Case Study Of Tesla

Problem Statement: Disruptors of domestic and international competitors are expanding upon the alternative fuel vehicle market and can offer a wider variety of products ranging from hybrid, plug-in hybrid, and fully electric vehicles due to the access to more resources available to them.

As upper-level management it is important to understand the key components of cost-volume-profit analysis. Identifying objectives including concepts related to CVP is crucial to the absorption of information.

The car market has been ran by companies such as Volkswagen, Toyota, Ford, BMW, and many other companies, but one of the newer, up and coming companies in this market is Tesla Motors Inc. Tesla has been around for a little over 10 years, and have come quite a long way from where they began. Tesla now sells luxury electric vehicles different than any other electric vehicles today, and they have big plans for expansion in the future. Tesla may not be one of the biggest car companies today, but one day they will be considered alongside companies such as Toyota and Ford.

This paper presents a marketing plan for the Electric Car Corporation (ECC); a first mover in manufacturing an electric car in the United Kingdom. The paper starts with a brief introduction to the company, its product offerings, and areas of operations and then explains why a marketing plan is essential in the strategic planning process of an organization. Afterwards, the process of new product development at ECC has been discussed. The marketing plan starts with a comprehensive situational and SWOT analysis of the company as well as its new product offering. In this paper, the SWOT Analysis is done to analyze the company's core strengths, major weaknesses, potential opportunities and threats which can be helpful for its short term and long term marketing planning.

Tesla Motors Inc is one of the leading companies for designs, develops, manufactures, and  selling electric cars and energy storage products. Founded in 2003 the major specialization of the company is software for automated cars, cars powered by electric energy and solar for home power.

After the success of electric cars in the West, manufacturers from around the globe are entering into this business. With more players in the market, the competition is expected to be intense.

Electric cars may not be as environmentally friendly as society portrays them to be. Forbes.com states that electric cars tend to be just as polluting to the environment as traditional gas powered cars. In order to transfer energy to the charging station for the cars, the factory that makes the energy must burn carbon in order to power the charging station. The charging stations are what produce the pollution, not the vehicle. Although there has been a push for alternative energy in automotive production, electric cars are just as contaminating to the atmosphere as traditional gas-powered cars.

Presents an analysis of performance and position in different dimensions, for example territory, products, etc.

1. Think about the basis of competition: competitive positioning may be based on (a) attributes or benefit, (b) use or application, (c) product or brand user, (d) product or service class, (e) competitors, and (f) price and quality. 2. Write its positioning statement

This was a new and untapped market and Tesla needs to develop a marketing plan that will allow them to stay ahead and be the sought after brand in electric vehicles. They cannot simply rely on word of mouth like they have been doing in the past.

We design, develop, manufacture and sell high-performance fully electric vehicles and advanced electric vehicle powertrain components. We have established our own network of sales and service centers and Supercharger stations globally thus creating a unique business model in the automobile industry. We

Tesla Motors Incorporated, an American company that designs, produces, and sells electric vehicles and their electric components, has become one of the fastest growing car companies in recent history. The company’s main goal was to start creating electric vehicles that were accessible and affordable to the public. Founded in 2003 and taking off successfully by 2009, Tesla Motors started selling the first mass-produced vehicle to use lithium-ion battery cells and hold a range of greater than 200 miles on just one charge. Along with building their own electric vehicle models, Tesla also builds electric powertrain components for vehicles from other automakers including cars such as the Toyota RAV4 electric vehicle. Tesla has begun to maximize

Whereas the mission defines the scope of a business or business unit and the goals define its strategic performance dimensions, its business unit competencies determine the means for achieving success.

Between 2003 and 2013 Tesla was arguably one of the most controversial companies. An innovative company with a breakdown idea, had no financial success in its first decade. With the addition of Elon Musk in 2008, Tesla had a fresh new face at the stern of its company and was poised to make big strides into the future. Those strides finally broke through in 2013 with its first truly positive financial year. However, this year was not without trouble as Tesla found itself in the news for the wrong reasons. On several occasions their Model S design had issues with car fires. Though this did not cause a complete catastrophe, it cased questions to the true safety of their vehicles. Tesla would fight back by arguing the safety of their vehicles saved the drivers lives in addition to unforeseen circumstances that caused the fires. Because of these incidents, investors did get spooked and expectation for the remainder of 2013 and projected 2014 were lowered, yet once again Tesla powered through and had their best year of existence. With these above factors, Tesla is at a true crossroads: do they continue the uphill climb that 2013 presented, or do they falter and fall pretty to its competitors.

To remain competitive a company must consider who their biggest competitors are while considering its own size and position in the industry. The company should develop a strategic advantage over their competitors’