TESLA AS A TRANSFORMATIONAL
LEADER IN A SUSTAINABLE
Rakesh Naga Chinta
Table of Contents
Introduction and Executive Summary ...................................................................................................... 3
External Analysis of Tesla – 1 ................................................................................................................... 3
PESTEL Analysis ........................................................................................................................................ 3
Internal Analysis of Tesla ......................................................................................................................... 4
SWOT ANALYSIS ....................................................................................................................................... 5
Strategic Analysis of Tesla........................................................................................................................ 6
Introduction and Executive Summary
This paper is a strategic analysis of Tesla Motors, Inc.: “How Tesla Motors Inc. can improve its strategy
to sustain its competitive advantage on the electric vehicle market and confirm its position as a
transformational leader in sustainable life-style?”. Tesla Motors was created in 2003 by a group of
engineers in Silicon Valley with a vision to create the most compelling car company of the 21st century
by driving the world’s transition to electric vehicles. In 2008, Tesla shattered those standards by creating
the Roadster, a car capable of traveling 245 miles on a single charge, along with a 0-60 time of 3.7
seconds. With a slow growth and declining sales margin within the early release of its “Roadster”, tesla
has made a remarkable recovery and has proved that “electric vehicles can be safe, user-friendly usable
and reliable to the market. The Model S, an electric luxury sedan, being released in 2012, won Motor
trends 2013 car of the year award. It has been the best-selling plug-in electric car for two consecutive
years: 2015, 2016. Of the approximate 356,232 electric vehicles around the world today, Tesla accounts
for 50,000. It reached a peak of 150000 units sold by November 2016. As of December 2016, it lies best,
being second to the Nissan Leaf. The Model S was then followed in September 2015 by the Model X.
Teslas next vehicle is the Model 3, releasing mid 2017 with a base price of US$35,000, assuming it to be
the most-affordable wide-range EV ever released in the industry. All large auto manufactures, other than
Toyota (the limited production Rav4e can travel 103 miles per charge), have yet to create an electric
vehicle that can travel more than 100 miles on a charge. A seventh of the market share is remarkable for a
company started just more than a decade ago. The EV company specializes in lithium-ion batteries,
electric vehicles and residential-consumer based solar panels, in co-operation with Solar City.
External Analysis of Tesla – 1
Political- The U.S. government has shown interest in renewable energy and electric vehicles, Tesla was
granted a $465 million low interest loan from the Department of Energy, Tesla has paid off the loan, but
without it, they may have never been able to get the company to attract so many investors. Some states,
like Colorado and Virginia offer state tax credits over 5,000 dollars to entice customers to buy electric
vehicles. Tesla wants to distribute vehicles from the manufacturer to the consumer, eliminating the third
party middle man, the private owned dealerships. Dealership transactional finance is given by Exhibit 2.
Legal- Michigan recently passed H.B. 5606, that forces all manufacturers to have third party dealerships.
Electric vehicles have lower maintenance costs making them ill-suited for this type of business model.
Also, if consumers and producers are being negatively impacted by laws; isn’t that infringement on a free
and open market? Regardless, the only group contributing political contributions and the only one
benefiting from the laws being passed are the automotive dealerships.
Economics- Growth rates are slow in the U.S, but that hasnt stopped people from buying cars on credit
through “deals” such as 0% financing. The catch that most people don’t realize is that the interest is
already added into the MSRP when the car is sold increasing the base price but making it seem as if the
customer is getting a deal in the long run. New car sales have been rising rapidly since the recession in
2008. The sales are back to the same level they were prior to the market collapsing. Tesla has managed to
come out of the recession with ever increasing stock prices.
Social- Most citizens support the idea of investing our taxes into sustainable fuels and products using
sustainable resources. Even after most companies who were given large government loans failed to
materialize into successful companies; Americans are still supportive of the endeavors to create a
sustainable economy. Going green is a very popular term these days
Technology- Tesla assembled a team that was a mix of specialists from the car industry and people with
their roots in Silicon Valley. Musk believed that Tesla’s Silicon Valley roots gave it an important edge
when it came to this kind of innovation. Exhibit 8 explains the division of stakeholders within the
company. Their improvements in batteries, aerodynamics, and rolling resistance are leading to an increase
of 40-50% in range efficiency for the prototype Roadster 3.0; making it the first car to have an expected
range of 400 miles.
