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Contents INTRODUCTION................................................................................................... AUTOMOTIVE INDUSTRY AND TESLA MOTORS.............................. 1 History of the company.............................................................................. 1 Tesla M...

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Contents INTRODUCTION...................................................................................................2 1.

AUTOMOTIVE INDUSTRY AND TESLA MOTORS...............................3 1.1 History of the company..............................................................................3 1.2 Tesla Motors................................................................................................3 1.3 Evolution of Tesla........................................................................................4

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ANALYSIS TESLA MOTORS.......................................................................6 2.1 Identifying core competencies and capabilities of Tesla Motors............6 2.2 Business model............................................................................................6 2.3 Tesla Motor SWOT....................................................................................7 2.3.1 External analysis.........................................................................................7 2.3.1.1 Porter’s five force model.....................................................................7 2.3.1.2 Stakeholder Analysis........................................................................11 2.3.2 Internal Analysis.....................................................................................13 2.4 Tesla Motors’s business strategy..............................................................16 2.5 Tesla motor technology strategy..............................................................18 2.5.1 Tesla’s secret weapn: intense focus on batteries...............................18

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2.5.2 Engine block.........................................................................................20 2.5.3 Autopilot System..................................................................................22 TESLA AND COMPETITORS....................................................................24 3.1 Competitors...............................................................................................24 3.2 How is Tesla going to compete?...............................................................26 3.2.1 Innovative lithium ion batteries.........................................................26

3.2.2 Large network of supercharger stations...........................................27 4 UNIQUE DIRECT-TO-CUSTOMER SELLING MODEL.......................28 5 DEVELOPMENT OF LITHIUM CELLS “ GIGAFACTORY”..............28 REFERENCES......................................................................................................30

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INTRODUCTION Today, the level of environmental pollution has been a problem that many developed countries have to deal with, not only that, human health in industrialized countries is also going down. Transportation industry is one of the most toxic gas emission industries. In particular, internal combustion engines are one of the core causes of heavy pollution as today. The amount of NOx, SOx, CO2, COx... is extremely toxic not only to humans but also to the earth directly - our green house. In that situation, special leaders in European countries have set milestones to completely replace diesel-powered vehicles and including gasoline engines with electric motors. In the US, nature lovers and careers are willing to order electric cars despite high costs and many shortcomings, pioneer in electric vehicle industry in the US is Tesla In the automobile industry, electric vehicles have been researched by manufacturers for a long time, but the achievements are not much. Chevrolet Bolt, Hyundai Ioniq, Nissan Leaf were the electric cars of the previous Tesla Model 3. However, these models are not much interested. Although not the first electric car in the world, Tesla Model 3 got an order beyond expectations. 276,000 units were sold after 3 days of launch, bringing Tesla nearly 10 billion USD. So why does an electric car come to life that makes people so crazy? It is even considered by the world's users as the "apple of the automotive industry". It can be explained by a fairly simple phrase, because Tesla is different from traditional cars. Where did the difference come from? To get an overview of the reasons for that remarkable difference, our group below is the topic: "Researching Tesla electric vehicle overview."

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1. AUTOMOTIVE INDUSTRY AND TESLA MOTORS 1.1 History of the company - Tesla is a name taken from an American inventor (Tesla Nikola), who was born in 1856 in 1943. Tesla is known for his revolutionary contributions in the fields of electricity and magnetism in the end of the century 19 early 20th century. - Founded as Tesla Motors, Tesla Inc. Founded in July 2003 by Martin Eberhard and Marc Tarpenning. Both played an active role in the early development of the company before and after Elon Musk's involvement. - Elon Musk was a well-known investor, PayPal was sold and he earned 170 million USD. M usk is focusing on SpaceX aerospace project. The paperwork was drafted and finalized on April 23, 2004. Musk spent 7.5 million USD and became Chairman of Tesla Board

