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1DRQ 2DRQ 3DRQ 4DRQ 5DRQ 6DRQ 7DRQ 8DRQ 9DRQ 10DRQ 1DYMP 2DYMP 3DYMP 1C 2C 1DRQ 2DRQ 3DRQ 4DRQ 5DRQ 6DRQ 7DRQ 8DRQ 9DRQ 10DRQ 11DRQ 12DRQ 13DRQ 1DYMP 2DYMP 1VC Inside Teslas Strategy for Growth Tesla has been pursuing a strategy of aggressive growth since its founding in 2003. The companys mission is to accelerate the move to vehicles that will save energy while saving the planet. The key word here is accelerate. Teslas strategy combines a long-term vision of a world fueled by renewable energy with a sense of urgency about creating Earth-friendly vehicles that customers will want to drive now. Because it relies heavily on technology, its not surprising that Tesla is based in Palo Alto, California, home to tech giants like Hewlett Packard and Facebook. The firm operates a single, highly automated manufacturing plant in Fremont, California. It also built its own massive production facility to supply lithium-ion batteries for its vehicles and developed a network of charging stations from coast to coast. Instead of selling through dealers, Teslas strategy is to sell directly to consumers. This unusual arrangement allows more control over the sales process and yields a higher profit margin per vehicle, because dealers arent part of the distribution channel. In planning its products, Tesla has gone beyond the green appeal to showcase the style, speed, and status of its vehicles, marketing to people who want a special driving experience. Consider the Roadster, a snappy, low-slung sports car introduced in 2008. The attractive and sporty Roadster broke the mold for traditional electric cars and rocketed Tesla into the public eye. The company stopped selling the Roadster in 2011 as it focused on launching the Model S, a stylish, high-end, high-performance sedan with self-driving capabilities. The head designer knew he had to create an all-electric sedan that would stand out in a crowded field of competing vehicles made by international giants such as Audi, BMW, and Mercedes. His design blends the best of today and tomorrow, creating a classically elegant yet forward-looking exterior. Just as important, the Model S has an extended driving range, thanks to the companys advanced battery technology. Next, Tesla introduced the head-turning Model X, a luxury SUV with unique falcon wing passenger doors that open upward for access to rear seating. Thousands of consumers rushed to put down a deposit for this new product, eager to be among the first owners. Despite strong demand, the company struggled to increase production output because of the complexities of manufacturing the unique vehicle and because of parts shortages. Tesla delayed deliveries for months while it ironed out these problems. Expanding the product line and targeting a new customer segment, Tesla then introduced the Model 3. This sedan is more affordably priced than the firms previous vehicles, part of the strategy to enter the mainstream of high-volume, all-electric car marketing. The Model 3 has a modern, uncluttered look with curb appeal. The dashboard is similarly uncluttered, replacing the usual gaggle of gadgets and buttons with one touch-screen control panel. Enhancing Teslas reputation for technology, the Model 3s autopilot feature allows for some driverless operations. More than 450,000 people have already submitted a deposit of 1,000 each to reserve a Model 3. Still, Tesla has had difficulty bringing production to full throttle and, as a result, has been forced to delay some deliveries. Looking ahead to the long-term goal of producing 500,000 vehicles per year and profiting from economies of scale, Tesla is hiring thousands of employees and revamping facilities for higher output. It is preparing for several product introductions, including a new Roadster sports car, a Model Y crossover vehicle, and a Semi truck. Can Tesla achieve sustained profitability as it races to meet its ambitious goals, tries to outpace competitors, and seeks to accelerate the transition to renewable energy?30 What are Teslas core competencies, and how do they help the company compete with long-established car companies?3VC 1SC 2SC 3SC 1DRQ 2DRQ 3DRQ 4DRQ 5DRQ 6DRQ 7DRQ 8DRQ 9DRQ 10DRQ 11DRQ 12DRQ 13DRQ 14DRQ 15DRQ 16DRQ 17DRQ 1DYMP 2DYMP 3DYMP 4DYMP 5DYMP 1VC 2VC 3VC 1C 2C 3C 1DRQ 2DRQ 3DRQ 4DRQ 5DRQ 6DRQ 7DRQ 8DRQ 9DRQ 10DRQ 11DRQ 12DRQ 13DRQ 14DRQ 1DYMP 2DYMP 3DYMP 4DYMP 1VC 2VC 3VC 1C 2C 3C 1SC 2SC 3SC 