax credits to consumers
and set new laws for
autonomous vehicles.
Investors
Investors are confident about
Tesla’s long-term prospects
because they value Tesla as a
Tech company.
Media
The media continually nurture
the company's aura and report
on the latest developments at
no cost. A great PR strategy.
Clients
Customers agree to pre-pay
and wait for their Tesla
knowing that they will only be
able to get it in 1 or 2 years.
Employees
Musk sells a compelling vision
to attract the best engineers
willing to work hard
to change the world.
Help the world
transition to
sustainable energy
Because it shares such an
ambitious vision, Tesla is able
to bring on board a whole
network of actors that
contributes to its success.
From investors to customers,
different actors create a
dynamic and generate a halo
of enthusiasm around the
products and brand. A
virtuous circle for the
company.
12. Aboldvisionsetsabusinessinmotion. Creating a community of believers
Tesla is a community-driven company. Just like Apple it sparks fascination for its products and its brand to create a
community of early adopters. Tesla encourages its customers to interact with each other and with the brand to spread
the word of its world-changing mission.
Tesla’s advertising
budget/car.
Crowdsource
marketing.
Long term
dream strategy.
$0
Tesla leverages its community
of users to create marketing
campaigns. In 2017, it set up a
contest of Tesla videos on
youtube, gather millions of
views. Tesla net promoter is
way higher than competition,
as 90% recommend the
product.
Tesla doesn’t pay advertising
anywhere in the world. They
crowdsource advertising to
their customers. Average
advertising budget per car
stands at $240 in the
industry.
Tesla always have at least one
“crazy” product (e.g
cybertruck) in the pipe to raise
customer expectations and
make them dream, while
building a more strategic
product for the short term.
13. Produce first
Selling before producing: crowdfunding on steroids
More than just fans, Tesla believers help finance car production. The company launches pre-order campaigns to collect
funds, adapting the crowdfunding strategy to the car manufacturing industry.
Traditional model
Sell After
Aboldvisionsetsabusinessinmotion.
Sell First
Tesla’s model
Produce After
325K
Number of pre-orders for
the Model 3 in the week
following its unveiling.
$325M have been
deposited.
Amounting to
$14Bn
of implied sales
250K
Number of pre-orders for
Cybertruck in the week
following its unveiling.
Amounting to
$12,5Bn
of implied sales
Sources:Tesla,FABERNOVELCalculation
14. Aboldvisionsetsabusinessinmotion. Attracting the dream team
Tesla sells its inspiring vision to attract the best talents, be it corporate superstars poached from competitors or
flourishing talents looking for a challenge.
Poaching Some industry high profiles.Attracting the brightest minds.
Tesla ranks 5th
most attractive
employer in the US according to
LinkedIn. No other automaker
makes the top 50.
5th
SpaceX and Tesla were designed
with this vision of motivating a
critical mass of talented people to
work on inspiring things.
Peter Thiel
CEO, Palantir
Paypal Co-founder (with E. Musk)
Sources:LinkedIn,Fortune,BusinessInsider
Franz von Holzhausen
Sr. Design Exec
Ex Director of Design
@Mazda
George Blankenship
Ex VP Design and Store Development
Ex VP Real Estate (Apple Store)
@Apple
Gilbert Passin
VP Manufacturing
Ex VP Manufacturing
@Toyota
15. Theorem #2:
A disruptive integration strategy
to challenge the status quo.
2
Rooted in Tesla’s philosophy
is a strong belief that new
technologies can challenge the
status quo and achieve things
everyone believed impossible.
16. Adisruptor’smindsettochallengethestatusquo. The anti-disruption theory: a master plan to move from luxury
to mainstream
In an era where “disruption” is on everyone’s lips, Tesla is using an old development method: start from an
expensive product and move down the cost curve to mass market.
75,000 $
35,000 $
109,000 $
Use cash flow,
R&D to build
Use cash flow,
R&D to buildRoadster
Model S Model X
Model 3
2008-2012
2012 2015
2017
17. Most of key components are built in its
Fremont factory (seats, high-voltage cables,
displays, fuses, and other smaller systems).
A large part of Tesla’s suppliers are based in
the US or San Francisco Bay Area.
Integrating production to match its ambitionsAdisruptor’smindsettochallengethestatusquo.
Sources:Wired,GregReichow(exVPofproduction)
But why integrate?
Sharing information faster
Launching a new product presents a team
with thousands of small decisions. Integration
makes sharing integration faster
E.g. Tesla had the engineering team walk into the
factory gathering feedbacks from workers.
Accelerating learning cycles
Integrating enables faster cycles of learning
and improvement.
E.g. Tesla made over 50 changes per week to the
same car model.
Bringing frontier tech to market
When you build something yourself, you are able
to build tech that is not available on the market.
E.g. Tesla’s ludicrous mode (full acceleration) is a
result of its internal research in safety fuses.
