Chapter 2

What is Tesla Inc Business Mobility?

What are Tesla’s core competencies, and how do they help the company compete with long-established car companies?

Write a conclusion for the study and include your thoughts about the topic of this study.

1. How comparable is the price and performance of a hybrid Corvette to other "electrified" vehicles? 2. Why might GM prefer not to make hybrid vehicles? 3. How does GM hope to benefit from increased marketing of the new Corvette?

Explain THREE (3) advantages that Tesla would gain as the first mover in electric vehicle industry.

Give an overview of the consumer electronics industry. Then, identify and characterize the major players that may be a threat to profits in each of Porter's Five Forces for your selected industry. finally, apply Porter's Five Forces to consumer electronics, and identify and characterize potential players that may form a value net.   Consumer Electronics - apply Porter's Five Forces to consumer electronics, and identify and characterize potential players that may form a Value Net.

Research a company that has gone bankrupt or otherwise stopped operations in the past decade because their strategy was “stuck in the middle” of otherwise viable generic business-level strategies. Could its demise have been prevented?

Using your skills on market analysis. Is the pre-teen market really worth going after. If yes why, if no why?

The McKinsey Technology Trends Outlook 2024 analyzes significant trends impacting companies, focusing on advanced technologies that offer long-term growth potential despite economic challenges. The report by McKinsey Technology Council identifies 15 key tech trends, examining adoption, innovation, investment, and talent requirements. Even with the broader downturn in 2023, including reduced equity investments and a challenging hiring environment, the outlook for advanced technology remains positive, with continued optimism and long-term potential. Generative AI (gen AI) and electrification/renewables stand out as high-impact trends. Gen AI has seen extraordinary growth, with a nearly 700% rise in Google searches from 2022 to 2023, driven by large language models (LLMs) that support advanced capabilities in text, image, and video processing. Gen AI is now being scaled in enterprises for applications like customer-facing chatbots, ad generation, and even accelerating drug discovery,…

how teslas strategic position changed since it was founded in 2003?

Tesla was founded in 2003 by a group of engineers who wanted to prove that people didn’t need to compromise to drive electric – that electric vehicles can be better, quicker and more fun to drive than gasoline cars. Today, Tesla builds not only all-electric vehicles but also infinitely scalable clean energy generation and storage products. Tesla believes the faster the world stops relying on fossil fuels and moves towards a zero-emission future, the better.Launched in 2008, the Roadster unveiled Tesla’s cutting-edge battery technology and electric powertrain. From there, Tesla designed the world’s first ever premium all-electric sedan from the ground up – Model S – which has become the best car in its class in every category. Combining safety, performance, and efficiency, Model S has reset the world’s expectations for the car of the 21st century with the longest range of any electric vehicle, over-the-air software updates that make it better over time, and a record 0-60 mph…

Tesla was founded in 2003 by a group of engineers who wanted to prove that people didn’t need to compromise to drive electric – that electric vehicles can be better, quicker and more fun to drive than gasoline cars. Today, Tesla builds not only all-electric vehicles but also infinitely scalable clean energy generation and storage products. Tesla believes the faster the world stops relying on fossil fuels and moves towards a zero-emission future, the better.Launched in 2008, the Roadster unveiled Tesla’s cutting-edge battery technology and electric powertrain. From there, Tesla designed the world’s first ever premium all-electric sedan from the ground up – Model S – which has become the best car in its class in every category. Combining safety, performance, and efficiency, Model S has reset the world’s expectations for the car of the 21st century with the longest range of any electric vehicle, over-the-air software updates that make it better over time, and a record 0-60 mph…