1.2 Tesla Motors Tesla Motors was set up in the heart of Silicon Valley in Palo Alto, CA in 2003. The firm was established with the commitment to develop only fully-electric vehicles. Elon Musk, the billionaire CEO of the Tesla Motors, is one of the primary driving factors behind its success. Tesla Motors unveiled the ultra-sporty Tesla Roadster at the SF International Auto Show in Nov 2006. While the model’s design was not unique, Tesla’s electric drivetrain technology was revolutionary. It was the first vehicle to use lithium ion technology and was the first all-electric vehicle to travel more than 200 miles on a single charge. Tesla proved that electric engines can be extremely powerful and can provide acceleration well in excess of their petrol powered rivals. The base price of the car in USA was around $109,000 targeting the premium segment. Sales volumes of electric and hybrid cars in the USA was significantly hit by the economic downturn of 2008. However sales picked up in 2012, when the country’s economy stabilized, governmental regulations shifted in favour of high efficiency vehicles and gasoline prices rose. The Model S sedan, launched in June 2012, is the current flagship vehicle for

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Tesla. It comes with options of a 60 or 85 kW battery pack, allowing a mileage of 208 to 265 miles. It is priced between $70,000 and $100,000 in the USA, again targeting the premium segment 1.3 Evolution of Tesla 2006: (Tesla roadster) Tesla gained attention for the first time after the official presentation of the first all-electric sports car Tesla Roadster in July 2006. The car can travel 393 kilometers on a single charge while it takes three and a half hours to fully charge the battery. It accelerates to 100 km/h in just 3.7 seconds. The maximum speed is 201.1 km/h.Tesla Roadster uses an AC motor (alternating current motor) revealed directly from Tesla’s original design in 1882.The cost of the basic model was $ 109,000. The company stopped the production of Roadster in January 2012. During the period from 2008 to 2012 Tesla Motors has sold more than 2400 Roadster cars in 31 countries. The release of a new generation of Roadster was announced in 2015. It is planned to be released in 2019 2009: (Model S) Tesla’s Model S prototype was shown at a press conference on 26 March 2009. The sedan production started in 2012 and deliveries to customers in June 2012. On a single charge of the 60 kWh battery capacity Model S can travel 426 km, and with a battery capacity of 85 kWh, the distance will increase to 510 kilometers. In the most expensive configuration the car is able to accelerate to 100 km/h in 3.1 seconds. Prices on Model S start from $ 75,000. 2012: (Model X) Tesla Model X is a full-size crossover which was first shown in February 2012.The car is available in two versions: 90D and P90D. The 90D version uses the battery capacity of 90 kWh and accelerates to 96 km/h in 4.8 seconds and is able to travel 410 kilometers on a single charge. The P90D reaches 96 km/h in 3.8 seconds and with the optional Ludicrous Speed Upgrade package it takes just 3.2 seconds to get to 96 km/h. The P90D version is faster than Lamborghini Gallardo LP570–4 or McLaren MP4–12C. The maximum speed is

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limited by “electronics” (as in the Roadster) at around 250 km/h. On a single charge the car can travel 500 kilometers. 2015: (Autopilot) In October 2015 the “autopilot” feature was added to the updated firmware of Model S. It can be used in cars manufactured after October 2014 as they are equipped with additional sensors (a camera mounted in the top of the windscreen, a forward radar in the lower front grille as well as ultrasonic sonar sensors in the front and rear bumpers) which provide a 360 degree buffer zone around the car. 2016: (Model 3) Model 3 was previously called Model E and in the original business plan it was listed under the code name Tesla BlueStar. The current name was announced on Twitter on 16 July 2014. The car was be presented in 2016. The first deliveries of the car began in 2017 but, according to Musk, the company will be able to satisfy the expected demand only in 2020. The estimated cost in the US will be $ 35,000. The size of the Model 3 will be 20 % less than of Model S and a single charge will last for 320 kilometers. 2015: (Superchargers station) In order to use Tesla cars for long trips the construction of a network of “Superchargers” stations of fast charge began in 2012. By the end of 2015 there were 528 stations operation worldwide and having 3000 separate charges. Currently stations mostly use solar energy which is supplied by SolarCity. Later, all station will switch to solar energy. 2015: (Powerwall) Besides vehicles Tesla Motors is engaged in the production of lithium-ion batteries designed for the conservation of energy for domestic use as well as for backup power. Powerwall has two different models of 7 and 10 kWh capacities. The electricity will be enough to power the house during the evening and it will be charged by solar panels during the day. There is also a Powerpack model with a capacity of 100 kWh: it is designed for commercial use and can be infinitely scalable. 2019: (Model Y) Elon Musk unveiled Tesla's mid-size electric SUV, the Model Y, Thursday night in Hawthorne, Calif.