Integrated Production
All teams (design, assembly, engineering) work
in the same factory in constant interaction,
and using the same data flow across
departments.
Rethinking Organization
Tesla launched the first vertically integrated car company
since Ford’s River Rouge plant in the 1920s.
18. Integrating production to match its ambitionsAdisruptor’smindsettochallengethestatusquo.
Thanks to its 4 Gigafactories (Nevada, New York,
Shanghai, and soon Berlin) Tesla has the highest
degree of vertical integration, reducing
dependency on suppliers.
35% decrease in battery cells cost
$5Bn
Cost of one gigafactory
95x
The size of
a football field
Sources: The Verge, Tesla, Electrek
Driving down costs
driving technology advantage
100
$/KwH
Key battery cost milestone
achieved by Tesla, when market
average is 160$/kwH.
Source: Electrek, rare earth advisory
19. Thebatterychallenge. So far, Tesla’s strategy has paid off: better battery packs at lower costs
Today: reduced battery design cost.
Tesla has a first mover advantage on the cost of
batteries in $ per KWH Tesla should be around
100-110$ (market average at 160). This is getting
close to the $100/kWh milestone that many
industry observers consider to be the “magic
number” that will bring EVs to cost parity with
ICE vehicles without subsidies and break
through the mass market.
100$ per KWH
Key battery cost milestone
achieved by Tesla
Tesla cost for Li-ion battery packs vs industry average.
Source:Industry,Tesla,REA
20. Adisruptor’smindsettochallengethestatusquo.
Traditional management is being disrupted by applying principles from the Hacker culture.
Hacking
PRODUCTION TIMING
Elon Musk is famous for
setting very ambitious goals
and deadlines, in order to
drive and pressure its
production teams.
Cars are often introduced
when the prototypes are not
ready, in order to drive
customer adoption before car
production.
Hacking
MEETINGS
Tesla cultures favors action
over meetings & sharing
times. In a famous email in
2019, Musk define the
company dogma on
meetings:
1. No large meetings.
2. If you're not adding value
to a meeting, leave.
3. No frequent meetings.
Hacking
HIERARCHY
The anti-handbook
handbook: every employee
must maximize its
performance level even if it
implies bypassing your direct
boss and pushing key matters
to the top.
Innovation is more rewarded
than obedience.
Management, the hacker way
21. 3
Theorem #3:
A “software company”
model.
Applying the secret recipe of
Silicon Valley startups, Tesla is
including software in all its
products, making them
incredibly more efficient and
unlocking new
market-defining features.
22. Behavinglikeasoftwarecompany. The car
Beyond driving the car, software controls all aspects of the Tesla cars’ operation and experience. When most
automakers outsource their software (e.g volkswagen makes 10% of software in-house) Tesla makes 100% of software
in-house.
Building the whole car around software
From the powertrain to the
warning chimes in the
car…the level of
integration that the
software has into the rest
of the Model S is really
impressive. Tesla is
a benchmark for what
we do here.
TJ Giuli
Former Head of Software
at Ford
Operating System
Wheel
Engine
Sensors
Usage-specific
software
Sensors
Wheel
● Attract premium buyers
● improve car profitability with options
● 3-5 year lead compared to incumbents
23. Behavinglikeasoftwarecompany. The factory
The Factory Software team is
responsible for building infrastructure
solutions that allow the company to
redefine manufacturing and
production (e.g engineer process
automation, virtualized testing)
Tesla heavily relies on machine
automation and acquired market
leader Grohmann and startup Perbix
to integrate the needed skills.
Building the whole factory around automation
One goal: Efficiency
Tesla’s original goal is to make
factories more efficient by a factor of
10 to 100
Tesla... [focuses] heavily on
designing the machine that
makes the machine - turning
the factory itself into a
product.
The Gigafactory is essentially
designed like a very high
density, multi-layered
integrated circuit.
Like an advanced CPU.
24. Behavinglikeasoftwarecompany. The company
Like pure software companies, Tesla had no IT & industrial legacy
Product 1 Product 2 Product 3 EV
IT Legacy + Industrial Legacy
Innovation
dilemma
Technical
debt
Execution
culture
Roadster Model S/X Model 3 Model Y
Agile Software + No Industrial Legacy
Disruptive
innovation
Technical
surplus
Innovation
culture
25. The battle for the car OS will be key
2013: "Autopilot is a good thing
to have in planes, and we
should have it in cars”.
Themobilitychallenge.
R&D ratio at 5% of revenues.
They are efficient as they
can use their entire fleets to
improve Autopilot overtime.
With autopilot: 1 accident
every 4.9 million kilometres
vs 766.400km US average
In 2019 Tesla only reported 19
miles with autonomous cars
in California. But Tesla also
reported 1 billion kilometres
driven with autopilot
engaged (Nov. 2018).
Medium & Long distance
Tesla has very few alliances.
