Abdullah Saleem 15223 MP Assignment Tesla vs. Apple

Abdullah Saleem 15223
MP Assignment
Tesla vs. Apple
Tesla’s current marketing strategy is forward-looking statement, the focus is on coordinated
retail and future technological development along with store opening plans which need to
address risks and uncertainty. As the vision suggests “Create the most compelling car company
of the 21st century by driving the world’s transition to electric vehicles.” Tesla has been
continuously performing efficiently along with handling with advanced technologies to become
most energy efficient cars.
Critical overhauls are ordinary in batteries, including an unadulterated lithium anode that may
fundamentally expand battery limit later on. The new Giga factory batteries will have 10%-15%
better cutoff in view of improved science. The new handling plant will similarly diminish costs
by at any rate 30%, allowing Tesla to pass on the altogether less exorbitant $35,000 Model 3 by
2017. Boss Alan Musk expects that inside the accompanying 10 years electric vehicles will show
up at cost correspondence with consuming engines. Vehicle creation continues to augmentation
and Tesla wants to pass on 35,000 vehicles during the current money related year. Tesla will
presumably show up at a run movement of 100,000 vehicles for every year before the completion
of 2015.
Tesla will convey the Model X half breed SUV. Musk foresees selling similar number of units of
the new model as the current Model S. The CEO saw that they recently had a huge load of
solicitations for the Model X, despite buyers having not seen the vehicle. As solicitation is at
present incredible reserve, Tesla has deliberately limited the amount of arrangements sources and
has focused in on building more help zones. In China, customer's biggest frustration is the
proportion of time they need to hold on for a vehicle. The association had stores have twofold the
arrangements per square foot of Apple, the retail business pioneer.
Apple is producing innovative gadgets that are easy to use. The continuous innovation in its
strategy have made Apple such a powerful company. Apple have gained too much customer
engagement along these years, the company is now amongst the most profitable company around
the world. The innovation in their products and their timing have been exceptional to capture
loyal customers.
The iPod was not the essential convenient music player. Its flourishing is clearly associated with
a phase strategy. The structure factor of the iPod and a considerably more use very much
arranged UI are the thing's foundation. Inside 2 years, Apple sold 1 million iPods. The iPhones
changed the iTunes online store into an App Store stage. With only 500 available applications,
there were 10 million downloads the principle week's end the App Store opened. Inside 9
months, there were 35,000 applications and 1 Billion downloads. Exceptional stories of Steve
Jobs who emphasize on final Apple consumer user interface. Simplicity and sheer understanding
of the customer's requirements were the mantras driving new technology platforms.
Furthermore, both Apple and Tesla focus their products on delivering best consumer
experiences. Customers have rewarded these companies accordingly by continuing to pay a
premium price for their products. Positive customer experiences are what build brand loyalty and
customer advocacy.
Tesla has the ability to leverage to expand using existing positions in existing market spaces to
jump-start a winning position in a new market space. This same Ecosystem carryover was Apple’s
secret sauce in entering the established market for smartphones and changing the game in their
favor. Apple leveraged its iPod user base to capture the market. It was not the uniqueness of the
iPhone that persuaded mobile operators to break from previous industry norms; rather it was the
assured support of eager iPod buyers who would be happy to upgrade to this advanced generation.
Ecosystem carryover is the key to successful market expansion. It is the mechanism that links
initially separate markets into what looks like. It is easy to forget that MP3 players and mobile
phones were once regarded as separate market opportunities. So, too, for electric cars and home-
energy management.
If Tesla can successfully leverage this set of opportunity, it should be able to build a compelling
competitive advantage. This advantage does not derive directly from size, brand strength, or even
better design. Witness the performance of Apple’s success, highly competitive rivals in the
smartphone market: Even though they have managed to deliver products that were nearly identical
to Apple’s, yet they have been only able to make a very less portion of Apple’s profit.

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