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 ...
GAFAnomics Tesla Volume 2 - Is Tesla the disruptor we need?Fabernovel
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.
Tesla has innovated the automotive business model by focusing on electric power generation, storage and use rather than vehicle production alone. It entered the high-end market with the Tesla Roadster to prove electric vehicles could outperform gas cars, then plans to make EVs mainstream through cheaper models. However, profits have eluded Tesla due to high R&D costs and delays. For long-term success, Tesla may need to shift focus from mass market cars to expanding its profitable battery business, as driverless technology and other energy sources could disrupt the auto industry. Tesla also faces risks from falling oil prices, new EV competitors, expiring subsidies, and economic instability in foreign markets like China.
One of our presentation during Strategic Management class in KDI School of Public Policy and Management, South Korea. All graphics and information used in this slide belong to the original producer and owner. This slide is for educational purpose only.
Tesla faces significant long-term debt of $3 billion which is draining the company's earnings and hindering growth. The document proposes that Tesla address this challenge by creating adapters for their Supercharging stations to allow any electric vehicle to charge, not just Teslas. This would generate an estimated $20 million in additional annual profit from fees charged to non-Tesla vehicles. In addition to reducing debt, this solution would further Tesla's mission of accelerating sustainable energy adoption by increasing electric vehicle accessibility and market size.
Tesla Motors faces both short-term and long-term challenges to its growth and leadership in the electric vehicle market. In the short-term, safety concerns over its lithium-ion batteries have hurt its stock price following a car fire. Additionally, increased competition from other automakers launching electric cars threatens Tesla's first-mover advantage. Long-term, Tesla must ramp up production quickly to fulfill pre-orders before competitors gain market share. However, Tesla's focus on customer experience through its supercharging network and battery swaps could help maintain its edge if production increases as planned. Significant further investment will still be needed to solidify Tesla as a leader in the emerging electric vehicle industry.
Different dimensions have been used to distinguish types of innovation. Some of the most widely used dimensions include product versus process innovation, radical versus incremental innovation, competence-enhancing versus competence destroying innovation, and architectural versus component innovation.
A graph of technology performance over cumulative effort invested often exhibits an s-shape curve. This suggests that performance improvement in a new technology is initially difficult and costly, but, as the fundamental principles of the technology are worked out, it then begins to accelerate as the technology becomes better understood, and finally diminishing returns set in as the technology approaches its inherent limits.
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 .
Utkarsh Yadav's presentation covered Tesla's innovations and future potential. It discussed Tesla CEO Elon Musk's background and achievements. It described how Tesla vehicles have more battery range and faster charging times than competitors. Tesla is building a nationwide supercharging station network to enable long trips. The presentation also analyzed how Tesla uses innovative marketing and direct sales to reach customers differently than traditional automakers. It questioned whether Tesla represents a disruptive innovation that could challenge the entire auto industry.
GAFAnomics Tesla Volume 2 - Is Tesla the disruptor we need?Fabernovel
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.
Tesla has innovated the automotive business model by focusing on electric power generation, storage and use rather than vehicle production alone. It entered the high-end market with the Tesla Roadster to prove electric vehicles could outperform gas cars, then plans to make EVs mainstream through cheaper models. However, profits have eluded Tesla due to high R&D costs and delays. For long-term success, Tesla may need to shift focus from mass market cars to expanding its profitable battery business, as driverless technology and other energy sources could disrupt the auto industry. Tesla also faces risks from falling oil prices, new EV competitors, expiring subsidies, and economic instability in foreign markets like China.
One of our presentation during Strategic Management class in KDI School of Public Policy and Management, South Korea. All graphics and information used in this slide belong to the original producer and owner. This slide is for educational purpose only.
Tesla faces significant long-term debt of $3 billion which is draining the company's earnings and hindering growth. The document proposes that Tesla address this challenge by creating adapters for their Supercharging stations to allow any electric vehicle to charge, not just Teslas. This would generate an estimated $20 million in additional annual profit from fees charged to non-Tesla vehicles. In addition to reducing debt, this solution would further Tesla's mission of accelerating sustainable energy adoption by increasing electric vehicle accessibility and market size.
Tesla Motors faces both short-term and long-term challenges to its growth and leadership in the electric vehicle market. In the short-term, safety concerns over its lithium-ion batteries have hurt its stock price following a car fire. Additionally, increased competition from other automakers launching electric cars threatens Tesla's first-mover advantage. Long-term, Tesla must ramp up production quickly to fulfill pre-orders before competitors gain market share. However, Tesla's focus on customer experience through its supercharging network and battery swaps could help maintain its edge if production increases as planned. Significant further investment will still be needed to solidify Tesla as a leader in the emerging electric vehicle industry.
Different dimensions have been used to distinguish types of innovation. Some of the most widely used dimensions include product versus process innovation, radical versus incremental innovation, competence-enhancing versus competence destroying innovation, and architectural versus component innovation.
A graph of technology performance over cumulative effort invested often exhibits an s-shape curve. This suggests that performance improvement in a new technology is initially difficult and costly, but, as the fundamental principles of the technology are worked out, it then begins to accelerate as the technology becomes better understood, and finally diminishing returns set in as the technology approaches its inherent limits.
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 .
Utkarsh Yadav's presentation covered Tesla's innovations and future potential. It discussed Tesla CEO Elon Musk's background and achievements. It described how Tesla vehicles have more battery range and faster charging times than competitors. Tesla is building a nationwide supercharging station network to enable long trips. The presentation also analyzed how Tesla uses innovative marketing and direct sales to reach customers differently than traditional automakers. It questioned whether Tesla represents a disruptive innovation that could challenge the entire auto industry.
This document summarizes different types and patterns of innovation. It discusses Tesla Motors as an example of a disruptive innovation that created electric vehicles. It describes Tesla's history from its founding in 2003 by Martin Eberhard to develop an electric sports car, to the development of its first vehicle, the Roadster, and its goal of a mass market sedan, the Model S. The document also discusses Tesla's future plans including the Model X SUV and Elon Musk's ambition to build a major US auto company through higher volume electric vehicles aimed at the mainstream market.
Tesla needs to conduct an internal audit to understand its current situation and identify strategic factors, alternatives, and strategies. It has been successful launching electric vehicles but faces challenges in meeting high demand and producing batteries. The audit recommends Tesla implement a new strategy of developing an electric truck through a joint venture to enter a new market and help achieve its mission of leading the electric vehicle industry. Controls like patents would need to be established to protect any new technologies developed through this new strategic direction.
Tesla Motor (Future Perspective) Report Tariq Mehmood
Tesla was founded in 2003 to accelerate the world's transition to sustainable energy. Its mission is to transition the world to electric vehicles. The document discusses Tesla's strategy, recent profitability, strengths like battery technology, and future plans like expanding production in China and Europe and releasing new vehicles like the Tesla Semi, Roadster, and Model Y in 2020. It also covers Tesla's vision of having over a million self-driving taxis on the road by the end of 2020 and the impact of the COVID-19 pandemic on Tesla's operations and profit outlook.
Tesla Motors is an American company that designs and manufactures luxury electric vehicles and battery products. Founded in 2003, Tesla's mission is to accelerate the world's transition to sustainable energy. Tesla has produced powerful batteries and self-driving vehicles that are revolutionizing sustainability by increasing affordability and accessibility of electric transportation. However, as an innovator of new technologies, Tesla faces significant challenges overcoming high costs of research and development as well as ensuring regulations adapt to innovations like self-driving vehicles.
This document provides an integrated marketing communications proposal for Tesla Motors from Oklahoma State University. It includes a situation analysis of Tesla's strengths, weaknesses, opportunities, and threats. It then outlines Tesla's promotional mix, including their products, pricing, financing options, and distribution. It discusses Tesla's marketing communications strategies such as press conferences, YouTube videos, retail establishments, and celebrity endorsements. It identifies Tesla's target consumer segments as urban and affluent groups interested in technology.
- The document discusses the potential for electric vehicles (EVs) to become more competitive with conventional gasoline vehicles due to falling battery costs.
- While most mainstream EVs have failed commercially so far due to high costs, Tesla has seen success with its high-end electric vehicles like the Model S.
- Tesla is claiming much lower battery costs than other automakers, as low as $200-300 per kWh of battery capacity. If true, this could make EVs cost competitive with gasoline vehicles sooner than expected and significantly increase EV sales.
