Слайд 2
![](/_ipx/f_webp&q_80&fit_contain&s_1440x1080/imagesDir/jpg/316075/slide-1.jpg)
Слайд 3
![Industry Analysis Tesla’s success as an innovative manufacturer of electric](/_ipx/f_webp&q_80&fit_contain&s_1440x1080/imagesDir/jpg/316075/slide-2.jpg)
Industry Analysis
Tesla’s success as an innovative manufacturer of electric vehicles is
partly based on its strategies that tackle the external factors in the automotive industry environment.
Слайд 4
![](/_ipx/f_webp&q_80&fit_contain&s_1440x1080/imagesDir/jpg/316075/slide-3.jpg)
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![Tesla Motors, Inc.’s Five Forces Analysis Competitive rivalry or competition](/_ipx/f_webp&q_80&fit_contain&s_1440x1080/imagesDir/jpg/316075/slide-4.jpg)
Tesla Motors, Inc.’s Five Forces Analysis
Competitive rivalry or competition (strong force)
Bargaining
power of buyers or customers (moderate force)
Bargaining power of suppliers (moderate force)
Threat of substitutes or substitution (moderate force)
Threat of new entrants or new entry (weak force)
Слайд 6
![Bargaining Power of Tesla’s Customers/Buyers Low switching costs (strong force)](/_ipx/f_webp&q_80&fit_contain&s_1440x1080/imagesDir/jpg/316075/slide-5.jpg)
Bargaining Power of Tesla’s Customers/Buyers
Low switching costs (strong force)
Moderate substitute availability
(moderate force)
Low volume of purchases (weak force)
Слайд 7
![Bargaining Power of Tesla’s Suppliers Moderate forward integration (moderate force)](/_ipx/f_webp&q_80&fit_contain&s_1440x1080/imagesDir/jpg/316075/slide-6.jpg)
Bargaining Power of Tesla’s Suppliers
Moderate forward integration (moderate force)
Moderate size
of suppliers (moderate force)
Moderate supply (moderate force)
Слайд 8
![Threat of Substitutes or Substitution Low switching costs (strong force)](/_ipx/f_webp&q_80&fit_contain&s_1440x1080/imagesDir/jpg/316075/slide-7.jpg)
Threat of Substitutes or Substitution
Low switching costs (strong force)
Moderate substitute
availability (moderate force)
Moderate performance of substitutes (moderate force)
Слайд 9
![Threat of New Entrants or New Entry High cost of](/_ipx/f_webp&q_80&fit_contain&s_1440x1080/imagesDir/jpg/316075/slide-8.jpg)
Threat of New Entrants or New Entry
High cost of brand
development (weak force)
High cost of doing business (weak force)
High economies of scale (weak force)
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![](/_ipx/f_webp&q_80&fit_contain&s_1440x1080/imagesDir/jpg/316075/slide-9.jpg)
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Слайд 12
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![Fundamental Ways Tesla is Disrupting the Automotive Industry: B2C Personalization](/_ipx/f_webp&q_80&fit_contain&s_1440x1080/imagesDir/jpg/316075/slide-12.jpg)
Fundamental Ways Tesla is Disrupting the Automotive Industry:
B2C
Personalization
Quality QA and R&D
Open Source Technology
PRICE:
Слайд 14
![Competitive Advantage that are Using the Company Keeping factories running](/_ipx/f_webp&q_80&fit_contain&s_1440x1080/imagesDir/jpg/316075/slide-13.jpg)
Competitive Advantage that are Using the Company
Keeping factories running at full
tilt
Satisfying dealers
Reusing parts from other cars
Branding
Unions
Cannibalizing existing products
No bureaucratic inertia
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![](/_ipx/f_webp&q_80&fit_contain&s_1440x1080/imagesDir/jpg/316075/slide-14.jpg)
Слайд 16
![Diversification Strategy Tesla applies diversification, but only as a minimally](/_ipx/f_webp&q_80&fit_contain&s_1440x1080/imagesDir/jpg/316075/slide-15.jpg)
Diversification Strategy
Tesla applies diversification, but only as a minimally significant intensive
growth strategy. For example, Tesla aims to create new stationary battery products for a variety of non-automotive applications. Tesla focuses most of its efforts on market penetration and product development to grow its automotive business.