Tesla Motors Inc

The German automotive sector’s strong global position is one of the country’s greatest economic success stories. In 2018, two out of the three top global automakers achieving the highest sales volumes originated from Germany, and 80% of all premium class cars produced were German brands. Therefore, it is not surprising that the automotive sector was the key driving force of the economy that helped the country recover so quickly from the global financial crisis and achieve the position of the EU’s unquestioned leader.

However, dark clouds are gathering over the automotive sector today. The new era in international relations, where politics and trade are filled with tension, is having an especially strongly impact on the system based on global supply chains built by the German automotive industry. German carmakers’ managers are also concerned about the vision of autonomous electric cars that may lead to the ruin of the traditional model of automobile industry based on the combustion engine.

This paper analyses the causes of the crisis in the German automotive industry and lists its potential consequences for Central Europe.

From the introduction of commercialized cars till date, the technology used in the cars have given edge to the companies who can provide better solutions and efficient systems that can provide fuel efficiency and better performance. In modern world, it has become difficult to survive for those companies who still practicing traditional management tactics and not commencing technological advancements in their designs and manufacturing.  The change management concept consists of modification in the actions of the company as well as technologies and methods to obtain the desired goal of the company just as changing the business environment of the company from inside and outside in order to attain high profitability. These changes are associated with the adaptation change, control change and effecting change. In this report, we will examine the business model of Tesla Motors, the journey of the company in terms of introducing novel concept in traditional automotive industry and the change management concept.

Global warming and the depletion of non-renewable natural resources have been a matter of concern for all countries alike in the past few decades. In his quest to try and tackle this issue along with an observation of the growth in the automobile industry, Martin Eberhard took up the task to build an eco-friendly sports car, and thus the company Tesla, named after the renowned scientist, Nikola Tesla, was conceived in the year 2003 (Eberhard). Another reason behind this was the awareness of the USA’s heavy dependence on the Middle East for its oil reserves and this could help the country be less dependent on other nations for its resources. Simultaneously, Elon Musk, a big name in the innovation game started to realize the potential in the electric vehicle market and thus became an investor and chairperson in Tesla motors and thus started a journey into the future from where there was no coming back. This essay attempts to analyze Tesla’s current and potential growth through Elon Musk’s innovative and strategic involvement in the company.

Five years after its foundation by a group of innovative Silicon-Valley engineers, Tesla, with its mission to accelerate the world’s transition to sustainable energy, delivered the world’s first fully electric sports car model—the Tesla Roadster—in February 2008. Since then, it has produced two other zero-emission electric car models, the Tesla Model S and Model X, and unveiled a fourth model, the Tesla Model 3. Tesla’s first expansion moves into the foreign market were its opening of a showroom in London and a store in Munich in June and September 2009, respectively. This paper examines strategies Tesla employed in the foreign market, discusses elements that catalyzed its success, establishes problems it should solve, and outlines essential managerial implications.

Risk-adjusted equity valuation of Tesla Motors: A practical application of Monte Carlo simulation to calibrate risk and uncertainty of risk in a Discounted Cash Flow valuation
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Financial equity valuation of public companies is a complex and daunting task. In a tech start-up arena, promising companies are generally evaluated against expected future potential of their innovation and/or ability to capitalize on those expectations. In these cases, financial historical data is generally of limited value for evaluating future financial projections, thus analysts often rely on hypothetical inputs to valuate equity. Tesla Inc. (NASDAQ: TSLA) is a notable example in this category- a Silicon Valley “poster child” in the automotive space with a vision to advance the adoption of electric mobility across the world. Though many could argue Tesla Motors is a globally recognized brand, the company is still in the dawn days of mass-production with total output for 2016 at 84,700 units, which fails by comparison to nearly 6.7 million vehicles that Ford produced during the same time. Yet, early in 2017 the electric car-maker’s valuation reached over $51 billion dollars briefly surpassing Ford and General Motors in market-cap to become the most valuable carmaker in the United States. Dunn (2017) Historically, the automotive industry has been considered rather predictable due to its capital-intense requirements for heavy expenditures for manufacturing, infrastructure, as well as research and development. Founded on these financial variables and levers, along with market outlook reports, analysts have been able to methodically issue valuations and investment guidance to the market. Yet, while Tesla Motors operates in the same industry, the company’s hefty capital outflows, shadowed by consistent annual losses and missed delivery targets (typically a recipe for a financial meltdown) is contrasted by rather exceptional stock performance since its IPO in 2010. This phenomenon draws a fine line between the two opposing investment camps on Wall Street. The bulls, in the optimistic corner are charged by fanatic optimism on Tesla’s hyper-growth and industry-disruption potential. This positive outlook is further galvanized by the charismatic and visionary leader of Tesla’s electrification revolution-Elon Musk. A serial entrepreneur, co-founder and a CEO of Tesla, who is confidently leading charge into the battle for EV (Electric Vehicle) survival.