Schilling (2017pp.43 66) types and patterns of innovation (chapter 3)NandiNoprita
1. Tesla Motors was a $3.2 billion company in 2015 that had created two remarkable electric cars. While not yet profitable, sales were growing rapidly. Tesla had repaid government loans ahead of major auto companies.
2. Tesla's first prototype was the Roadster, an electric sports car based on the Lotus Elise. It had powerful acceleration and a range of about 220 miles per charge.
3. Tesla's Model S, introduced in 2008, was a high-performance electric sedan intended to attract more mainstream buyers. It cost $500 million to develop but received a $465 million government loan to promote energy independence.
Tesla Motors has experienced success as an electric vehicle startup company since 2003, creating high-performance yet environmentally friendly cars like the Roadster and Model S. It aims to compete directly with major automakers by appealing to both niche eco-conscious customers and the mass market. However, questions remain about whether Tesla can sustain profits at scale and overcome obstacles to widespread electric vehicle adoption like charging infrastructure limitations. The company's trajectory offers lessons in disruptive innovation against entrenched incumbents.
Tesla Motors is a successful startup that designs and manufactures electric vehicles like the Tesla Roadster and Model S. It has been successful for five key reasons: 1) Its visionary CEO Elon Musk who envisioned mass-producing affordable electric cars, 2) Its innovative battery technology that maximized existing lithium-ion batteries to achieve greater range than competitors, 3) Good timing as it focused on electric vehicles when competitors were distracted, 4) Its Supercharger network that alleviated range anxiety, and 5) Thinking differently by focusing on the battery/powertrain first rather than adapting electric technology to gasoline vehicles.
Elon Musk outlined an updated master plan with the following elements:
1. Integrate solar roof tile and battery storage products to empower individuals as their own utilities at scale worldwide.
2. Expand Tesla's vehicle lineup to address most consumer vehicles and introduce heavy-duty trucks and high passenger transport.
3. Develop full self-driving capabilities through continued improvements to hardware and massive software training from Tesla's growing fleet.
This document provides a marketing plan for Tesla's Model 3 vehicle. It includes a situation analysis of Tesla as a brand, research on the target market of professional 34-50 year olds, and a proposed $20 million budget and tactics for an integrated 12-month campaign. The campaign aims to increase brand awareness and Model 3 pre-orders through messaging that positions Tesla as a reliable high-performance electric vehicle, not just an electric car, across online, mobile, and social media platforms.
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
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.
Tesla Motors was a $3.2 billion company in 2015 that had created two remarkable electric vehicles. While not yet profitable, sales were growing rapidly. This success was astonishing given there had been no new American auto manufacturer since the 1920s. However, questions remained about whether Tesla could compete against major automakers in the mass market and consistently turn a profit. The document then discusses Tesla's history and development of its Roadster and Model S vehicles to expand beyond a niche market into the mass market of electric vehicles.
Tesla Motors was a $3.2 billion company in 2015 that had created two remarkable electric vehicles. While not yet profitable, sales were growing rapidly. This success was astonishing given there had been no new American auto manufacturer since the 1920s. However, questions remained about whether Tesla could compete against major automakers in the mass market and consistently turn a profit. The document then discusses Tesla's history and development of its Roadster and Model S vehicles to expand beyond a niche market, establishing it as a major American automaker.
The document provides an analysis of Tesla Motors, an innovative electric car company. It discusses Tesla's current issues, including incurring yearly losses and lacking a stable market environment for electric vehicles. It analyzes Tesla's ecosystem using two approaches: the ecosystem life cycle approach and the disruptive innovation approach. Under the ecosystem approach, it examines Tesla's position in the birth, expansion, leadership and renewal stages of developing an ecosystem. Using the disruptive innovation lens, it evaluates Tesla's strategy and potential to target new market segments and overthrow the traditional car industry.
Tesla Motors has grown to be a $3.2 billion company by 2015 producing two highly rated electric vehicles, the Roadster and Model S. While not yet profitable, sales were growing rapidly. Tesla benefited from environmentally conscious early adopters but faced challenges appealing to the mass market and competing with major automakers. The company was founded in 2003 by Martin Eberhard who envisioned an electric sports car after noticing many hybrid owners also had expensive gas-powered cars, indicating an interest in status and the environment over just fuel savings. The first vehicle, the Roadster, was based on the lightweight Lotus Elise chassis. The Model S sedan was introduced in 2008 with a 300 mile range to target a broader
APA, The assignment require a contemporary approach addressing Race,.docxamrit47
APA, The assignment require a contemporary approach addressing Race, Gender, and Crime. All work will include an introduction and a cogent thesis. The literature review will include a body of knowledge inclusive of in text citations, and supporting relevant references. The paper should end with discussions that highlight the future of the CJS. A conclusion of the literature review will end the written assignment. The assignment will consist of 2000 words. Reference page along with 6 peer reviewed references and course textbook.
.
APA style and all questions answered ( no min page requirements) .docxamrit47
APA style and all questions answered ( no min page requirements)
Diagnostic Techniques -
Pick any two diseases that require diagnostic tests to identify them from the body system. Use one of the body systems: cardiovascular, respiratory, renal, hepatobiliary, lymphatic, reproductive or nervous systems. For each of the diseases, explain:
Why is a particular test recommended?
How does the test work?
What information is obtained from the diagnostic test regarding the disease?
Does the diagnosis need confirmation with another diagnostic test?
.
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This document summarizes different types and patterns of innovation. It discusses Tesla Motors as an example of a disruptive innovation that created electric vehicles. It describes Tesla's history from its founding in 2003 by Martin Eberhard to develop an electric sports car, to the development of its first vehicle, the Roadster, and its goal of a mass market sedan, the Model S. The document also discusses Tesla's future plans including the Model X SUV and Elon Musk's ambition to build a major US auto company through higher volume electric vehicles aimed at the mainstream market.
Tesla needs to conduct an internal audit to understand its current situation and identify strategic factors, alternatives, and strategies. It has been successful launching electric vehicles but faces challenges in meeting high demand and producing batteries. The audit recommends Tesla implement a new strategy of developing an electric truck through a joint venture to enter a new market and help achieve its mission of leading the electric vehicle industry. Controls like patents would need to be established to protect any new technologies developed through this new strategic direction.
Tesla Motor (Future Perspective) Report Tariq Mehmood
Tesla was founded in 2003 to accelerate the world's transition to sustainable energy. Its mission is to transition the world to electric vehicles. The document discusses Tesla's strategy, recent profitability, strengths like battery technology, and future plans like expanding production in China and Europe and releasing new vehicles like the Tesla Semi, Roadster, and Model Y in 2020. It also covers Tesla's vision of having over a million self-driving taxis on the road by the end of 2020 and the impact of the COVID-19 pandemic on Tesla's operations and profit outlook.
Tesla Motors is an American company that designs and manufactures luxury electric vehicles and battery products. Founded in 2003, Tesla's mission is to accelerate the world's transition to sustainable energy. Tesla has produced powerful batteries and self-driving vehicles that are revolutionizing sustainability by increasing affordability and accessibility of electric transportation. However, as an innovator of new technologies, Tesla faces significant challenges overcoming high costs of research and development as well as ensuring regulations adapt to innovations like self-driving vehicles.
This document provides an integrated marketing communications proposal for Tesla Motors from Oklahoma State University. It includes a situation analysis of Tesla's strengths, weaknesses, opportunities, and threats. It then outlines Tesla's promotional mix, including their products, pricing, financing options, and distribution. It discusses Tesla's marketing communications strategies such as press conferences, YouTube videos, retail establishments, and celebrity endorsements. It identifies Tesla's target consumer segments as urban and affluent groups interested in technology.
- The document discusses the potential for electric vehicles (EVs) to become more competitive with conventional gasoline vehicles due to falling battery costs.
- While most mainstream EVs have failed commercially so far due to high costs, Tesla has seen success with its high-end electric vehicles like the Model S.
- Tesla is claiming much lower battery costs than other automakers, as low as $200-300 per kWh of battery capacity. If true, this could make EVs cost competitive with gasoline vehicles sooner than expected and significantly increase EV sales.
Schilling (2017pp.43 66) types and patterns of innovation (chapter 3)NandiNoprita
1. Tesla Motors was a $3.2 billion company in 2015 that had created two remarkable electric cars. While not yet profitable, sales were growing rapidly. Tesla had repaid government loans ahead of major auto companies.
2. Tesla's first prototype was the Roadster, an electric sports car based on the Lotus Elise. It had powerful acceleration and a range of about 220 miles per charge.