Environmental- Driving vehicles without consuming and burning gasoline is great, but using electricity
derived from coal plants defeats the purpose. Tesla is in the process of developing battery packs to be
used in conjunction with solar panels to help utilize the suns abundant energy truely making Tesla eco
VRINE Analysis: Tesla is a new company with new ideas: The values, mission, and founding of the
firm are based in technology. This could make it harder for other auto makers to copy or reverse engineer
their products. Legally, non-disclosure and non-compete agreements may be required by the ones
working on the tech in order to keep Tesla Motors ahead of the competition. Additionally, the knowledge
Tesla has is costly to imitate. Large manufactures have spent billions trying to create an electric vehicle
with hybrids being the best thing they can come up with, here Tesla has it’s informational knowledge as
Competitive Rivalry: PORTER FIVE FORCES:
Supplier power - Engineering are produced by tesla and Lithium ions cells are supplied by Panasonic
with which tesla conclude a partnership to built a Giga factory in Nevada decreasing battery final cost by
30% from here to 2018.The individual cost prices for an IC car is given by Exhibit 1. - Solar panels for
Solar Roof are provided by solar city which will soon merge with Tesla. - demand is growing with the
accessible model 3 (35 000$) and tesla forecast a production growth from 100 000 in 2015 to 500 000 in
2020. Competition is important in various car engine supplier but a necessity to shift could cost tesla a lot
in delivery postponing.
Buyer power - Collective actions in order to push price down have consequently low probability to
occur. - In case of important defaults, they could gather their discontent to force tesla decrease its prices.
Due to an aggressive price strategy, arguments to push prices even lower are rare. Delivery processes are
long and deadline often delayed what could make customers claiming for discount.
Threat of substitution- considering electric car market (no matter H2, biofuel, biogas), medium potential
of substitution driven by common transports, bicycle trends or low cost car subscription programs,
considering widely sustainable life-style market, low potential of substitution evidenced by small amount
of available alternatives in providing intelligent energy management services to consumers.
Threat of new entry - High financial barriers for new entrants in the car industry making new entrant
very occasional. - Traditional car manufacturer will entry the electric car market as soon as 2017 or
already did. They embody a high short-term threat on electric car market.
Government and Law - Safety norms for electronic products empower the government to legally delay
deliveries. - Ethical issues concerning Self-driving decision making empower the government to sue tesla
for AI problematic decisions - Financial participation and help provided by governments make teslas
activities leveraged by public decisions. A study in 2009 conducted by DOJ,found consumers would save
approximately $2200 on vehicles that are sold directly from manufacturers to consumers. So what is
stopping them? In 2013, the U.S. federal government gave a $7,500 tax credit for the purchase of EVs
such as the Leaf or the Model S. Individual states often gave additional incentives. Manufacturers that fell
short could buy ZEV credits from others who were above the mandated minimum. The rule encouraged
the production of EVs directly and by giving producers of EVs an extra source of income. However, the
price of such credits was expected to drop quickly as all producers started selling more EVs.
Internal Analysis of Tesla
Tesla performances: Tesla’s investments in R&D, Capital expenditure and operating expenses have
steadily increased since 2010 to pick in 2015 explaining an important decrease in cash flows this year.
General competences and capabilities:
Electric Vehicle Manufacturing (EVM) and High Performance Battery Manufacturing (HPBM) are
proper competences which materialize in concrete Strategic Business Units, while the third one is one
intangible capability involving a more abstract Tesla power; The capability to draw a consistent future.