WiTricity Power Receiver that many of you have asked for and some did not believe was possible! Originally designed to operate as a wireless energy receiver from a Tesla Coil, it will also work from CB’s and at a bonus harvest Free Energy from the ambient!

In 2011, a satellite accidently detected that antimatter was created by thunderstorms. This antimatter consisted of positrons – the antiparticles of electrons. This fact, along with prior investigations and experimentation with High Voltage and Nuclear Fusion apparatus, led to an interesting conclusion, here deduced. That a simple electric antimatter rocket is viable within current technology and a simple model rocket pulse engine could even be made from components available to a hobbyist. I base this investigation on all available data that I had access to, together with my knowledge and particular experience gained from many years of experimentation in addition the principle that: — Electrical storms are a natural particle accelerator and that NASA's Fermi Gamma-ray Space Telescope had detected beams of antimatter produced above thunderstorms on Earth, therefore by the laws which creates these natural physical systems, could be duplicated with equipment that we already have great experience with. The first question that has to be asked is, 'is the Antimatter generated in Lightning a byproduct of total power, potential difference, amperage or some other factor?' To answer this question, I begin by listing all known data and facts about lightning and natural positron creation by lightning, as a list of referenced facts shown below.

Öz Küresel Dünyada teknolojik olanakların artması ve iletişim araçlarının gelişmesi neticesinde, bireyler arasında internet ortamının sosyal amaçlı kullanımı Instagram, Facebook ve Twitter gibi sosyal ağlar aracılığıyla son derece popüler bir hal almıştır. Kullanıcılara, etkileşim sağlama yoluyla aktif katılım ve çok seslilik imkânı sunan bu mecraların ön plana çıkmasının bir sonucu olarak, firmaların pazarlama stratejileri için kullandıkları iletişim araçları da dönüşmekte ve tüketiciyle olan iletişim şekilleri de bu bağlamda gün geçtikçe farklılaşmaktadır. Bu anlamda bireylerin sosyal mecraları aktif olarak kullanımı, markalar arasındaki rekabeti arttırmış ve var olan geleneksel pazarlama yöntemlerinin yetersiz olarak görülmesine neden olmuştur. Bu nedenle de birçok marka, tüketicilerin yoğun olarak kullandığı sosyal medyada varlık göstermeyi kendine amaç edinmiştir. Bu çalışma, bireylerin sosyal ağlardaki tüketim alışkanlıklarını göz önüne alan markaların, sosyal ağlarda yürüttüğü pazarlama faaliyetlerinin tüketici üzerindeki etkisini "Tesla Motors" örneği üzerinden ortaya koymaya çalışmıştır. Bu araştırma ile marka vasıtasıyla sosyal ağlarda yürütülen pazarlama stratejilerinin sosyal medyaya aktif katılım sağlayan bireyler arasında ne derece başarılı olup olmadığı durumu "Anket" yöntemi kullanılarak açıklanmaya çalışılmıştır. Abstract In the global world, the social use of the internet environment among individuals has become very popular through social networks such as Instagram, Facebook and Twitter, due to the increase of technological opportunities and the development of communication tools. As a consequence of these initiatives which provide users with active participation and multifaceted 1 İstanbul Üniversitesi, İletişim Fakültesi, Radyo Televizyon ABD Öğretim Üyesi,

