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Tesla 경영 전략 분석 발표 자료

Firm Introduction – History and Evolution Tesla released first product Roadster , the first electric sports car. In spite of the price was over $0.1 million, Tesla sold 1,200 Roadsters and became known to public. Tesla’s battery technology was the best at that time, and fancy and luxurious design of the car was loved by high-end customers. Martin Eberhard and Jeffery Straubel were looking for venture capitals. In 2004, Elon Musk became a billionaire with Paypal, Space X, Solar City and Zip 2 companies was impressed by Martin and Jeffery’s idea and finally Tesla Motors was founded. 2003 Martin Jeffery Elon Roadster In 2012, Tesla released second product Model S , the sedan type EV. Tesla primally introduced the touch type monitor for control system. In 2016, Tesla released third product Model X , the SUV type EV. Tesla applied ‘Falcon Wings’ technology and the driving range is much improved. Model S Model X Giga Factory Model 3 Tesla is building Giga factory that can produce the batterithe electric vehicle market. Its undisputed performance has led the firm to achieve remarkable rates of growth and to realize unprecedented degree of progress in technology. Firm Introduction – A Star Firm6 Firm Introduction - Products Services Tesla Motors has gradually transitioned from expensive luxury electric vehicles to mass volume inexpensive ones and has invested intensively in implementing the electric vehicle infrastructure with charging stations and batter pack swap programs. Model S (2012 ~ present) 432 km range 2.8 second 0-100 km/h 248 km/h top speed Starts at $96,400 Model X (2015 ~ present) 400 km range 3.8 second 0-100 km/h 248 km/h top speed Starts at $69,3007 Model 3 (2017 ~ ) 346 km range 6 second 0-100 km/h Starts at $35,000 Even with the lowered price and proportionately compromised performance, Tesla Model 3 still single-handedly outperforms its competitors from Chevrolet Bolt, Nissan Leaf, and Hyundai Ioniq . Firm Introduction - Main Features8 Electric vehicle mpower : low No bulk sales Customers need reservation Unique design and technology No same standardized products from other firms Only sales in 31 Tesla store and online order Many loyalty customers Buyer’s Bargaining Power Threat : High Hybrid cars, Plug-in hybrid cars Alternative fuel cars In the event of slow/no technological breakthroughs within EV industry, other technologies may emerge Customers are extremely price sensitive and will tend to substitute if they do not perceive a great difference in immediate value Substitutes Competitive Structure – 5 Forces Model Threat : Low / Barrier : High Superior battery technology Power of patents which are not opened to public Luxurious EV car brand image Supercharger network : Own infrastructure High capital requirement in battery technology R D Collaboration with various manufacturers Potential Entrants / Entry Barriers Bargaining power : medium Batteries, the important components, are provided by various suppliers. After Giga factory is esign - Development of vehicle core Energy Storage - Battery Commercialization - Battery technology - Battery durability Energy Infrastructure - Recharge pricing payment - Leasing, owning, selling batteries - Charging and support service stations - Generation - Vehicle to grid Cost - Low cost to be competitive with non-EV cars - Attract masses Customer Support - Leasing, owning, selling batteries - After service - Accessibility Value Chain of Tesla Key Success Factors in EV marketCompetitive Advantages of Tesla High Energy Density Cooling Power/Thermal Management Software 2 way Inverter Compact Design Unique Chemistry Cathode Geometry Automotive Construction Modifies Cell Case Instant Peak Torque A/C Induction Motor Up to 18,000 RPM No Shifting 18650 Cells Battery Pack Power Electronics Motor Gear Box 01 02 03 04 Ability to apply commoditized small cylindrical lithium cells to a car by proprietary thermal/power management 300 mile range a near normal level Low cost of Tesla’s battery pioning 16 Internal Combustion Hybrid Electric Plug-in Hybrid Pure Electric Performance Vehicles Premium Vehicles Small Premium Vehicles Family Vehicles Subcompact Vehicles Roadstar Model S, X Model 3Current Strategic Positioning 17 Price Performance( efficiency,bhp,acceleration ) Targeting high-end customers Much better performance than others Shifting to mid-range customers Reasonable price, Better performanceRecommendable Strategy 1 : Supercharger Access for non-Tesla cars Strategy Extend its charging services to accommodate other EVs. Make Tesla’s charging system as a industry standard Attractive to customers and other competitors because Tesla’s charging system technology is the best. Benefits Create new revenue stream. Other automakers can purchase Tesla battery pack as it offers the longest mile. Tesla also benefits by increased brand recognition and possessing industry standard of charging. Problem Compatibility problem of charging system Lack of charging stationsRecommendable S}

