This document provides an overview of Tesla's current market situation and brand strategy. It discusses Tesla's small but growing market share in the luxury sedan segment, outlines Tesla's three-stage plan to transition to mass market electric vehicles, and identifies Tesla's key challenge of generating more sales of the Model S to fund continued growth and expansion toward its long term goals.

1.
TESLA
[Brand Paper]
[Ananya
Gupta,
Weihong
Chen,
Chen
Chen,
Guangyi
Song,
Prakarsh
Gupta]
FUTURE
IS
ELECTRIC

2.
2
1.
Current
Situation
Market
Status:
The
US
auto
market
had
reached
17
million
unit
sales
per
year
before
the
2008
financial
crisis.
Whilst
since
2008,
the
US
market
had
dropped
significantly
to
10.5
million
in
2009,
it
has
been
recovering
gradually
to
15.58
million
unit
sales
in
2013.
Within
this
market,
with
a
price
tag
ranging
from
$74,570
to
$
105,670,
Model
S
competes
in
the
large
luxury
sedan
segment.
Its
main
competitors
consist
of
Mercedes
Benz
S-­‐class,
Audi
A7,
BMW
7-­‐series,
BMW
i8,
Porsche
Panamera
e-­‐hybrid
and
Lexus
LS1.
However,
none
of
the
competitors
provide
a
full
electric
offering,
which
gives
Model
S
a
unique
opportunity
to
create
a
white
space
for
itself
catering
to
needs
of
high
income
eco
conscious
customers
seeking
performance
and
style.
This
sub-­‐market,
including
other
luxury
car
brands,
roughly
adds
up
to
less
than
10%
of
the
total
US
auto
sales.
Tesla
occupies
around
1%
of
this
sub-­‐market
by
selling
18,195
Model
S
in
2013,
which
leaves
Model
S
a
great
growth
potential.(Exhibit
4).
Model
S
is
the
leader
in
the
large
luxury
car
segment
but
there
is
a
clear
growth
opportunity
in
crossover/SUV
and
mid
size
luxury
segment.2
(Exhibit
3)
Brand
History
and
Developing
Plan:
Tesla
was
founded
in
2003
by
a
group
of
Silicon
Valley
engineers
who
set
out
to
prove
to
the
world
that
electric
vehicles
could
be
awesome.
It
all
started
with
all
electric
sports
car-­‐
Roadster
in
2008.
The
company
went
public
in
2010
and
introduced
the
all-­‐electric
luxury
sedan-­‐
Model
S
in
2012.
The
car
has
been
a
huge
success
and
has
won
several
awards
since
its
launch.
Tesla
has
been
accelerating
its
route
of
building
sustainability
into
the
automobile
world,
by
building
100%
electric
cars
with
excellent
performance
that
surpass
their
combustion
counterparts.
Tesla
has
been
pioneering
cutting
edge
innovation
that
is
going
to
disrupt
the
whole
auto
industry.
“Our
goal
when
we
created
Tesla
a
decade
ago
was
the
same
as
it
is
today:
to
drive
the
world’s
transition
to
electric
mobility
by
bringing
a
full
range
of
increasingly
affordable
electric
cars
to
market.3”
-­‐
Elon
Musk
|
CEO
To
accomplish
this
mission,
Tesla
has
a
three-­‐stage
master
plan.
First
is
a
high
price
and
low
sales
volume
offering,
the
Roadster,
to
demonstrate
how
great
the
performance
a
fully
electric
car
can
achieve.
The
second
is
the
medium
price
and
medium
volume
offerings,
the
Model
S
and
the
upcoming
Model
X,
to
prove
that
fully
electric
cars
can
be
financially
successful
even
while
competing
with
global
renowned
auto-­‐elites.
And
the
last
is
low
price
and
mass
volume,
the
Gen
III,
to
realize
the
transition
to
the
future
“electric”
mobility.
It
envisions
the
world
without
gas
burning
cars
and
making
that
technology
obsolete.
Tesla’s
Marketing
Challenge
and
Opportunity:
To
achieve
the
final
goal
of
mass
production
and
sales
of
Gen
III,
Tesla
needs
more
cash
to
expand
and
more
brand
communication
with
the
majority
of
the
consumers
of
automobiles
to
establish
organic
brand
relationships.