1DRQ 2DRQ 3DRQ 4DRQ 5DRQ 6DRQ 7DRQ 8DRQ 9DRQ 10DRQ 11DRQ 12DRQ 13DRQ 14DRQ 15DRQ 1DYMP 2DYMP Using Table 5.3, choose the appropriate survey method(s) you would use to collect primary data for one of your information needs. What sampling method would you use?1VC 2VC 3VC 1C 2C 3C 1DRQ 2DRQ 3DRQ 4DRQ 5DRQ 6DRQ 7DRQ 8DRQ 9DRQ 10DRQ 11DRQ 12DRQ 13DRQ 14DRQ 15DRQ 16DRQ Under what conditions might a firm use multiple forecasting methods?1DYMP 2DYMP 3DYMP 1VC 2VC 3VC 1C 2C 3C 1SC 2SC 3SC 1DRQ 2DRQ 3DRQ 4DRQ 5DRQ 6DRQ 7DRQ 8DRQ 9DRQ 10DRQ 11DRQ 12DRQ 13DRQ 14DRQ 15DRQ 16DRQ 1DYMP 2DYMP 3DYMP 4DYMP 1VC 2VC 3VC 1C 2C 3C 1DRQ 2DRQ 3DRQ 4DRQ 5DRQ 6DRQ 7DRQ 8DRQ 9DRQ 10DRQ 11DRQ 12DRQ 1DYMP 2DYMP 3DYMP 1VC When Apple introduced its mobile payment system in 2014, the company was looking to leverage the popularity of its iPhone by adding more functionality and convenience for millions of customers. With Apple Pay, iPhone owners and Apple Watch wearers first enter their credit- or debit-card information, which Apple confirms with the banks. Once this information is on file, Apple creates a digital token that will be electronically transmitted to the retailer when an iPhone owner pays for something. To complete a purchase, the customer simply waves the phone or taps it at the checkout, uses the iPhones Touch or Face ID security to activate Apple Pay, and the phone instantly transfers the token as payment. Even though Apple Pay offers consumers the benefits of convenience and security, Apple knew it wouldnt succeed without a large network of retailers, restaurants, and other businesses agreeing to accept its mobile payments. Among the earliest businesses to sign up with Apple was McDonalds, which agreed to honor Apple Pay in its 14,000 U.S. restaurants and drive-through locations. We serve 27 million customers every day. This is a clear and compelling business opportunity for us, explained McDonalds chief information officer. Compared with cash transactions, Apple Pay transactions cost McDonalds a few pennies more to process because of bank fees. Yet the fast-food giant was willing to sign on because it saw competitive advantage and profit potential in wooing iPhone users interested in speedy checkout. Another early business supporter was Walgreens, the nationwide drug-store chain with 85 million customers enrolled in its frequent-buyer rewards program. Walgreens sells snacks, household products, and health and beauty items in addition to health-care products. Not only did Walgreens agree to accept Apple Pay at its checkout counters, but it was also the first U.S. retailer to add its rewards program to Apple Pays easy sign-on system. As a result, Walgreens customers tap twice at the checkout, once to activate the rewards account and display their savings, the second time to process the actual payment. By deciding to honor Apple Pay, Walgreens said it was enabling a simple and convenient customer experience. Several hundred thousand businesses had signed on to participate by the time Apple Pay launched in October 2014. Apples ongoing efforts to increase business participation paid off: Eighteen months later, the network of participating businesses topped 2 million, and major companies like Starbucks, Dominos, and Crate Barrel were preparing to participate. Eyeing international expansion, Apple also initiated talks with banks in China to bring Apple Pay to millions of iPhone users there. Today, Apple Pay is accepted at more than 50 percent of all U.S. retail locations and in many retail stores in twenty countries. Even though more consumers are making more mobile payments year after year, not every U.S. retailer is willing or able to work with Apple Pay. Some arent satisfied with the amount of consumer information that Apple Pay shares with participating merchants. Others would have to upgrade to new checkout technology for Apple Pay. Still others are locked into exclusive mobile payment deals with competing services. Today, mobile payments represent a small fraction of all purchase transactions, dwarfed by cash as well as by credit and debit payments. And Apple Pay faces strong competition from Google, Samsung, and others operating in the mobile-payment market. To remain a leader, Apple will have to keep signing more participating businesses and showing consumers the benefits of paying by iPhone or Apple Watch whenever they make a purchase. Which of the four categories of business markets is Apple Pay best