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    TESLA

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    Arka Das
    Tesla took a unique approach to entering the market by focusing on creating a compelling high-performance electric luxury sports car, the Tesla Roadster, rather than a more affordable mass-produced vehicle. Tesla sold approximately 2,500 Roadsters before ending production. Tesla then reinforced its business model of direct sales through company-owned showrooms and galleries, servicing vehicles through a combination of service centers and mobile technicians, and expanding its Supercharger network for free high-speed vehicle charging. Tesla's generic competitive strategy is broad differentiation through environmentally friendly technology to attract all potential customers now interested in sustainable products.

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    TESLA

    Uploaded by

    Arka Das
    132 views2 pages
    Tesla took a unique approach to entering the market by focusing on creating a compelling high-performance electric luxury sports car, the Tesla Roadster, rather than a more affordable mass-produced vehicle. Tesla sold approximately 2,500 Roadsters before ending production. Tesla then reinforced its business model of direct sales through company-owned showrooms and galleries, servicing vehicles through a combination of service centers and mobile technicians, and expanding its Supercharger network for free high-speed vehicle charging. Tesla's generic competitive strategy is broad differentiation through environmentally friendly technology to attract all potential customers now interested in sustainable products.

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    Tesla took a unique approach to entering the market by focusing on creating a compelling high-performance electric luxury sports car, the Tesla Roadster, rather than a more affordable mass-produced vehicle. Tesla sold approximately 2,500 Roadsters before ending production. Tesla then reinforced its business model of direct sales through company-owned showrooms and galleries, servicing vehicles through a combination of service centers and mobile technicians, and expanding its Supercharger network for free high-speed vehicle charging. Tesla's generic competitive strategy is broad differentiation through environmentally friendly technology to attract all potential customers now interested in sustainable products.

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    © All Rights Reserved
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    Download as docx, pdf, or txt
    132 views2 pages

    TESLA

    Uploaded by

    Arka Das
    Tesla took a unique approach to entering the market by focusing on creating a compelling high-performance electric luxury sports car, the Tesla Roadster, rather than a more affordable mass-produced vehicle. Tesla sold approximately 2,500 Roadsters before ending production. Tesla then reinforced its business model of direct sales through company-owned showrooms and galleries, servicing vehicles through a combination of service centers and mobile technicians, and expanding its Supercharger network for free high-speed vehicle charging. Tesla's generic competitive strategy is broad differentiation through environmentally friendly technology to attract all potential customers now interested in sustainable products.

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    TESLA’s DIFFERENTIATION STRATEGY

    Tesla took a unique approach to getting its first vehicle in the market. Instead of
    trying to build a relatively affordable car that it could mass produce and market, it
    took the opposite approach, focusing instead of creating a compelling car.
    So, Tesla delivered to the market the first high-performance electric luxury sport
    car, the Tesla Roadster. The company sold approximately 2,500 Roadsters before
    ending production in January 2012.
    Once Tesla established its brand and had produced and delivered its concept car
    to the marketplace, it reinforced its business model. Tesla's business model is
    based on a three-pronged approach to selling, servicing, and charging its electric
    vehicle
    Service
    Super-Charger Network
     Direct Sales -It has created an international network of company-owned
    showrooms and galleries, mostly in prominent urban centers around the
    world. By owning the sales channel, Tesla believes it can gain an advantage
    in the speed of its product development. But more importantly, it also
    creates a better customer buying experience. Unlike car dealerships, Tesla
    showrooms have no conflict of interest. Also, customers only deal with
    Tesla-employed sales and service staff. Including the showrooms, Service
    Plus centers (a combination of retail and service center), and service
    facilities
     Service-Tesla has combined many sales centers with service centers. They
    believe that opening a service center in a new area corresponds with
    increased customer demand. Customers can charge or service their vehicles
    at the service centers or the Service Plus locations. Also, in certain areas,
    Tesla employs what it calls Tesla Rangers – mobile technicians who can
    service vehicles from your house. Sometimes, no onsite technician is
    required at all. The Model Scan wirelessly upload data so technicians can
    view and fix some problems online without ever needing to physically
    touch the car.
     Supercharger network-Tesla has created its own network of Supercharger
    stations, places where drivers can fully charge their Tesla vehicles in about
    30 minutes for free. The premise behind building and owning these stations
    is to speed up the rate of adoption for electric cars.
    Tesla will continue adding to the network of Supercharger stations in the
    United States, Europe, and Asia.
    SWOT ANALYSIS OF TESLA

    Tesla’s generic competitive strategy is broad differentiation. This


    generic strategy builds competitive advantage based on the
    development of products that differentiate the company from other
    firms in the industry. For example, Tesla Inc.’s products are competitive
    because they integrate advanced environmentally friendly technology,
    considering that the vast majority of automobiles today use internal
    combustion engines. In using this generic competitive strategy, the
    company broadly attracts all potential customers, who are now
    increasingly interested in environmentally friendly products. Initially,
    Tesla used differentiation focus as its generic strategy for competitive
    advantage. In applying the differentiation focus strategy, the company
    emphasized the uniqueness of its products, but also focused mainly on
    early adopters in the high-end market for electric vehicles.

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