3. Tesla's Model S, introduced in 2008, was a high-performance electric sedan intended to attract more mainstream buyers. It cost $500 million to develop but received a $465 million government loan to promote energy independence.
Tesla Motors has experienced success as an electric vehicle startup company since 2003, creating high-performance yet environmentally friendly cars like the Roadster and Model S. It aims to compete directly with major automakers by appealing to both niche eco-conscious customers and the mass market. However, questions remain about whether Tesla can sustain profits at scale and overcome obstacles to widespread electric vehicle adoption like charging infrastructure limitations. The company's trajectory offers lessons in disruptive innovation against entrenched incumbents.
Tesla Motors is a successful startup that designs and manufactures electric vehicles like the Tesla Roadster and Model S. It has been successful for five key reasons: 1) Its visionary CEO Elon Musk who envisioned mass-producing affordable electric cars, 2) Its innovative battery technology that maximized existing lithium-ion batteries to achieve greater range than competitors, 3) Good timing as it focused on electric vehicles when competitors were distracted, 4) Its Supercharger network that alleviated range anxiety, and 5) Thinking differently by focusing on the battery/powertrain first rather than adapting electric technology to gasoline vehicles.
Elon Musk outlined an updated master plan with the following elements:
1. Integrate solar roof tile and battery storage products to empower individuals as their own utilities at scale worldwide.
2. Expand Tesla's vehicle lineup to address most consumer vehicles and introduce heavy-duty trucks and high passenger transport.
3. Develop full self-driving capabilities through continued improvements to hardware and massive software training from Tesla's growing fleet.
This document provides a marketing plan for Tesla's Model 3 vehicle. It includes a situation analysis of Tesla as a brand, research on the target market of professional 34-50 year olds, and a proposed $20 million budget and tactics for an integrated 12-month campaign. The campaign aims to increase brand awareness and Model 3 pre-orders through messaging that positions Tesla as a reliable high-performance electric vehicle, not just an electric car, across online, mobile, and social media platforms.
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
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.
Tesla Motors was a $3.2 billion company in 2015 that had created two remarkable electric vehicles. While not yet profitable, sales were growing rapidly. This success was astonishing given there had been no new American auto manufacturer since the 1920s. However, questions remained about whether Tesla could compete against major automakers in the mass market and consistently turn a profit. The document then discusses Tesla's history and development of its Roadster and Model S vehicles to expand beyond a niche market into the mass market of electric vehicles.
Tesla Motors was a $3.2 billion company in 2015 that had created two remarkable electric vehicles. While not yet profitable, sales were growing rapidly. This success was astonishing given there had been no new American auto manufacturer since the 1920s. However, questions remained about whether Tesla could compete against major automakers in the mass market and consistently turn a profit. The document then discusses Tesla's history and development of its Roadster and Model S vehicles to expand beyond a niche market, establishing it as a major American automaker.
The document provides an analysis of Tesla Motors, an innovative electric car company. It discusses Tesla's current issues, including incurring yearly losses and lacking a stable market environment for electric vehicles. It analyzes Tesla's ecosystem using two approaches: the ecosystem life cycle approach and the disruptive innovation approach. Under the ecosystem approach, it examines Tesla's position in the birth, expansion, leadership and renewal stages of developing an ecosystem. Using the disruptive innovation lens, it evaluates Tesla's strategy and potential to target new market segments and overthrow the traditional car industry.
Tesla Motors has grown to be a $3.2 billion company by 2015 producing two highly rated electric vehicles, the Roadster and Model S. While not yet profitable, sales were growing rapidly. Tesla benefited from environmentally conscious early adopters but faced challenges appealing to the mass market and competing with major automakers. The company was founded in 2003 by Martin Eberhard who envisioned an electric sports car after noticing many hybrid owners also had expensive gas-powered cars, indicating an interest in status and the environment over just fuel savings. The first vehicle, the Roadster, was based on the lightweight Lotus Elise chassis. The Model S sedan was introduced in 2008 with a 300 mile range to target a broader
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Diagnostic Techniques -
Pick any two diseases that require diagnostic tests to identify them from the body system. Use one of the body systems: cardiovascular, respiratory, renal, hepatobiliary, lymphatic, reproductive or nervous systems. For each of the diseases, explain:
Why is a particular test recommended?
How does the test work?
What information is obtained from the diagnostic test regarding the disease?
Does the diagnosis need confirmation with another diagnostic test?
.
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Apa format
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It is often said that people today are no longer loyal to organizations. Yet employees are loyal to their direct supervisor. This discussion question asks you to evaluate and apply your understanding of followership theory. Reflect on any techniques for understanding, achieving, and positively applying organizational and personal power and influence as a follower.
When effective leaders leave an organization to move on to another organization, they often take at least one or two employees. Employees who respect a leader and have generated a relationship and bond want to work under that leader. One indicator of effective leaders is communication skills in which a leader is attuned to the needs of each employee.
REAL-LIFE APPLICATION: Discuss a leader with whom you are familiar and who has the loyalty of his or her direct reports. Alternatively, you might interview a friend or family member about their experiences or you may research a well-known leader. Address the following in your response.
Evaluate how this leader earns respect and loyalty from his or her employees.
If you were in a leadership position, what methods would you implement to inspire, motivate, and empower your employees?
Support your discussion with at least one scholarly article and, if relevant, credible media reports, and cite each source using APA style.
.
APA format2-3 pages, double-spaced1. Choose a speech to review. It.docxamrit47
APA format2-3 pages, double-spaced
1. Choose a speech to review. It can be any type (informative, persuasive, special occasion). It should be between 7-20 minutes. You may search Youtube for videos of speeches (TED talks, commencement speeches, public addresses by government etc).
Copy the link of the video you've chosen to your submission form.
2. Analyze the speech content and speaker delivery, paying attention to:
what the message is
how the message is organized
nonverbal cues (tone, pitch, pauses, gestures etc)
the context in which the message is being delivered
3. Provide your opinion on the speech and speaker delivery.
What do you think the intention of the speaker is?
Does the effect on the audience seem to follow that intention?
What did you like about the speech?
Is it appropriate for the context; why?
Be sure to attach your essay as a .doc or .rtf file and make sure to proofread for spelling and grammar errors.
.
APA format httpsapastyle.apa.orghttpsowl.purd.docxamrit47
APA format
https://apastyle.apa.org/
https://owl.purdue.edu/owl/research_and_citation/apa_style/apa_formatting_and_style_guide/general_format.html
Min number of pages are 30 pages
Must have
Contents with page numbers
Abstract
Introduction
The problem
Are there any sub-problems?
Is there any issue need to be present in relation to the problem?
The solutions
Steps of the solutions
Compare the solution to other solution
Any suggestion to improve the solution
Conclusion
References
Research Paper topic:
Computer Security Objects Register
https://csrc.nist.gov/Projects/Computer-Security-Objects-Register
The Computer Security Objects Register (CSOR) specifies names that uniquely identify CSOs. These unique names are used to reference these objects in abstract specifications and during the negotiation of security services for a transaction or application.
The studies must look at different algorithms used CSOR and the benefits of using CSOR
.
APA format2-3 pages, double-spaced1. Choose a speech to review. .docxamrit47
APA format2-3 pages, double-spaced
1. Choose a speech to review. It can be any type (informative, persuasive, special occasion). It should be between 7-20 minutes. You may search Youtube for videos of speeches (TED talks, commencement speeches, public addresses by government etc).
Copy the link of the video you've chosen to your submission form.
2. Analyze the speech content and speaker delivery, paying attention to:
what the message is
how the message is organized
nonverbal cues (tone, pitch, pauses, gestures etc)
the context in which the message is being delivered
3. Provide your opinion on the speech and speaker delivery.
What do you think the intention of the speaker is?
Does the effect on the audience seem to follow that intention?
What did you like about the speech?
Is it appropriate for the context; why?
Be sure to attach your essay as a .doc or .rtf file and make sure to proofread for spelling and grammar errors.
.
APA Formatting AssignmentUse the information below to create.docxamrit47
APA Formatting Assignment
Use the information below to create a reference list using proper APA formatting
1)
Authors: Christina Jane Jones, Helen Smith and Carrie Llewellyn
Title: Evaluating the effectiveness of health belief model interventions in improving adherence: a
systematic review
Publication Year: 2014
Journal: Health Psychology Review, Vol. 8, No. 3, 253_269
DOI: 10.1080/17437199.2013.802623
2)
Authors: Mohammad Bagherniya, Ali Taghipour, Manoj Sharma, Amirhossein Sahebkar, Isobel R.
