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Question 1: Critically Diagnose and Analyze the Current Situation Facing Tesla Using

Appropriate Strategic Models

Introduction

Tesla Motors was founded in 2003 by Martin Eberhard and Marc Tarpenning. In

2004, a new investor, Elon Musk, joined the company by investing USD 6.5 million in Tesla

stocks during a Series A round of investment” (McFadden, 2020), thereby becoming a

majority shareholder in Tesla Motors Corporation. The purpose of Tesla is "to accelerate the

advent of sustainable transport by bringing compelling mass market electric cars to market as

soon as possible." Currently, Tesla provides automobile and energy products to various

market segments worldwide, such as North America, Europe, and Asia.

It is a corporation operating in two industries; automotive and energy generation and

storage, two main Strategic Business Units (SBUs) on which we will focus our analysis.

Strategic Issue Diagnosis

Business Issues

From 2003 to 2008, Tesla was in the introductory phase, experiencing challenges

regarding uncertainties related to the market not being aware of electric cars. In 2008 marked

the launch of Testa's first products; Model S and Roadster; which were high-price, low-

volume vehicles targeting high-end customers. The revenue from these products was used to

finance R&D, which was needed to design, develop, manufacture, and sell new models,

Model 3, Model X, and Model Y, which were targeted to the mass market.

The growth stage is favored by the rising demand for environmentally friendly

products. The demand for such products is triggered by rising pressure from different bodies,

including governments and international organizations that plead for climate change. During
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this growth stage, Tesla maximized the use of its infrastructure to develop energy generation

and storage products and systems to increase its revenue and profitability.

Cultural Issues: Tesla’s brand, technological innovation, autonomy, collaboration,

research, and development as well the creative designs and the drive for different and unique

products and services, constitute Tesla’s cultural web which is reflected in the rapid growth

of Tesla, which is known to be the leader of electric vehicles. Tesla’s culture encourages

innovation which is driven by a highly competent human capital. Tesla invests heavily in its

workforce by dedicating attractive compensation and incentive schemes, including allocating

Tesla’s equity to staff based on their performance to retain and nurture the best talent

essential in driving Tesla’s success.

Tesla’s products and services heavily depend on control systems and procedures to

ensure quality, efficiency, and compliance with rigorous operating and regulatory

frameworks that govern the automotive and energy generation and storage industries at the

local and global levels.

Elon Musk is the central figure of Tesla, who plays the role of techno king,

shareholder, and product architect of Tesla’s products and services. Due to Elon Musk's

strong leadership and influence over the company, he has been making strategic decisions

which were well reflected when he decided to join the company and invested heavily to

become the main shareholder.

Political/Governance Issues: Political and governance issues arise from conflicting

interests of different stakeholders. Mr. Elon Musk himself concentrates on numerous roles

that may create conflict if not managed well. As the majority shareholder, techno king, and

CEO of Tesla, he represents a concentration risk that may cause damage to Tesla's operations

and reputation.
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The legal proceedings involving Tesla and its policy organs may harm Tesla's

business if handled poorly. Tesla's image suffers negative criticism relating to different

issues, including poor working and compensation, misleading financial statements,

environmental issues, and lack of independence of its board as well as regulatory issues in

different parts of the world.

External Analysis

Macro Level Issues

The PEST analysis highlights macro issues that affect Tesla’s business operations, as

discussed below:

Political: The countries where Tesla operates are politically stable, representing a

favorable factor for Tesla’s business. Such countries promote policies that drive Tesla's

operations. Trade agreements existing in the countries where Tesla operates favor its

automotive and energy products and services. Tesla operations in some jurisdictions which

experience fluctuating regulatory changes may negatively affect Tesla’s business.

Economic: The ongoing disruptions caused by the Russia-Ukraine war at the global

level affect Tesla's operations in different ways. This crisis has caused many fiscal and

monetary issues, including rising inflation, interest rates, and currency fluctuations,

negatively affecting consumers' purchasing power and demand for luxury goods. This has led

to decreased sales of Tesla’s products and services. Tesla’s operations are still recovering

from the negative impact of the Covid-19 pandemic, which highly affected the supply of

critical raw materials, such as lithium-ion, cobalt, Nickel, and aluminum, sourced from

different parts of the world. Tesla currently operates in high-income countries like the USA,

China, and Germany, which offer government programs and incentives which are favorable

to Tesla's electric vehicles and clean energy products.

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Sociocultural: -There is a growing concern for global climate change, which could

positively impact Tesla’s business in the electric automotive and clean energy industries.