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The most-affordable Model Y will have a base price of $39,000 and a 230-mile battery range, but customers will have to wait until at least 2021 to own one of the five-seater SUVs. Tesla will first sell more expensive versions of the Model Y — with prices starting from $47,000 to $60,000, and offering more battery range. Those will ship starting in 2020, according to the company.There are additional charges for Tesla's autopilot software, a third row of seats and colors other than black. A panoramic glass roof comes standard.

2. ANALYSIS TESLA MOTORS 2.1 Identifying core competencies and capabilities of Tesla Motors  Core competencies -

Powertrain engineering

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Vehicle engineering o Innovative manufacturing o Energy storage

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Computer aided design

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Crash test simulation

 Core Products -

Batteries and engine

 Business units  Products -

Electric car (Model 3XSY), phone chargers, wireless smartphone chargers…

2.2 Business model Tesla took a unique approach to getting its first vehicle in the market. Instead of trying to build a relatively affordable car that it could mass produce and market, it took the opposite approach, focusing instead of creating a compelling car. So Tesla delivered to the market the first high-performance electric luxury sport car, the Tesla Roadster. The company sold approximately 2,500 Roadsters before ending production in January 2012

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Direct sales Unlike other car manufacturers who sell through franchised dealerships, Tesla uses direct sales. It has created an international network of company-owned showrooms and galleries, mostly in prominent urban centers around the world Service Tesla has combined many sales centers with service centers. They believe that opening a service center in a new area corresponds with increased customer demand. Customers can charge or service their vehicles at the service centers or the Service Plus locations. Also, in certain areas, Tesla employs what it calls Tesla Rangers – mobile technicians who can service vehicles from your house. Sometimes, no onsite technician is required at all. The Model S can wirelessly upload data so technicians can view and fix some problems online without ever needing to physically touch the car.

Supercharger network Tesla has created its own network of Supercharger stations, places where drivers can fully charge their Tesla vehicles in about 30 minutes for free. The premise behind building and owning these stations is to speed up the rate of adoption for electric cars. Without the ability to charge on the go (similar to the concept of getting gasoline while driving), electric cars face a huge obstacle to mass adoption. Tesla will continue adding to the network of Supercharger stations in the United States, Europe, and Asia

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2.3 Tesla Motor SWOT 2.3.1 External analysis 2.3.1.1 Porter’s five force model A. Competitive Rivalry or Competition with Tesla, Inc. (Strong Force) Tesla, Inc. operates in a highly competitive market. This aspect of the Five Forces Analysis outlines the influence of competition on the automotive and energy solutions industry environment. In this case of Tesla, the external factors and their intensities responsible for the strong force of competitive rivalry are as follows: -

Small number of firms (weak force)

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High aggressiveness of firms (strong force)

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Low switching costs (strong force)

There are only a small number of firms operating in the automotive market. In Porter’s Five Forces analysis framework, this external factor limits the effect of competition on companies like Tesla, Inc. However, these firms are generally aggressive in innovating and promoting their products. For example, large automotive companies have aggressive marketing campaigns. Tesla’s marketing mix or 4Ps partly meets such aggressiveness, which strengthens the effects of competitors against the business. Also, the low impediments for customers to buy cars from other manufacturers (low switching costs) further strengthen the force of competition. This aspect of the Five Forces analysis of Tesla Inc. points to competitive rivalry as a high-priority strategic management consideration in the automotive and energy solutions industry environment. B. Bargaining Power of Tesla’s Customers/Buyers (Moderate Force) The influence of customers on firms and the automotive, battery, and solar panel industry environment is accounted for in this aspect of the Five Forces Analysis. Tesla’s customers are a direct factor that determines the company’s sales revenues. The following external