These
two
needs
ultimately
lead
to
one
marketing
challenge:
to
sell
more
Model
S
to
generate
sustainable
cash
flow
by
enhancing
target
customer
engagement.
Financially
speaking,
despite
of
the
negative
operating
profit
margin,
Tesla
has
been
investing
heavily
in
product
development
and
capacity
expansion
to
grow
organically.
Clearly,
as
a
start-­‐up,
Tesla
is
leveraging
a
growth
strategy
to
seek
solid
market
share
growth
in
the
future,
which
is
in
line
with
Tesla’s
long-­‐term
goal.
However,
this
growth
strategy
requires
sustainable
cash
generation
from
revenue
growth
and
net
profit
growth,
and
therefore
demands
more
sales
of
Model
S.
Within
the
niche
market
of
large
luxury
sedans,
Model
S
has
a
great
potential
to
grow
since
its
market
share
is
only
1%.
(Exhibit
4&5)
The
challenge
now
is
how
to
convince
the
other
potential
customers
to
switch
or
try
Model
S.
Here
are
few
challenges
and
opportunities
before
the
company
that
needs
to
be
addressed.
• Potential
customers
are
still
using
concepts
from
combustion
cars
to
judge
Tesla,
for
example,
they
would
challenge
the
sales
man
by
saying:”
Call
me
when
your
range
reaches
400
miles.”
Whereas
in
fact,
people
don’t
need
this
amount
of
range
in
the
daily
use
of
a
car.
This
indicates
Tesla
has
not
successfully
addressed
this
concern
by
communicating
the
drastic
growth
in
Tesla’s
supercharger
network
in
last
one
year,
which
reveals
the
need
for
better
communication.
• Some
customers
still
don’t
know
enough
about
the
features
of
Tesla
enough
to
trigger
a
purchase.
This
is
hindering
customers’
physical
and
further
emotional
engagement
with
Tesla
brand.
Tesla
believes
that
this
product
is
so
awesome
that
the
best
way
to
sell
this
car
is
to
get
a
potential
customer
behind
the
wheels.
1
Marketrealist.com,
Sizing
up
the
competition:
Is
Tesla’s
product
unique?
William
Lowry,
Jun
19,
2014
2
www.goodcarbadcar.net
3
Investor
Presentation,
Tesla,
Jan
2014

3.
3
• Some
perceive
Tesla
as
a
technical
gadget
rather
than
an
automobile.
Others
say
Tesla
is
a
toy
of
the
wealthy
in
the
Silicon
Valley.
These
comments
reflect
the
chaos
in
delivering
the
right
message
to
the
target
audience.
To
meet
the
challenge
above
and
to
gain
more
traction
in
the
luxury
car
market
Tesla
needs
a
strategic
IMC
plan
to
communicate
Tesla
values
by
maximizing
both
physical
and
emotional
interactions
between
Tesla
and
the
target
customers.
2.
Market/Consumer
Research
We
conducted
an
in-­‐depth
interview
with
a
customer
advisor
at
a
Tesla
store
and
also
took
a
test
drive
to
understand
the
brand
and
its
customers
more
deeply,
and
we
generated
several
key
insights
out
of
it.
People
are
buying
Tesla
more
for
its
high
performance,
design
uniqueness
and
cool
quotient
than
for
social
consciousness,
efficiency
and
environmental
reasons.
A
lot
of
people
buy
it
for
the
reliability
reasons,
simple
mechanics
zero
periodic
maintenance
and
running
cost
and
ease
and
convenience
of
never
having
to
go
to
a
gas
station
anymore.
The
car
therefore
alleviates
a
paint
point
or
tension
in
their
busy
lives.
Tesla
is
an
American
car
company.
Consumers
like
the
idea
of
supporting
a
brand
new
American
car
company,
which
is
born
out
Silicon
Valley’s
innovative
culture.
Tesla
is
a
high-­‐tech
gadget
that
has
the
form
of
a
car,
instead
of
a
car
built
with
new
technology.
People
resonate
with
the
“technology”,
not
the
car;
it
is
the
most
expensive
piece
of
gadget
that
one
can
buy.
Some
of
the
customers
are
informed
about
the
car,
they
have
heard
about
it
in
their
social
circles
but
the
final
buying
decision
is
highly
influenced
by
the
feeling
the
customer
gets
when
they
get
into
the
car
and
by
experiencing
the
product
first
hand.