Tesla Motors Financial/Physical resources: According the Tesla Balance Sheet, Tesla Motors has $1.2
billion in cash reserve for a total $8 billion in total assets. The company owns its factory, the Tesla
Factory which is in South Fremont California and can produce 2000 cars per week for a total of 100 000
per year. Another factory located in Nevada, the Gigafactory which has been financed by Tesla and some
of its partners including Panasonic, is currently operational and should reach its optimal activity by 2018
thus pushing down batteries costs by 30%. The 17th of November 2016, the merger with the solar cells
manufacturer Solar city – a firm whose board of director is close to Tesla – has been validated by both
executives. This merger should allow Tesla to become a leader in solar cells market. Ultimately, Tesla is
discussing with the German automated manufacturer Grohmann Engineering for an eventual acquisition
which should allow Tesla to reach a 500 000-annual production and meet the current 300 000 demand.
Concerning Intellectual Property, Tesla policy is clear and consistent with Elon Musk’s long term vision;
“All our patent are belong to you” titles an official tesla publication from the July 12 of 2014. This open
source shift means $0 will be made on tesla numerous patents.
Business Analysis: Tesla Motors designs, develops, manufactures, and sells high-performance fully
electric vehicles and energy storage products. It has established its own network of vehicle sales and
service centers, as well as Supercharger stations around the world to accelerate the widespread adoption
of electric vehicles. As of December 31, 2015, it operated 208 locations, along with 585 Supercharger
stations in North America, Europe, and Asia. The company currently produces and sells two fully electric
vehicles, the Model S sedan and the Model X sport utility vehicle. As of December 31, 2015, Tesla has
delivered over 107,000 new Model S vehicles worldwide, after its first shipment in June 2012. The Model
X was first delivered in the third quarter of 2015. Management’s goal is to start production and deliveries
of the new Model 3, which is a lower priced sedan designed for the mass market, in late 2017.Vehicles
are produced primarily in California, The Netherlands, and at a new Gigafactory near Reno, Nevada.
They are sold through a network of Tesla stores and galleries, as well as through the Internet. Total
revenue in 2015 was slightly over $4 billion, with 48% of sales from the U.S., 9% from Norway, 8% from
China, and the remainder from other countries. The company also sells energy storage products, including
the 7 kWh and 10 kWh Powerwall for residential applications and the 100 kWh Powerpack for
commercial and industrial applications. These products, marketed under the Tesla Energy brand, were
first delivered in the third quarter of 2015. As of December 31, 2015, the company had 13,058 full-time
employees and was headquartered in Palo Alto, California. The company was founded in 2003 and had its
IPO on June 29, 2010.
Strengths Unique Position in the Auto Market: Tesla is not the only auto manufacturer that offers
electric vehicles, it has created, and dominated, the market for luxury, long-range electric automobiles.
This market is distinct from the one for less expensive electric vehicles, as well as the market for luxury
Robust Sales Growth: Tesla has been growing at a rapid pace over the last few years, thanks in large
part to the public’s excitement for its automobiles. Sales increased 27% in 2015, after jumping 59% in the
prior year. The extraordinary growth has been driven by strong global demand for the Model S. Firstquarter 2016 orders for the Model X, which was introduced in the third quarter of 2015, increased
fivefold on a sequential basis. Management plans to deliver 80,000 to 90,000 of these two brands in 2016.
However, the new Model 3 has been stealing the spotlight in recent weeks. This car, with its much
cheaper $35,000 price tag, was first introduced in March of this year to much fanfare.
Weaknesses: Burning Through Cash: This is largely due to the significant investments it has made in
research and development for the transformative technology in its cars. The cutting-edge auto maker
posted revenues of just over $200 million in 2011, while reporting sales of over $4 billion in the recent
years. Tesla is also investing heavily for the construction of its Gigafactory in Nevada, which has already
begun producing battery packs and will likely manufacture lithium cell batteries by year’s end. Because
of these large cash outlays, Tesla has reported negative free cash flows and earnings for nearly every year
since its IPO. As a result, Tesla has been forced to raise more debt and sell more shares.