Contento, Seyed Ali Keshavarz, Firoozeh Mostafavi Darani and Mohammad Safarian
Title: Obesity intervention programs among adolescents using social cognitive theory: a systematic
literature review
Publication Year: 2018
Journal: Health Education Research, Vol. 33, No. 1, 26_39
3)
Authors: Christine Y. K. Lau, Kris Y. W. Lok, Marie Tarrant
Title: Breastfeeding Duration and the Theory of Planned Behavior and Breastfeeding Self-Efficacy
Framework: A Systematic Review of Observational Studies
Publication Year: 2018
Journal: Maternal and Child Health Journal, Vol. 22, 327_342
DOI: 10.1007/s10995-018-2453-x
4)
Authors: Amy E. Bodde, Dong-Chul Seo
Title: A review of social and environmental barriers to physical activity for adults with intellectual
disabilities
Publication Year: 2009
Journal: Disability and Health Journal, Vol. 2, 57_66
5)
Authors: Linda Irvine, Ambrose J. Melson, Brian Williams, Falko F. Sniehotta, Gerry Humphris, Iain K.
Crombie
Title: Design and development of a complex narrative intervention delivered by text messages to reduce
binge drinking among socially disadvantaged men
Publication Year: 2018
Journal: Pilot and Feasibility Studies, Vol. 4, No.105, 1_11
.
APA style300 words10 maximum plagiarism Mrs. Smith was.docxamrit47
APA style
300 words
10% maximum plagiarism
Mrs. Smith was a 73-year-old widow who lived alone with no significant social support. She had been suffering from emphysema for several years and had had frequent hospitalizations for respiratory problems. On the last hospital admission, her pneumonia quickly progressed to organ failure. Death appeared to be imminent, and she went in and out of consciousness, alone in her hospital room. The medical-surgical nursing staff and the nurse manager focused on making Mrs. Smith’s end-of-life period as comfortable as possible. Upon consultation with the vice president for nursing, the nurse manager and the unit staff nurses decided against moving Mrs. Smith to the palliative care unit, although considered more economical, because of the need to protect and nurture her because she was already experiencing signs and symptoms of the dying process. Nurses were prompted by an article they read on human caring as the “language of nursing practice” (Turkel, Ray, & Kornblatt, 2012) in their weekly caring practice meetings.
The nurse manager reorganized patient assignments. She felt that the newly assigned clinical nurse leader who was working between both the medical and surgical units could provide direct nurse caring and coordination at the point of care (Sherman, 2012). Over the next few hours, the clinical nurse leader and a staff member who had volunteered her assistance provided personal care for Mrs. Smith. The clinical nurse leader asked the nurse manager whether there was a possibility that Mrs. Smith had any close friends who could “be there” for her in her final moments. One friend was discovered and came to say goodbye to Mrs. Smith. With help from her team, the clinical nurse leader turned, bathed, and suctioned Mrs. Smith. She spoke quietly, prayed, and sang hymns softly in Mrs. Smith’s room, creating a peaceful environment that expressed compassion and a deep sense of caring for her. The nurse manager and nursing unit staff were calmed and their “hearts awakened” by the personal caring that the clinical nurse leader and the volunteer nurse provided. Mrs. Smith died with caring persons at her bedside, and all members of the unit staff felt comforted that she had not died alone.
Davidson, Ray, and Turkel (2011) note that caring is complex, and caring science includes the art of practice, “an aesthetic which illuminates the beauty of the dynamic nurse-patient relationship, that makes possible authentic spiritual-ethical choices for transformation—healing, health, well-being, and a peaceful death” (p. xxiv). As the clinical nurse leader and the nursing staff in this situation engaged in caring practice that focused on the well-being of the patient, they simultaneously created a caring-healing environment that contributed to the well-being of the whole—the emotional atmosphere of the unit, the ability of the clinical nurse leader and staff nurses to practice caringly and competently, and the qualit.
APA format1. What are the three most important takeawayslessons.docxamrit47
APA FORMAT
1. What are the three most important takeaways/lessons from the material provided in this module? (150 words or more)
2. Drawing on the material that was provided what else would like to know? What other related questions/ideas/topics would you like to explore in the future? (100 words or more)
3. What is lobbying? What role does it play in the relationship between government and business? (100 words or more)
.
APA General Format Summary APA (American Psychological.docxamrit47
APA General Format
Summary
APA (American Psychological Association) style is most commonly used to cite sources within
the social sciences. This resource, revised according to the 6th edition, second printing of the
APA manual, offers examples for the general format of APA research papers, in-text citations,
endnotes/footnotes, and the reference page. For more information, please consult the Publication
Manual of the American Psychological Association, (6th ed., 2nd printing).
Contributors: Joshua M. Paiz, Elizabeth Angeli, Jodi Wagner, Elena Lawrick, Kristen Moore,
Michael Anderson, Lars Soderlund, Allen Brizee, Russell Keck
Last Edited: 2016-05-13 12:06:24
Please use the example at the bottom of this page to cite the Purdue OWL in APA.
To see a side-by-side comparison of the three most widely used citation styles, including a chart
of all APA citation guidelines, see the Citation Style Chart.
You can also watch our APA vidcast series on the Purdue OWL YouTube Channel.
General APA Guidelines
Your essay should be typed, double-spaced on standard-sized paper (8.5" x 11") with 1" margins
on all sides. You should use a clear font that is highly readable. APA recommends using 12 pt.
Times New Roman font.
Include a page header (also known as the "running head") at the top of every page. To create
a page header/running head, insert page numbers flush right. Then type "TITLE OF YOUR
PAPER" in the header flush left using all capital letters. The running head is a shortened
version of your paper's title and cannot exceed 50 characters including spacing and punctuation.
Major Paper Sections
Your essay should include four major sections: The Title Page, Abstract, Main Body,
and References.
Title Page
The title page should contain the title of the paper, the author's name, and the institutional
affiliation. Include the page header (described above) flush left with the page number flush right
at the top of the page. Please note that on the title page, your page header/running head should
look like this:
Running head: TITLE OF YOUR PAPER
Pages after the title page should have a running head that looks like this:
TITLE OF YOUR PAPER
http://owl.english.purdue.edu/owl/resource/949/01/
http://www.youtube.com/playlist?list=PL8F43A67F38DE3D5D&feature=edit_ok
http://www.youtube.com/user/OWLPurdue
After consulting with publication specialists at the APA, OWL staff learned that the APA 6th
edition, first printing sample papers have incorrect examples of Running heads on pages after
the title page. This link will take you to the APA site where you can find a complete list of all the
errors in the APA's 6th edition style guide.
Type your title in upper and lowercase letters centered in the upper half of the page. APA
recommends that your title be no more than 12 words in length and that it should not contain
abbreviations or words that serve no purpose. Your title may take up one or two l.
Appearance When I watched the video of myself, I felt that my b.docxamrit47
Appearance
When I watched the video of myself, I felt that my black straight skirt, closed toed shoes and white collared shirt gave a professional appearance and more credibility with the audience. My hair was a little too casual. I wished I had that one strand tacked back so it would have stayed out of my eyes. This made it hard for the audience to see my face and was distracting when I had to keep tucking it back. My earrings were small so the audience would watch me and not my jewelry. I wasn’t standing up straight and it made me look less confident. I need to remember to have better posture when speaking.Organizational Pattern
My introduction was slow and clear and the story was suspenseful enough to grab their attention. It was a little confusing at the beginning because I didn’t preview the main points but because I transitioned well between the steps by saying, “Now that you have completed step 1, selecting the pattern, you are ready to move to step two, preparing the wood” the audience was able to follow. I remembered to state my research source for two of the steps but forgot the third. It made the third step seem shallower and I think I lost credibility. My word choice was good. I made sure to use a variety of descriptive words for the types of wood, explained new vocabulary and repeated phrases to help the audience remember the steps. For some reason the ending was weak. I didn’t tie it to the introduction or have a good ending sentence. It would have been a good idea to remind them of the beginning story and how woodworking affects their everyday life.Vocal Qualities
During my speech I had such a dry mouth that I messed up on the pronunciation of some of the words like saying “exspecially” instead of “especially.” This sounded less professional to the audience. I had good projection so that even the back row could hear without straining. My pitch variation is getting better but I still keep using the same rhythm with my pauses. This make me sound more monotone, like I’m reading the speech rather than just having a conversation. I’ll need to practice changing my rate and pauses. I also noticed many of my sentences end in an up-pitch, like I’m asking a question. If I bring some of those down it will make me appear more confident rather than questioning. It is hard to get rid of those filler words. “Like” and “so” are two of my favorites but it does make me sound like a teenager. I had no idea I said them so much.Delivery
There weren’t many gestures, which made me look stiff and nervous. I just held my note cards and stood in one spot the whole time. I need to do more with my hands and maybe move a little more in the space. I really admire the people in class who have such a good flow with their delivery from gestures to using the space around them purposefully. I felt I held my note cards too close to my face and had my head down most of the time. While watching the video, I noticed I looked at my cards and the poster a l.
apa format1-2 paragraphsreferencesFor this week’s .docxamrit47
apa format
1-2 paragraphs
references
For this week’s discussion, choose a current social movement from anywhere in the world. Then, using the required readings, videos, and your own research, discuss the “role these leaders” play in your chosen social movement. In addition, describe any group or collective processes that you discovered. Use specific examples to make major points.