The
instantaneous
torque
the
car
delivers
once
they
set
their
foot
on
the
pedal
and
the
exhilaration
of
driving
a
Tesla
transcends
them
into
the
future.
Based
upon
other
primary
and
secondary
research
we
also
arrived
at
a
conclusion
that
a
lot
of
people
are
not
really
aware
of
the
true
benefits
and
features
the
car
can
offer
and
there
is
a
knowledge
gap
that
needs
to
be
filled.
3.
Marketing
Objective
Increase
the
market
share
in
the
US
luxury
car
market
from
1%
to
2%
and
double
the
revenue
by
December
2015.
Tesla
is
a
high
growth
company
and
is
investing
heavily
in
new
products;
capacity
expansion
and
gaining
market
share
are
pivotal
to
its
growth
strategy.
4.
Segmentation
In
the
short
term,
Innovators
are
the
most
important
market
segment
for
Tesla.
They
have
social
resource,
which
means
affordability.
They
are
also
open
to
changes
and
possibilities
in
life.
Innovators
are
successful,
take-­‐charge
people
with
high
self-­‐esteem.
Because
they
have
such
abundant
resources,
they
exhibit
all
three
primary
motivations
in
varying
degrees.
Being
change
leaders,
they
are
the
most
receptive
to
new
ideas
and
technologies.
Innovators
are
very
active
consumers,
and
their
purchases
reflect
cultivated
tastes
for
upscale,
niche
products
and
services.
Image
is
important
to
innovators,
not
as
evidence
of
status
or
power
but
as
an
expression
of
their
taste,
independence,
and
personality.
Innovators
are
among
the
established
and
emerging
leaders
in
business
and
government,
yet
they
continue
to
seek
challenges.
Their
lives
are
characterized
by
variety.
Experiencers,
Achievers
and
Thinkers
are
also
segments
that
we
consider
in
the
long
term.
For
Experiencers,
their
purchases
reflect
the
emphasis
that
they
place
on
looking
good
and
having
"cool"
stuff.
They
seek
variety
and
excitement,
savoring
the
new
and
the
offbeat.
Experiencers
are
people
who
are
heavily
motivated
by
self-­‐expression,
are
sociable
and
trendsetters.
They
seek
variety
and
quickly
become
enthusiastic
about
new
opportunities
but
are
quick
to
cool
off
too.
4
For
Achievers,
image
is
important.
They
favor
established,
prestige
products
and
services
that
demonstrate
success
to
their
peers.
Because
of
their
busy
lives,
they
are
often
interested
in
products
that
make
their
lives
convenient
and
easy.
For
thinkers,
although
their
incomes
allow
them
many
choices,
they
are
conservative,
practical
consumers;
they
look
for
durability,
functionality,
and
value
in
the
products
that
they
buy.
Besides
the
four
segments
we
mentioned
above,
there
are
also
four
other
market
segments,
which
are
believers,
strivers,
makers
and
survivors.
Because
of
the
income
level
is
comparatively
low
for
these
four
segments,
they
are
beyond
the
company’s
consideration.
For
them
a
car
is
a
utility
item
that
enables
them
to
move
around
and
the
current
product
line
at
Tesla
brand
will
not
resonate
with
them.
But
to
them
the
cost
saving
of
driving
an
electric
car
is
an
attractive
proposition
and
they
could
be
potential
targets
for
future
products.
4
http://www.strategicbusinessinsights.com/vals/ustypes.shtml

4.
4
5.
Targeting
Our
priority
targets
are
Innovators
and
Experiencers.
Innovators
are
successful
people
with
high
self-­‐esteem
and
a
Tesla
product
may
be
the
apt
one
for
them
as
it
can
be
seen
as
a
reward
and
validation
of
the
success
and
heights
that
they
have
achieved.
They
are
change
leaders
and
receptive
to
new
technology
which
makes
them
the
perfect
target
for
a
futuristic
product
like
an
all-­‐electric
car.
Experiencers
are
a
relevant
segment
for
Tesla
not
just
because
they
can
afford
and
potentially
be
satisfied
by
the
superior
technology
and
cutting
edge
product
but
have
the
capacity
to
influence
people
in
their
network
to
positively
change
their
attitudes
towards
electric
cars.