High Debt Load: The company has a relatively high debt load. As of March 31, 2016, Tesla had nearly
$2.5 billion of long-term debt and capital leases on its balance sheet, or roughly 72% of total capital. This
compares to only $1.4 billion of cash on hand. Interest payments on this debt are fairly significant, and
will likely continue to cut into earnings. If the company is unable to satisfy its debt obligations, because
of insufficient cash flows, it may have to reduce or delay investments and capital expenditures, which
could hamper future growth.
Opportunities: Model 3: Tesla’s newest brand was recently introduced to much excitement and fanfare
in late March of this year. The Model 3 is priced much lower, at $35,000, the price tag puts the vehicle in
the same price range as lower-end Mercedes-Benz and Audis. Elon Musk, CEO of Tesla, stated that “you
will not be able to buy a better car for $35,000, even with no options.” This car could transform the
company from one which produces 70,000 to 80,000 cars, its current estimate for this year, to one that
manufactures ten times that in a few years. This is the car that may make that a reality.
Cost-Reduction Initiatives: In order for Tesla to finally begin posting profits, it will need to bring down
costs. It is making moves to accomplish this goal. As we mentioned earlier, the company is in the process
of building batteries for its vehicles at reduced costs, possibly up to 30% lower than what it currently
pays. The company’s ability to lower costs and support economies of scale while realizing greater
efficiencies in production and distribution should help to bring down unit costs and improve the bottom
line in the coming quarters.
Threats: Funding Production Ramp: There are concerns that Tesla may not be able to fund its
ambitious production ramp in the coming months. While Tesla surprised many when it announced that it
hoped to manufacture 500,000 cars in 2018, two years ahead of schedule, many were left wondering how
exactly it planned to do so. While it had nearly $1.5 billion of cash on hand, as of March 31, 2016, the
capital outlays for the project will be much larger.
Competition: The automotive market is highly competitive, although Tesla finds itself in a unique
position. Given the high price of its current offerings, most of its competitors are other luxury cars, which
all are currently using standard internal combustion engines. Once the lower-cost Model 3 hits the market
in late 2017, it will not only compete with Audi, BMW, and Daimler, but also lower cost electric vehicles,
including the Nissan Leaf and Chevy Bolt. All of these companies have been in business far longer than
Tesla, and have greater financial, manufacturing, and marketing capabilities, so the company will need to
prove that it is capable of competing on a larger scale and at higher volumes.
Strategic Analysis of Tesla
Tesla can be broken into 2 segments. Auto Industry and Battery Industry. Their batteries are designed for
the auto industry but having a battery division, with the most advanced batteries in the world, allows
Tesla to work with the other manufactures; supplying them batteries for their electric Vehicles. Recently,
Toyota and Mercedes implemented Tesla’s battery into the Rav4 and Mercedes B-Class. Also, they are
currently in the process of building a massive 5 billion dollar battery factory that will produce more
lithium ion batteries in 2020 than all of the world’s combined output today. The market of the Li-Ion
batteries is given by Exhibit 4.It has a variable cost described in Exhibit 5.The cost of The plant is
scheduled to open next year and will be running at full capacity by 2020. Economies of scale dictate this
will dramatically decrease their cost.
Financial Analysis: From Tesla’s financial analysis given in Exhibit 12:
2013-2014:Tesla was off to a great start in 2013. In the first half of 2013, it sold 10,500 model S cars and
was expanding sales to Europe. Musk said that Tesla planned to be shipping 40,000 Model S per year by
the end of 2014.99 Tesla had been profitable in the first half of 2013 and by September its market cap was
about a quarter of that of BMW.
2014-2015:With only a margin near 50,000 in vehicle sales, Tesla still needed to capture its marketleadership through disruption. Even with these sales in figure, tesla has managed to yield a 43.76%
change within the year of 2014-2015.It has managed to beat other fierce auto-manufacturing companies
namely Audi, BMW, Mercedes, etc.