Consumers’ tastes and preferences towards Tesla's electric vehicles may be slow, given that

some consumers may take long to adopt Tesla’s environmentally friendly products at the

expense of traditional products. There is a big category of consumers with high social

standards and status in the initial markets of the USA, Germany, and China which may

positively influence their choice of Tesla's luxury electric cars and boost its sales and

profitability.

Technological: The advanced technology in the developed markets where Tesla

operates positively influences Tesla's technological innovation and digital capabilities needed

to design, manufacture, and sell its products. However, the high speed of technological

change may also negatively affect Tesla’s business by requiring consequential updates of its

design requirements in automotive and energy products. This may significantly affect the

manufacturing costs and decrease its profitability. The rapid technological change may also

affect Tesla’s competitive advantage by having new entrants develop electric vehicles.

Legal and Environmental: Tesla’s operations are subject to complex legal,

regulatory, and environmental frameworks and laws, which may negatively affect its current

and future operations in different jurisdictions. Tesla has faced several labor issues on poor

working conditions from its former employees (Hawkins, 2020). Such lawsuits negatively

affect Tesla due to public confidence loss and Trade Unions.

Market and Industry Analysis

Porter’s Five Forces are used to analyze Tesla’s market and industry as demonstrated

below:

The Threat of New Entrants: Low to Moderate

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The industry requires large investment capital, safety, and other regulatory

requirements, which constitute entry barriers. Tesla is well positioned to face competition

from traditional and prospective electric vehicle manufacturers because the company is the

first mover in this industry and has already achieved economies of scale. The company has

invested heavily in Research and Development, design and engineering expertise, human

capital, brand recognition, and other infrastructure for charging batteries and maintenance,

giving Tesla a competitive advantage.

Existing Competitor Rivalry: Moderate

The automobile industry is highly competitive. However, Tesla is the first mover in

the electric automotive industry. It has established its infrastructure, digital and technological

capabilities, and strong brand identity, which allows Tesla to have a competitive advantage

compared to other electric automakers who are new in that industry and still must invest a

huge capital. It would be costly for customers of Tesla’s products to switch to a new brand.

Bargaining Power of Tesla’s Customers/Buyers (Moderate Force)

Porter’s Five Forces Analysis considers how customers affect businesses and the

environment surrounding the electric automotive and energy industries. Tesla’s income is

directly generated by the sales made to its customers. The high switching cost prevents Tesla

customers from buying products from other suppliers. Since Tesla is the dominant

manufacturer of electric cars, the customers who are willing to shift to electric cars do not

have many options to get them from other suppliers at the cost offered by Tesla, which

already has economies of scale. That is why the buyer's threat is moderate.

Bargaining Power of Tesla’s Suppliers (Moderate Force)

Tesla depends heavily on tits various suppliers of components needed for its electric

automotive and energy products. Tesla is not highly affected by the threat of suppliers

because it has many alternatives when it comes to its main components like lithium, cobalt,
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aluminum, etc. Tesla's plan to manufacture its own components will continue to reduce this

threat and allow Tesla to produce affordable products, thereby minimizing the intensity of

this force to make it low to moderate.

The Threat of Substitutes or Substitution (Moderate Force)

There are limited alternative manufacturers of electric vehicles currently. Although

there are alternatives to electric vehicles, including hybrids, flex fuels, hydrogen, diesel, and

natural gas, these do not constitute a big threat of substitutes to Tesla’s products given the

pressure to shift to electric vehicles to fight against climate change which in turn creates

demand for environmentally- friendly cars. The threat of substitutes is, therefore, moderate.

Environment-Organisation Fit

Tesla uses big data and analytics to collect toughly analyzed data to detect any issues

in the electrical vehicle safety and performance and make necessary improvements. Big data

and analytics are also used to manage Tesla's clean energy products and systems to optimize

their performance.

Internal Analysis

Tesla Analysis

Using VRIO Analysis to assess Tesla’s resources and capabilities enables it to

develop a sustainable competitive advantage.

Value- Tesla has invested a lot in technology, innovation, and in R&D in electric

vehicles. Such moves have immensely created capabilities in resources that provide value to

the company's production line.

Rarity- Tesla ventured into the electric vehicle industry as a major player. For an

instant, the company invested in charging polls that were rear and unique in the automobile

industries. This technology gave the company an edge over its competitors.
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Imitability- Tesla invested a lot in technology for its brand and reputation.

Competitors find it difficult to imitate Tesla’s sources and capabilities due to the higher

investment cost associated with developing the same technology and building the same brand

that matches Tesla’s products.

Organization- Tesla has positioned itself to take advantage and make optimal use of

its resources and capabilities. Elon Musk as a major shareholder, has a clear and precise

vision, mission, and strategic approaches that have enabled the company to maximize the

usage of its resources and capability to accelerate the company’s growth and sustainability in

the industry.