Support your writing with at least two scholarly sources that are
in addition
to required reading.
.
APA Format, with 2 references for each question and an assignment..docxamrit47
APA Format, with 2 references for each question and an assignment.
1. Some say that analytics in general dehumanize managerial
activities, and others say they do not. Discuss arguments
for both points of view.
3. What are some of the major privacy concerns in employing
intelligent systems on mobile data?
4. Identify some cases of violations of user privacy from
current literature and their impact on data science as a
profession.
Ex.2. Search the Internet to find examples of how intelligent
systems can facilitate activities such as empowerment,
mass customization, and teamwork.
Reflective Assignment:
What has been significant about this course that will help you perform data science tasks in the future.
.
APA-formatted 8-10 page research paper which examines the potential .docxamrit47
APA-formatted 8-10 page research paper which examines the potential psychological impact of long-term exposure to mass media messages on the major issues surrounding political advertising and political campaigns in the United States and why it is currently relevant and impacts society.
12 Point Times New Roman Font
Double Spaced
Please include research that supports ideas and topics related to political advertising and political campaigns in the United States.
.
APA STYLE 1.Define the terms multiple disabilities and .docxamrit47
APA STYLE
1.Define the terms
multiple disabilities
and
deaf-blindness
as described in the Individuals with Disabilities Act (IDEA)
2.Identify three types of educational assessments for students with severe and multiple disabilities.
3.Identify the features of effective services and supports for children with severe and multiple disabilities during a) early childhood years and b) elementary school years.
4. Distinguish between the term
deaf
and
hard of hearing
5.
Identify 4 approaches to teaching communication skills to people with a hearing loss.
6.
What are the distinctive features of refractive eye problems, muscle disorders of the eye and receptive eye problems?
7.Describe two content areas that should be included in educational programs for students with vision loss.
8. Identify several disabilities that may accompany cerebral palsy.
9.What is spina bifida myelomeningocele?
10.Describe the physical limitations associated with muscular distrophy
11.Describe the AIDS disease stages through which individuals with the syndrome move
12.Identify present and future interventions for the treatment of children and youth with cystic fibrosis.
.
APA STYLE follow this textbook answer should be summarize for t.docxamrit47
APA STYLE
follow this textbook answer should be summarize for this below text
Study all types of Distributive Justice (6 or 7 total)
Summarize each in
one sentence
. Produce examples for each.
Don't use
any other text or article except this one.
There are different theories of how to make the basic distribution. Among them are:
1. Scope and Role of Distributive Principles
2. Strict Egalitarianism
3. The Difference Principle
4. Equality of Opportunity and Luck Egalitarianism
5. Welfare-Based Principles
6. Desert-Based Principles
7. Libertarian Principles
8. Feminist Principles
There are different theories of how to make the basic distribution. Among them are:
Strict Egalitarianism
One of the simplest principles of distributive justice is that of strict, or radical, equality. The principle says that every person should have the same level of material goods and services. The principle is most commonly justified on the grounds that people are morally equal and that equality in material goods and services is the best way to give effect to this moral ideal.
The Difference Principle
The most widely discussed theory of distributive justice in the past four decades has been that proposed by John Rawls in
A Theory of Justice
, (Rawls 1971), and
Political Liberalism
, (Rawls 1993). Rawls proposes the following two principles of justice:
· 1. Each person has an equal claim to a fully adequate scheme of equal basic rights and liberties, which scheme is compatible with the same scheme for all; and in this scheme the equal political liberties, and only those liberties, are to be guaranteed their fair value.
· 2. Social and economic inequalities are to satisfy two conditions: (a) They are to be attached to positions and offices open to all under conditions of fair equality of opportunity; and (b), they are to be to the greatest benefit of the least advantaged members of society. (Rawls 1993, pp. 5–6. The principles are numbered as they were in Rawls' original
A Theory of Justice
.)
Equality of Opportunity and Luck Egalitarianism
Dworkin proposed that people begin with equal resources but be allowed to end up with unequal economic benefits as a result of their own choices. What constitutes a just material distribution is to be determined by the result of a thought experiment designed to model fair distribution. Suppose that everyone is given the same purchasing power and each uses that purchasing power to bid, in a fair auction, for resources best suited to their life plans. They are then permitted to use those resources as they see fit. Although people may end up with different economic benefits, none of them is given less consideration than another in the sense that if they wanted somebody else's resource bundle they could have bid for it instead.
In Dworkin's proposal we see his attitudes to ‘ambitions’ and ‘endowments’ which have become a central feature of luck egalitarianism (though under a wide variety of al.
APA7Page length 3-4, including Title Page and Reference Pag.docxamrit47
APA7
Page length: 3-4, including Title Page and Reference Page.
Discuss and explore the synergy that RFID technology & Time Based Competition has had on the grocery retail industry. Are the two concepts compatible? And then explain. Provide real-world scenarios, which reflect Time Base Competition.
video on
RFID in Logistics
.
APA format, 2 pagesThree general sections 1. an article s.docxamrit47
This document outlines the three main sections required for an APA format summary of a research article that is 2 pages in length: 1) A summary of the article, 2) An explanation of how the article relates to psychology and human behavior, specifically discussing the meaning and implications of the results, 3) A reaction to the article providing thoughts on whether the results were interesting, surprising, or common sense.
APA Style with minimum of 450 words, with annotations, quotation.docxamrit47
APA Style with minimum of 450 words, with annotations, quotations and 3 references.
. Mass vaccination after a disaster:
There was a natural disaster that occurred and has led to an infectious disease outbreak (your choice of one that is vaccine-preventable). Those affected by the disaster are settled in temporary locations with high population densities, inadequate food and shelter, unsafe water, poor sanitation and infrastructure that has been compromised or destroyed. There is a vaccine available for the infectious disease but there are not enough doses to give to all who are at-risk due to the natural disaster.
You are the public health official in charge of infectious disease prevention. Devise a plan to administer the vaccine to the population. Will you use a lottery system or target specific sub-populations? How will you track and monitor those who are vaccinated? Use the attributes of the infectious disease to provide reasoning behind your plan. What other prevention techniques that can be used to supplement the vaccination plan?
.
APA FORMAT1. What are the three most important takeawayslesson.docxamrit47
APA FORMAT
1. What are the three most important takeaways/lessons from the material provided in this online course (the entire quarter) and why? (150 words or more)
2. How did the material provided in this course assist your growth as a student and as an individual, in general? (150 words or more).
.
Executive Directors Chat Leveraging AI for Diversity, Equity, and InclusionTechSoup
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
A Survey of Techniques for Maximizing LLM Performance.pptx
Proposal AsusHow does the ASUSTeK Computer Inc. price and posi.docx
1. 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
2. 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
3. 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
technology disruptions involve producing innovations that are
“leap frog” in nature making them difficult for incumbents to
rapidly imitate. Then, instead of using technology to improve
performance over time, they use technology to lower costs per
unit of performance over time. Our 5 years of research on the
phenomenon indicates that Tesla could become a textbook
case.[i] In stark contrast to classic disruptive innovations,
high-end technology innovations outperform existing products
on key performance dimensions at introduction; they sell for a
premium price rather than a discount; and they target
incumbent’s most profitable customers, often going after the
most discriminating and least price-sensitive buyers before
spreading to mainstream markets. History provides sharp
examples: AppleAAPL -2.00%’s iPod outplays the Sony
Walkman; StarbucksSBUX +0.00%’ high end coffee drinks and
atmosphere drowns out local coffee shops; flash drives zoom
past zip drives and floppy disks; Garmin ’s GPS golf watches
have taken much of the business from range finders; and
Dyson’s vacuum cleaners have dropped prices from $3000 to
$300 and continue to grow market share. The incumbents didn’t
react fast enough and the high-end disruptors successfully
invaded their markets. The big question facing incumbent
automakers protecting over $1 trillion in sales: Will Tesla’s
strategy work? It appears to be playing out well so far, as
evidenced by Tesla’s recent debut at the number one spot on our
Most Innovative Companies List this year and discussed in more
4. depth in the article Decoding Tesla’s Secret Formula.
