Global Team Assignment (gta)
Future Challenges / Recommendations
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- Navigate this page:
- Synthesis and Integration(After other sections written) (10 Pages)
- Comparison Analysis
- PESTEL
- Resources and Capabilities
- Forward Looking Statements
- Lessons Learned
- Bibliography
- 1 Appendix 1: Linear Strategic Management Process
Future Challenges / RecommendationsThis is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. 1. Evolve luxury car models - continue to introduce innovative attributes to luxury models, in order to continue to apply its focus and differentiation strategy, not only locally but also globally. 2. Expand service and sales capacity - consider the growth company has to experience, specifically at operations in order to maintain the numbers and preference of customers. 3. Consider environmental affected countries - should consider countries with major concerns regarding pollution and where major population is totally conscious about ecological issues. This to obtain market and increase sales. 4. Gen III - would represent a great step for Tesla on the way to provide an affordable car to decrease the cost of switch. With this more people would be able to enjoy the innovative car. 5. How beneficial is to sell regulatory credits in excess? Need to keep an eye on the driver or objective to obtain regulatory credits because can be seen from two points of view, which can make the market to react on the contrary due to obtaining credits just to sell them and refinance themselves instead of doing to provide a better product. Analysts at Barclays in particular do not think the drive will be smooth for Tesla. “Tesla will be dependent on strong Chinese demand. While we expect strong initial interest from early adopters in China, we see challenges to broader luxury market adoption,” analysts at the bank said.[Bla14] Synthesis and Integration(After other sections written) (10 Pages)================================================ a) Comparison of candidate global strategies: compare the global strategy followed by each competitor, where they are similar, where they differ, which approach you prefer, and why. Indicate what each candidate might learn from the other, if anything? b) Following and based on your global strategy comparison provide forward-looking recommendations for the next 5-10 years for each candidate, focusing if applicable on how trends/changes at the industry/firm level threatens their competitive position, and what each should do to sustain/improve their competitive position over the next 5-10years? Justify why your recommendations are feasible and compelling. c) What does your study/analysis teach us about management in the global businessenvironment today? ================================================ Comparison AnalysisCore CompetenciesThis is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. PESTELThis is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. SWOTWhile comparing Tesla and BYD in their SWOT analysis, we found that there are a lot of characteristics in common for the two companies, including the first comer to the market, substantial investment in the R&D technologies, the huge potential in the market due to the environmental concerns around the world, the high production costs and the severe competition among other competitors etc. However, the image and reputation established by Tesla in the international market is a plus for Tesla for the future internationalization and for gaining support from the international resources. [Angel to send the graphs below to Phil ] (Need to put this into graphic to read easier, color would help)
(Need to put this into graphic to read easier, color would help)
Resources and CapabilitiesThis is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. Forward Looking StatementsThis is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. Lessons LearnedThis is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. This is where we write. Word Count: XX,XXX BibliographyPRN10: , (PRNewswire, 2010), Inv14: , (Investopedia Staff, 2014), His01: , (History, 2010), His01: , (History, 2010), Cur: , (Anderson & Anderson, 2013), And10: , (Soos, 2010), Hyb11: , (Hybrid Vehicle, 2011), NYT14: , (NYTimes Editoral, 2014), EPA14: , (EPA, 2014), The134: , (Economist, Highly Charged, 2013), DrP14: , (Das, 2014), Sas12: , (Banks, 2012), Sas12: , (Banks, 2012), Bri10: , (Dumaine, 2010), Liu11: , (Jie, 2011), Gre12: , (GreenCarCongress, 2012), Joa13: , (Chiu & Murphy, 2013), Xin14: , (Xinhua, 2014), KPM11: , (KPMG China, 2011), Jac12: , (Perkowski, 2012), Dav13: , (Stanton, 2013), Wik1410: , (Wikipedia, 2014), The07: , (The World Bank, 2007), Wik149: , (Wikipedia, 2014), 4Tr14: , (4-Traders, 2014), Blo141: , (Bloomberg, 2014), Nic14: , (Michell, 2014), Pen10: , (Peng, 2010), Pen10: , (Peng, 2010), IsB: , (Is BYD competitive in its pricing strategy?), BYD: , (BYD SWOT Analysis), Int: , (Interview with Anto Hirohikalu), BYD1: , (BYD and Tesla), Tes14: , (Tesla Motors), Tes14: , (Tesla Motors), Cow14: , (Cowan & Jarzemsky, 2010), Tes141: , (Tesla Motors), Joh14: , (Voelcker, 2014), Placeholder2: , (RITA Research and Innovative Technology Administration, 2013), Mot14: , (Mother Earth News, 2014), RIT13: , (RITA Research and Innovative Technology Administration, 2013), Koo13: , (Koopman, 2013), Placeholder1: , (Tesla, 2014), Tes10: , (Tesla Motors, 2010), Bak12: , (Baker, 2012), Dil14: , (Dillow, 2014), Owu14: , (Owusu, 2014), Sha14: , (Sharf, 2014), Bro14: , (Brown, 2014), Rog14: , (Rogowsky, 2014), Tes141: , (Tesla Motors), Str08: , (Straubel, 2008), Sta14: , (Starks, 2014), Bla14: , (Blanc, 2014), 1Appendix 1: Linear Strategic Management Process
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