The use of Value Chain analysis- Tesla created a good working relationship with

suppliers of their raw materials to produce its electric vehicle. The relationship has helped

ensure that suppliers deliver quality raw materials on time. Tesla has further enhanced its

direct-to-customer sales marketing, which has helped the company be ahead of traditional

dealer networks. Tesla offers after-sales services for its products to its customers, which has

helped the company build customer loyalty, leading to a volume of sales, sustainability, and

profitability.

Organizational Architecture

Tesla uses synergy in its technological and manufacturing infrastructure, systems,

processes, and resources to support its production of both the electric vehicles and clean

energy products. The company leverages the same innovative technology to boost its

production efficiency. Tesla continues to make major improvements in technology and

innovation, giving the company a competitive advantage. The company has created a culture

of innovation that empowers its employees to design continuously. This approach has helped
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Tesla to develop strong techniques in the industry that has facilitated and helped the company

to withstand any competition in the industry.

Financial Resources

Ratio Analysis

Using the financial statement from Form 10k, I have calculated the following ratios to

determine Tesla’s financial performance and capabilities.

1. Profitability ratio: The gross margin ratio recorded in 2020 is 21 % compared

to 25%, which was recorded in 2021.

This indicates that there was an increase in the gross margin ratio from 21% in 2020

to 25% in 2021. This clearly indicates that Tesla’s profit after paying the cost of goods sold

increased in 2021 compared to 2020. This puts the company in a favorable financial position.

2. Liquidity ratio: The current ratio recorded for 2020 was 1.875 compared to 1.375

recorded in 2021. The drop in the current ratio indicates that Tesla will face

challenges in paying off its short-term liabilities from its cash and cash equivalents. A

higher current ratio tells us that the company is more likely to repay the creditors

without any problems.

3. Efficiency ratio: The asset turnover ratio for 2020 was 0.55, while it was 0,94. For

2021, which clearly indicates that Tesla recorded an improvement in the generation of

sales from its assets.

4. Leverage ratio: debt ratio: Tesla’s debt ratio was 0.54 in 2020 compared to 0.49 in

2021, which indicates that Tesla has significantly reduced the relative amount of the

company's assets that are provided for debt.

Integrative Internal Analysis

Using capability analysis, Tesla has highly invested in its innovative technologies and

capabilities, its EV manufacturing infrastructure, R&D, human capital, data collection,

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analytics systems, and its brand image. This has helped the company to maintain its

competitive position in the Electric Vehicles automobile, and clean energy products. It has

also enabled the company to continuously improve its products to respond to customer needs

and drive growth and its financial performance.

Swot Analysis

Tesla Inc. has its strengths, weaknesses, opportunities, and threats in the operating

environment based on its internal and external analysis. The main purpose of SWOT analysis

is to develop strategic approaches to enable a company to outperform its competitors by

leveraging its corporate strengths and managing its weaknesses and threats to minimize

losses. As Tesla seeks to grow its EV automobile and energy product market, the company

can benefit greatly from a SWOT analysis.

STRENGTHS WEAKNESSES

1. Innovation and engineering 1. Centralized power

capabilities 2. Negative perception about

2. Strong Research and Tesla’s financial control systems and other

Development systems

3. Strong financial resources

4. Strong infrastructure

5. Strong brand identity

OPPORTUNITIES THREATS

1. Growing concern for climate 1. Unfavorable geopolitical

change and clean energy conditions, such as the Russia-Ukraine war

2. Government subsidies and 2. Adverse effects of the Covid-

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incentives 19 pandemic

3. Advanced technology in 3. Changing regulatory

regions where Tesla’s operations are frameworks in different jurisdictions

established. 4. Expected fierce competition

from traditional automakers heavily

investing in electric vehicle production.

In conclusion, based on the above, Tesla has a great potential for growth due to its

strengths and capabilities and favorable macro conditions, which the company can leverage

to overcome the weaknesses and threats to stay in a leading position in the electric

automotive and clean energy sectors.

Question 2: Considering The Scenario Presented Above, Set Out A Strategy For Tesla

Regarding Its Strategic Intent, Available Options, And How They Might Be Executed.

Proposed Tesla’s Strategic Statement

“To continue being the leading player in providing environmentally friendly products

and solutions in electric automotive and clean energy by deploying our superior, innovative

technologies and resources to fight against climate change in line with the global call for a

sustainable future for all."

The Following Are Proposed Tesla Strategic Options Using Option Configurators:

Aim- Tesla currently operates in a few markets in Europe, Asia, and the USA.

