Ernesto Cascioli Linda-M. Cozzani Foster Glenn Fabrizio Sebastiani Financial Statement Analysis Prof. S. Bozzolan LBS Groupwork, 2016 Tesla Motors, Inc._Cascioli, Cozzani, Glenn, Sebastiani 2 Table of Contents I. Executive Summary………………………………………………………………………......………………………3 II. Company Description………………………………………………………………………………………………..3 A. History……………………………………………………………………………………………………………………………..3 B. Mission……………………………………………………………………………………………………………………………
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ReseaRch RepoRt 07/17/2013 NASDAQ : TSLA Tesla Motors Inc -Graded Opinion (pg.2) -Business Description (pg.2) -Industry & Performance (pg.2) -Share Information & Performance (pg.2) -Broker Recommendations (pg.3) -Peer Group Comparisons (pg.3) -Balance Sheet (pg.4) -Income Statement (pg.5) -Cash Flow (pg.6) -Technical Review (pg.7) -Conclusion (pg.8) -Disclaimer (pg.8) InsIde ThIs RepoRT TESLA MOTORS INC TSLA - $109.05 - Exchange:NASDAQ MARKET PERFORM 07/17/13 07/17/2013 $109.05
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Leadership S T A N F O R D C L O S E R L OO K S E R I E S stanford closer look series 1 Tesla Motors: The Evolution of Governance From Inception to IPO Tesla Motors In June 2010, Tesla Motors raised over $225 million in an initial public offering that valued the electric car manufacturer at $2 billion. It was the first time a U.S. automobile company went public since Ford Motor in 1956. The evolution of Tesla—first incorporated in 2003 by engineers Martin Eberhard and Marc Tarpenning—in some
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Equity Research Industrials | U.S. Autos & Auto Parts 12 February 2015 Tesla Motors Inc. Another reminder of challenges ahead EQUAL WEIGHT Stock Rating Unchanged NEUTRAL Industry View 4Q print validated concern that crossing the chasm is tougher than it looks: Last week we caught the ire of Tesla bulls by lowering our estimates based on concerns about production delays and rising opex and capex (see “Crossing the chasm is tougher than it looks”). The 4Q print validated
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Corporate strategies for Tesla 1. Open patents As an electric car pioneer, Tesla had always playing a traditional IP game, holding more than 1,400 patents. However, on June 12, 2014, Tesla CEO Elon musk surprised all by releasing its patents and said that the company would not challenge infringements on most of its patents (Musk, 2014). Some say that this particular strategic move of Tesla will make the company suffer in the end since all its competitors could get access to its IP.
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Blue Ocean Strategy (your name) MKT/421 (due date) (instructor name) Blue Ocean Strategy A blue ocean is uncontested market space that does not exist now, but will in the future. Blue ocean strategy refers to innovation and development of products and services that have not been offered previously. It is a method of systematically pursuing differentiation and low cost and effectively making the competition irrelevant. “Blue ocean strategy describes how organizations should try and find a
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Fisker Automotive Founded in 2007 by Henrik Fisker and Bernhard Koehler, Fisker Automotive started with nearly $200 million in venture capital from Kleiner Perkins Caufield & Byers, Palo Alto Investors and the Qatar Investment Authority. Using these funds the company built their first car the Fisker Karma, a 100mpg plug-in hybrid sports sedan that sells for $88,000. After being awarded a government energy loan of $529 million the company claimed to be ready to begin production and was in the
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Omolehinwa | “Our goal when we created Tesla a decade ago was the same as it is today: to accelerate the advent of sustainable transport by bringing compelling mass market electric cars to market as soon as possible.”1 These are the words of Elon Musk, the co-founder and CEO of Tesla Motors, a technology company founded in Silicon Valley. Due to his visionary experience in disruptive business models and global trends of propulsion technology, Elon Musk founded Tesla to start producing sports/luxury electric
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Executive Summary This report provides a strategic analysis on Tesla. The findings consist of an Internal and External analysis of the Automotive Industry focusing mainly on the UK, a resource based view and value chain analysis of Tesla, an analysis of two PR crises and to conclude an evaluation of Tesla’s strategies. 1. External Analysis The main findings from a PESTLE analysis found that legal and technological factors had the most significant affect on the UK automotive industry. In particular
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powertrains | Conclusion: Organizational Capabilities for the differentiated firm focus on collaboration and innovation. Tesla is innovative by transforming their human capital resource and are collaborative by working with other organizations to become a market leader. The changes to the 3 levers will help promote these capabilities through the behaviour and culture at Tesla. Management Preferences Basic Needs | Need for Power: high--> took over as CEO, reduced headcount, goal of being
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