Remaining competitive is very different from achieving sustainable competitive advantage. The quest for competitive advantage requires that companies and the managers within them continually reinvent themselves. Specifically, advantage derives from five key company capabilities: adaptability, flexibility, speed, aggressiveness and innovativeness. These five capabilities ultimately come down to one - ENTREPRENEURSHIP. Required Analyse this assertion and illustrate how it applies to THE RISE AND FALL OF BLACKBERRY

please refer the below case link and solve the questons https://www.scribd.com/document/360480894/Caso-The-Rise-and-Fall-of-BlackBerry Porter’s 5 forces modelfactors 1. Bargaining Power with respect to New Entrants•Economies of Scale•Product Differentiation•Capital Requirements•Switching Costs•Access to Distribution Channels•Cost Disadvantages independent of Scale•Government Policy 2.Threat of New Substitutes•Availability of substitutesthat can perform same or similar functions•Potential returns of an industry in terms of profits•Ability of the company to charge higher prices 3.Bargaining Power vis-à-vis Competition: •Numerous or few equally balanced competitors•Slow industrial growth•High fixed or storage costs•Lack of product differentiation•Industry Capacity•Diversecompetitors•High strategic stakes 4.Bargaining power of Buyers (Customers)•Availability of Choice to Buyers•Large number of customers•Product is very important to customer•Dependency on distributors•Buyer information…

The Body Shop The Body Shop may have grown rapidly in its early days, but its founder, the late Anita Roddick publicly dismissed marketing’s role. Roddick ridiculed marketers for putting the interests of shareholders before the needs of society. She had a similarly low opinion of the financial community, which she referred to as ‘Merchant Wankers’. While things were going well, nobody seemed to mind. Maybe Roddick had found a new way of doing business, and if she had the results to prove it, who needed marketers? But how could even such an icon as Anita Roddick manage indefinitely without consulting the fundamental principles of marketing? By embracing ethical issues, she thought she was way ahead of her rivals in understanding the public mood, long before the major retailers piled into Fairtrade and ‘green’ products? The troubles that the Body Shop suffer in this century indicate that a company may publicly dismiss the value of marketing while the going is good. Still, sooner or…

Review the Aldi case study on page 169 of your textbook. Assess your satisfaction with Aldi and make recommendations about how the company could modify its business-level strategy to both increase your overall level of satisfaction and to attract new customers. Provide specific examples to support your response. Analyze the five business-level strategies discussed in Chapter 4 to determine which strategy ( cost leadership, differentiation, focused cost leader-ship, focused differentiation, and integrated cost leadership/differentiation) most likely applies to Aldi. Determine how a shopper's experience might change if it switched to one of the other four strategies (your choice). Explain your rationale.

THE GREAT NUCLEAR FIZZLE AT OLD B & W EVERYTHING WENT WRONG WHEN THE VENERABLE BOILERMAKERS TURNED TO BUILDING PRESURE VESSELS FOR ATOMIC REACTORS. THE WHOLE ELECTRIC-POWER INDUSTRY FELT THE CONSEQUENCES. The long awaited transition of the US electric-power industry into the nuclear age has been slowed by a number of factors, including technological difficulties and public resistance. But a specific and unexpected cause for delay has been one company's crucial failure to deliver a single vital component of nuclear power plants. The failure, basically, was a management failure and on a scale that would be cause for concern even in a fly-by-night newcomer to the nuclear industry. The company, however, was no newcomer. It was proud old Babcock & Wilcox Co., a pioneer of the steam generating business whose boilers were used in one of the first central power plants ever built (in Philadelphia in 1881). Babcock & Wilcox had an impressive $648 million in sales in 1968, making it 157th on…

THE GREAT NUCLEAR FIZZLE AT OLD B & W EVERYTHING WENT WRONG WHEN THE VENERABLE BOILERMAKERS TURNED TO BUILDING PRESURE VESSELS FOR ATOMIC REACTORS. THE WHOLE ELECTRIC-POWER INDUSTRY FELT THE CONSEQUENCES. The long awaited transition of the US electric-power industry into the nuclear age has been slowed by a number of factors, including technological difficulties and public resistance. But a specific and unexpected cause for delay has been one company's crucial failure to deliver a single vital component of nuclear power plants. The failure, basically, was a management failure and on a scale that would be cause for concern even in a fly-by-night newcomer to the nuclear industry. The company, however, was no newcomer. It was proud old Babcock & Wilcox Co., a pioneer of the steam generating business whose boilers were used in one of the first central power plants ever built (in Philadelphia in 1881). Babcock & Wilcox had an impressive $648 million in sales in 1968, making it 157th on…