Competitive Sales and Market Share:
Being that the Tesla S has a range of nearly 300 miles and the number is only expected to increase; the
manufactures I would place in its strategic group is BMW, Mercedes, Renault, and BYD. The BMW I3 is
reported to get over 100 miles in range with certain functions like heat and A/C turned t energy saving
mode. Mercedes has also come out with a B-Class with an expected range of 85 miles. Both these models
are cheaper than the Tesla by $15,000 to $20,000. The I3 would be placed in the Small Premium Vehicles
row and the B-Class in the Premium Vehicles row. These cars are much cheaper, yet they still fall way
short of the range Tesla Models put out. Renault having an expected range of 130 miles. In its first year
on European market in 2013, it sold over 10,000 models, making up 40% of the European electric vehicle
market (8). Lastly, BYD is the top Chinese manufacturer of electric vehicles. The e6, boosts a range of
122 miles, making it the runner up in range while offering the vehicle for about $35,000 before any
incentives. In the world’s largest auto market, according to estimates; they managed to sell over 18,400
cars, holding 31% of the total market share. Other car companies notably: Volkswagen, Kia, Ford,
Toyota, Smart, Chevy, and Nissan all have electric vehicles or plug in hybrids but their unappealing style,
focus on gas engines, and low range provide a clear mobility barrier between the two groups.
Potential International Market Analysis of Tesla:
In attempts to expand into emerging markets, Tesla started selling its cars to the Chinese market in
August of 2013. According to China Daily, the MIIT reported sales of 83,900 electric vehicles in 2011.
According to Exhibit 3, which displays the auto sales in China shows that sales total 60,000, but Tesla
did not meet their 5000 estimate. The cars were not delivered until the middle of 2014. Unfortunately, due
to China’s 25% import tariff rate, transportation costs, and other taxes, the vehicles starting price
increased from $71,000 to $121,000. Even though China has a larger market, the Infrastructure of Europe
makes it a more promising market in the near future. With the number of free charging stations growing
in Europe, Tesla could attract more of the market share. Inflation will continue to rise in the U.S. as long
as the Federal Reserve continues to print off $80 billion a month. This also negatively impacts our
exchange rate. In an effort to expand globally, Tesla has announced plans to start production of cars in
China in the next few years. This will help lower the cost of their vehicles by avoiding the import tariff
and help reduce the risk of exchange rate fluctuations. The biggest international markets for Tesla are
China and Europe. Competition in Europe is much higher than it is in the U.S. According to an article
from Forbes, sales of electric vehicles in Western Europe were up 51.7% to grab .49% of the market
share. Of the 58,582 cars sold, the Nissan Leaf was the top seller in Western Europe last year at 14,354,
the Renault Zoe second at 10,885 followed by the Tesla Model S at 8,698. BMW sold 8,290 i3s, with the
VW E-Up and E-Golf selling 8,461.
Partnerships and Co-operative decisions: Tesla also sold electric powertrains to other car
manufacturers and provided design services for electric powertrains. It had developed and was producing
powertrains for the Toyota Rav4 EV, in a deal that was expected to generate about $100 million between
2012 and 2014.97 A similar deal with Daimler might be worth almost $300 million.98
Co-operation and Merger with Solar City: Tesla Motors will be co-marketing sustainable energy
products from other companies along with the car. For example, among other choices, we will be offering
a modestly sized and priced solar panel from SolarCity. This system can be installed on your roof in an
out of the way location, because of its small size, or set up as a carport and will generate about 50 miles
per day of electricity.
Battery Environment Tesla Motors Lithium-Ion cells are not classified as hazardous and are landfill
safe. Since the battery pack can be sold to recycling companies (unsubsidized) at the end of its greater
than 100,000-mile design life. Moreover, the battery isn’t dead at that point, it just has less range.
Power Plant Emissions A common rebuttal to electric vehicles as a solution to carbon emissions is that
they simply transfer the CO2 emissions to the power plant. The obvious counter is that one can develop
grid electric power from a variety of means many of which, like hydro, wind, geothermal, nuclear, solar,
etc. involve no CO2 emissions.