경영/경제| 2016.12.01| 19페이지| 2,000원| 조회(292)

경영전략, 경영, 레포트, 경영전략론, 발표, 테슬라, 발표 자료, Tesla, 테슬라..

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(기업 분석)(마케팅) Tesla 기업 분석 보고서

Project Aim Recognized Problems Project Goal Tesla is experiencing difficulty expanding into Asian markets The soon to be released Model 3 must create an early majority shift to electric vehicles How can Tesla best cross the technological and geographical chasm into Asia with their current and furture models? Providing a framework for Tesla that can be adopted to successfully enter Asian markets (mainly China, Japan and Korea) with the Model S and Model X, with special focus on the Model 3Market AnalysisBEV: Battery Electric Vehicle Electric Car Market PHEV: Plug-in Hybrid Electric Vehicle Defining the Electric Vehicle (EVs) Market Market expectations for the next 5 yearsMarket for Electric Vehicles (EVs) More and more people are considering buying elcric cars Electric Car Market EV sales are rapidly increasing Majority of Japanese car-buyers consider going electric EV market in China is relatively under-developedEV Market Penetration in 2014 Northern and Western Europe are the largestnsumers are looking for greener transportation alternatives: Tesla is promoting the way forwards towards a more sustainable form of transportation Experience: ‘Consumers increasingly define themselves by their activities and shared experiences, not just by material posessions’ and Considered consumption: ‘Customers want to reflect their beliefs in the things they buy or do’ Look and feel: the Model S has won many design awards so far Activities and shared experiences: Tesla is actively promoting a community House to home: ‘A ‘safe haven’ and comfortable place to recharge is more important than ever ’ Comfortable transition between work and home: design, physical comfort, on-board technology: 17’ touch screen display, panoramic roof, internet connectivity External AnalysisSWOT AnalysisStrength as supplier: dependence of other automobile producers on their powertrains Strategic partnerships Superior battery technology may allow for entrance of new markets Spare production capacity Clear electric cars were that the internal and external design would not be trim or as good as the fuel cars. And actually there were limitations to make the nice-view or luxury electric cars. But as electric car technology developed, now companies like Tesla can produce nice-view or luxury electric cars. And Tesla produces only the luxury and modern-designed cars which cannot meet every range of customers’ wants and needs so far. Thus, we can find out Tesla is focusing on young age or the customers who wants luxury and high-performance cars.STP – Targeting 3 Targeting – For Psychographic Dimension In Psychographic Dimension , Tesla targets customers who have the environmental awareness . As the people’s social awareness increases, they start thinking about the social problems such as environment, safety, social order, crimes and so on. Naturally people start thinking the importance of the environment preservation . And in 21 th century, all companies' top priority responsibility is the enviise to established dealers Tesla stores can provide the necessary customer service for a high involvement purchase. 4P Analysis - Place Place1. Little or no Advertisement No big investment in advertisement Rely on the quality of its product and word-of-mouth Recommendations from early customers to promote the company and its products. 2. Sales Promotion Offer $1,000 discount when customers buy a M odel S through the link from current owner of M odel S. Free Model X was offered to the earliest adopters of the Model S. 4P Analysis - Promotion PromotionPricing of the Model X : using premium price advantage - to reduce losses during introduction of the product Optional pricing - optional extras may be chosen when buying any Tesla model Pricing is based on competitor products. - Higher than most of the competing Evs with high quality Pricing strategy is penetrating the luxury c ar market - by offering relatively competitive prices 4P Analysis - Price models Price PricePricing is based on acround offer the electric to the vehicle. It is still the main problem of OLEV, we cannot sell to individuals as the infra which means the buried wire is not ubiquitous. 3. What strategy would Tesla pursue in order to make the initial market in Asia? - I am sure most of Korean customer do not know well about the Tesla or even what Tesla does. All of industry market start from interest and recognition of potential customers. Thus, Tesla should not try to start selling their product right away in Asian market but they have to attract customer’s recognition and interest first. They can choose lots of ways to initiate themselves in Asian EV market by precisely considering the investment need and profitability.Customer Research Summary Result 1. How do you think the EV market in Asia would be in the future? Future = Dominant EV market Key competition : Technology power and Infrastructure base 2. What is the biggest reason that restrict the expansion of EV market in Asia? Lack of infrastructu