THE GREAT NUCLEAR FIZZLE AT OLD B & W EVERYTHING WENT WRONG WHEN THE VENERABLE BOILERMAKERS TURNED TO BUILDING PRESURE VESSELS FOR ATOMIC REACTORS. THE WHOLE ELECTRIC-POWER INDUSTRY FELT THE CONSEQUENCES. The long awaited transition of the US electric-power industry into the nuclear age has been slowed by a number of factors, including technological difficulties and public resistance. But a specific and unexpected cause for delay has been one company's crucial failure to deliver a single vital component of nuclear power plants. The failure, basically, was a management failure and on a scale that would be cause for concern even in a fly-by-night newcomer to the nuclear industry. The company, however, was no newcomer. It was proud old Babcock & Wilcox Co., a pioneer of the steam generating business whose boilers were used in one of the first central power plants ever built (in Philadelphia in 1881). Babcock & Wilcox had an impressive $648 million in sales in 1968, making it 157th on…

THE GREAT NUCLEAR FIZZLE AT OLD B & W EVERYTHING WENT WRONG WHEN THE VENERABLE BOILERMAKERS TURNED TO BUILDING PRESURE VESSELS FOR ATOMIC REACTORS. THE WHOLE ELECTRIC-POWER INDUSTRY FELT THE CONSEQUENCES. The long awaited transition of the US electric-power industry into the nuclear age has been slowed by a number of factors, including technological difficulties and public resistance. But a specific and unexpected cause for delay has been one company's crucial failure to deliver a single vital component of nuclear power plants. The failure, basically, was a management failure and on a scale that would be cause for concern even in a fly-by-night newcomer to the nuclear industry. The company, however, was no newcomer. It was proud old Babcock & Wilcox Co., a pioneer of the steam generating business whose boilers were used in one of the first central power plants ever built (in Philadelphia in 1881). Babcock & Wilcox had an impressive $648 million in sales in 1968, making it 157th on…

THE GREAT NUCLEAR FIZZLE AT OLD B & W EVERYTHING WENT WRONG WHEN THE VENERABLE BOILERMAKERS TURNED TO BUILDING PRESURE VESSELS FOR ATOMIC REACTORS. THE WHOLE ELECTRIC-POWER INDUSTRY FELT THE CONSEQUENCES. The long awaited transition of the US electric-power industry into the nuclear age has been slowed by a number of factors, including technological difficulties and public resistance. But a specific and unexpected cause for delay has been one company's crucial failure to deliver a single vital component of nuclear power plants. The failure, basically, was a management failure and on a scale that would be cause for concern even in a fly-by-night newcomer to the nuclear industry. The company, however, was no newcomer. It was proud old Babcock & Wilcox Co., a pioneer of the steam generating business whose boilers were used in one of the first central power plants ever built (in Philadelphia in 1881). Babcock & Wilcox had an impressive $648 million in sales in 1968, making it 157th on…

THE GREAT NUCLEAR FIZZLE AT OLD B & W EVERYTHING WENT WRONG WHEN THE VENERABLE BOILERMAKERS TURNED TO BUILDING PRESURE VESSELS FOR ATOMIC REACTORS. THE WHOLE ELECTRIC-POWER INDUSTRY FELT THE CONSEQUENCES. The long awaited transition of the US electric-power industry into the nuclear age has been slowed by a number of factors, including technological difficulties and public resistance. But a specific and unexpected cause for delay has been one company's crucial failure to deliver a single vital component of nuclear power plants. The failure, basically, was a management failure and on a scale that would be cause for concern even in a fly-by-night newcomer to the nuclear industry. The company, however, was no newcomer. It was proud old Babcock & Wilcox Co., a pioneer of the steam generating business whose boilers were used in one of the first central power plants ever built (in Philadelphia in 1881). Babcock & Wilcox had an impressive $648 million in sales in 1968, making it 157th on…