Let’s examine the question considering the conditions that favor
companies trying to make life difficult for incumbents from the
high end. First, high end innovators are more likely to succeed
when their offering is based on processes, technologies, or a
business model that are difficult for incumbents to imitate. For
example, when Apple launched iPod into mainstream markets,
Sony and Panasonic were the world leaders in portable music
players. iPod was an architectural innovation—a new
combination of software and computer hardware—that was
familiar to computer firms but not to makers of traditional
music players. Panasonic had little experience with those
technologies and never entered; Sony took almost five years to
imitate iPod but could never imitate the full business model
with iTunes. In the case of Tesla, at first glance incumbent
imitation of the battery technology that powers a Tesla
shouldn’t be difficult, especially considering the fact that Musk
has offered to open Tesla’s patents to competitors. But even
with access to the patents, incumbents will find imitation
difficult because Tesla’s cars also represent an architectural
innovation. If you peeled the skin off a Tesla and compared it
to a comparable combustion engine vehicle or electric vehicle
like the Nissan Leaf, you would see that the car’s architecture is
completely different because the systems and drive train are
engineered from the ground up around the battery. In stark
contrast, other automakers simply insert the battery as a module
into a standard platform (See Figure 1 comparing the Tesla S
and the Nissan Leaf). Moreover, some of the car’s subsystems,
like traction control, are based on completely different
technologies than a standard car.
[i] See Bryce, David J. and Jeffrey H. Dyer. “High End
Disruption.” Working Paper, October 10, 2014.
Figure 1. Comparison of Tesla S (left) and Nissan Leaf (right)
Moreover, Tesla has improved the performance of the lithium
ion batteries by developing its own techniques for linking the
5. battery cells together and cooling them. The battery cells have
been designed to vent heat in a very particular way, and there’s
coolant running through the entire battery pack.[i] While Tesla
may share its patents, it’s unlikely it will share its trade secrets
with regard to battery technology. Indeed, battery packs are
assembled at the Tesla factory in an area hidden from visitors.
In addition, Teslas are manufactured differently in highly
vertically integrated and automated plants with extensive use of
ten-foot-tall red robots, reminiscent of Transformers. While
typical auto factory robots perform only one function, Tesla’s
robots perform up to four tasks on multiple models: welding,
riveting, bonding, and installing a component. “From the
manufacturing standpoint, the way we assemble this car is
essentially different from any other car,” says Gilbert Passin
who is VP of Manufacturing at Tesla and a 23 year industry
veteran.[ii] Finally, incumbents in catch-up mode may have
difficulty imitating elements of Tesla’s business model
including their network of supercharging stations that only work
with a Tesla and their “no dealer” distribution method
(incumbents are locked into dealer agreements). Advantage
Tesla.
Second, high end disruptors are more likely to succeed if they
can gain a significant share of the marketbefore incumbents are
able to offer a “me too” product (our research suggests at least
5 percent). Share is critical as high end disruptors move down
market because it provides the new entrant the volume
necessary to mitigate the scale and cost advantages of
incumbents. Nobel prize-winning scientist Godfrey Hounsfield,
developer of the first CT scanner, learned this the hard way
when he launched his innovative scanner to the healthcare
market. GE responded by putting its significant R&D resources
into developing a comparable product and successfully launched
a CT scanner within 2 years, well before Hounsfield’s company,
EMI, had generated significant volume. It then leveraged its
300 person healthcare salesforce (compared to EMI’s five
person salesforce) and 1200 person customer service
6. organization to become the market leader. Tesla is not even
close to five percent share in key mass market segments and
incumbents have not yet released pure electric, Tesla-like
vehicles that compete head to head going 275 miles on a charge.
To get close to 5 percent share of the U.S. market Tesla will
have to get to Musk’s goal of 500,000 vehicles per year. That
means Tesla’s model 3, a $35,000 sedan scheduled to launch in
2018, will have to be a massive hit. But if it is anything like
the Tesla Model S—which was Motor Trend’s only unanimous
choice for car of the year and the highest rated car in Consumer
Reports history—then Tesla has a real chance. Time will tell,
but Tesla’s Model 3 may get it to 500,000 vehicles before
getting serious electric-vehicle competition from incumbents.
No advantage to either incumbents or Tesla here yet.
Third, to get customers to adopt a high end innovation, the new
entrant must quickly build or access the assets required for
widespread commercialization and adoption (via acquisition or
alliance), and they must do so before incumbents catch on. The
CT scanner case demonstrated the importance of quickly
building key commercialization assets. These
commercialization assets include plants and manufacturing
know-how, distribution assets, trained sales forces, marketing
know-how, and service networks. The entrant’s speed hinges in
part on whether the required assets are specialized. If so, they
are more difficult to access and take much longer to build.
Many of the assets required by Tesla are specialized to electric
cars, including super-charging stations. This should slow Tesla
down in a big way, giving a huge advantage to incumbents.
But even in this area Tesla does not appear to be
disadvantaged. The reason is that Tesla has a secret weapon:
Elon Musk. Because of Musk, Tesla has been able to access the
massive financial resources needed to assemble all of the
assets—even specialized ones—required for commercialization.
Tesla has already built over 450 supercharging stations and the
number is growing rapidly. The central console in the car is a
computer with constantly updated navigation to you nearest
7. charging station. Moreover, Musk has already raised the $5
billion required to build Tesla’s new battery Gigafactory, due to
come online in 2017, which will bring the cost of the battery
(the most expensive component in the car) down by 30 percent.
This brings us to the final factor influencing the success of a
high end disruptor: rapid improvements in technology combined
with increases in scale that steadily and significantly lower the
cost per unit of performance. When two of Tesla’s founders,
Mark Eberhard and Marc Tarpenning decided to start a car
company, they chose lithium ion batteries as the energy source
for a very specific reason. “One of the things we kept running
across was these articles that would say the reason why electric
cars will never succeed is that battery technology has not
improved in a hundred years,” Tarpenning said. “Literally,
articles would say that, and it’s true of lead acid batteries.”
Yet it’s not true of lithium-ion batteries. “They get better, on
average, at around 7% a year,” says Tarpenning. “It goes in fits
and starts as they roll out new chemistries … They get cheaper
and better.”[iii] So while the crucial role of technology in low
end disruption is to improve product performance, the crucial
role of technology with high end disruption is to lower the cost
of already existing high performance. If Tesla can continue to
bring down the cost of electric cars at a faster rate than
combustion engines improve then Tesla’s chance of disruptive
success goes way up (See Figure 2).
Whether Tesla can successfully move down to mainstream
markets and generate high volumes is still uncertain. However,
to see a new entrant compete against incumbents in a well-
guarded industry mostly on their terms is to witness a modern
marvel. It is as unusual as it is remarkable. Yet Elon Musk, by
his force of will and ability to command large investments has
so far been able to move forward fast enough that incumbents
have not yet effectively responded to his offering. But if we
had to bet, our money is on Tesla. Customers are clamoring for
its cars and up to this point incumbents seem unable or
8. unwilling to match the offering. It very well may be that they
don’t want to do anything to validate Tesla’s business model
because they are worried that it will lead to their own
disruption. However, as Tesla builds scale, offers new cheaper
models, and makes charging more convenient with its stations,
the company should be able to follow the path of other
successful high-end disruptors. Musk has said all along that his
strategy was to break in to the industry with super-luxury
vehicles, then move down-market. He’s told competitors his
strategy…now we’ll see if they can respond.
Of course, Tesla could end up just being a successful niche
player—offering battery powered vehicles with superior
performance and styling that don’t force real change upon
Toyota, GM, and Ford. But if Tesla can move down market
with an offering and business model that has broad appeal and
continues to resist effective imitation—then Toyota, GM, and
Ford really can’t continue to do business as usual. And they
will be in Tesla’s rear view mirror. And ultimately, that’s the
definition of disruption.