경영/경제| 2016.11.30| 62페이지| 2,000원| 조회(179)

마케팅, 4P, STP, 발표, 기업 분석, Chasm, 성공 요인, Telsa. T..

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지식이 가져다 주는 행복 글쓰기

지식이 가져다주는 행복많고 다양한 지식은 사람들의 삶을 풍요롭게 하며 이로부터 사람들은 행복한 삶을 영위할 수 있다. 현대사회에서 과도하거나 잘못된 지식이 갖는 부작용도 간과할 수 없으나 이 글에선 지식이 우리에게 주는 긍정적인 면들에 초점을 맞추어 서술하고자 한다. 지식은 우리의 일상생활에서 다양한 방면으로 사소하거나 큰 행복을 준다. 또한 사람들은 자신의 행복을 보호하고 지키는 방패로써 지식을 활용할 수 있으며, 지식의 습득으로 성취감을 느끼거나 자기계발을 통한 지적 성장으로써 행복감을 느낄 수 있다.풍부한 지식은 만족스러운 일상생활의 윤활제이다. 의식주를 예를 들어보자. 옷을 바르게 세탁하고 보관하는 지식이 풍부한 사람은 남들보다 오랫동안 같은 옷을 입을 수 있다. 또한 건강한 음식에 대한 지식을 갖춘 사람은 바른 식습관을 통해 행복을 얻을 것이다. 주거도 마찬가지이다. 주거 계약에 대한 지식을 통해 집을 사고 팔 때 손해를 입지 않는다면 이는 경제적인 행복을 준다. 이처럼 지식은 기본적인 일상생활을 풍요롭게 함으로써 행복을 가져다준다.지식은 인간의 권리와도 직결된다. 자신의 권리를 지키고 주장하기 위해서 지식은 필수적이다. 자신과 다른 개인, 집단 사이의 갈등을 주변에서 쉽게 찾아볼 수 있다. 이러한 갈등 속에서 자신이 피해를 입지 않고 정당한 권리를 주장하려면 법률이나 사회적 지식이 있어야 한다. 가령 금융 사기를 당했을 때 관련 지식이 없는 사람은 자신의 권리가 어떻게 침해당했는지조차 모를 것이다. 결국 관련 지식이 없는 사람은 그러한 사람에 비해 자신의 권리를 지키지 못해 불행해질 가능성이 크다.마지막으로 지식의 습득을 통해 인간은 성취라는 행복을 얻고, 지식의 발전에서 비롯된 편리함에 행복을 느낀다. 여기서 지식이란 사람으로 살아가면서 자연스럽게 얻어지는 생활적인 지식이 될 수도 있고, 학문적이고 전문적인 지식이 될 수도 있다. 전자의 경우 우리들의 경험을 돌이켜 보면 자명한 말이다. 매일 아침 꽉 막히는 출근길을 다니다 뻥 뚫린 지름길을 알았다고 생각해 보아라. 얼마나 행복할까? 편하고 빠르게 출근할 수 있는 경로와 같은 일상생활 속 지식 하나가 우리를 행복하게 하는 경우이다. 마찬가지로 학문적인 지식의 발전에서 비롯된 세상의 발전에서도 우리는 행복을 얻는다. 생명과학의 발전을 통한 암 치료법의 개발, IT 기술의 발전으로 보고 싶은 사람과 언제 어디서나 연락하고 지내는 것, 교통의 발전을 통해 지구 반대편 나라까지 여행하는 것 등의 거시적인 지식의 습득은 인간의 생활을 획기적으로 변화시키며 큰 행복을 선사한다.