THE GREAT NUCLEAR FIZZLE AT OLD B & W EVERYTHING WENT WRONG WHEN THE VENERABLE BOILERMAKERS TURNED TO BUILDING PRESURE VESSELS FOR ATOMIC REACTORS. THE WHOLE ELECTRIC-POWER INDUSTRY FELT THE CONSEQUENCES. The long awaited transition of the US electric-power industry into the nuclear age has been slowed by a number of factors, including technological difficulties and public resistance. But a specific and unexpected cause for delay has been one company's crucial failure to deliver a single vital component of nuclear power plants. The failure, basically, was a management failure and on a scale that would be cause for concern even in a fly-by-night newcomer to the nuclear industry. The company, however, was no newcomer. It was proud old Babcock & Wilcox Co., a pioneer of the steam generating business whose boilers were used in one of the first central power plants ever built (in Philadelphia in 1881). Babcock & Wilcox had an impressive $648 million in sales in 1968, making it 157th on…

THE GREAT NUCLEAR FIZZLE AT OLD B & W EVERYTHING WENT WRONG WHEN THE VENERABLE BOILERMAKERS TURNED TO BUILDING PRESURE VESSELS FOR ATOMIC REACTORS. THE WHOLE ELECTRIC-POWER INDUSTRY FELT THE CONSEQUENCES. The long awaited transition of the US electric-power industry into the nuclear age has been slowed by a number of factors, including technological difficulties and public resistance. But a specific and unexpected cause for delay has been one company's crucial failure to deliver a single vital component of nuclear power plants. The failure, basically, was a management failure and on a scale that would be cause for concern even in a fly-by-night newcomer to the nuclear industry. The company, however, was no newcomer. It was proud old Babcock & Wilcox Co., a pioneer of the steam generating business whose boilers were used in one of the first central power plants ever built (in Philadelphia in 1881). Babcock & Wilcox had an impressive $648 million in sales in 1968, making it 157th on…

Covid-19 has disrupted normal work lives and has challenged our economic functionality. Businesses were affected in eclectic ways, and it was important to ensure that the customer experience and engagement was not compromised in such an unprecedented situation. Some insights of how the impact of COVID -19 was handled with the help of CRM.   A. IVR and Mass Mailing: Customer Relationship Management software integration with an IVR application effectively supported both pre and post sales aspects. Mass mailing with the help of Groups from CRM enabled sending newsletters, product and service announcements and marketing messages with ease.   B. Adjusted for relationship marketing - focused on human interactions: During this global crisis, marketing teams showed empathy towards customers. Instead of mass messaging personal connections were created, not because it berlafited the business but because it is what customers needed. Customer segments were created and communicated based on their…

"Emerging technology is progressively levelling the playing field" undoubtedly brings this to mind. Hence, technology reduces incumbent organizations' competitive advantages while opening up new business opportunities. How does this relate to HoloLens, iPad, Windows 10, Apple, and Google products?

why do you recommend Tesla over ford?