Looking at its technological capabilities and financial resources, Tesla could expand (Growth

option) its business to other markets and emerging countries.

Tactic- Tesla should adopt market penetration for its products, Model S and Model X.

Since these are premium vehicles, they should target Tesla's existing market. On the other
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hand, Tesla should adopt market development for model 3 and model Y since they are small,

medium premium, and targeted to the mass market.

Direction- Tesla should leverage its existing technologies, capabilities, manufacturing

infrastructure, and resources to develop related products for existing and new markets. This

will enhance the maximum utilization of its resources and production volume. In addition,

Tesla should implement its design and components needed for electric vehicles and energy

storage to minimize various suppliers, minimizing the cost of components. This move will

reduce the cost of production and increase profitability.

Method- Organic growth is proposed for Tesla to enable the company to maximize

the use of its current resources while increasing the market growth and competitive

advantage.

Competitive Stance- Tesla should continue to compete on a cost basis for Model 3

and Model Y, designed for the mass market, and should apply differentiation for Model S

and Model X, which are premium models with sophisticated and static features.

Strategic Group- Currently, Tesla competes with traditional automakers such as

General Motors, Toyota, BMW, Nissan, Ford, and many more and with prospective electric

automakers who have declared their plan to enter that market.

In conclusion, using A3S, the proposed strategic options are achievable because Tesla

has a big untapped potential market, capabilities, competencies, and resources needed to

grow its market share. The options are also appropriate given the global call to move from

fossil fuels to clean energy. Furthermore, the proposed options are astute given the unique

and distinct features incorporated in Tesla’s electric automotive and energy products, which

give Tesla an advantage as a first mover in this industry. The options are also sustainable

given the increasing global demand for electric cars and clean energy products and Tesla’s

established position, resources, and capabilities to respond to that demand.

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Execution

Structure and Design

Using the STAR Model, Tesla should design an organizational structure and design to

drive the proposed strategy. Such a structure should have the capabilities, competencies, and

technological skills to drive the expected high-volume product sales, market, and

geographical expansion, and technological innovations.

Currently, Tesla does not have a binding employment agreement with its workforce.

There the company should design an employee pay and compensation framework. This act

will motivate and inspire employees to focus and works towards the company's goals and

objectives.

Change Management

Tesla should use Burn's model since the company is on a transformational change

driven by innovation and technological advancements. Therefore, I propose that Tesla

develop a refined democratic decision-making process that empowers other stakeholders to

contribute their independent views; for example, Tesla should continue empowering their

employees through capacity building and providing resources for them to develop new skills.

Defining and Measuring Success

Tesla should use a balanced scorecard to align its goals and strategy across all the

departments, hence ensuring everyone is focused and working towards Tesla's common

objectives and goals. Tesla’s financial success is the basis for its sustainable growth and

increased customer support base. It further helps strengthen its internal processes linked to

strategic goals.

In conclusion, Tesla should implement the proposed strategic options to grow its

business and market share in Electric vehicles and clean energy to reach its strategic goal.

The proposed structure and design, management change, and performance system will help
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propel Tesla in a strategic position to continue dominating the electric vehicle and clean

energy industries.

Question 3: Critically Discuss The Differences Between The Value Chain And Value

System. What Is The Influence Of The Value Chain And Value System When Setting

Out A Future Strategy For A Company? Use Relevant Examples Of International

Companies To Support Your Discussion.

The value chain majorly concentrates on the internal activities of a given organization.

In contrast, the value system focuses on how multiple organizations are interconnected to

enable products or services to reach the market. For instance, McDonald's uses a value chain

to help the company to understand each step in the production and delivery processes. The

company also embraces a value system that helps the organization collaborate with various

stakeholders, resulting in value creation.

The value chain is a strategic tool that businesses use to evaluate their internal

processes and activities involved in the production of goods and services with the main

objective of optimizing production processes to increase profit margins. Value chain analysis

enables businesses to have a competitive edge over their competitors in terms of cost or

product differentiation.

While the Value system extends the concept of the value chain by considering the

broader network of organization supplies, distributors, and other key stakeholders that are

involved directly in business activities, the key thing is the interlinkages and co-ordination

between the activities that improve the efficiency of the company hence optimize profit

margin.

The Porter's value chain model categorizes the value chain and value system into

primary and support activities, which constitute an important step in improving the processes

of their value chain and systems to maximize their potential.

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For instance, McDonald's prime strategy is to offer customers with food items at low

prices than other strategic groups; thus, the company identifies gaps in their production

system to create value for customers.

The food company broadly looks into its value chain and system in two broad

categories, i.e., support and primary activities, as discussed below.