These
people
are
well
established
and
have
a
social
media
following
and
targeting
them
can
help
Tesla
achieve
the
long-­‐term
goal
of
being
perceived
as
an
electric
car
delivering
a
superior
driving
experience.
Innovators
and
Experiencers
share
many
features.
They
are
both
innovative
and
have
high-­‐income
level
(innovators
have
even
higher)
and
they
have
an
open
attitude
towards
new
opportunities
and
the
positivity
to
embrace
change.
We
chose
to
target
these
two
segments
because
they
would
find
highest
resonance
with
the
Tesla
brand
and
they
are
thought
leaders
in
their
social
circles,
their
peers
admire
them
for
where
they
are
and
where
they
are
heading
in
life.
They
could
be
great
brand
advocates
for
Tesla
and
influence
people
in
their
network
to
transition
to
electric
vehicles.
They
value
efficiency
and
environment
but
not
willing
to
compromise
on
aesthetics
and
performance.
Tesla
offers
the
perfect
product
that
matches
the
taste
and
aspirations
of
this
segment.
Following
are
the
typical
profile
of
our
prime
prospects:
a)
Our
primary
target
segments
are
people
in
the
age
group
of
40-­‐50
who
are
self-­‐driven,
entrepreneurial
and
tech
savvy
with
a
preference
towards
cool
and
stylish
lifestyle.
They
really
value
the
efforts
of
high
technology
and
design
of
Tesla
cars.
They
look
at
owning
Tesla
as
an
affirmation
of
them
doing
well
and
being
on
the
right
professional
path.
They
mainly
buy
the
car
for
it's
excellent
performance
and
beautiful
artistic
outlook
and
to
reward
themselves
for
the
hard
work
they
put
in
life.
b)
Affluent
City
Dwelling
DINK
(Dual
Income
No
kids.)
They
are
young
professionals
in
their
mid
30s
and
have
just
stepped
into
a
high-­‐income
job.
They
have
a
promising
future
without
too
many
financial
liabilities.
They
are
tech
savvy
early
adopters
who
need
to
own
the
latest
piece
technology.
They
want
to
tell
the
world
that
they
have
arrived
and
have
made
it
big.
They
may
seek
to
upgrade
their
car
to
meet
their
raised
social
status.
c)
HNI
(High
Net
worth
Individuals)
group.
They
are
people
above
the
age
of
50
have
a
great
focus
on
self-­‐esteem
and
social
status,
which
they
try
to
communicate
through
the
objects
they
possess.
They
care
about
the
environment
and
drive
Tesla
as
a
statement
and
symbol
of
their
eco
consciousness.
6.
Behavioral
Objective
Increase
test-­‐drives
by
15%
and
the
social
media
engagement
measured
by
positive
social
mention
score
by
10%
in
the
US
market
by
December
2015.
The
focus
here
is
to
get
the
innovators
and
experiencers
to
test-­‐drive
the
car
to
educate
the
them
about
the
product
and
increase
positive
word
of
mouth
publicity
by
sharing
of
these
experiences
in
their
social
network.
7.
Mental
Objective
We
aim
to
increase
the
customer
acceptance
of
electric
vehicles
to
10%
by
2015(measured
by
consumer
perception
studies)
for
Tesla
to
be
perceived
as
the
future
of
mobility
and
the
preferred
choice
of
people
who
are
seeking
technologically
superior
products.
8.
Brand
Positioning
Classic
Positioning:
To
the
tech
savvy
innovators
Tesla
is
a
technology
company
that
makes
100%
electric
cars,
one
that
offers
highest
level
of
style,
performance
and
efficiency
in
its
category
because
of
its
cutting
edge
technology,
design
and
its
innovation
driven
culture.
Brand
Positioning
using
Ladder
Model
Value:
Stand
out
from
the
crowd
by
embracing
the
change
over
status
quo.
Emotional
Benefit:
The
feeling
of
being
environmentally
responsible
and
part
of
greater
purpose-­‐
driving
a
social
change-­‐
without
having
to
compromise
on
social
status,
aesthetics
and
performance.

5.
5
Functional
Benefit:
Not
only
cleaner
and
efficient
but
also
has
stunning
looks,
is
faster
and
more
fun
to
drive
than
conventional
cars,
all
this
with
the
convenience
of
never
having
to
go
to
a
gas
station.
Attributes:
• Stylish
yet
minimalistic
design
and
17”
touch
screen
dashboard
renders
it
a
sleek
and
futuristic
look.