독후감/창작| 2016.11.30| 2페이지| 2,000원| 조회(70)

지식, 서평, 행복, 지식이 가져다 주는 행복

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대학 도서관 무료 개방 논술문, 논설문

대학 도서관의 무료 개방, 과도한 권리 주장통계에 따르면, 2016년 한국에 집하된 도서관 수는 1만 9013개이지만 실질적으로 국민들이 질적인 정보를 습득할 수 있는 공공 도서관은 1068개이다. 1관 당 인구수는 4만 9000명으로 선진국들에 비해 열악한 수준이다. 또한 대학 도서관은 426개가 있고 그중 국공립 대학 도서관은 57개뿐이다. 이렇다 보니, 사회에서 대학 도서관을 지역 주민에게 개방하자는 요구가 한층 높아지고 있다. 하지만 엄연히 대학 도서관과 공공 도서관은 그 목적과 사용이 다르다. 따라서 단순히 계량적 도서관 수의 부족과 대학의 사회 환원을 이유로 대학 도서관의 무료 개방을 주장 하는 것은 옳지 않다.대학의 문이 모두에게 열린 것이 아닌 것처럼, 대학의 고등교육은 무료가 아니다. 학생들은 비싼 등록금을 지불하고, 대학에서 특정 분야의 전문성을 획득하여 사회에 적합한 인재로 발전하기를 목표로 한다. 이미 국가는 기본적인 공교육을 제공하고, 국민은 추가적인 학교 교육과 다양한 매체 수단을 통해 많은 지식을 습득 할 수 있다. 이러한 발전된 교육 환경에서, 대학 도서관이 유일한 질적인 지식 습득 경로인 것처럼 말하며, 대학 도서관의 무료 개방을 주장하는 것은 유료로 운영되는 대학 인프라를 무상으로 사용하겠다는 것으로 당위성이 떨어진다.현재 여러 대학은 자신들의 도서관을 무료로 개방했을 때 발생할 외부 비용을 감당할 재정적 여유가 없다. 대학들이 도서관 무료 개방을 통해 공익적 교육 환원을 제공하면 더할 나위 없을 것이다. 하지만 대학들의 악화되는 재정 건전성 하에서, 대학들이 주변 주민들의 독서 수요까지 책임질 의무는 없다. 서울 내 대학에서 학생 1인당 장서 수 100권이 넘는 곳은 서울대와 서강대뿐이었고, 도서관 예산은 서울시립대를 제외하고 모두 1%대에 머물렀다. 이처럼 학생들의 독서 수요조차 충족시키기 어려운 현 상황에서, 의무적으로 도서관을 개방하고 그에 따라 발생하는 비용을 대학이 전부 감당하는 것은, 대학의 재정 집중력을 분산시키는 것이며 결국 각 대학의 경쟁력을 저해시킬 것이다.국민들의 연간 독서량은 매년 낮아지고 있고, 독서량에 따른 책에 대한 수요는 현 공공 도서관이 충분히 충족시킬 수 있다. 통계청에 따르면 2016년 13세 이상 국민의 1인당 연간 평균 독서 권수는 9.3권이다. 과거 공공 도서관이 부족했을 때, 대학 도서관이 국민의 독서 수요를 충족시키는 한시적 역할을 할 수 있었다. 하지만 요즘은 지역 별 공공 도서관이 풍부하며, 나날이 감소하는 독서량을 고려했을 때, 공공 도서관이 국민의 독서 수요를 충족시키지 못한다는 의견은 어불성설이다.

독후감/창작| 2016.11.30| 1페이지| 2,000원| 조회(212)