Elon Musk will mit seinem Tesla die Welt retten. Tatsächlich rettet er vor allem die amerikanische Autoindustrie. Start-ups, die Autos herstellen, sind eine neue Erscheinung. In den letzten Jahrzehnten waren Daimler, VW, BMW und eine Handvoll anderer Autohersteller mit Benzin- und Dieselmotoren die Platzhirsche in der Branche. Newcomer hatten schlechte Chancen. Das Startkapital, das nötig gewesen wäre, um konkurrenzfähige Autos zu produzieren, konnten sie kaum aufbringen. Immerhin haben die etablierten Konzerne jahrzehntelang in riesigen Forschungs-und Entwicklungsabteilungen erhebliches Know-how entwickelt und in Stuttgart, Wolfsburg und diversen anderen Städten in Form gigantischer Fabriken genug »konstantes Kapital« angehäuft, um potenziellen Konkurrenten den Markteintritt entsprechend teuer zu machen. Doch Tesla hat es geschafft. Wie?

Designed a marketing campaign targeting companies that would benefit from replacing their existing vehicle fleets with Tesla Model S sedans:
1) Executives of Fortune 500 companies headquartered in the Midwest;
2) Midwest Parts Suppliers to the Tesla Model S Sedan;
3) Chicagoland Limousine and Black Car operators.
To determine the existence and composition of Fortune 500 companies' fleets, we searched company's "Executive Compensation Practices" in their annual 14K Proxy Statements. We researched limousine and black car fleet practices to determine the payback period of the all-electric Tesla Model S, accounting for commercial electricity rates and average premium fuel costs; maintenance costs; expected depreciation and resale values; and the availability of electric vehicle incentives. Finally, we attended industry-specific events and introduced the value of a Tesla Model S company fleet.

.  The business environment is complex and rapidly changing.  This begs to question, what preventive measures are we implementing and how forward thinking are we on our preparation for technical and physical threats to our organization.  Many organizations, including this, have underlying weaknesses that leave them prone to an eventual crisis that could escalate to disastrous proportions.  It is important to emphasize that organizational leadership plays a pivotal role in plan development, approval, and implementation. High visibility leadership sends a candid, unspoken message to the remainder of the organization that physical and technical threat strategies are important to the survival of this company. Stakeholders, internal and external, will know that the organization is taking prudent messages to address a threat that has not yet materialized.  There is fierce competition for the organization’s resources and it is understandable that the motivation is minimal for capital expenditures on a threat that may not happen. Nonetheless, risk management requires going beyond what is normal to establish and maintain a current, dynamic plan to address the threats on a competitive landscape. We must advance our thinking and preparation to address known and unknown threats while maintaining resiliency.  Hopkins (2014) suggested that resilient organizations are able to integrate change when addressing expected and unexpected emerging challenges while maintaining focus on organizational goals, objectives, and opportunities.

The phrase "Internet of Things" (IoT) as a conceptual paradigm was introduced by consumer sensor expert and innovator Kevin Aston during a presentation to the company Procter and Gamble (P&G) in 1999. (Marr, 2015) He believes that unlike the twentieth century computers that "were brains without senses," in the twenty-first century,, and can "sense things for themselves." (Gabbai, 2015) The European Union Agency for Network and Information Security (ENISA) describes IoT as an "ecosystem where interconnected devices and services collect, exchange and process data... to adapt dynamically to a context... [and] is [linked]... to cyber-physical systems... [enables]... Smart Infrastructures by enhancing their quality of service provisioning." (ENISA, 2017)

When the Tesla Model S was first introduced to market, there were many unanswered questions surrounding the vehicles' true cost of ownership.  Vehicle depreciation, financing costs, and maintenance and repairs were all unknowns.  As such, I created a method to estimate the costs that, when inputted, would estimate the five-year costs of owning the different Tesla Model S variants.  I then compared these costs to the five-year costs of owning gasoline-powered vehicles that were often traded-in to purchase a Tesla Model S.  These comparisons were compiled into a reference guide for use with certain customers.