Customer perspective/issues and views of the current EV market
The first were issues related to EVs being a new technology with considerable uncertainty about
longevity, resale value, and safety. The second were different sources of “range anxiety,” and the early
lack of charging stations. The latter issue was being resolved, as many companies and public entities
started offering both private and public charging stations. Tesla also operated a network of more than 15
Supercharger stations where customers could charge their car for free. It also introduced a battery
swapping service that could exchange a depleted battery for a charged one in about 90 seconds. Tesla
expanded rapidly in 2014, starting with only charging stations in Norway, the expanded to 12 countries
this year with plans to expand into the every country in Europe by 2016 .This network will have no less
than one charging station every 100 km. This will be an attractive promise for potential customers.
Competitive sales growth and potential product growth: And indeed, on May 8, Tesla announced a net
income of more than $10mln on $560 million in sales. Tesla had outsold both Nissan and GM in electric
cars in the U.S. Its Model S had sold more than the BMW 7 and Audi A8 combined. The sales
comparison of these companies is given by Exhibit 9. Over this period, its stock price almost tripled.
Recently, Elon Musk announced that reservations for the new battery system called powerwall could be a
game changer. They are meant to be paired with solar panels and can store large amounts of power for
only $3,000 to $3,500. Tesla has already received reservations for nearly $800 million in powerwalls .
The pilot study they ran in California has shown that electric bills were reduced by 20-30%. Plus, they are
guaranteed to last 10 years, This could make tesla a market leader in mass-consumer based solar panels.
Assumptions, Interpretations and strategic Suggestions based on strategic analysis
Tesla’s competitive market position will be determined by the end of 2018.In the case where Tesla
follows its 2016 trend and increases its net income to reach substantial positive figures in 2018, the
company will must expand its business by extending its activity to new locations. Nowadays Tesla
factories are only located in the USA which make them relatively centralized. Opening new factories in
Europe can be a real opportunity for the firm to reduce its delivery costs, decentralize its activities and
better frame the European market. Indeed, in Europe Tesla Motors can see lots of new opportunities; after
the merger of the German engineering business Grohmann, the giant could start think about opportunities
in the UK. Indeed, Britain is known to have talented automotive engineers. People would think that after
what happen in England in Jun 2016, the England market would slow down but the country remains an
attractive market for new entrance, especially because its 17% corporate tax, and could be an occasion for
Tesla Motors to expand its activity to another country in Europe. In the case where Tesla does not achieve
to meet its demand and make a sufficient profit, Tesla will be quickly out performed by new electric
models of traditional car makers. In such situation, no investment in Europe nor anywhere would be
relevant. The best thing Tesla could do in such scenario is increasing its partnership strategy with car
makers producing electric car to supply them core electric components and thus make a profit in other’s
car sales. In both situations, Tesla could also use its transformational leadership to expand its activities in
sustainable life-style services. Solar roof merger is a key strategic decision and new tiles created by both
companies must be sold across the whole world. This should allow Tesla to create quick profit which
could be a high competitive advantage vis-à-vis of its competitors which, for the major part, only sell cars
or car-related goods.
Conclusion and short-term recommendations
Tesla is currently doing well. By investing a lot in R&D as well as in Property, Plant and Equipment, the
firm correctly strengthen the ground to become from now to 2018/2020 a profitable leader in electric car
manufacturing ready to climb its growth phase. Being relatively young in the car market, which could be
a dangerous weakness, Tesla strategically diversify its activity to a larger market which is sustainable lifestyle market. This market adjustment is especially relevant concerning Tesla, mainly because its CEO
Elon Musk has a great background in revolutionary companies whose long-term visions converge toward
a global optimistic scenario. The next 3 years will be determinant for Tesla’s future which can be
exceptional if it keeps its electric pioneer aura as well as unsatisfactory if strategic errors reduce Tesla’s
advance. In both case, Tesla must keep investing in energy management services which is a solid
opportunity to make the whole Tesla activity full of sense and consistency. For potential customers, to
reduce worries about resale value, finally, Tesla guaranteed a resale value pegged to similar BMW and
Mercedes models, backed by Elon Musk’s personal fortune: which was a compelling security for current
customers of Tesla.