suited for, and why?When Apple introduced its mobile payment system in 2014, the company was looking to leverage the popularity of its iPhone by adding more functionality and convenience for millions of customers. With Apple Pay, iPhone owners and Apple Watch wearers first enter their credit- or debit-card information, which Apple confirms with the banks. Once this information is on file, Apple creates a digital “token” that will be electronically transmitted to the retailer when an iPhone owner pays for something. To complete a purchase, the customer simply waves the phone or taps it at the checkout, uses the iPhone’s Touch or Face ID security to activate Apple Pay, and the phone instantly transfers the token as payment. Even though Apple Pay offers consumers the benefits of convenience and security, Apple knew it wouldn’t succeed without a large network of retailers, restaurants, and other businesses agreeing to accept its mobile payments. Among the earliest businesses to sign up with Apple was McDonald’s, which agreed to honor Apple Pay in its 14,000 U.S. restaurants and drive-through locations. “We serve 27 million customers every day. This is a clear and compelling business opportunity for us,” explained McDonald’s chief information officer. Compared with cash transactions, Apple Pay transactions cost McDonald’s a few pennies more to process because of bank fees. Yet the fast-food giant was willing to sign on because it saw competitive advantage and profit potential in wooing iPhone users interested in speedy checkout. Another early business supporter was Walgreens, the nationwide drug-store chain with 85 million customers enrolled in its frequent-buyer rewards program. Walgreens sells snacks, household products, and health and beauty items in addition to health-care products. Not only did Walgreens agree to accept Apple Pay at its checkout counters, but it was also the first U.S. retailer to add its rewards program to Apple Pay’s easy sign-on system. As a result, Walgreens’ customers tap twice at the checkout, once to activate the rewards account and display their savings, the second time to process the actual payment. By deciding to honor Apple Pay, Walgreens said it was “enabling a simple and convenient customer experience.” Several hundred thousand businesses had signed on to participate by the time Apple Pay launched in October 2014. Apple’s ongoing efforts to increase business participation paid off: Eighteen months later, the network of participating businesses topped 2 million, and major companies like Starbucks, Domino’s, and Crate & Barrel were preparing to participate. Eyeing international expansion, Apple also initiated talks with banks in China to bring Apple Pay to millions of iPhone users there. Today, Apple Pay is accepted at more than 50 percent of all U.S. retail locations and in many retail stores in twenty countries. Even though more consumers are making more mobile payments year after year, not every U.S. retailer is willing or able to work with Apple Pay. Some aren’t satisfied with the amount of consumer information that Apple Pay shares with participating merchants. Others would have to upgrade to new checkout technology for Apple Pay. Still others are locked into exclusive mobile payment deals with competing services. Today, mobile payments represent a small fraction of all purchase transactions, dwarfed by cash as well as by credit and debit payments. And Apple Pay faces strong competition from Google, Samsung, and others operating in the mobile-payment market. To remain a leader, Apple will have to keep signing more participating businesses and showing consumers the benefits of paying by iPhone or Apple Watch whenever they make a purchase. Which environmental influences on the decision process seem to have been most important to McDonald’s when it decided to honor Apple Pay? 1C 2C 3C 1DRQ 2DRQ 3DRQ 4DRQ 5DRQ 6DRQ 7DRQ 8DRQ 9DRQ 10DRQ 1DYMP 2DYMP 3DYMP 1VC 2VC 3VC 1C 2C 3C 1DRQ 2DRQ 3DRQ 4DRQ 5DRQ 6DRQ 7DRQ 8DRQ 9DRQ 10DRQ 1DYMP 2DYMP 3DYMP 1VC 2VC 3VC 1C 2C 3C 1SC 2SC 3SC 4SC 1DRQ 2DRQ 3DRQ 4DRQ 5DRQ 6DRQ 7DRQ 8DRQ 9DRQ 10DRQ 11DRQ 12DRQ 13DRQ 14DRQ 15DRQ 1DYMP 2DYMP 3DYMP 4DYMP 1VC 2VC 3VC 1C 2C 3C 1DRQ 2DRQ 3DRQ 4DRQ 5DRQ 6DRQ 7DRQ 8DRQ 9DRQ 10DRQ 11DRQ 12DRQ 13DRQ 1DYMP 2DYMP 3DYMP 4DYMP 1VC 2VC 3VC 1C 2C 3C 1DRQ 2DRQ 3DRQ 4DRQ 5DRQ 6DRQ 7DRQ 8DRQ 9DRQ 10DRQ 11DRQ 1DYMP 2DYMP 3DYMP 4DYMP 5DYMP 1VC 2VC 3VC

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