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factors and their intensities maintain the moderate force of the bargaining power of customers on the company: -

Low switching costs (strong force)

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Moderate substitute availability (moderate force)

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Low volume of purchases (weak force)

Low switching costs reduce barriers for Tesla customers to purchase cars from other providers. In the context of this Porter’s Five Forces analysis, this external factor imposes a strong force against the company and other players in the automotive industry environment. However, the availability of substitutes is only moderate in many cases, thereby limiting customers’ bargaining power against Tesla Inc. For example, many customers in suburban areas have limited access to public transportation, making it more practical to drive their own car. In addition, the low volume of purchases (each customer buys and keeps only one or a few cars) reduces the influence of customers on Tesla. Thus, the intensities of the external factors in this aspect of the Five Forces analysis reflect the bargaining power of customers as a moderate force and a secondary management priority. This prioritization is reflected in Tesla Inc.’s generic strategy and intensive strategies.

C. Bargaining Power of Tesla’s Suppliers (Moderate Force) Tesla Inc.’s business depends on the reliability of suppliers. This aspect of the Five Forces Analysis shows how suppliers shape the industry environment by influencing the availability of materials that firms need. The intensities of the external factors that create the moderate force of the bargaining power of Tesla’s suppliers are as follows: -

Moderate forward integration (moderate force)

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Moderate size of suppliers (moderate force)

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Moderate supply level (moderate force)

Tesla Inc.’s suppliers have a low level of forward integration. This external factor refers to suppliers’ limited control in the distribution and sale of their products. For example, some suppliers use third parties to sell their materials to Tesla, while others directly transact with the company. In the framework of Porter’s Five Forces analysis, this

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external factor imposes a moderate force on the corporation. In addition, most of these suppliers are moderately sized, thereby having limited influence on the automotive industry environment. Another external factor is the moderate level of supply, which empowers suppliers to affect Tesla, but only to a limited degree. This aspect of this Porter’s Five Forces analysis of Tesla Inc. indicates the bargaining power of suppliers as a secondary strategic management priority.

D. Threat of Substitutes or Substitution (Moderate Force) Tesla, Inc. experiences the impact of substitutes on the automotive and energy solutions industry environment. In this aspect of the Five Forces Analysis, the intensities of the external factors that lead to the moderate force of the threat of substitution against the company are considered, as follows: -

Low switching costs (strong force)

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Moderate substitute availability (moderate force)

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Moderate performance of substitutes (moderate force)

As pointed out in the other aspects of this Porter’s Five Forces analysis of Tesla Inc., low switching costs enable competition. In this external analysis case, the low switching costs enable substitutes, such as public transportation, to easily attract customers. This external factor imposes a strong force against Tesla’s industry environment. However, the moderate availability of substitutes limits such influence of suppliers. For example, customers have only a moderate and limited number of substitute options in the market. In relation, many substitutes have only a moderate level of performance in satisfying customers’ practical needs. For instance, public transportation is not as versatile as a private car. This condition further limits substitutes’ force against Tesla. In this aspect of the Five Forces analysis of Tesla, Inc., the external factors point to the threat of substitution as a secondary management consideration in the company’s strategies.

E. Threat of New Entrants or New Entry (Weak Force)

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New entrants are new firms, which impact the industry environment and determine the performance of companies like Tesla Inc. This aspect of the Five Forces analysis identifies the intensities of the external factors that create the weak force of the threat of new entry, as follows: -

High cost of brand development (weak force)

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High cost of doing business (weak force)

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High economies of scale (weak force)

Tesla’s business is difficult to compete wit...