Jeff Dyer is Horace Beesley Professor of Strategy at BYU and
co-author of The Innovator’s DNA and The Innovator’s
Method. David Bryce, professor of Strategy, at Brigham Young
University
http://www.forbes.com/sites/innovatorsdna/2015/08/19/teslas-
secret-formula/
Aug 19, 2015 @ 09:45 AM 159,349 views
Decoding Tesla's Secret Formula
Ethan Pines for Forbes
Jeff Dyer and Hal Gregersen ,
Contributor: We write about innovation based on research from
The Innovator's DNA
9. Opinions expressed by Forbes Contributors are their own.
This story appears in the September 7, 2015 issue of Forbes
By Jeff Dyer, Hal Gregersen, and Nathan Furr
The first thing you notice when you step onto Tesla
Motors'TSLA -2.76% production floor are the robots.
Eight-foot-tall bright-red bots that look like Transformers,
huddling over each Model S sedan as it makes its way through
the factory in Fremont, Calif., on the eastern, shaggier side of
Silicon Valley. Up to eight robots at a time work on a single
Model S in a choreographed routine, each performing up to five
tasks: welding, riveting, gripping and moving materials,
bending metal, and installing components. Henry Ford and the
generations of auto industry experts who have followed would
dismiss this setup as inefficient–each robot should do one task
only before moving the car on to the next Transformer.
It’s a $3 billion criticism, to be specific. That was the amount
shaved off the company’s market value in early August after
Tesla cut its sales forecasts for the year by 10% to 50,000
vehicles, citing delays in teaching the robots to make both the
Model S and the new crossover SUV Model X. “The Model X is
a particularly challenging car to build. Maybe the hardest car to
build in the world. I’m not sure what would be harder,”
admitted Elon Musk, Tesla’s billionaire founder and visionary
CEO, who also serves in those same roles at SpaceX.
But neither delays nor the cash burn ($1.5 billion in the past 12
months) particularly fazes Musk. He just wants to focus on
making the world’s best car, and the $70,000 Model S, by all
rights, can claim that prize. An all-electric vehicle, it offers a
week’s worth of driving on a single charge from any one of a
nationwide network of free solar-powered charging stations. It
goes from 0-60 in under three seconds in “ludicrous” mode, the
fastest of any four-door production car on the planet, and is also
the safest car in its class. When it collides with the crash-test
machine, the crash-test machine breaks. You can order it online
and have it delivered to your door, get software updates beamed
wirelessly and receive maintenance alerts before bad stuff
10. happens. Plus, it’s beautiful. The door handles reach out to be
opened as you approach, then fold flat for better aerodynamics.
Don’t believe us: Consumer Reports called it the best overall
car on the market for the past two years.
The World’s Most Innovative Companies 2015
These are the kinds of superlatives that shoot Tesla Motors to
the top of FORBES’ World’s Most Innovative Companies list in
the first year we’ve had enough financial data to consider the
company. The word “disruptor” gets attached to Tesla all the
time. For several years we’ve closely studied the phenomenon
of disruptive innovation, identified in the late 1990s by Harvard
Business School’s Clayton Christensen. We quantify it, based
on the difference between a public company’s enterprise value
and the measurable intrinsic value of its existing business–an
innovation bonus, if you will. Despite all the buzz–and that’s
something we try to factor out when measuring the premium–we
were initially puzzled by Tesla’s growing success. Unlike
classic disruptive innovations such as steel mini-mills, personal
computers and, in the car business, cheap Japanese imports,
Tesla never pursued the classic route of going after low-end,
price-sensitive customers first with cheaper, inferior
technology. It doesn’t pursue nonconsumption, or customers
who don’t currently drive cars. Tesla automobiles look and
drive much like other cars, use established infrastructure like
roads and confine much of their product innovation to only one
aspect: the power system.
These facts don’t fit the required mold for successful low-end
disruption–a traditional case study would point to Tesla hitting
a wall. Even Musk wasn’t sure at the beginning. “I didn’t ask
for outside money for Tesla, and SpaceX, because I thought
they would fail,” he says. But Tesla has instead proved to be a
different kind of disruptor, a high-end version that can be just
as troublesome for the incumbents (learn more about “high-end
disruption” in our new Forbes article Tesla’s High End
Disruption Gamble).
High-end disruptors produce innovations that are leapfrog in
11. nature, making them difficult to imitate rapidly. They
outperform existing products on critical attributes on their
debut; they sell for a premium price rather than a discount; and
they target incumbents’ most profitable customers, going after
the most discriminating and least price-sensitive buyers before
spreading to the mainstream. If you look within some large
companies, you can flesh out previous examples:
Apple'sAAPL -2.00% iPod outplayed the Sony Walkman;
Starbucks’ high-end coffee drinks and atmosphere drowned out
local coffee shops; Dyson’s vacuum cleaners now have solid
market share; Garmin’s GPS golf watches have taken much of
the business from range finders. The incumbents didn’t react
fast enough, and the high-end disruptors took over their market.
Tesla has built its entire company around this idea. The Model
S and X will be followed in 2017 by a cheaper Model 3, a
$35,000 Tesla for the masses, if all goes according to plan. And
despite the fact that Tesla abandoned its forecast of turning a
profit this year (even with its unusual and pro-company lease
accounting), investors can’t get enough of it: Musk has raised
$5.3 billion in equity and debt for Tesla since 2010, with each
round increasingly oversubscribed by investors, including a
$650 million secondary offering in mid-August, partly to
complete its giant battery-making Gigafactory in the Nevada
desert. “The willingness of the markets to support the company
with various financing structures leads me to believe that
everything will probably be okay, assuming the model proves
viable,” said Jacob Cohen, senior associate dean at the MIT
Sloan School of Management.
That viability moment should come around 2017, say analysts at
Credit Suisse, when Tesla is expected to show its first
significant dose of free cash flow, or operating income after
capital expenditures (see charts, p. 102) . The other metrics look
golden: It is on track to gross $5.5 billion this year, up 54%
over 2014. Its shares have soared 15-fold since its 2010 IPO to
a recent $33 billion market capitalization.
Meanwhile, incumbent automakers face the same challenge now
12. and long term: If much of the auto business ends up going
electric (and that’s a big if right now with sub-$3 gas and sales
falling overall for electrics and hybrids) Tesla will be miles
ahead at the high-end and coming down-market to eat away at
the $1 trillion industry. Detroit finds it easy to dismiss Tesla as
a money losing startup, but it has changed the industry. “[In
2001] GM crushed all of its electric models in a junkyard,”
Musk says. “When we came along and made the Roadster, it got
GM to make the Volt and then Nissan felt confident enough to
go with the Leaf. We basically got the whole ball rolling with
electrification of cars. The ball is rolling slowly, but it is
rolling.”
Peel back the aluminum skin of a Tesla Model S and you will
see what high-end disruption looks like. The motor and gearbox
are a fraction of the size of a combustion engine drive train,
mounted low between the wheels to create a larger crumple zone
for passenger safety. The chassis is like a giant skateboard built
to accommodate lots of battery wattage.
To create a car that looks this different, Musk has engineered a
team and process that look different. Call it the Musk Way.
Most car companies try to capture value with an established
product. Laboring under radical uncertainty, Tesla has a process
that is centered on a single purpose: speed. Like the big
automakers, Tesla stamps its own body panels in-house, but it
also makes its own battery packs and motors in the Fremont
assembly plant. It even makes its own plastic steering wheel
casings–a part easily and usually outsourced–because suppliers
(much to their regret) tried sending their B teams and took
months to turn around designs.
Tesla cannot wait–it updates designs continuously, borrowing
ideas freely from its sibling SpaceX, including its extensive use
of aluminum in both the body and the chassis of the Model S, as
well as drawing and casting techniques used to produce the
aluminum bodies of SpaceX’s Falcon rocket and Dragon
capsules. “It’s very helpful to cross-fertilize ideas from
13. different industries,” says Musk.
You’ll rarely find someone at Tesla who worked at GM, Ford or
Chrysler or an automotive supplier (Aston Martin is one notable
exception). Sterling Anderson, a former McKinsey associate and
MIT-trained expert in self-driving cars, was hired in the
summer of 2014 to work on Tesla’s autopilot systems. Now he’s
the program manager of the Model X. The reason Tesla will
occasionally put someone in a position without prior industry
experience is that Musk is known for selecting people based
upon their ability to solve complex problems–not based upon
experience. Says Tesla Chief Information Officer Jay Vijayan,
“Elon doesn’t settle for good or very good. He wants the best.