• Cutting
edge
battery
and
supercharging
technology
that
offers
highest
range
in
the
electric
car
segment
and
lowest
charging
time.
• Low
centre
of
gravity
enables
better
handling
and
control
on
turns;
Instantaneous
motor
torque
delivers
silent
yet
quick
acceleration.
• Lightweight
aluminum
body,
aerodynamic
design
and
regenerative
braking
maximize
efficiency.
9.
Key
Consumer
Insight
There
is
a
general
perception
that
Tesla
is
a
car
for
elites
who
use
the
product
as
an
expression
of
their
social
status
and
eco
consciousness.
Tesla
has
revolutionized
the
entire
industry
by
challenging
the
established
mindset
that
electric
cars
are
clean
but
dorky
and
low
performance.
By
designing
a
car
that
is
100%
electric
they
have
proven
it
to
the
world
that
electric
is
not
only
cleaner
but
a
better
than
the
existing
technology.
From
the
moment
you
enter
the
car
and
set
your
foot
on
the
pedal
every
thing
about
the
car
is
futuristic
and
it
beats
a
gasoline
car
on
every
performance
metric.
This
is
the
car
not
for
a
few
technology
enthusiasts
but
it
is
the
future
of
mobility.
The
product
is
so
awesome
that
it
sells
itself
as
long
as
we
are
able
to
get
the
target
customer
behind
the
wheels.
10.
Creative
Idea
In
line
with
our
mental
objective,
our
communication
strategy
is
based
on
the
tagline
–
“Future
is
Electric.”
We
want
our
target
audience
to
believe
the
world
would
drive
only
fully
electric
cars
in
the
future.
Tesla
is
the
car
for
those
seeking
change
and
thinking
that
they
need
to
be
on
the
cutting
edge
of
technology.
We
need
to
get
these
people
into
our
stores
and
behind
the
wheels.
The
print
ad
creative
(Exhibit
7)
symbolically
compares
conventional
internal
combustion
engine
technology
with
obsolete
products,
such
as
CRT
television,
alarm
clock
and
black
and
white
desktop
computers.
Driving
gasoline
cars
would
be
a
thing
of
the
past
while
driving
Tesla
is
the
future.
The
copy
would
also
emphasize
that
Tesla
is
a
100%
electric
car
with
no
tradeoffs
or
compromises
that
make
it
unique,
which
differentiates
it
from
the
other
plug
in
hybrids
available
in
the
market
today.
The
call
to
action
would
be
-­‐
Text
the
word
“DRIVE
THE
FUTURE”
at
56565
to
test-­‐drive
the
car.
The
banner
ad
creative
(Exhibit
8)
would
have
dynamic
GIF
images
of
products
such
as
floppy
disks,
computers,
and
cars
evolving
over
time
and
ending
up
with
a
question
–
"Wondering
what
next?"
There
will
be
a
clickable
button
that
says
–
"Drive
the
future."
That
would
redirect
the
target
audience
to
test
drive
registration
page
of
Tesla
website.
We
would
like
to
integrate
social
media
with
this
campaign
by
asking
people
to
share
their
favorite
Tesla
feature
on
social
media,
such
as
Twitter,
for
a
chance
to
win
a
free
tech/premium
interior
package
upgrade
on
their
Model
S,
once
they
have
test
driven
the
car.
11.
Media
plan
and
Measurement
Tesla’s
target
audience
is
Internet
savvy
and
reads
a
lot
of
business,
lifestyle
and
technology
magazine.
The
media
plan
would
include
print
ads
and
banner
ads
on
digital
apps
and
websites
such
as
Tech
Crunch,
Business
Insider,
Fast
Company,
Wall
Street
Journal,
Economist.
We
also
plan
to
encourage
current
owners
and
bloggers
to
share
their
Tesla
road
trip
stories
which
could
later
be
published
as
advertorials
on
auto
magazines
and
the
Tesla
website.
We
also
plan
to
measure
the
effectiveness
of
the
different
creative
using
A/B
Testing
on
digital
platforms.
We
also
plan
to
display
Model
S
and
to
have
billboards
at
all
major
domestic
business
airports
to
spread
the
word
and
get
people
to
test-­‐drive
Model
S.
The
efficacy
of
twitter
#DriveTheFuture
hash
tag
campaign
would
be
measured
by
social
media
tools
such
as
Twitalyser
and
Social
Mentions.