Watch the video in the link below and answer the questions: https://www.youtube.com/watch?v=I8_gmYNCQ1g What is Zara’s product strategy? How did Zara take over the industry using “fast fashion”? Answer the question in 300 words and you must use the information from the video to support your discussion

All companies want to have growth, but growth is not all the same in terms of its lasting effects. To get started this week, read the article in Forbes, 13 Factors to Ensure Sustainable Business Growth Links to an external site.. After you read the article, choose a company that you are interested in or would like to work for one day. Assess the company and suggest two growth strategies you would recommend for the company and explain why you have made these recommendations. https://www.forbes.com/sites/forbesbusinessdevelopmentcouncil/2020/06/08/13-factors-to-ensure-sustainable-business-growth/?sh=7aa2c6975279

How should Tiffany & Co. revamp its image and to return to its former glory by assessing the competitive forces that are affecting the luxury jewelry and specialty retailer industry.CaseA woman strolls to the display window at the flagship Tiffany store in New York City, gazing longingly inside. She fantasizes about owning a luxurious piece of Tiffany jewelry.Women dream in Tiffany blue. Their little blue boxes contain merchandise that women of all ages aspire to. She pictures the love of her life on one knee, asking for her hand in marriage, offering her a little blue box containing a beautiful Tiffany engagement ring. In another dream, the little blue box contains a pearl bracelet to celebrate the birth of her child. Or, perhaps a luxurious tennis bracelet is enclosed in the box, purchased by the woman herself. These are what the dreams of luxury are made of.Mike Kowalski, CEO of Tiffany & Co. needed to stand his ground. He knew that the Tiffany brand was at risk. To…

The COVID 19 depression can be noted as being worse than the 1928 World Great Depression. Indeed, many businesses across the world have closed down their businesses.   As an advisor to the President of Happy-land Republic:  what are the survival strategies you would provide to enable firms to survive the effects of COVID 19.

A Radant Beauty for a New Generation When Sam Rainer launched Radant Beauty in the USA in spring 2021, it was with a clearly articulated marketing strategy – a hefty first-year sales goal of $1.7 Million. Nine months after rollout, Rainer’s plan seemed to have worked quite well. His skincare company and product line had already topped the $1 Million mark and showed no signs of slowing. The line was formerly owned Zirh Skin Nutrition, a male skincare line that was acquired by Shisheido in 2000. Rainer immediately recognized an underserved market segment among young people ages fifteen to twenty-nine, a group he called “Generation Me”. A combination of Generation X and Generation Y, Generation Me had long been ignored by the more recognized skincare companies, which tended to make products to help older consumers fight such skin ailments as wrinkles and recondition ageing skin. No serious conservatively priced high-end skin care solutions existed for young skin problems, such as oily…

A Radant Beauty for a New Generation When Sam Rainer launched Radant Beauty in the USA in spring 2021, it was with a clearly articulated marketing strategy – a hefty first-year sales goal of $1.7 Million. Nine months after rollout, Rainer’s plan seemed to have worked quite well. His skincare company and product line had already topped the $1 Million mark and showed no signs of slowing. The line was formerly owned Zirh Skin Nutrition, a male skincare line that was acquired by Shisheido in 2000. Rainer immediately recognized an underserved market segment among young people ages fifteen to twenty-nine, a group he called “Generation Me”. A combination of Generation X and Generation Y, Generation Me had long been ignored by the more recognized skincare companies, which tended to make products to help older consumers fight such skin ailments as wrinkles and recondition ageing skin. No serious conservatively priced high-end skin care solutions existed for young skin problems, such as oily…

A Radant Beauty for a New Generation When Sam Rainer launched Radant Beauty in the USA in spring 2021, it was with a clearly articulated marketing strategy – a hefty first-year sales goal of $1.7 Million. Nine months after rollout, Rainer’s plan seemed to have worked quite well. His skincare company and product line had already topped the $1 Million mark and showed no signs of slowing. The line was formerly owned Zirh Skin Nutrition, a male skincare line that was acquired by Shisheido in 2000. Rainer immediately recognized an underserved market segment among young people ages fifteen to twenty-nine, a group he called “Generation Me”. A combination of Generation X and Generation Y, Generation Me had long been ignored by the more recognized skincare companies, which tended to make products to help older consumers fight such skin ailments as wrinkles and recondition ageing skin. No serious conservatively priced high-end skin care solutions existed for young skin problems, such as oily…