So he asks job candidates what kinds of complex problems
they’ve solved before and he wants details.”
Musk’s team screens job applicants for their ability to learn
under uncertain conditions. Every new employee, no matter
which department, has to have proven some kind of ability to
solve hard problems. “We always probe deeply into achievement
on the résumé,” says Musk. “Success has many parents, so we
look to find out who really did it. I don’t care if they graduated
from university or even high school.”
Promotions and bonuses at both Tesla (and SpaceX) are built
around a 1-to-5 rating system, with 4 and 5 being “great” and
“phenomenal,” respectively. “You don’t get the two highest
ratings,” says Musk, “unless you have done something
innovative. It has to be significant in the case of phenomenal,
something that makes the company better or the product better.
Anyone can be an improver: HR, finance, production, they can
all figure out how to improve things.”
When Tesla first called Vijayan to ask him to consider the CIO
job, he said maybe but then pulled himself out of contention. He
had a cushy CIO job at Silicon Valley blue-chip software firm
VMWare and wasn’t looking to step out on any ledges. Tesla
appeared to be taking huge risks, and Elon Musk had a
reputation of making monumental demands of the leadership
team. But 18 months later he got a call back and was asked to
14. reconsider. During his interview with Musk he became
convinced this company could change the world.
Vijayan’s first major task? Build all the software to run the
business, from scratch, in three months, for one-fifth the cost.
Typically big companies spend millions of dollars on enterprise
resource planning software–which handles product planning,
finance, manufacturing, supply chain and sales–from large
vendors like SAP and Oracle. When Vijayan told him such a
task wasn’t possible, Musk simply stated, with a Steve Jobs-like
confidence: “Let me know what you need from my side to make
this happen.” Says Vijayan, “He doesn’t accept constraints as
‘givens’ the way most people do.”
Vijayan and his team implemented a basic but functioning
homegrown system in four months, and with steady
improvements it now gives Tesla a lightning-fast feedback loop.
“We have a seamlessly integrated information system that gives
us speed and agility like no other automaker,” says Vijayan. By
comparison, GM outsourced its entire IT function after spinning
out EDS in 1996, and only since exiting bankruptcy has it
rebuilt its IT strength, but at huge cost.
After hiring folks with a demonstrated ability to solve complex
problems, Tesla deploys them in small teams that sit cheek-by-
jowl to hasten the solutions. “Our communication allows us to
move incredibly fast,” says chief designer Franz von
Holzhausen. “That is an element that isn’t happening in the rest
of the automotive world. They are siloed organizations that take
a long time to communicate.” Von Holzhausen was able to
design the award-winning Tesla S with a team of just three
designers sitting next to their engineering counterparts. Bigger
automakers typically have 10 to 12 designers working on each
new model.
Chief Designer Franz von Holzhausen (Credit: Patrick T.
Fallon/Bloomberg)
Even the car itself is designed for speed of learning. Customers
are continuously connected to Tesla via their car’s 4G wireless
15. connection and 17-inch touchscreen control panel, which sends
usage data to the manufacturer in real time. Tesla will release
fixes via overnight software download or make physical changes
at a moment’s notice. That ludicrous mode that shaves the zero-
to-60mph time by 10% can be retrofitted on the top-of-the-line
P85D Model S sedan. And in 2013, after receiving feedback that
the back seats in the Tesla S were uncomfortable, Tesla service
workers changed every owner’s seats in a matter of weeks,
midyear.
Learning in an environment of uncertainty requires a
willingness to admit mistakes and move quickly rather than
digging in and doing nothing for fear of admitting failure. In
fact, obsessively attempting to avoid failure can lead to the
greater failure of missing the big opportunity.
When the Model S was introduced in June 2012 it came with a
“smart” air suspension system that automatically lowered the
car at highway speed for better aerodynamics and range. One
day a Model S owner was zooming down the highway and ran
over a three-ball trailer hitch. It punctured the underbody’s
ballistics-grade armor and the battery pack above it with
incredible force. No one was hurt; the car’s warning system told
the passengers to exit the vehicle before a fire started in the
front compartment. Tesla quickly added a titanium underbody
shield to the existing armor on all new cars and made it a free
upgrade on existing ones, and it updated the software so the car
doesn’t automatically lower at highway speed.
Most automakers lay out their shop floor once to minimize costs
and plan model lines that will remain unchanged for several
years. Tesla’s production engineers are continually changing the
layout of the factory to learn as much as possible. Over time, as
Tesla wrings out the uncertainty in the development and
manufacturing process, it will transition to a more familiar
arrangement, a process that is already starting to happen in the
second and third production lines for the Model S and Model X.
Tesla learned the benefits of staying nimble early on with the
Roadster when, in an effort to reduce costs, it tried to establish
16. a global supply chain similar to a giant carmaker’s. Tesla
wasn’t ready for that setup, and having manufacturing spread
out over the world led to massive coordination problems. “We
definitely don’t get it perfect on the first try, not even close,”
says cofounder and chief technical officer J.B. Straubel. “But
that’s how we learn.” The stakes will go way up when Tesla
adds the future Model 3 on another production line. If one part
isn’t right, the whole factory can grind to a halt. FiatChrysler,
for example, delayed the launch of the popular Jeep Cherokee
by about six months because of problems with its new nine-
speed transmission.
Tesla’s innovation process is neither easy nor comfortable. A
recent Musk biography tells the story of the time when, after
asking already overworked employees to continue pulling
overtime before the launch of the original Tesla Roadster, one
employee said, “But we haven’t seen our family in weeks.”
Musk’s response: “You will have plenty of time to see your
family when we go bankrupt.” Musk also looks down on
holidays, having nearly died from malaria following a trip to
Brazil and South Africa in 2000. “That’s my lesson for taking a
vacation: Vacation will kill you.”
The Tesla team is successful at achieving seemingly impossible
goals not just because they work harder than anyone else. It has
a process for solving complex problems that is effective. “I
operate on the physics approach to analysis,” says Musk. “You
boil things down to the first principles or fundamental truths in
a particular area and then you reason up from there. Then you
apply your reasoning to those axiomatic principles to assess
what is really possible and what is simply perceived to be
possible.” This method leads to innovative solutions that even
Tesla executives didn’t think were possible.
Says Straubel: “Elon challenges everyone to work incredibly
hard. I know that sounds stereotypical, but I think he does it to
a degree that is pretty unusual, and it is highly uncomfortable
for most people, but the results are fairly undeniable. If you
challenge people to work hard, they achieve more than they
17. think they can. Most leaders don’t want to do that.” Adds Doug
Field, vice president of engineering: “We take leaps of faith that
are like jumping out of an airplane and designing and building
the parachute on the way down.”
That’s the necessary approach when you’re making the
transition from a one-car company to a multi-car company, and
doing it at scale, while simultaneously building a giant indoor
energy-storage business. That’s the Musk Way.
Jeff Dyer is a professor at Brigham Young University’s Marriott
School of Business. Hal Gregersen is executive director of the
MIT Leadership Center. Nathan Furr is an assistant professor at
INSEAD.Tesla Motors to Unveil Home and Utility Batteries
April 30
Dana Hull
April 21, 2015 — 2:34 PM PDT Updated on April 21, 2015 —
2:48 PM PDT
Tesla Motors Inc. plans to begin building lithium-ion batteries
at its Reno “Gigafactory” in 2017.
David Paul Morris/Bloomberg
Don't Miss Out — Follow Bloomberg On
Tesla Motors Inc. will announce a home battery and a “very
large” utility-scale battery on April 30, according to an e-mail
sent to investors and analysts.
The e-mail Tuesday from Jeffrey Evanson, Tesla’s head of
investor relations, said the company “will explain the
advantages of our solutions and why past battery options were
not compelling.” Khobi Brooklyn, a Tesla spokeswoman, said
that “we’ll share more information next week,” without
confirming the e-mail.
Chief Executive Officer Elon Musk had tweeted on March 30
that Tesla would announce a “major new product line -- not a
car -- will be unveiled” on April 30 at the company’s design
studio in Hawthorne, California.
The maker of luxury electric cars is using its lithium-ion battery
18. technology to position itself as a front-runner in the emerging
market for energy storage that supplements, and may ultimately
threaten, the traditional electric grid.
“We are going to unveil the Tesla home battery, the consumer
battery that would be for use in people’s houses or businesses
fairly soon,” Musk said during an earnings conference call in
February.
http://www.bloomberg.com/news/articles/2015-04-21/tesla-
motors-to-unveil-home-and-utility-batteries-april-30