We
plan
to
measure
banner
ads
through
Click
Through
Rate
(CTR)
and
conversion
rates
in
terms
of
test-­‐drive
registrations.
The
effectiveness
of
our
print
ads
will
be
measured
by
amount
of
test
drive
requests
received
via
text
messages.
The
overall
success
would
eventually
be
tracked
on
the
basis
of
conversion
rates
of
the
test
drives
and
how
it
impact
sales
during
the
campaigns.
Tesla
would
have
to
periodically
invest
in
similar
campaigns
to
reinforce
the
positioning
so
competition
cannot
stake
a
claim
to
it.
This
positioning
would
play
a
critical
role
in
the
success
of
its
future
products
and
will
help
to
achieve
its
long-­‐term
mission
to
accelerate
the
world’s
transition
to
electric
mobility
with
a
full
range
of
increasingly
affordable
electric
cars.

6.
6
Appendix
Exhibit
1:
SWOT
Strength
• Strong
Management/Celebrity
CEO
• Brand
loyalty
&
Equity
• Blue
Ocean
strategy
• Vertical
integration
of
Channel
• Innovative
culture
• Earned
media
and
PR
buzz
•
Weakness
• Production
constraint
• Lack
of
economies
of
scale
• Financial
strength
• Limited
to
early
adopters.
• Skepticism
about
the
range
of
full
electric
vehicle
Opportunities
• New
segments
–Fleet,
company
car
• Growing
eco
consciousness
globally.
• New
products-­‐midsize
sedan,
SUV,
Trucks
• New
Markets
-­‐International,
emerging
markets
Threats
• Competition
from
hybrids
• Political
regulations
in
states.
• Discontinuation
of
government
incentives
could
impact
cost.
• Dealer
lobbying
against
direct
distribution
model
Exhibit
2:
PEST
Political
• Department
of
energy
has
huge
grants
and
incentives
to
promote
sustainable
mobility
• Several
states
have
imposed
ban
on
Tesla
from
directly
selling
its
cars
to
its
customers.
Economic
• Recovery
in
macro
economic
factors
has
boosted
consumer
confidence.
• Easing
of
inflation
and
interested
rates
and
easier
leasing
options.
• Low
maintenance
and
running
cost
and
tax
rebates
make
it
attractive.
Socio-­‐cultural
• Tesla
brand
is
perceived
as
a
driver
of
a
social
change.
• Increasing
environmental
consciousness
and
demand
for
fuel-­‐
efficient
cars.
Technical
• Tesla
offers
highest
range
in
the
electric
vehicle
segment.
• Need
to
develop
a
huge
infrastructure
network
of
charging
stations.
• Instantaneous
torque
is
unique.
Exhibit
3:
2013
Market
share
–
Large
Luxury
Segment

7.
7
Exhibit
4:
2014
US
Luxury
Auto
Market
Share
Exhibit
5:
2013
US
Electric
Car
Market
Share
Exhibit
6:
Twitalyser
Status

8.
8
Exhibit
7:
Print
Ad
STILL LIVING IN THIS AGE? WHY LIVE IN THE PAST WHEN FUTURE IS HERE
TEXT “DRIVE THE FUTURE” AT 56565 TO TAKE THE MODEL S FOR A SPIN TODAY*.
ZERO EMISSIONS | ZERO COMPROMISE | 100% ELECTRIC
*Tweet you favorite Model S feature with #DriveTheFuture for a chance to win tech/interior package upgrade.
Other
print
creative
would
use
following
products:
Future is Electric

9.
9
Exhibit
8:
Banner
Ad
Other
banner
creative:
Waiting for what next?

10.
10
Exhibit
9:
Twitter
buzz
Here
are
a
couple
of
other
ideas
that
can
be
considered
for
future.
• Product
placement
in
the
movie
Iron
Man
4
• Youtube
video
contest
to
create
user
generated
content
for
next
Tesla
TVC.
• Instagram
photo
contest
-­‐
Tesla
Smile
is
Infectious.
Share
it
with
#LoveAtFirstDrive
• Create
Formula
–E
racing
event
property
with
annual
calendar
of
events
all
over
the
world.
• Electric
car
rally
from
coast
to
coast
using
the
nationwide
network
of
Tesla
super
chargers.