Primary Activities

This consists of five activities, including all sub-activities that are involved in creating

products and services.

Inbound Logistics: This analyses the acquisition of raw materials from suppliers

before the final product or service can be developed. E.g., Mcdonald's has low-cost suppliers

of their food and beverage items.

Operations are activities that are directly involved in the transformation of raw

materials into end products or services. Mcdonald's looks at the cost of running your chain

lines franchise globally.

Outbound Logistics: This describes the delivery process once a product has been

produced.shipping costs, delivery costs…etc. e.g., the company has counter services or Drive

through services instead of sitting down approach of restaurants

Marketing and Sales: This is the approach of selling the product to the target market.

Mcdonald's uses billboards, social media, and other advertising platforms.

Services: A business's support is instrumental to retaining and consolidating the

customer base. Mcdonald's achieves this by training their staff and giving them benefits to

assist customers.

Support Activities

The principal activities' ability to gain an advantage over rivals is aided by support

activities. They consist of the following:

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Firm Infrastructure: This refers to all the management, financial, and legal

frameworks that a company has in place to conduct business and efficiently allocate

resources. McDonald's, for instance, has regional presidents who manage operations in

various regions and a legal counsel who handles legal issues.

Human resource management (HRM): HRM includes all procedures and techniques

used in hiring and managing the workforce. Job searchers can log in to a page maintained by

McDonald's to submit their applications.

Support activities help the primary activities in creating an advantage over

competitors. They include:

Firm Infrastructure-This encompasses all the management, financial, and legal

systems a business has in place to make business decisions and effectively manage resources.

For example, McDonald's has regional presidents who oversee their operations in different

regions and a legal counsel who deals with legal matters.

Human Resource Management: Human resource management encompasses all the

processes and systems involved in managing employees and hiring new staff. Mcdonald's

maintains a page where job seekers can log in and apply for jobs.

Technology Development: This helps businesses innovate and embrace technology to

increase efficiency and reduce costs. Mcdonald's has online shops that enable customers to

order their food items.

Procurement: This is the process of resourcing raw materials for a product and

identifying the suppliers. The goal is to find quality supplies at a friendly business budget and

without favoritism. Mcdonald's has a digital procurement program that enables suppliers to

apply from all over the world.

The value chain and value system are tools that are vital in shaping the strategy of an

organization. They provide a framework for understanding the various activities and
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relationships involved in creating, delivering, and capturing value in the marketplace.

Considering the influence of the value chain and value system when setting up a future

strategy is essential. Here is how they impact strategy development:

Value Chain Analysis: McDonald's has a highly efficient value chain that enables the

company to design, produce, and market, deliver, and support its products or services. By

analyzing the value chain, the organizations can identify opportunities for cost reduction,

process optimization, and value creation. This analysis helps determine critical activities and

where competitive advantages can be gained or enhanced.

Competitive Advantage: Understanding the value chain enables organizations like

McDonald's to identify the unique strengths of their food and beverages, giving them a low-

cost advantage over their competitor in the market. By focusing on activities where they

excel, organizations can differentiate themselves from competitors and create value for

customers.

Value System Analysis: Due to the strong value system embraced by McDonald, the

company has built a strong network with its suppliers, distributors, and other partners

involved in delivering their products and services. By analyzing the value system, the

organizations have identified dependencies, opportunities for collaboration, and potential

risks. It also aids the company in understanding the broader market dynamics and the impact

of external factors on the organization's strategy.

Collaboration and Partnerships: The value system analysis can uncover strategic

partnership opportunities. By identifying complementary activities or capabilities within the

value system, organizations can leverage their partners' strengths to create a more

comprehensive and integrated value proposition. Collaborations can enhance efficiency,

expand market reach, share resources, and create new customer value.
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Customer-Centric Approach: Both the value chain and value system analyses

emphasize the importance of understanding customer needs and preferences. McDonald's

goal is to deliver top-notch customer service and offers forums where consumers express

their demands and grievances. In-depth training and benefits are offered by the organization

to its thousands of employees so they can best serve their consumers. 

Adaptation to Change: The value chain and value system analyses enable

organizations to identify potential disruptions, emerging technologies, and evolving market

trends. For example, McDonald embraced an online shop approach during covid 19 also, the

food chain has been advocating for sustainable growth by being environmentally sensitive

and hence working toward this goal.

In conclusion, the value chain and value system provide valuable insights for strategy

development by helping organizations understand their core activities, competitive

advantages, market dynamics, collaboration opportunities, customer needs, and adaptability

to change. By considering these influences, organizations can align their future strategies to

create and capture value effectively in the marketplace.

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