They can't share budgets but
less bureaucracy for strategic
decisions.
2009: Google self driving
car project began with
Toyota prius cars.
Estimation: $3.5 billion spent
by Waymo.
Waymo has the best
disengagement rate: once
every 17.730km.
Over 20 million miles on
real-world roads (1,5 million in
California in 2019 and 10 billion
miles driven in simulation.
Medium & Long distance
2015: Uber just announced its
own self-driving project.
More than $1.5 billion raised,
including funds from softbank
and Toyota.
Uber ATG is running behind
schedule following a fatal
accident.
In 2018 Uber declared more
than a million miles driven
with its autonomous cars.
Micromobility & Medium
General Motors bought the
startup Cruise in 2016.
More than $7.25 billion raised
in partnerships with Softbank
and Honda.
Second lowest disengagement
rate (once every 8.086km, 321%
better in one year).
In 2019 Cruise reported
310.000 miles on real world
roads in California. Cruises
deploys the equivalent of
30.000 virtual vehicules.
Micromobility & Medium
How does Tesla compare with the rest of the pack?
26. Themobilitychallenge. Because software will determine the Tesla’s long-term future
The apple of cars? Or a mere carmaker running on Waymo?
Tesla & Apple have lots of similarities
● Community & brand.
● disruptive software differentiated product.
● integrated production & ecosystem.
● Shift from product to service business model.
Tomorrow
Tesla cars will be running on Tesla OS and available on demand on the
Tesla Network. Just like Apple, controlling product, service and
distribution?
Alphabet is best positioned to become the leading mobility platform in
the next 10 years:
● Most advanced autonomous driving technology (Waymo)
● Leading mobility platform with over a billion users on Gmaps
& a great mapping technology.
● OS controlling 80% of smartphone market.
Tomorrow
Tesla might merely be just a provider on Google’s mobility platform?
Google
Network
Ford car
Bus
BikeTesla
Tesla
network
Cybertruk
Supercharger
Tesla model S
29. Tesla’s electric cars are surely a first step forward
A necessity to improve our
energy mix and car lifecycle
40,000km
Based on EU energy mix, emissions
associated with the production of a battery
implies that the most economical ICE
vehicles have a lead of some 40,000
kilometres before their emissions reach
those of the production of an electric car
alone.
In countries relying on coal as primary
energy source, equilibrium can never be
reached.
Source: 2019 Tesla Impact Report
30. But improvements must not hide the pollution shift
The battery's production has a heavy ecological impact. An EV is therefore born with a heavy ecological debt.
from one extractivism to another
Lithium
⅓+ of lithium production come from South American
brine, depleting water supply for local communities.
Cobalt
More than half of the world's production comes from
Congolese mines with rudimentary safety
conditions and which often exploit children.
Permanent magnet
These magnets require rare-earth elements extracted
and processed in China, resulting in significant toxic
discharges.
From car use to car production
These figues highlight the critical issue of battery
recycling and increasing car lifecycle
31. Whatever its fuel, maybe the car is the problem
Cars are a sub-optimized
asset
And cars have a poor energy efficiency
● The average number of
people per car is 1.5 in the
US, while average capacity is
around 5.*
● In France average passenger
per car dropped to 1.2 today*
Beyond ICE, most negative externalities reside in the car itself
* figures in US: US Department of Energy, Transportation Data Book 2016
* figures in France: Ademe
32. And our cars keep getting bigger, heavier, faster
Weight
+62 %
Max speed
+43 %
Power
+192 %
Height
+21 %
Increased weight is mainly
justified by improvements
in security that led to a drop
in death rates
183km/h average max
speed, when highways are
capped at 130 call for
sobriety
Nearly x3 for horse power to
compensate for increased
weight and improve speed &
acceleration
SUV vehicles doped
automakers margins over the
last decade, yet resulting in
poorer energy efficiency
* figures in France from 1960 to 2017, Aurélien Bigot, Argus, The Conversation
33. Other externalities include extensive land use
Cars are both inefficient energetically and spatially
While they are extremely flexible for
the user, cars are not an efficient way
of optimizing urban space compared
to other means of transportation.
Cars have long
contributed to urban
sprawl, as we have built
our cities around them.
Source: Urbanisme Circulaire, Sylvain Grisot, KiM Netherlands Institute for Transport Policy Analysis.
34. Is this the future
of mobility?
● Personal car
● Minimum 3,800 kg
● Faster, larger,
Yet… still better than an F-150!
35. Cars have shaped our cities, it’s time to rethink the model
We need to design cities around a new mobility framework
The era of omnipresent cars, associated with
a lifestyle based on the ownership of a
vehicle as an element of social status, is
faltering.
Car-free living program,
microtransit, polycentric-city
framework….
A growing number of real estate
developers, local authorities and
communities are getting rid of
personal cars in their projects
through new regulation,
human-centric design and new
mobility partnership.