Export Solar roof to as many consumers as possible. Millions of houses are built every year, tiles
are often part of it and Solar roof is a simple substitute to classic tiles. More solar energy is there,
more we will need to manage it smartly which occasionally could increase our Power wall sales.
Keep partnering with traditional car makers to provide them battery packages. If they enter the
market violently with high volume produced, Tesla will be unable to follow the rhythm so it
should at least benefit of this sudden competition by providing core electric components.
Sell a “Pro-Pack” including models III for employees and Power Pack to optimize companies’
energy consumption. Target high economic growth regions like Singapore or Dubai. Model III is
accessible for companies and employees will be satisfied and more productive.
Trade agreements: For example, free trade agreements make it easier to expand internationally.
Thus, a recommendation is for Tesla to globally expand its operations. It is also recommended
that the company should increase its marketing aggressiveness to increase its market share,
especially in countries other than the United States. This move could reduce market-based risk,
considering that Tesla has limited sales operations in overseas markets.
Exhibit 3 The following chart shows the sales of electric cars in china(estimation)
Exhibit 7: This displays the stock market change from Nov 1’13 to May 1’15.
Exhibit 8: This chart displays the Key Executives and Large Stakeholders of Tesla.
Musk, E. (2006, August 02). Tesla. Retrieved July 02, 2017, from Tesla:
Allison GATLIN, Elon musk’s “aura of Invincibility” will nail Tesla-SolarCity merger, Investors
Business Daily (Jan. 7, 2016),
J.B. Maverick, Who Are Tesla’s (TSLA) Main Suppliers? (Investopedia 2015),
Ezequiel Minaya, Tesla Acquires German Engineering Firm in Move to Boost Production, Wall
Street Journal, Nov. 8, 2016, http://www.wsj.com/articles/tesla-acquires-germanengineering-firm-inmove-to-boost-production-1478611567
Elon Musk, All our patent are belong to you (Aug. 18, 2014),
Alan Ohnsman, Tesla, Panasonic Envision Solar Partnership at SolarCity’s New York Panel
Factory, Forbes, Oct. 17, 2016,
Zacks Investment Research, TESLA MOTORS (TSLA) total assets (quarterly) (Zacks Investment
Research Nov. 24, 2016), https://www.zacks.com/stock/chart/TSLA/fundamental/totalassets-quarterly
Josh Suskewicz, Tesla’s new strategy is over 100 years old, Harvard Business Review (Harvard
Business Review May 19, 2015), https://hbr.org/2015/05/teslas-new-strategy-is-over-100years-old
Victor TRESSERRAS and Felix GAYA FARRE, Brand Valuation Tesla Motors, Inc HEC (2016)
Gigafactory Tesla (2016), https://www.tesla.com/fr_FR/gigafactory
TSLA income statement (NASDAQ.com Nov. 23, 2016),
La Fusion Tesla-Solarcity enfin approuvée – Andy Rakotondrabe – November 2016
Tesla Motors: a strategic analysis – Hiba Okba – Jun 2015
Harvard Business Review; Best way to Measure Company Performance – John Hagel III, John
Seely Brown and Lang Davison – March 2010
The Telegraph; Electric car market Tesla eyes UK base after making first European forayAlan
Tovey – November 2016
Tesla Motors Vs. The Long-Term Investor – Tesla Motors (TSLA) – April 2016-11-22
Electric-car battery costs: Tesla $190 per kwh for pack, GM $145 for cells – John Voelcker –
Tesla’s Competitive Advantages — 5 Big Ones – Zach – April 2015
Valuation of Tesla Motors – Master Thesis – Simon Bie Mikkelsen – 2016
Forbes; Teslas Unique Position In The Car Market Is One Of Its Biggest Strengths – Jully 2015
The Secret Tesla Motors Master Plan (just between you and me) – Elon Musk – CO-founder
and CEO of Tesla Motors – August 2006
Balance Sheet and Income Statement of Tesla Motors – NASDAQ
Paul Fisher, Intermediate Accounting, Spring 2013