대학, 논설문, 개방, 도서관, 무료, 논술문, 무료 개방

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Zara 자라 기업 분석 보고서

01 Progress Report 02 Introduction 03 Goal 04 What we found last time 05 5 Key factors 01 Manufacturing System 02 Inventory Control 03 Logistics 04 Distribution System 05 Trend 06 ConclusionMotivation ZARA UNIQLO H M GAP Separating path from Aug ’15. Why only ZARA? How?Customer Behavior The customers want “ Fast, High-Quality and Cheap” How dose Zara consider these better than its rivals?5 Forces Analysis Industry analysis Apparel industry is a Red Ocean Substitutes Industry Rivalry Suppliers Potential Entrants Buyers Differentiation Substitute Material Employee Solidarity Supplier Competition Size of customer Information Ability Price Sensitivity Slow Fashion High price and Weak substitution Capital Requirements Customer Loyalty Economies of Scale Economies of Scope Brand Equity Competition Ads Expense Product DifferenceSWOT Analysis Strength Weakness I n t e r n a l Fast Delivery Own logistics channel Cost leadership strategy Strategic Locations Brand value Quality 76% of Europe manu2 critical criteria related to the supply chainCore Competency Zara sets itself apart on 2 critical criteria related to the supply chain Manufacturing Low Inventory Low outsourcing Better and cheaper controlling Faster acting and Higher Quality Vertical integration Low outsourcing Better and cheaper controlling Faster acting and Higher Quality High Flexibility High Speed High Quality Low Cost High Brand Value Inventory Control Insourced Logistics Specialized Apparel Logistics Faster, Cheaper and Branded Centralized Distribution Centralized Inventory Control Faster Response Fast Response High Speed Low Inventory Cost Easy ControlComparison with 4P Analysis factors ZARA UNIQLO H M GAP Product Quality Medium Low Low Low Design High Medium Medium Low Packaging Personal General General General Price Retail Price 20% Higher Lowest Possible Lowest Possible Lowest Possible Place Retail Shop Main Street Main Street Main Street Main Street Promotion Advertisement Low Medium Medium Medium Relativ into detail of the supply chain of ZARA in our final report.References 1. https ://www.quora.com/Why-has-the-retail-chain-Zara-been-so-successful 2. https ://fastfashiontrend.wordpress.com/2012/12/07/competition / 3. https:// www.tradegecko.com/blog/zara-supply-chain-its-secret-to-retail-success 4. http://www.bloomberg.com/bw/articles/2013-11-14/2014-outlook-zaras-fashion-supply-chain-edgeIntroduction What we talked about last timeGoal How come the performance of ZARA’s supply chain is much better than its competitors? What are the possible factors? Chain flow time? Logistics? Quality? Manufacturing system? Location? Distribution system? Brand image? Pricing? Inventory management? Cost saving? Marketing? Finance?What we found last time Short flow time Insourced logistics In-house based manufacturing system 20% Higher pricing Low inventory Low promotionManufacturing I nventory Control Logistics Distribution Trend 5 Key Factors From the preceding studies We identified 5 key factors thatnt Solution : Construct their own inventory control system Avoid pilling up inventory in any part of its supply chain from raw materials to finished products Inventory optimization models help company to determine the quantity that should be delivered Ship more often and in smaller batches controlled by distribution headquarter in season turnaround Can eliminate unnecessary inventory from each of its supply chain members By small batch replenishment, keep very low unsold inventory to be sold in low price Minimize the bullwhip effect so that r educe the inventory cost C entralized Inventory Control Low Inventory Low Batch Replenishment Shorter Flow Time Low Inventory Cost Risk of Shortage Scrap Forecasting Solid System Fast Response Better ControlLogistics Vertical vs Horizontal Integration of Design, Manufacturing Distribution and Retail Fast Trend Adaption Short process time Better control of whole process Exquisite Logistics Plan High Managing Cost Make logistics decisions in a very distribution and reduce the distribution cost Disadvantage High cost for distributing finished goods from Spain to each country Can not get the low-wage opportunity, Higher labor cost in Spain High dependency to financial instabilities in Europe and oil price Trade-off : Expand fast to other countries with more risks vs Slower but less risks Solution : ZARA expands faster to other countries but still supply chain is vulnerable to external factorsTrend (Ultimate Goal) Chasing vs Creating Chasing Strategy Small batch production Quality Refinement Lower design cost High brand value Disadvantage Can not create the their own market trend Can not lead the trend with high-end product design Chase the trend not create Less risk in creating the new trend and can invest the resources for quality improvement Chase the demand with postponed production plan Can produce the products with small batch and be more flexible for following the trend Can have lower design cost and higher quality and brand

경영/경제| 2016.11.30| 24페이지| 2,000원| 조회(324)

경제, 경영, 리포트, 보고서, zara, 자라, 기업 분석, 성공 요인, 분석 보고서

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